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			'article_category_id' => '34',
			'title' => 'Yamaha’s Facebook Campaign',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<img align="left" alt="" height="97" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamahaOffer.jpg" style="margin:0 10px 10px 0; padding:5px; border:none;" width="121" />Yamaha Nepal has launched ‘Yamaha Like My Style’—a Facebook campaign to promote its bikes and establish an effective communcation channel with its customers. At the launching program, Managing Director of MAW Enterprises, Vishnu K Agarwal, said the campaign has been launched as Facebook is the most effective medium to promote products these days. “We hope our Facebook page will be an effective way to communicate with our customers, to provide information about the products of Yamaha and also to get fast feedback from them. Further, it will help to provide safety tips and help to create awareness on safe riding,” said Agarwal.</p>',
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			'created' => '2013-03-14',
			'modified' => '2013-03-14',
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			'description' => 'Yamaha Nepal has launched ‘Yamaha Like My Style’—a Facebook campaign to promote its bikes and establish an effective communcation channel with its customers.',
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			'title' => 'KK Super Mart To Open 15 Stores By 2013',
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			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">KK Super Mart Nepal, a chain of local convenience stores, is planning to open 15 stores by 2013. It targets to open 50 stores throughout the valley within the next three years. KK Super Mart Nepal opened its first store in Boudha in July 2012 and three more outlets in Lagankhel, New Baneshwor and Bhaisepati lately. KK Super Mart Nepal operates 365 days a year and 16 hours a day with the vision to “Serve U with a smile.” The super market offers over 3,500 high quality products at the most competitive prices. They offer products ranging from every-day grocery goods to personal care, toiletries, household products, over-the-counter medicines, beverages, liquor, recharge cards, pet food, among others.</span></p>
<p style="text-align: justify;">
	It has got the technical assistance from KK Super Mart Malaysia, the flagship business for KK Group of companies which owns and runs 125 outlets in Malaysia. It was established in 2001. According to the company, Nepal has been chosen as the first overseas destination due to the emerging economy in Nepal. KK Super Mart Nepal was officially inaugurated by Mayor of Putrajaya Tan Sri Dato Seri, Dr. Aseh Bin Che Mat, Founder of KK Super Mart Dato’ Dr. Douglas KK Chai, President of Malaysia-Nepal Business Council Dato Pardip Kumar Kukreja, President of Nepal-Malaysia Business Council Mr. Suhrid Ghimire, and Managing Director of Yeti Airlines Mr. Ang Tshiring Sherpa.&nbsp;</p>',
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			'created' => '2013-03-14',
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			'description' => 'KK Super Mart Nepal, a chain of local convenience stores, is planning to open 15 stores by 2013. It targets to open 50 stores throughout the valley within the next three years. KK Super Mart Nepal opened its first store in Boudha in July 2012 and three more outlets in Lagankhel, New Baneshwor and Bhaisepati lately.',
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			'title' => 'Voices January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<font face="arial, helvetica, sans-serif"><img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/binod.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></font></p>
<p>
	<span style="font-size:14px;"><font face="arial, helvetica, sans-serif"><b>‘The private sector is being used for vested interests by the state and politics. So, it is not getting enough space in the policy formulation process. The role of the private sector is becoming less effective and more opportunistic’</b></font></span></p>
<p>
	<span style="font-size:12px;"><span style="font-family: arial, helvetica, sans-serif;">Binod Chaudhary, President of the Confederation of Nepalese Industries, expressing his discontent over the government’s inability to realise the private sector’s role for economic growth.</span></span></p>
<p>
	 </p>
<p>
	<strong style="font-family: arial, helvetica, sans-serif; font-size: 14px;">‘Nepal Rastra Bank will intervene if cooperatives do not work in accordance with the true spirit of cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Yuba Raj Khatiwada, Governor of Nepal Rastra Bank, warning to take action against those cooperatives that do not strictly follow the code of conduct and good governance&nbsp;</span></p>
<p>
	 </p>
<p>
	<img align="left" alt="" border="1" height="123" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/bhattrai.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	<strong style="font-size: 14px;">‘Per capita income of Nepalis can be increased up to US $ 3000 within a decade through cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Baburam Bhattarai, Prime Minister, giving a hyperbolic statement about significantly increasing per capita income of Nepal and reducing poverty with the help of cooperatives&nbsp;</span></p>
<p>
	 </p>
<p>
	<strong style="font-size: 14px;">‘Nepal Electricity Authority is like a leg infected with elephantitis that looks big but limps. That is why electricity shortage is rife in the country’</strong></p>
<p>
	<span style="font-size:12px;">Lila Mani Poudel, Chief Secretary, commenting on the inefficiency of Nepal Electricity Authority.</span></p>
<p>
	 </p>
<p>
	<span style="font-size:12px;"><img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/pradeep(4).jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></span></p>
<p>
	<span style="font-size:14px;"><strong>‘The government believes sending youths to foreign employment is a better alternative than improving the industrial environment in the country’</strong></span></p>
<p>
	<span style="font-size:12px;">Pradeep Jung Pandey, Vice President of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI), complaining about the government’s lackadaisical approach to resolve the labour shortage in the industry sector</span></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-15',
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			'description' => '‘Per Capita Income of Nepalis can be increased up to US $ 3000 within a decade through cooperatives’',
			'sortorder' => '680',
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			'article_category_id' => '50',
			'title' => 'High Hopes On NRNs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	<img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/rampratap.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	The interview with Ram Pratap Thapa in the Visiting Business People section shed light on the contribution made by NRNs to their homeland. The fact that we pin high hopes on NRNs and rely completely on them won’t benefit Nepal in the long run. Nepal needs political stability and an environment that is conducive for investment in the country.&nbsp;</p>
<p>
	<strong>Ashok Karki, New Baneshwor</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The interview with Ram Pratap Thapa in the Visiting Business People section shed light on the contribution made by NRNs to their homeland. The fact that we pin high hopes on NRNs and rely completely on them won’t benefit Nepal in the long run.',
			'sortorder' => '679',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'title' => 'Silver Lining On A Dark Cloud',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades. The positive growth seen in telecom, roads and education sector even during the decade-long insurgency gives a positive message. However, the problem of power outage is taking its toll especially during winter. Power outage, a perennial problem of Nepal, should be addressed at the earliest.&nbsp;</p>
<p>
	<strong>Sujan Nepal, Kalanki</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades.',
			'sortorder' => '678',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
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			'id' => '789',
			'article_category_id' => '50',
			'title' => 'Melamchi, A Far-fetched Dream',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenichi.jpg" style="margin: 20px 10px 10px 0px; padding: 2px;" vspace="" width="100" /></p>
<p>
	The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water. Now it seems that ADB is committed to supporting the construction of the Melamchi tunnel work and other parts of the project. It’s nice to know that the much-touted water project has got some boost and will be completed soon. There is a light at the end of the tunnel, as Yokoyama has assured that ADB is fully committed to providing the necessary support to the government of Nepal to complete the project by early 2016 or earlier.&nbsp;</p>
<p>
	<strong>Richa Dhakal, Kapan</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water.',
			'sortorder' => '677',
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			'id' => '788',
			'article_category_id' => '50',
			'title' => 'An Untiring Journey Of Thai Airways',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/thaiAirways.jpg" style="margin:20px 10px 10px 0; padding:2px;" vspace="5" width="250" /></p>
<p>
	Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky. The story has also made a clarion call on the part of Nepal’s civil aviation sector as our national flag carrier NAC is in dire straits. It’s high time we learnt from these foreign airlines that quality maintenance and fine management are crucial to earning credibility. &nbsp; &nbsp;&nbsp;</p>
<p>
	<strong>Sujata Neupane, Lalitpur</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky.',
			'sortorder' => '676',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'id' => '787',
			'article_category_id' => '50',
			'title' => 'Inspiring Story On Baskota',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/baskota.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times. The upcoming generation has a lot to learn from Baskota’s dedication and hard work, as he makes it clear that there is no shortcut to success.&nbsp;</p>
<p>
	<strong>Manish Maharjan, Bhaktapur</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times',
			'sortorder' => '675',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
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			'id' => '786',
			'article_category_id' => '50',
			'title' => '‘Camels And Eagles’ Clearing The Queries',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Through a news report &nbsp;published earlier in your sister publication, Aarthik Abhiyan Daily (December 16,2012), about the operation of ICRA Nepal, I came to know lot of new things about the terminology CAMELS. The article stated that the rating agency was going to rate the banks and financial institutions according to the CAMELS system. The Nubiz article has made it easier for the investors to evaluate the companies. It has also helped the investors like me to choose the best company for investment. Thanks to the article for clearing the air regarding the details on the methods of ratings made as per the CAMELS and EAGLES. &nbsp;</p>
<p>
	<strong>Suraj Karki, IT Officer, CDS and Clearing Limited, Kathmandu&nbsp;</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'Through a news report  published earlier in your sister publication, Aarthik Abhiyan Daily (December 16,2012), about the operation of ICRA Nepal, I came to know lot of new things about the terminology CAMELS. The article stated that the rating agency was going to rate the banks and financial institutions according to the CAMELS system.',
			'sortorder' => '674',
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			'title' => 'Visiting Business People January 2013',
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<div class="Section1">
	<p class="MsoNormal">
		<span style="font-size:14px;"><strong><span class="A13"><span style="line-height: 115%; font-family: "><img alt="visting business people" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visitng2012_january2012(1).jpg" vspace="10" width="338" /><br style="mso-special-character:line-break" />
		</span></span></strong></span></p>
</div>
<div class="Section1">
	<p class="MsoNormal">
		 </p>
	<p class="MsoNormal">
		<span style="font-size:14px;"><strong><span class="A3"><span style="line-height: 115%; font-family: ">‘Standard Chartered has completed a glorious journey of 25 years in Nepal’<br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></strong></span></p>
	<p class="Pa1">
		<span style="font-size:14px;"><strong><span class="A9">Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></strong></span></p>
	<p class="MsoNormal">
		<span style="font-size:14px;"><span style="line-height: 115%; color: black;">He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:<br style="mso-special-character:
line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How does it feel to be honored with the title of Bank of the Year-2012 in Nepal? <br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">It’s a great honor to be recognized as the ‘Bank of the Year 2012’ in Nepal. The prestigious accolade we have got has further boosted our efforts to strive for the best. I believe all the credit goes to the management team working here in Nepal. They have managed capably, albeit, in a difficult situation. We are proud of the fact that we have managed the business very well. <br style="mso-special-character:line-break" />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br />
		<br />
		<img alt="visiting business people" border="1" height="310" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visiting_business_people.jpg" vspace="10" width="200" /><br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How satisfied are you with the performance of Standard Chartered Nepal in the last fiscal year? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">As I said , we are very glad with our performance, given the tough market situation. So our approach as a bank, not only in Nepal but also globally, is to focus on the basics of banking. The basic factors of good banking - good capital, good liquidity and tight risk management have delivered us a good set of results. Clearly, one would have wanted more growth, but the market conditions are such that you have to be conservative. To be precise, the economy is not growing rapidly and banks are reflection of the economy. Given the present circumstances, the bank has performed very well. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The bank’s profit increased only marginally to Rs 11.7 million in fiscal year 2011/12 from Rs 11.2 million in the previous year. What do you think went wrong? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">I don’t think anything went wrong. We have rather set and are following a very conservative business model. Clearly, the growth is not as I had expected. Along with growth comes the quality of earning which is extremely good. So, as I have already mentioned, our capital and liquidity ratio are very good. Similarly, if you look at the risk parameters, Non- Performing Assets (NPAs) and coverage ratio; they are extremely strong. We further believe that we’re very well positioned in this market. As the economy revives, we will do much better. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">StanChart seems to have quite a big investible fund at hand as also indicated by its high Capital to Risk (Weighted) Assets Ratio Adequacy Ratio (CRAR) which is 14 per cent and low credit-deposit (CD) ratio which is 62 per cent as per the bank’s latest quarterly report. Still, the bank looks hesitant to invest. Why? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<p class="Default">
		<span style="font-size:14px;">I don’t think it is hesitation. In fact, we see this as our strength. As you said, StanChart’s CRAR and CD ratios are strong even at a time when the economy is not doing that well. It means you have the ability to grow strongly when the economy bounces back. Our model is such and we’re comfortable with it. The model is about being conservative and having good quality of earning. In addition, we also help a number of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
		</span></p>
</div>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;">&nbsp;</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives?&nbsp; </b><br />
	</span></p>
<p>
	<span style="font-size:14px;">I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong.</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this?</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">&nbsp;I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal. of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives? <br style="mso-special-character:
line-break" />
	</b><br />
	I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? </b><br />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong. </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this? </b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality <span style="color: black;">earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	</span></b><span style="color: black;"><br />
	As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. </span> </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is &nbsp;there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape?</span></b><span style="color: black;"><br />
	<br />
	The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market.</span><br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">&nbsp;</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b><span style="color: black;"><br />
	We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal.<br />
	<br />
	<br />
	</span> </span></p>',
			'published' => true,
			'created' => '2013-02-07',
			'modified' => '2013-06-07',
			'keywords' => '',
			'description' => 'Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:',
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	),
	(int) 10 => array(
		'Article' => array(
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			'article_category_id' => '39',
			'title' => 'Corporate Focus January 2013',
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			'summary' => null,
			'content' => '<p>
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
	<img alt="corporate focus" border="1" height="274" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corpoatefocus.jpg" vspace="10" width="400" /><br />
	</span></span></span></p>
<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
<p class="MsoNormal">
	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
	</strong></p>
<p class="MsoNormal">
	<strong><br />
	</strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
<p class="Pa9" style="text-align: justify;">
	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
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			'description' => 'International Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe',
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			'id' => '782',
			'article_category_id' => '40',
			'title' => 'Cover Story January 2013',
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			'content' => '<p style="text-align: justify;">
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</xml><![endif]-->	<span style="font-size:14px;"><img alt="coverstory" border="1" height="281" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/international.jpg" vspace="10" width="400" /></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">By Sushila Budhathoki</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">&nbsp;</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A9">International <span style="line-height: 115%; font-family: ">Degrees in Nepal International Degrees in Nepal</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A9"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span class="A16">G</span><span style="color: black;">one are the days when students had no choice but to go abroad for foreign degrees, thanks to the increasing number of foreign educational institutions which are providing internationally recognized education in Nepal.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">With the growing popularity of A Level, international affiliation has become important for the brand value of the Nepali educational institutions. According to the Ministry of Education (MoE), the importance of foreign affiliation for higher education emerged to the fore zone six years ago in BS 2063 and currently there are 87 educational institutions affiliated to foreign institutions. Among them, 36 institutions are providing Bachelor level and above Degrees (see table). Dr Keshav Kumar Shrestha, Executive Director, Curriculum Development Centre (CDC) of Tribhuvan University, says getting affiliations to foreign universities has seen an upsurge in Nepal in recent years. “These institutions are helping students to broaden their knowledge and make them more practical as well as assisting them to complete the courses more efficiently keeping in mind that the world is turning into a global village,” he says.<br />
	<br />
	<img alt="coverstory" border="1" height="314" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory(4).jpg" vspace="10" width="469" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">These colleges have emerged at a time when going abroad for study has become a common phenomenon. The foreign institutions operating in Nepal are expected to lower this trend as enrolling in these institutions is more accessible and affordable. According to a government publication titled “Nepal Education in Figures 2012”, a total of 11,912 students applied for permission to go to 53 different countries during fiscal year 2011/12. Among them, 3,759 were female and 8153 were male students. Samjana Basnyat, Principal of International School of Tourism and Hotel Management, says, “As education is vital, a degree from a reputed institution is a feather in your cap. General Nepalis cannot afford to go abroad for higher studies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International exposure is one of the factors that helps to make an individual qualified globally. The foreign-affiliated institutions in the country provide an international exposure as well as an international degree to the students. They get the same certificate which the students who go abroad can hope to get. According to Kshitij Regmi, Business Development Director at Islington College, though the fee structure of the foreign-affiliated colleges is a little higher than that of the other local colleges, the students get double advantage when they enroll in foreign-affiliated institutions like Islington. He says, “We are giving a world class British degree here in Nepal and for that we have world class infrastructure and resources. Getting the same degree in Europe requires a lot of resources and is unmatched to what we give here.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Islington College runs BBA and other specialized courses like BIT- Bachelor in Multi-media, Computing, Networking and IT Security. The college produces 300 plus graduates a year. Regmi adds, “Education is an investment. Now the students have to start building a career right after the Bachelor level unlike till the recent past when one would not bother about a career before completing the Master level. Therefore, they have to invest more to learn earlier and faster. And it’s not only money that they are expected to invest in their education; they need to invest time and planned efforts as well.”<br />
	<br />
	<br />
	<img alt="featured" border="1" height="1002" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/foregin.jpg" vspace="10" width="500" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The demand for higher level education is growing in Nepal is apparent in the statistics on the students’ number in Nepal. More than 300,000 students appear in the SLC exam every year, and about half of them pass it. Around 100,000 pass the +2 level every year. However, the number of educational institutes providing higher level studies is insufficient to accommodate them all. According to Nepal Education in Figures 2012, there are 9 universities and 3383 higher secondary schools - 2,499 public and 884 private schools. Similarly, there are 1,102 colleges of the universities including 90 public and 1,012 private colleges, 3 medical institutions and 418 Technical Education and Vocational Training (TEVT) institutions. At the existing universities, which offer education up to the PhD level, faculties like humanities, management, education, science and technology and engineering are popular among the students. The international institutions operating in Nepal have included varieties of courses in these fields in addition to other international courses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="169" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory12.jpg" vspace="10" width="292" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The education ministry says, while granting permission to students to go abroad or to foreign institutions to open their affiliated institutions here, it gives priority to the subjects which are rare at the Nepali educational institutes. There are different courses for the students to choose from in the fields of management, Information Technology, Hospitality, Science, Computer Science and Fashion Designing. Some of the colleges also run specialized courses. For example, Kathmandu Forestry College runs M.Sc.in Geo- Information; International School of Tourism and Hotel Management runs Master of Innovation and Management in Tourism. Similarly, such institutions are running courses as per the need of time and market. As there is a high demand particularly in the field of management, many of these colleges are running BBA or MBA classes. Human biology is the latest course that is popular among the students.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="439" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory1.jpg" vspace="10" width="450" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Dr Dev Raj Adhikari, Dean of Central Department of Management, Tribhuvan University (he is also a member of the Expert Committee formed under the Ministry of Education for the monitoring and evaluation of foreign universities), feels the need for welcoming good foreign universities since the trend of global education has already started. According to him, as we have entered into the WTO regime, it is not appropriate to restrict foreign universities from coming to Nepal. He says, “The presence of top quality universities in Nepal will encourage Nepali universities to raise their standards and be on a par with their foreign counterparts. It will also motivate Nepali colleges to increase the quality of their education in order to compete and sustain in the market.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Growing popularity</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The institutions are running international courses particularly because of the demand driven market. According to Biplav Singh, Senior Programme Manager at King’s College, the trend of enrolling in foreign institutions is increasing fast. King’s College which started BBA classes in 2009 has produced 12 MBA graduates and the number of intake this year is 66. Similarly, Lord Buddha Education Foundation which started MBA classes in 2000 has produced around 400 MBA graduates. Dr Tulasi Thapaliya, Under Secretary at the Ministry of Education, says these institutions are fulfilling the demand of those students who are opting for internationally recognized courses. He says, “Colleges are coming to us for the approval of a range of subjects. The colleges also see huge prospects in these courses. That is why they are investing huge amounts to establish their institutions.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">High chances of job placement after the completion of the courses are also luring the students. Timely completion of the courses and possibility of credit transfer to a college abroad are the other attractions. Many colleges are providing skill development trainings beyond their academic courses to enable the students to compete in the international market. King’s College runs an MBA entrepreneurship course for those who are running their own business or planning to start a business on their own. Singh says, “We are working intensively for the placement of our graduates in the job market. We have already started Chinese language classes and a 2-year compulsory English class for MBA students.” Similarly, Islington College organizes job fairs where they call the prospective employers and the chances of students getting jobs are high. Regmi says, “Co-operation from the government and job providers is increasing. Currently we have tie-ups with many national and multinational companies for student placement and internship programmes. Some of our students are earning more than Rs 200,000 per month.”<br />
	<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="216" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy13.jpg" vspace="10" width="193" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Started in 2004, International School of Tourism and Hotel Management basically produces hotel management graduates, Many of its students are working at the assistant or even executive level positions in many five star hotels in Nepal and abroad, according to Samjana Basnyat, Principal of the College. She says, “We focus on shaping the overall personality of the students because inculcating positive attitude is a must in today’s competitive age. This positive attitude does make an individual far more superior than others.” The college has a high number of students in Higher Diploma in Hotel Management (Equivalent to Bachelors Degree) course.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges are providing full time faculty support which helps students learn beyond their curriculum. The resource centers of these colleges like libraries, computer-labs, science-labs etc are also available full time. Some colleges are offering customized curricula to suit the needs and demand of the Nepali market. Courses like Diploma in Hotel and Restaurant Management, Bachelor in Hotel and Catering Management, Diploma in Travel and Tourism Management etc are being provided by these institutions as the tourism sector is seeing a shortage of qualified manpower. On the other hand, some courses are more advanced than that of Nepali universities, especially the courses offered by the British and American universities. However, the curriculum is not everything about the offered courses, say the experts. Adhikari says, “The quality of faculty and teaching- learning methodology plays a crucial role in setting the quality of the offered degrees. The quality of graduates is equally dependent on the quality of faculty members and the quality of pedagogy practiced.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong>&nbsp;<img alt="coverstory 2012" border="1" height="284" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy14.jpg" vspace="10" width="260" /></strong></span></p>
<p style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Weak monitoring<br />
	</span>&nbsp; <br />
	</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The growing demand has led to some unethical practices too. Some colleges are found admitting students beyond their capacities and running courses without any government approval. In September 2012, some 72 colleges across the country including some foreign institutes were found running management, IT and natural science courses without approval from the MoE. Among them, many were reputed foreign institutes and renowned colleges. San Institute of Nursing, the first institute to get foreign affiliation, lost its good reputation when the college could not run smoothly. The college established in 2060 BS (some nine years ago) closed down soon after producing its first batch. According to Basnyat, the failure of the international educational institutes in maintaining academic discipline is becoming a threat for the education sector. She says, “The international educational institutes in Nepal should emphasize on quality education. Failure to maintain academic discipline and merely going for quantity will take us nowhere.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The government publishes the list of colleges affiliated to foreign institutions after providing affiliations and permission for operating in Nepal. Dr Tulasi Thapaliya, says, “It is high time that we started regulating these international institutions so that they could offer quality education in Nepal.” Many of the parents and students are unaware of the fact that if the institution has not got its courses or curriculum approved from the government, the institution or the course becomes invalid and the students will not get the degree. Without government authorization, the degrees are not recognized. By law, the institutions need government permission before adding courses or branches. However, there are many instances of the colleges not following the rules. Some of the colleges have been found to collect fees from the students or publish advertisements without any assurance that the classes will actually start. Likewise, many of these colleges are offering courses that are beyond their capacity and without permission from the authorities while some are busy in promotions rather than providing quality education.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The ‘Directive for Foreign Educational Institutions Running Higher Level Education, 2059’ has laid down the requirements and procedures needed to be followed to run such colleges. There are provisions laid down in the directive to apply for opening an institution, getting foreign affiliation and adding courses and programmes. The directive has also set down the rules for human resource requirement in the institution, credibility of the university concerned and the relevance of the courses offered in Nepal. However, it is a different matter that MoE has not been able to handle these issues properly.<br />
	<br />
	<br />
	<img alt="cover story january 2012" border="1" height="324" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/glacier15.jpg" vspace="10" width="284" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Foreign educational institutions that want to operate in Nepal must be accredited by the law of the country of origin, according to the existing Nepali law. The institutes cannot close down its operation before the end of the academic year. They should be purely educational institutions and should follow the directives of 2059 BS. There are norms for all educational institutes. For example, there are separate specific norms set for GCE A Level, Engineering B.E. &amp; IT, Nursing and Hotel Management. There is a committee at the Ministry of Education (MoE) to scrutinize the quality of the international degrees offered in Nepal and the foreign universities that the Nepali colleges are affiliated to. But the committee has not been able to carry out its responsibilities, say the critics. They also point out that many of the colleges are violating the norms. Moreover, they also complain that there is no law to penalize such colleges operating without the government’s approval. The existing Education Act 1971 lacks clear provisions to check such lawbreakers. A bill to amend the Act awaits the parliament’s go-ahead.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Although the international courses have good credibility in the international market, freedom to choose and decide the curriculum by colleges themselves may invite negative consequences, say the experts. They further add that it is necessary to carefully inspect and monitor the standard and quality of pedagogy and courses introduced here. There is an academic council at TU that develops the courses to be run by Nepali colleges. The council also helps to implement the courses developed by foreign universities in Nepal. Dr Shrestha says, “We have also kept in mind the need for course revision at every department. Such courses should also meet national and international market demand.” <br />
	</span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are many foreign-affiliated colleges in Nepal that are having administrative problems. “Many colleges are in the reviewing process due to the lack of documents. And many of them have been suspended for their failure to prove credibility,” says an officer at MoE, requesting anonymity. According to him, weak monitoring and regulation has helped these colleges to run without proper documentation, infrastructure, capacity, credibility and meeting other required criteria. There is no clear policy on the number of faculties and programmes a colleges can run. The MoE officer adds,” We are reviewing all these colleges for their exact status.” On the other hand, the institutions say that the red tapism in the Nepali bureaucracy is the main problem in timely the updating of their statuses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="198" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/hospital.jpg" vspace="10" width="182" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A lot of problems are seen in the tuition fees that these institutions raise. There are different fee structures for different faculties. The fees also vary from college to college. Many of these colleges have not properly mentioned how much fee is collected from each student. However, according to Roj Nath Pandey, Assistance Spokesperson for the MoE, there are no written complaints against these institutions for taking high tuition fees. He says, “We would instantly take action if any complaint is lodged in this regard. They cannot take fees more than what they have mentioned in their applications seeking our approval for the course.”&nbsp;&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">The way forward</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges have just started their sessions and the results are yet to come. Yet, it should be recognized that these emerging affiliates of international institutions have raised the hope of developing Nepal as an international education hub. “If we carry forward the mission to fulfill this dream, it is possible to make Nepal an educational hub,” opines Dr Shrestha. According to him, the basic infrastructure to develop Nepal as an education hub must be there and the academic calendar should be updated. He says, “Activities like padlocking and protests at TU are a huge setback to this mission. The resources within the universities should be well managed first to start the mission of developing the country into an international education hub. Also, a timely change in the curriculum is a must.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International affiliations have also opened the door to the international training institutes. Linked with The London Chamber of Commerce and Industry (LCCI), LCCI Nepal has been working with around 15 colleges, mostly with foreign affiliation. “Ours is a new initiative. We work in the Nepali education sector as an outsourced knowledge provider. Our training enables students to gain knowledge beyond the course. They can work in whichever country they go because they are trained professionally,” shares Dikshanta Bhatta, Assistant Manager at LCCI Nepal. He adds, “Our programmes are so popular that we are now targeting also the colleges that are affiliated to Nepali universities.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The college operators are also hopeful of a bright future in Nepal. They believe that if they focus on providing quality education to the Nepali students and offer a moderate fee structure, they will be able to get enough number of students. Regmi says, “Nepal is a strategically located country. It has good links to various countries including neighbouring India, China, Pakistan and Bangladesh. Technical subjects such as IT have good prospects.” He demands policies facilitating the global system which he says is a basic requirement of the global market. Regmi says, “We are in an open market and have a dynamic future. We could work better than this if we had more friendly policies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The MoE, on the other hand, is planning to intensify the monitoring process this year. Dr Thapaliya Says, “Now we are taking action against some of the colleges which are found admitting more students than they can effectively handle. We are also reviewing the performances of these colleges.” The Supreme Court has also recently issued an 11-point order seeking to regulate the freewheeling private schools and colleges including the foreign institutions in response to a writ filed by advocates. This verdict will have a strong impact on the colleges which are not performing well.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Some of the institutions are also conducting monitoring and evaluation by themselves for quality assurance. However, the bad image of some colleges is casting a shadow on the good private colleges operating in Nepal under affiliation from foreign universities. The colleges, too, are afraid that the wrong deeds of a few colleges might ruin all of them. Basnyat shares, “Our plan is to keep upgrading ourselves in terms of infrastructure, quality education etc and provide the necessary facilities to the students as well as increase collaboration with the international players and get affiliations from different hospitality outlets so that our graduates could get multiple avenues.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3">‘There is a need to regulate and maintain foreign colleges to </span><span class="A3">prevent unfair </span><span class="A3"><span style="line-height: 115%; font-family: ">Competition’</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><br />
	&nbsp;<img alt="tulsi" border="1" height="307" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/tulsi.jpg" vspace="10" width="269" /></span></span></span></strong></p>
<address>
	<span style="font-size:12px;"><strong><span style="color: black;">DR TULASI THAPALIYA </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style="">Under Secretary </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style=""><span style="line-height: 115%;">Ministry of Education</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">How did the trend of establishing colleges with international affiliations begin in Nepal?</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Globalization of education compelled many countries to run academic programmes which are popular internationally. The charm of studying foreign courses in one’s own country and getting a certificate recognized globally at the end is high in any country. It looks so normal today that it has become something of a trend. Nepal, too, could not remain unaffected from this charm as more and more colleges in Asia started introducing international courses through affiliations with foreign colleges/universities. Nepal took its cue from this international trend.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What has been the contribution of these foreign affiliated colleges? Has the Ministry made any evaluation?</span>&nbsp; </strong><br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The Ministry is yet to carry out any evaluation of that sort. However, there are some good aspects that these colleges have brought about. For example, the students in Nepal have exposure to international curricula. They don’t need to go abroad for the foreign courses which are already available in Nepal, thanks to these foreign-affiliated colleges. Another advantage is that they get choices in the curriculum. And the most important thing is that the institutions providing higher education in Nepal can learn from the experiences of these foreign-affiliated colleges.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">How does the MoE monitor the foreign-affiliated colleges?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We have a monitoring mechanism. There is a committee at the MOE to monitor these institutions. We are planning to intensify the monitoring process this year. The monitoring process will be more regular in the days to come.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What are the criteria for permitting colleges to get foreign affiliations?</span> <br />
	</strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Colleges in Nepal are running international courses because of the market demand. If there were no students demanding these courses, then these institutions would not come to us to get these courses approved by the ministry. The MoE gives the approval for these courses but this approval is subject to consent from the University Grant Commission.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are a number of criteria for getting foreign affiliations for Colleges. The process begins with the institutions wishing to run the academic programmes of international universities applying to the MoE. Their applications must include the consent of the University Grant Commission and other professional bodies. Then we observe the overall status of the applying colleges. We have a scrutiny mechanism to see whether the college is really in a position to offer the intended courses or not. We look at their physical facilities, infrastructure, human resource, credibility and validity of the international institutions offering affiliations.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Sometimes, the foreign institutions offering affiliations to Nepali institutions may not have much credibility back in their own countries. We also consider the demand of the said courses in Nepal. Particularly, we encourage those courses that are not offered by the Nepali universities. These are some of the conditions and criteria that we follow. There is a guideline already approved by the cabinet that the criteria in detail. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">There are a range of subjects from management and hospitality to information technology to culinary arts. But many of the foreign-affiliated colleges are running BBA or MBA classes. Why?</span> <br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It is not about the BBA or MBA classes; it is about the demand of the students. However, there are two different ways of regulating and managing educational programmes. One, you could run trial courses to see what courses are in demand. The other option is the colleges come forward with proposals seeking approval for the courses they want to teach. The main idea is the demand for the subject by the students. If the demand rises, these subjects could be offered by many colleges. Yesterday only, I got a proposal for running micro-biology classes by one of the colleges. Many colleges are planning to run different management courses. </span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is often complained that foreign affiliations are hampering the higher education system in Nepal. What do you have to say? </span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are two sides to this complaint. One is because of the rise in the number of foreign affiliated colleges, many students are choosing them instead of colleges that teach courses of Nepali universities. This could be affecting the education system of Nepal.</span> <br />
	</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The other side is a positive one. The existing colleges and universities in Nepal get the chance to learn from the foreign-affiliated colleges and their new courses. Foreign-affiliated colleges can create an environment of completion where the colleges teaching courses of Nepali varsities, too, can become innovative in their courses and/ or curricula. Of course, there is a need to regulate these institutions properly to prevent unfair competition.<br />
	<br />
	<br />
	</span><strong><span style="color: black;"> </span></strong></span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is said that the trend to go abroad for studies among Nepali students would have been low had there been foreign-affiliated colleges in Nepal in the past, say as back as a decade or so? What do you think?</span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It could have, perhaps, but I am not sure. It’s not only for the reason of education that the Nepali students go for abroad studies; there are other reasons as well. For example, they go abroad to earn while they learn. They might even want to learn beyond the courses they are enrolled to. Students even go to different countries to learn the same courses; they pick the country of their choice. International exposure and other opportunities are other important factors behind the current trend of going for abroad studies.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">So, the presence of foreign-affiliated colleges in Nepal may not lower the abroad study graph very drastically. It could, however, contribute to some extent in lowering the number of students going abroad for studies. But it cannot completely stop the trend.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:16px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span><strong style="font-size: 16px;"><span class="A3">‘Timely revision of <span style="line-height: 115%; font-family: ">curriculum is a must’</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><img alt="keshav" border="1" height="305" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavkumar.jpg" vspace="10" width="300" /><br />
	</span></span></span></p>
<address>
	<span style="font-size:14px;"><strong><span style="color: black;">DR KESHAV KUMAR SHRESTHA </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0">Executive Director </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">Curriculum Development Centre (CDC), TU</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">Why do Nepali colleges need affiliations with foreign universities?</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Nepali colleges have joined the trend of getting affiliated to foreign universities lately. The foreign courses taught by these colleges have helped the Nepali students in broadening their knowledge and getting, perhaps, more practical education. Today, the world has become a global village; everything is globalised, including education. Colleges in one country get affiliated with foreign universities in order to teach foreign courses. This trend has helped the Nepali students in more than one way. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Why doesn’t the CDC develop such courses on its own? </span></span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Tribhuvan University has its own way and process of developing curricula. CDC develops courses on the basis of their need. For example, if there is a four-year course, we discuss its merits and demerits in depth. With the teamwork of ‘subject committees’, CDC not only develops curricula but also conducts seminars, orientation programmes and workshops to help the teaching and learning of foreign courses in the country. We are also careful about updating and even revising the TU courses from time to time. There is an Academic Council at TU that oversees the course developing process. Such courses should also meet national and international market interests. I think TU needs to implement the credit hours requirement system for its courses too. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses beneficial for the Nepali students in the long run?</span></strong> <br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are professional as well as academic benefits for the Nepali students from the foreign courses. These courses also ensure better career opportunities and future for the students. </span></span></p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	What are the possibilities of developing Nepal into an educational hub?</span></span><br />
	</strong></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">This is a broad topic to discuss. First, we need the basic infrastructure to develop Nepal as an education hub. The academic calendar should be updated and other new changes should be introduced. Recent activities like padlocking and protests happening at TU are a huge setback to such a m mission. Before Nepal can be developed into an international education hub, we should be able to manage the resources within the Nepali universities well. And, I repeat, timely changes in the curricula are a must. </span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">How is CDC supporting the students’ educational freedom to take courses of their choice?</span></strong> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We definitely pay attention to the interests of the students by keeping ourselves abreast with the market demand. The basic thing here is to enhance the quality of education. The students are given utmost freedom to choose from the available courses. TU has eight-semester BBA and four-semester MBA courses. Along with the freedom, the students should not forget the competition in the market and the credibility of the available courses.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">What changes in TU courses is CDC bringing in the coming days?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A change may not always mean an immediate broad adjustment. We change existing courses or introduce new ones by analyzing the needs and demands in the market. For example, we have paid much attention to developing and bringing new courses in of Information Technology, Hotel Management, BBA and others. There is a demand for these courses as they are more likely to give the students a secured career.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">There is a common complaint that the annual system hasn’t work well in the education sector. What is CDC doing to address this complaint?</span> <br />
	</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The annual system focuses on mass education. However, it needs to be changed according to time. Recently, we have developed a new course, Tea Technology and Management (BSC Tea Technology), at Mechi Multiple Campus, Jhapa.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses more practical and skill-oriented?</span> <br />
	</strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">The most important thing is that these courses have a good reputation in the market. However, it is also true that only a few percent of fresh graduates get good jobs in the market. So, it’s high time to ensure the production of quality and competitive manpower by domestic as well as foreign-affiliated colleges.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p style="text-align: justify;">
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<![endif]-->	<span heaveneticacond9="" style="font-size:56.0pt;
  font-family:"><img alt="from the editor" border="1" height="217" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/upperkarnali(1).jpg" vspace="10" width="316" /><br />
	I</span><span style="letter-spacing:-.15pt">n the last week of December, the Maoist government led by Dr Baburam Bhattarai extended the survey license tenure for six more months to GMR, the Indian infrastructure major that is developing the Upper Karnali Hydel Project. The government has also sanctioned the proposal of the company to increase the installed capacity of this run-off-the-river project from 300 MW to 900 MW and granted permission to open a project liaison office in New Delhi. With all these developments at hand, things look good at the face of it. But not quite!</span> <br />
	<br />
	<span style="letter-spacing:
-.1pt">From the very beginning, since early 2010, it was the Maoist party that was creating obstacles to the project. In May 2010, the GMR offices at the project site were vandalized and the same was repeated in December 2012. It is quite a paradox that it was Dr Bhattarai's cadres who campaigned systematically at the local, national and international levels against GMR developing the project.<span style="mso-spacerun:yes">&nbsp; </span>Dr Bhattarai now may shirk aside pointing finger to break-away Mohan Baidya faction of the party, but both Bhattarai and his party Chairman Puspa Kamal Dahal did not actually act in time to facilitate the project operation.<span style="mso-spacerun:yes">&nbsp; </span>That led to some cadres of their party living abroad to create an NGO<span style="mso-spacerun:yes">&nbsp; </span>network called Karnali Sarokar Samaj and collect money both as donation to organize protests against GMR and in the form of 'shares' to a then proposed company that has now taken shape as Karnali Jalavidhyut (hydropower) Limited.</span></p>
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	<span style="letter-spacing:
-.15pt">Apparently, now, the only party that is all-out against the GMR is CPN-Maoist (Baidya faction) and some of the technocrats of panchayat era are helping it to develop what they call a presentable case against the project contract. Their main bastion of argument has been, it was an 'anti-national' move to award contract to an Indian company. The new Company formally made public a couple of weeks ago is manned by Baidya cadres and it has vowed to replace GMR and develop the entire project by itself. </span></p>
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	<span style="letter-spacing:
-.15pt">The company is claimed to have registered by the government two months ago. This is where the intentions of Dr Bhattarai appear questionable. How can a government register a new company to develop the same project that has been formally contracted out to a foreign company years ago?<span style="mso-spacerun:yes">&nbsp; </span>Baidya's Party has fed in massive misinformation from local to international levels. It officially opposed the recent government decision by issuing a statement at the central level and has prepared a 'defense force' at the project site to stop GMR in its work.<span style="mso-spacerun:yes">&nbsp;&nbsp; </span>And, surprisingly, the government has done nothing to facilitate GMR in smooth operation of the project that has to start its civil works within a few months time, if the project were to be actually constructed. <br />
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<p>
	<span style="letter-spacing:
-.15pt">All this has added complications to the project to take off. The financial and technical abilities of the new company might be questionable from any possible angle, but it is unquestionably a big enough force to act as an irritant in the process. How will the people who are very active in generating money from non-resident-Nepalis in foreign land in whatever pretext will not only be stopped but their face also saved if the government wants GMR to develop this project?</span><span style="letter-spacing:
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	The government doesn't seem to have understood the extent of fall-out effects if the GMR is compelled to withdraw from the project. It will create an image of the country as unfriendly to foreign direct investment and will thus have long-term ramifications. The dream of developing large hydropower projects with FDI will never be realized if this company is sent back. It is because, the deals offered by the company to provide 12 percent of generated energy free of cost to Nepal and 27 percent equity participation to Nepal Electricity Authority are highly generous.</p>
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	The issue of 'compromised national interest' in this particular case is an absolutely fabricated dogma. Nepali nationals will be far better protected if we have enough power generation to support industrialization, transportation and household use. And, a private company GMR must not be penalized for any act of the Indian establishment that are often seen by different political forces as detrimental to Nepali national interests.</p>',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: ">Corporate Focus</span></span></span></p>
<p>
	“We consider three things in the present scenario — People to People, Business to Business and Government to Government<br />
	relationship.”<br />
	<br />
	<br />
	<img alt="chanto" border="1" height="246" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/strinlta.jpg" vspace="10" width="186" /><br />
	CHANTOUCH SRINILTA<br />
	GENERAL MANAGER NEPAL &amp; BHUTAN<br />
	Thai Airways International Public Co Ltd</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">45 Years of Flight Over Himalayas<br />
	<br />
	<img alt="corporatefocus" border="1" height="303" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus(2).jpg" vspace="10" width="450" /><br />
	</span></span></p>
<p class="Pa26">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship.” </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; <br />
	</span></p>
<p class="Pa0">
	<span style="font-size:14px;"><span class="A0">CHANTOUCH SRINILTA GENERAL MANAGER NEPAL &amp; BHUTAN <br />
	<br />
	<br />
	</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Thai Airways International Public Co Ltd</span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">hai Airways International Public Company Limited, the national flag carrier of the Kingdom of Thailand, has achieved an unprecedented height in Nepal. A glorious history of complete 45 years of operation itself speaks volumes. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">It was in 1968 that Thai’s 72-seater French-built Caravelle SE210 aircraft landed at the Tribhuvan International Airport (TIA). According to Thai Airway’s General Manager for Nepal and Bhutan, Chantouch Srinilta, the long journey of Thai Airways is full of ups and downs. “Many international airlines have come and gone after Nepal Government adopted a liberal sky policy, but Thai has survived, tackling all the challenges, and tackling them pretty well,” says Srinilta.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">The Airways was founded in 1960 as a joint venture of Thailand’s domestic carrier, Thai Airways Company (TAC), and the Scandinavian Airlines System (SAS). In 1960, flights were inaugurated from Bangkok to nine overseas Asian destinations. The airline launched its intercontinental services in 1971, first to Australia, followed by flights to Europe in 1972, and to North America in 1980. <br />
	<br />
	<img alt="corpratefocus" border="1" height="338" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus88.jpg" vspace="10" width="500" /><br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways operates domestic, regional and intercontinental flights from its home base in Bangkok to the key destinations around the world and within Thailand. Thai airways has had a market in Nepal, for over four decades and the Nepali market has allowed them be more mature. For Thai, every moment is a turning point, as the global airlines have been pacing up rapidly. Thai takes pride in the fact that they have unlocked Nepal as a new tourism destination for the world shares the GM. They were the first airline to operate jet service from Kathmandu. It was indeed a memorable moment to cherish in Nepal’s aviation history. In addition, Thai also introduced the first computerized reservation system in Kathmandu in February 1985 and provided this service to its leading travel agents since 1990. The Royal Orchid Lounge at the TIA used to be the only lounge operated by Thai in the 1990s.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship,” Srinilta says. Maintaining a long-term relation between Nepal and Thai Airways is a top priority for the latter. In the people to people scenario, Thai people have a religious connection to Nepali people as 95 per cent of the Thai population is Buddhist and Nepal is the birth place of Lord Buddha.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In term of Business to Business, Nepali airlines are also landing in Thailand. Here, in Nepal we have been landing since long time back and we have also kept in mind that times are changing, shares the GM. “There is huge potential for the national flag carrier of Nepal if they regain their reputation from glory days” says GM. “Government plays a role in elevating the standard by not only to directing, but also educating the airlines about how the rest of the world is working at their best. So, if we work together we can grow much,” Srinalta says.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">For a sound relation between both the nations, Thai Airways wants to create a good linkage between Nepal and Thailand. Nepal being a land blessed with mountains that are more than 8,000 meters tall airlines are reliable means to bring in more tourists and Thai Airways is doing its best to increase the figure. Thai Airways further believes that the tourists they bring here in Nepal choose tourism activities over just strolling around Thamel.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In terms of Corporate Social Responsibility (CSR), Thai organizes blood donation programme on every 31st July. Battling with the challenges lying ahead, Thai also strives to keep the goodwill image of the company intact. It might seem that the cost allocation of air ticket and packages are high, but the quality that they have not compromised justifies the cost. Thai Airways has kept in mind that a good air business also leads to healthy revenue. Thai believes that offering proceeds for CSR will strengthen the Company’s financial status and support its business expansion projects. It also believes that products and service improvement will elevate THAI to a consistent rank of top three airlines in Asia and top five in the world.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Recently, Thai Airways announced special offers including promotional fare marking its 44th year of successful operation in Nepal. In the auspicious occasion the airlines announced free excess baggage for students, and businessmen traveling to Australia and China and free hotel service in Bangkok for destinations like Hong Kong. Similarly, the airlines announced free excess baggage up to 10kg for Nepali students traveling to Australia. Also, targeting Nepali travelers Thai airways unveiled special SOTO (tickets sold outside the country of departure) fare for Japan and special labor fares to Kuala Lumpur. The company also encourages its human resources to acquire new skills and attain international standards of professionalism. Thai Airways contributes to the advancement of all types of technology related to the world’s commercial aviation industry.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thailand Tourism Authority and Royal Thai Embassy say that the number of Nepali travelers going to Thailand had increased significantly in recent years. Around 31,000 Nepalis visited Thailand in 2011, out of which 25.5 percent travelled for holiday and 41 percent for seminar. Thai also handed over a memorial park situated in Kakani to the local community and is providing fund regularly for its maintenance and development.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">At present if offers flights to more than 70 destinations in 34 countries with a fleet of 99 aircrafts. According to the GM, The Thai airways have same investment every year and they are seriously concerned about the return. They also have good marketing strategies and are looking forward to sustain in this market in coming years. They are willing to invite more people to come and visit Nepal and enjoy time here. For this Thai is expecting Tourism authorities of Nepal to offer more packages. “If Nepal Tourism Board also is ready to cooperate we can contribute further to tourism”, Srinilta believes. Thai also has three latest model of Airbus and they are starting business on different parts of world.</span><br />
	<br />
	<img alt="corporatefocus" border="1" height="340" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/thai.jpg" vspace="10" width="500" /><br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“As a mature airways, we are striving our best not to compromise in our fleet size and service standards,” shares Srinilta. So, to catch up in the burgeoning market demand in Nepal, they have a strategy of adjusting the number of flights as per market demand. In the beginning, Thai operated a once a week flight between Bangkok and Kathmandu and soon after that, one more flight was added to cope with the high demand of passengers. Thai started daily flights with A300-600 aircraft since the end of October 1997. In the context of growing demand of air seats to/from Nepal, they added three more flights in 2008. Based on the request of different tourism related associations like NATTA, PATA, HAN and NTB, they began to run 10 flights per week. Now Thai has seven flights a week with a configuration of 30 business class and 279 economy class seats.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways has also played a good role in providing service to the outbound Nepali Tourist. In Srinilta’s words, the airlines is assisting Nepal in worldwide promotion as a major tourist destination through various media like in-flight magazine “Sawadee” and Royal Orchid Holiday Packages tours. Thai have joined hands with the Tourism Authority of Thailand by frequently organizing different events like Trade Fairs, Educational/ Medical fairs, familiarization trips for agents and media, Thai Food festivals, Thai Puppet shows etc. <br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">They have also offered attractive packages and special fares for students and leisure travelers. It was in the “Visit Nepal Year 1998” and during the “Nepal Tourism Year 2011”. Thai spread good word all over to promote Nepal They have joined hands with the organizers of Asian Mountain Bike championship in 2008 by offering special fares to the participants all around the world. They have own handling service in Nepal with own operational, ground handling and administrative staff directly under the Thai set up of course.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Srinilta further adds Thai can do a lot if the Nepal Tourism Board and other government bodies of Nepal also provide lucrative packages to further boost the Tourism of both countries. Though Thai Airways doesn’t fully keep the Labour Traffic as a first priority, it is also a part of the business. Since the very beginning, they have had different segments of traffic like the royalties, frequent flyers, government officials, diplomats, expats, students and the tourists.</span><br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">However, the persisting bandhs, political instability, lackluster government policies create hurdles for a smooth run. So, there is a long way to go for Thai Airways in Nepal and for that the hurdles in the paths should be cleared.</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Swot Analysis</span></b></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">STRENGTHS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Thai brings quality tourist. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Thai have strong position in global market. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Aware about the nation and society in environmental conservation. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Run the business on the basis of fair competition. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">WEAKNESS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- More work is yet to be done to seek for the reasons why people don’t fly in Thai Airways. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">OPPORTUNITIES </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- More exploration in Nepali market. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Nepal is a lucrative tourism destination. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">THREATS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Never-ending Bandh. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">- Airlines market hasn’t flourish on a high rate.</span></span></p>
<p class="MsoNormal">
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<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span class="A13">By Bikram Chitrakar</span></span></strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">When NEPSE Reached 33 Months High</span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%;">&nbsp;(Review for 30 October to 27 November, 2012)</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A28">&nbsp;<span style="line-height: 115%; font-family: ">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. </span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">N</span><span style="color: black;">ovember 2012 was an exciting month for the Nepali bourse. The market witnessed a wild upward movement after cooling for a long period. Majority sectors were supported by a straight gain while the volume was also significantly high. The benchmark Nepse index gained 45.33 points or 9.19 percent to settle at 493.16, whereas the session&rsquo;s high was 501.51 on November 20 and the low was 447.83 on October 30. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Initially, the acceleration in the benchmark index was supported by hydropower and &lsquo;others&rsquo; sectors. Then there was a rapid movement and the index reached a 33-month high. Nepse index&rsquo;s previous high was 501.4 on February 4, 2010.&nbsp; </span></span><br />
	&nbsp;</p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;<span style="color: black;">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. As a result, many investors saw an opportunity at market low that unleashed a buying spree.&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Meanwhile, the Central Depository and Clearing system officially started its services during the review period, promising an accelerated settlement and clearing process. The system promises to finalise the settlements within 3 days of each transaction. However, in the dematarialsation of the securities, the progress has not been fast because only a few securities have been dematerialised so far.&nbsp;&nbsp; </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">Another historic development during the review period was the issuance of a mutual fund by Siddhartha Capital. The Siddhartha Investment Growth Scheme-I proposed by the company has 40 million units at Rs 10 per unit. This makes available a new investment area in the Nepali market that helps the investors to diversify their portfolio. </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">The Nepali market has always been a victim of &ldquo;Animal Spirit&rdquo;, a term used by Prof. JM Keynes to refer to the spontaneous urge to action without considering about the possible consequences of such action. Volatility has been experienced in the Nepali stock market even in such a short period of time that is not sufficient to determine where the possible support and resistance points are. Recent developments in the market provide enough proof to claim that the investors&rsquo; sentiment here is based either on greed or on fear. Such unnatural movements can last only a short span of time. </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; </span></p>
<p class="Pa13" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span style="color: black;">Performance by Sector </span></span></strong></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">The commercial banks sector that occupies a heavy volume of trade in Nepal Stock Exchange gained 76.52 points or 16.67 percent to rest at 458.95. The hotel sector surged 89.58 points or 13.69 percent to 654.15. The hydropower sector escalated 86.06 points to 1031.6. Similarly, the development bank gained 7.24 points and the manufacturing sector 7.63 points to rest at 251.58 and 728.96, respectively. The insurance sector accelerated by 9.37 points or 1.28 percent to reach 733.47 points. However, the &lsquo;others&rsquo; sector plummeted 27.01 points or 3.46 percent to close at 780.1.&nbsp;&nbsp;<br />
	<br />
	The sensitive index that measures the performance of 133 blue chip scrip at the secondary market added 12.46 points or 9.73 percent to reach 128.1 points while the float index (calculated on the basis of real transactions) moved up 3.58 points or 10.22 percent to 35.03. A total turnover of Rs. 1,746,132,394 was realized during the review period with 6,012,652 units of shares traded through 24,809 transactions.&nbsp;&nbsp; </span></span></p>
<p class="Default" style="text-align:justify;text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;">The accompanying figure depicts the sector-wise distribution based on the total volume of trade. As usual, the banking sector dominated the trade volume with 76.95 percent share. The <span style="color: windowtext;">hydropower sector accounted for 9.29 percent while the development banks and &lsquo;others&rsquo; sector grabbed 4.25 percent and 4.07 percent, respectively. And the remaining portion was shared among the rest of the sectors.&nbsp;&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;">Technically, the Simple Moving Average (SMA) is dominating both 30 days SMA and 200 days SMA. The index has already tipped and a drop by a few points can be expected on the basis of chart analysis. The upward movement has already surpassed the yearly movement, while support and resistance were yet to be visible when this analysis was prepared.&nbsp;&nbsp;&nbsp; </span><br />
	&nbsp;</p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></span></strong></p>
<p class="MsoNormal">
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	<img align="left" alt="" height="97" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamahaOffer.jpg" style="margin:0 10px 10px 0; padding:5px; border:none;" width="121" />Yamaha Nepal has launched ‘Yamaha Like My Style’—a Facebook campaign to promote its bikes and establish an effective communcation channel with its customers. At the launching program, Managing Director of MAW Enterprises, Vishnu K Agarwal, said the campaign has been launched as Facebook is the most effective medium to promote products these days. “We hope our Facebook page will be an effective way to communicate with our customers, to provide information about the products of Yamaha and also to get fast feedback from them. Further, it will help to provide safety tips and help to create awareness on safe riding,” said Agarwal.</p>',
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			'article_category_id' => '62',
			'title' => 'Voices January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<font face="arial, helvetica, sans-serif"><img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/binod.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></font></p>
<p>
	<span style="font-size:14px;"><font face="arial, helvetica, sans-serif"><b>‘The private sector is being used for vested interests by the state and politics. So, it is not getting enough space in the policy formulation process. The role of the private sector is becoming less effective and more opportunistic’</b></font></span></p>
<p>
	<span style="font-size:12px;"><span style="font-family: arial, helvetica, sans-serif;">Binod Chaudhary, President of the Confederation of Nepalese Industries, expressing his discontent over the government’s inability to realise the private sector’s role for economic growth.</span></span></p>
<p>
	 </p>
<p>
	<strong style="font-family: arial, helvetica, sans-serif; font-size: 14px;">‘Nepal Rastra Bank will intervene if cooperatives do not work in accordance with the true spirit of cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Yuba Raj Khatiwada, Governor of Nepal Rastra Bank, warning to take action against those cooperatives that do not strictly follow the code of conduct and good governance&nbsp;</span></p>
<p>
	 </p>
<p>
	<img align="left" alt="" border="1" height="123" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/bhattrai.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	<strong style="font-size: 14px;">‘Per capita income of Nepalis can be increased up to US $ 3000 within a decade through cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Baburam Bhattarai, Prime Minister, giving a hyperbolic statement about significantly increasing per capita income of Nepal and reducing poverty with the help of cooperatives&nbsp;</span></p>
<p>
	 </p>
<p>
	<strong style="font-size: 14px;">‘Nepal Electricity Authority is like a leg infected with elephantitis that looks big but limps. That is why electricity shortage is rife in the country’</strong></p>
<p>
	<span style="font-size:12px;">Lila Mani Poudel, Chief Secretary, commenting on the inefficiency of Nepal Electricity Authority.</span></p>
<p>
	 </p>
<p>
	<span style="font-size:12px;"><img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/pradeep(4).jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></span></p>
<p>
	<span style="font-size:14px;"><strong>‘The government believes sending youths to foreign employment is a better alternative than improving the industrial environment in the country’</strong></span></p>
<p>
	<span style="font-size:12px;">Pradeep Jung Pandey, Vice President of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI), complaining about the government’s lackadaisical approach to resolve the labour shortage in the industry sector</span></p>',
			'published' => true,
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			'description' => '‘Per Capita Income of Nepalis can be increased up to US $ 3000 within a decade through cooperatives’',
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		'Article' => array(
			'id' => '791',
			'article_category_id' => '50',
			'title' => 'High Hopes On NRNs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<br />
	<img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/rampratap.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	The interview with Ram Pratap Thapa in the Visiting Business People section shed light on the contribution made by NRNs to their homeland. The fact that we pin high hopes on NRNs and rely completely on them won’t benefit Nepal in the long run. Nepal needs political stability and an environment that is conducive for investment in the country.&nbsp;</p>
<p>
	<strong>Ashok Karki, New Baneshwor</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The interview with Ram Pratap Thapa in the Visiting Business People section shed light on the contribution made by NRNs to their homeland. The fact that we pin high hopes on NRNs and rely completely on them won’t benefit Nepal in the long run.',
			'sortorder' => '679',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
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	(int) 4 => array(
		'Article' => array(
			'id' => '790',
			'article_category_id' => '50',
			'title' => 'Silver Lining On A Dark Cloud',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades. The positive growth seen in telecom, roads and education sector even during the decade-long insurgency gives a positive message. However, the problem of power outage is taking its toll especially during winter. Power outage, a perennial problem of Nepal, should be addressed at the earliest.&nbsp;</p>
<p>
	<strong>Sujan Nepal, Kalanki</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades.',
			'sortorder' => '678',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 5 => array(
		'Article' => array(
			'id' => '789',
			'article_category_id' => '50',
			'title' => 'Melamchi, A Far-fetched Dream',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenichi.jpg" style="margin: 20px 10px 10px 0px; padding: 2px;" vspace="" width="100" /></p>
<p>
	The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water. Now it seems that ADB is committed to supporting the construction of the Melamchi tunnel work and other parts of the project. It’s nice to know that the much-touted water project has got some boost and will be completed soon. There is a light at the end of the tunnel, as Yokoyama has assured that ADB is fully committed to providing the necessary support to the government of Nepal to complete the project by early 2016 or earlier.&nbsp;</p>
<p>
	<strong>Richa Dhakal, Kapan</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water.',
			'sortorder' => '677',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 6 => array(
		'Article' => array(
			'id' => '788',
			'article_category_id' => '50',
			'title' => 'An Untiring Journey Of Thai Airways',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/thaiAirways.jpg" style="margin:20px 10px 10px 0; padding:2px;" vspace="5" width="250" /></p>
<p>
	Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky. The story has also made a clarion call on the part of Nepal’s civil aviation sector as our national flag carrier NAC is in dire straits. It’s high time we learnt from these foreign airlines that quality maintenance and fine management are crucial to earning credibility. &nbsp; &nbsp;&nbsp;</p>
<p>
	<strong>Sujata Neupane, Lalitpur</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky.',
			'sortorder' => '676',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
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	(int) 7 => array(
		'Article' => array(
			'id' => '787',
			'article_category_id' => '50',
			'title' => 'Inspiring Story On Baskota',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/baskota.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times. The upcoming generation has a lot to learn from Baskota’s dedication and hard work, as he makes it clear that there is no shortcut to success.&nbsp;</p>
<p>
	<strong>Manish Maharjan, Bhaktapur</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times',
			'sortorder' => '675',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'title' => '‘Camels And Eagles’ Clearing The Queries',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Through a news report &nbsp;published earlier in your sister publication, Aarthik Abhiyan Daily (December 16,2012), about the operation of ICRA Nepal, I came to know lot of new things about the terminology CAMELS. The article stated that the rating agency was going to rate the banks and financial institutions according to the CAMELS system. The Nubiz article has made it easier for the investors to evaluate the companies. It has also helped the investors like me to choose the best company for investment. Thanks to the article for clearing the air regarding the details on the methods of ratings made as per the CAMELS and EAGLES. &nbsp;</p>
<p>
	<strong>Suraj Karki, IT Officer, CDS and Clearing Limited, Kathmandu&nbsp;</strong></p>',
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			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'Through a news report  published earlier in your sister publication, Aarthik Abhiyan Daily (December 16,2012), about the operation of ICRA Nepal, I came to know lot of new things about the terminology CAMELS. The article stated that the rating agency was going to rate the banks and financial institutions according to the CAMELS system.',
			'sortorder' => '674',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'main_news' => false,
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			'title' => 'Visiting Business People January 2013',
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	 </p>
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<div class="Section1">
	<p class="MsoNormal">
		<span style="font-size:14px;"><strong><span class="A13"><span style="line-height: 115%; font-family: "><img alt="visting business people" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visitng2012_january2012(1).jpg" vspace="10" width="338" /><br style="mso-special-character:line-break" />
		</span></span></strong></span></p>
</div>
<div class="Section1">
	<p class="MsoNormal">
		 </p>
	<p class="MsoNormal">
		<span style="font-size:14px;"><strong><span class="A3"><span style="line-height: 115%; font-family: ">‘Standard Chartered has completed a glorious journey of 25 years in Nepal’<br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></strong></span></p>
	<p class="Pa1">
		<span style="font-size:14px;"><strong><span class="A9">Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></strong></span></p>
	<p class="MsoNormal">
		<span style="font-size:14px;"><span style="line-height: 115%; color: black;">He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:<br style="mso-special-character:
line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How does it feel to be honored with the title of Bank of the Year-2012 in Nepal? <br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">It’s a great honor to be recognized as the ‘Bank of the Year 2012’ in Nepal. The prestigious accolade we have got has further boosted our efforts to strive for the best. I believe all the credit goes to the management team working here in Nepal. They have managed capably, albeit, in a difficult situation. We are proud of the fact that we have managed the business very well. <br style="mso-special-character:line-break" />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br />
		<br />
		<img alt="visiting business people" border="1" height="310" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visiting_business_people.jpg" vspace="10" width="200" /><br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How satisfied are you with the performance of Standard Chartered Nepal in the last fiscal year? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">As I said , we are very glad with our performance, given the tough market situation. So our approach as a bank, not only in Nepal but also globally, is to focus on the basics of banking. The basic factors of good banking - good capital, good liquidity and tight risk management have delivered us a good set of results. Clearly, one would have wanted more growth, but the market conditions are such that you have to be conservative. To be precise, the economy is not growing rapidly and banks are reflection of the economy. Given the present circumstances, the bank has performed very well. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The bank’s profit increased only marginally to Rs 11.7 million in fiscal year 2011/12 from Rs 11.2 million in the previous year. What do you think went wrong? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">I don’t think anything went wrong. We have rather set and are following a very conservative business model. Clearly, the growth is not as I had expected. Along with growth comes the quality of earning which is extremely good. So, as I have already mentioned, our capital and liquidity ratio are very good. Similarly, if you look at the risk parameters, Non- Performing Assets (NPAs) and coverage ratio; they are extremely strong. We further believe that we’re very well positioned in this market. As the economy revives, we will do much better. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">StanChart seems to have quite a big investible fund at hand as also indicated by its high Capital to Risk (Weighted) Assets Ratio Adequacy Ratio (CRAR) which is 14 per cent and low credit-deposit (CD) ratio which is 62 per cent as per the bank’s latest quarterly report. Still, the bank looks hesitant to invest. Why? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<p class="Default">
		<span style="font-size:14px;">I don’t think it is hesitation. In fact, we see this as our strength. As you said, StanChart’s CRAR and CD ratios are strong even at a time when the economy is not doing that well. It means you have the ability to grow strongly when the economy bounces back. Our model is such and we’re comfortable with it. The model is about being conservative and having good quality of earning. In addition, we also help a number of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
		</span></p>
</div>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;">&nbsp;</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives?&nbsp; </b><br />
	</span></p>
<p>
	<span style="font-size:14px;">I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong.</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this?</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">&nbsp;I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal. of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives? <br style="mso-special-character:
line-break" />
	</b><br />
	I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? </b><br />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong. </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this? </b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality <span style="color: black;">earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	</span></b><span style="color: black;"><br />
	As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. </span> </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is &nbsp;there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape?</span></b><span style="color: black;"><br />
	<br />
	The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market.</span><br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">&nbsp;</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b><span style="color: black;"><br />
	We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal.<br />
	<br />
	<br />
	</span> </span></p>',
			'published' => true,
			'created' => '2013-02-07',
			'modified' => '2013-06-07',
			'keywords' => '',
			'description' => 'Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:',
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	(int) 10 => array(
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			'title' => 'Corporate Focus January 2013',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
	<img alt="corporate focus" border="1" height="274" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corpoatefocus.jpg" vspace="10" width="400" /><br />
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<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
<p class="MsoNormal">
	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
	</strong></p>
<p class="MsoNormal">
	<strong><br />
	</strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
	</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
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	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
<p class="Pa9" style="text-align: justify;">
	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
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	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">By Sushila Budhathoki</span></span></span></strong></p>
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	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">&nbsp;</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A9">International <span style="line-height: 115%; font-family: ">Degrees in Nepal International Degrees in Nepal</span></span></span></strong></p>
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	<strong><span style="font-size:14px;"><span class="A9"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></span></strong></p>
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	<span style="font-size:14px;"><span class="A16">G</span><span style="color: black;">one are the days when students had no choice but to go abroad for foreign degrees, thanks to the increasing number of foreign educational institutions which are providing internationally recognized education in Nepal.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">With the growing popularity of A Level, international affiliation has become important for the brand value of the Nepali educational institutions. According to the Ministry of Education (MoE), the importance of foreign affiliation for higher education emerged to the fore zone six years ago in BS 2063 and currently there are 87 educational institutions affiliated to foreign institutions. Among them, 36 institutions are providing Bachelor level and above Degrees (see table). Dr Keshav Kumar Shrestha, Executive Director, Curriculum Development Centre (CDC) of Tribhuvan University, says getting affiliations to foreign universities has seen an upsurge in Nepal in recent years. “These institutions are helping students to broaden their knowledge and make them more practical as well as assisting them to complete the courses more efficiently keeping in mind that the world is turning into a global village,” he says.<br />
	<br />
	<img alt="coverstory" border="1" height="314" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory(4).jpg" vspace="10" width="469" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">These colleges have emerged at a time when going abroad for study has become a common phenomenon. The foreign institutions operating in Nepal are expected to lower this trend as enrolling in these institutions is more accessible and affordable. According to a government publication titled “Nepal Education in Figures 2012”, a total of 11,912 students applied for permission to go to 53 different countries during fiscal year 2011/12. Among them, 3,759 were female and 8153 were male students. Samjana Basnyat, Principal of International School of Tourism and Hotel Management, says, “As education is vital, a degree from a reputed institution is a feather in your cap. General Nepalis cannot afford to go abroad for higher studies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International exposure is one of the factors that helps to make an individual qualified globally. The foreign-affiliated institutions in the country provide an international exposure as well as an international degree to the students. They get the same certificate which the students who go abroad can hope to get. According to Kshitij Regmi, Business Development Director at Islington College, though the fee structure of the foreign-affiliated colleges is a little higher than that of the other local colleges, the students get double advantage when they enroll in foreign-affiliated institutions like Islington. He says, “We are giving a world class British degree here in Nepal and for that we have world class infrastructure and resources. Getting the same degree in Europe requires a lot of resources and is unmatched to what we give here.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Islington College runs BBA and other specialized courses like BIT- Bachelor in Multi-media, Computing, Networking and IT Security. The college produces 300 plus graduates a year. Regmi adds, “Education is an investment. Now the students have to start building a career right after the Bachelor level unlike till the recent past when one would not bother about a career before completing the Master level. Therefore, they have to invest more to learn earlier and faster. And it’s not only money that they are expected to invest in their education; they need to invest time and planned efforts as well.”<br />
	<br />
	<br />
	<img alt="featured" border="1" height="1002" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/foregin.jpg" vspace="10" width="500" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The demand for higher level education is growing in Nepal is apparent in the statistics on the students’ number in Nepal. More than 300,000 students appear in the SLC exam every year, and about half of them pass it. Around 100,000 pass the +2 level every year. However, the number of educational institutes providing higher level studies is insufficient to accommodate them all. According to Nepal Education in Figures 2012, there are 9 universities and 3383 higher secondary schools - 2,499 public and 884 private schools. Similarly, there are 1,102 colleges of the universities including 90 public and 1,012 private colleges, 3 medical institutions and 418 Technical Education and Vocational Training (TEVT) institutions. At the existing universities, which offer education up to the PhD level, faculties like humanities, management, education, science and technology and engineering are popular among the students. The international institutions operating in Nepal have included varieties of courses in these fields in addition to other international courses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="169" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory12.jpg" vspace="10" width="292" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The education ministry says, while granting permission to students to go abroad or to foreign institutions to open their affiliated institutions here, it gives priority to the subjects which are rare at the Nepali educational institutes. There are different courses for the students to choose from in the fields of management, Information Technology, Hospitality, Science, Computer Science and Fashion Designing. Some of the colleges also run specialized courses. For example, Kathmandu Forestry College runs M.Sc.in Geo- Information; International School of Tourism and Hotel Management runs Master of Innovation and Management in Tourism. Similarly, such institutions are running courses as per the need of time and market. As there is a high demand particularly in the field of management, many of these colleges are running BBA or MBA classes. Human biology is the latest course that is popular among the students.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="439" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory1.jpg" vspace="10" width="450" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Dr Dev Raj Adhikari, Dean of Central Department of Management, Tribhuvan University (he is also a member of the Expert Committee formed under the Ministry of Education for the monitoring and evaluation of foreign universities), feels the need for welcoming good foreign universities since the trend of global education has already started. According to him, as we have entered into the WTO regime, it is not appropriate to restrict foreign universities from coming to Nepal. He says, “The presence of top quality universities in Nepal will encourage Nepali universities to raise their standards and be on a par with their foreign counterparts. It will also motivate Nepali colleges to increase the quality of their education in order to compete and sustain in the market.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Growing popularity</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The institutions are running international courses particularly because of the demand driven market. According to Biplav Singh, Senior Programme Manager at King’s College, the trend of enrolling in foreign institutions is increasing fast. King’s College which started BBA classes in 2009 has produced 12 MBA graduates and the number of intake this year is 66. Similarly, Lord Buddha Education Foundation which started MBA classes in 2000 has produced around 400 MBA graduates. Dr Tulasi Thapaliya, Under Secretary at the Ministry of Education, says these institutions are fulfilling the demand of those students who are opting for internationally recognized courses. He says, “Colleges are coming to us for the approval of a range of subjects. The colleges also see huge prospects in these courses. That is why they are investing huge amounts to establish their institutions.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">High chances of job placement after the completion of the courses are also luring the students. Timely completion of the courses and possibility of credit transfer to a college abroad are the other attractions. Many colleges are providing skill development trainings beyond their academic courses to enable the students to compete in the international market. King’s College runs an MBA entrepreneurship course for those who are running their own business or planning to start a business on their own. Singh says, “We are working intensively for the placement of our graduates in the job market. We have already started Chinese language classes and a 2-year compulsory English class for MBA students.” Similarly, Islington College organizes job fairs where they call the prospective employers and the chances of students getting jobs are high. Regmi says, “Co-operation from the government and job providers is increasing. Currently we have tie-ups with many national and multinational companies for student placement and internship programmes. Some of our students are earning more than Rs 200,000 per month.”<br />
	<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="216" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy13.jpg" vspace="10" width="193" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Started in 2004, International School of Tourism and Hotel Management basically produces hotel management graduates, Many of its students are working at the assistant or even executive level positions in many five star hotels in Nepal and abroad, according to Samjana Basnyat, Principal of the College. She says, “We focus on shaping the overall personality of the students because inculcating positive attitude is a must in today’s competitive age. This positive attitude does make an individual far more superior than others.” The college has a high number of students in Higher Diploma in Hotel Management (Equivalent to Bachelors Degree) course.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges are providing full time faculty support which helps students learn beyond their curriculum. The resource centers of these colleges like libraries, computer-labs, science-labs etc are also available full time. Some colleges are offering customized curricula to suit the needs and demand of the Nepali market. Courses like Diploma in Hotel and Restaurant Management, Bachelor in Hotel and Catering Management, Diploma in Travel and Tourism Management etc are being provided by these institutions as the tourism sector is seeing a shortage of qualified manpower. On the other hand, some courses are more advanced than that of Nepali universities, especially the courses offered by the British and American universities. However, the curriculum is not everything about the offered courses, say the experts. Adhikari says, “The quality of faculty and teaching- learning methodology plays a crucial role in setting the quality of the offered degrees. The quality of graduates is equally dependent on the quality of faculty members and the quality of pedagogy practiced.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong>&nbsp;<img alt="coverstory 2012" border="1" height="284" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy14.jpg" vspace="10" width="260" /></strong></span></p>
<p style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Weak monitoring<br />
	</span>&nbsp; <br />
	</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The growing demand has led to some unethical practices too. Some colleges are found admitting students beyond their capacities and running courses without any government approval. In September 2012, some 72 colleges across the country including some foreign institutes were found running management, IT and natural science courses without approval from the MoE. Among them, many were reputed foreign institutes and renowned colleges. San Institute of Nursing, the first institute to get foreign affiliation, lost its good reputation when the college could not run smoothly. The college established in 2060 BS (some nine years ago) closed down soon after producing its first batch. According to Basnyat, the failure of the international educational institutes in maintaining academic discipline is becoming a threat for the education sector. She says, “The international educational institutes in Nepal should emphasize on quality education. Failure to maintain academic discipline and merely going for quantity will take us nowhere.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The government publishes the list of colleges affiliated to foreign institutions after providing affiliations and permission for operating in Nepal. Dr Tulasi Thapaliya, says, “It is high time that we started regulating these international institutions so that they could offer quality education in Nepal.” Many of the parents and students are unaware of the fact that if the institution has not got its courses or curriculum approved from the government, the institution or the course becomes invalid and the students will not get the degree. Without government authorization, the degrees are not recognized. By law, the institutions need government permission before adding courses or branches. However, there are many instances of the colleges not following the rules. Some of the colleges have been found to collect fees from the students or publish advertisements without any assurance that the classes will actually start. Likewise, many of these colleges are offering courses that are beyond their capacity and without permission from the authorities while some are busy in promotions rather than providing quality education.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The ‘Directive for Foreign Educational Institutions Running Higher Level Education, 2059’ has laid down the requirements and procedures needed to be followed to run such colleges. There are provisions laid down in the directive to apply for opening an institution, getting foreign affiliation and adding courses and programmes. The directive has also set down the rules for human resource requirement in the institution, credibility of the university concerned and the relevance of the courses offered in Nepal. However, it is a different matter that MoE has not been able to handle these issues properly.<br />
	<br />
	<br />
	<img alt="cover story january 2012" border="1" height="324" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/glacier15.jpg" vspace="10" width="284" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Foreign educational institutions that want to operate in Nepal must be accredited by the law of the country of origin, according to the existing Nepali law. The institutes cannot close down its operation before the end of the academic year. They should be purely educational institutions and should follow the directives of 2059 BS. There are norms for all educational institutes. For example, there are separate specific norms set for GCE A Level, Engineering B.E. &amp; IT, Nursing and Hotel Management. There is a committee at the Ministry of Education (MoE) to scrutinize the quality of the international degrees offered in Nepal and the foreign universities that the Nepali colleges are affiliated to. But the committee has not been able to carry out its responsibilities, say the critics. They also point out that many of the colleges are violating the norms. Moreover, they also complain that there is no law to penalize such colleges operating without the government’s approval. The existing Education Act 1971 lacks clear provisions to check such lawbreakers. A bill to amend the Act awaits the parliament’s go-ahead.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Although the international courses have good credibility in the international market, freedom to choose and decide the curriculum by colleges themselves may invite negative consequences, say the experts. They further add that it is necessary to carefully inspect and monitor the standard and quality of pedagogy and courses introduced here. There is an academic council at TU that develops the courses to be run by Nepali colleges. The council also helps to implement the courses developed by foreign universities in Nepal. Dr Shrestha says, “We have also kept in mind the need for course revision at every department. Such courses should also meet national and international market demand.” <br />
	</span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are many foreign-affiliated colleges in Nepal that are having administrative problems. “Many colleges are in the reviewing process due to the lack of documents. And many of them have been suspended for their failure to prove credibility,” says an officer at MoE, requesting anonymity. According to him, weak monitoring and regulation has helped these colleges to run without proper documentation, infrastructure, capacity, credibility and meeting other required criteria. There is no clear policy on the number of faculties and programmes a colleges can run. The MoE officer adds,” We are reviewing all these colleges for their exact status.” On the other hand, the institutions say that the red tapism in the Nepali bureaucracy is the main problem in timely the updating of their statuses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="198" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/hospital.jpg" vspace="10" width="182" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A lot of problems are seen in the tuition fees that these institutions raise. There are different fee structures for different faculties. The fees also vary from college to college. Many of these colleges have not properly mentioned how much fee is collected from each student. However, according to Roj Nath Pandey, Assistance Spokesperson for the MoE, there are no written complaints against these institutions for taking high tuition fees. He says, “We would instantly take action if any complaint is lodged in this regard. They cannot take fees more than what they have mentioned in their applications seeking our approval for the course.”&nbsp;&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">The way forward</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges have just started their sessions and the results are yet to come. Yet, it should be recognized that these emerging affiliates of international institutions have raised the hope of developing Nepal as an international education hub. “If we carry forward the mission to fulfill this dream, it is possible to make Nepal an educational hub,” opines Dr Shrestha. According to him, the basic infrastructure to develop Nepal as an education hub must be there and the academic calendar should be updated. He says, “Activities like padlocking and protests at TU are a huge setback to this mission. The resources within the universities should be well managed first to start the mission of developing the country into an international education hub. Also, a timely change in the curriculum is a must.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International affiliations have also opened the door to the international training institutes. Linked with The London Chamber of Commerce and Industry (LCCI), LCCI Nepal has been working with around 15 colleges, mostly with foreign affiliation. “Ours is a new initiative. We work in the Nepali education sector as an outsourced knowledge provider. Our training enables students to gain knowledge beyond the course. They can work in whichever country they go because they are trained professionally,” shares Dikshanta Bhatta, Assistant Manager at LCCI Nepal. He adds, “Our programmes are so popular that we are now targeting also the colleges that are affiliated to Nepali universities.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The college operators are also hopeful of a bright future in Nepal. They believe that if they focus on providing quality education to the Nepali students and offer a moderate fee structure, they will be able to get enough number of students. Regmi says, “Nepal is a strategically located country. It has good links to various countries including neighbouring India, China, Pakistan and Bangladesh. Technical subjects such as IT have good prospects.” He demands policies facilitating the global system which he says is a basic requirement of the global market. Regmi says, “We are in an open market and have a dynamic future. We could work better than this if we had more friendly policies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The MoE, on the other hand, is planning to intensify the monitoring process this year. Dr Thapaliya Says, “Now we are taking action against some of the colleges which are found admitting more students than they can effectively handle. We are also reviewing the performances of these colleges.” The Supreme Court has also recently issued an 11-point order seeking to regulate the freewheeling private schools and colleges including the foreign institutions in response to a writ filed by advocates. This verdict will have a strong impact on the colleges which are not performing well.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Some of the institutions are also conducting monitoring and evaluation by themselves for quality assurance. However, the bad image of some colleges is casting a shadow on the good private colleges operating in Nepal under affiliation from foreign universities. The colleges, too, are afraid that the wrong deeds of a few colleges might ruin all of them. Basnyat shares, “Our plan is to keep upgrading ourselves in terms of infrastructure, quality education etc and provide the necessary facilities to the students as well as increase collaboration with the international players and get affiliations from different hospitality outlets so that our graduates could get multiple avenues.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3">‘There is a need to regulate and maintain foreign colleges to </span><span class="A3">prevent unfair </span><span class="A3"><span style="line-height: 115%; font-family: ">Competition’</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><br />
	&nbsp;<img alt="tulsi" border="1" height="307" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/tulsi.jpg" vspace="10" width="269" /></span></span></span></strong></p>
<address>
	<span style="font-size:12px;"><strong><span style="color: black;">DR TULASI THAPALIYA </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style="">Under Secretary </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style=""><span style="line-height: 115%;">Ministry of Education</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">How did the trend of establishing colleges with international affiliations begin in Nepal?</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Globalization of education compelled many countries to run academic programmes which are popular internationally. The charm of studying foreign courses in one’s own country and getting a certificate recognized globally at the end is high in any country. It looks so normal today that it has become something of a trend. Nepal, too, could not remain unaffected from this charm as more and more colleges in Asia started introducing international courses through affiliations with foreign colleges/universities. Nepal took its cue from this international trend.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What has been the contribution of these foreign affiliated colleges? Has the Ministry made any evaluation?</span>&nbsp; </strong><br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The Ministry is yet to carry out any evaluation of that sort. However, there are some good aspects that these colleges have brought about. For example, the students in Nepal have exposure to international curricula. They don’t need to go abroad for the foreign courses which are already available in Nepal, thanks to these foreign-affiliated colleges. Another advantage is that they get choices in the curriculum. And the most important thing is that the institutions providing higher education in Nepal can learn from the experiences of these foreign-affiliated colleges.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">How does the MoE monitor the foreign-affiliated colleges?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We have a monitoring mechanism. There is a committee at the MOE to monitor these institutions. We are planning to intensify the monitoring process this year. The monitoring process will be more regular in the days to come.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What are the criteria for permitting colleges to get foreign affiliations?</span> <br />
	</strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Colleges in Nepal are running international courses because of the market demand. If there were no students demanding these courses, then these institutions would not come to us to get these courses approved by the ministry. The MoE gives the approval for these courses but this approval is subject to consent from the University Grant Commission.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are a number of criteria for getting foreign affiliations for Colleges. The process begins with the institutions wishing to run the academic programmes of international universities applying to the MoE. Their applications must include the consent of the University Grant Commission and other professional bodies. Then we observe the overall status of the applying colleges. We have a scrutiny mechanism to see whether the college is really in a position to offer the intended courses or not. We look at their physical facilities, infrastructure, human resource, credibility and validity of the international institutions offering affiliations.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Sometimes, the foreign institutions offering affiliations to Nepali institutions may not have much credibility back in their own countries. We also consider the demand of the said courses in Nepal. Particularly, we encourage those courses that are not offered by the Nepali universities. These are some of the conditions and criteria that we follow. There is a guideline already approved by the cabinet that the criteria in detail. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">There are a range of subjects from management and hospitality to information technology to culinary arts. But many of the foreign-affiliated colleges are running BBA or MBA classes. Why?</span> <br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It is not about the BBA or MBA classes; it is about the demand of the students. However, there are two different ways of regulating and managing educational programmes. One, you could run trial courses to see what courses are in demand. The other option is the colleges come forward with proposals seeking approval for the courses they want to teach. The main idea is the demand for the subject by the students. If the demand rises, these subjects could be offered by many colleges. Yesterday only, I got a proposal for running micro-biology classes by one of the colleges. Many colleges are planning to run different management courses. </span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is often complained that foreign affiliations are hampering the higher education system in Nepal. What do you have to say? </span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are two sides to this complaint. One is because of the rise in the number of foreign affiliated colleges, many students are choosing them instead of colleges that teach courses of Nepali universities. This could be affecting the education system of Nepal.</span> <br />
	</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The other side is a positive one. The existing colleges and universities in Nepal get the chance to learn from the foreign-affiliated colleges and their new courses. Foreign-affiliated colleges can create an environment of completion where the colleges teaching courses of Nepali varsities, too, can become innovative in their courses and/ or curricula. Of course, there is a need to regulate these institutions properly to prevent unfair competition.<br />
	<br />
	<br />
	</span><strong><span style="color: black;"> </span></strong></span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is said that the trend to go abroad for studies among Nepali students would have been low had there been foreign-affiliated colleges in Nepal in the past, say as back as a decade or so? What do you think?</span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It could have, perhaps, but I am not sure. It’s not only for the reason of education that the Nepali students go for abroad studies; there are other reasons as well. For example, they go abroad to earn while they learn. They might even want to learn beyond the courses they are enrolled to. Students even go to different countries to learn the same courses; they pick the country of their choice. International exposure and other opportunities are other important factors behind the current trend of going for abroad studies.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">So, the presence of foreign-affiliated colleges in Nepal may not lower the abroad study graph very drastically. It could, however, contribute to some extent in lowering the number of students going abroad for studies. But it cannot completely stop the trend.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:16px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span><strong style="font-size: 16px;"><span class="A3">‘Timely revision of <span style="line-height: 115%; font-family: ">curriculum is a must’</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><img alt="keshav" border="1" height="305" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavkumar.jpg" vspace="10" width="300" /><br />
	</span></span></span></p>
<address>
	<span style="font-size:14px;"><strong><span style="color: black;">DR KESHAV KUMAR SHRESTHA </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0">Executive Director </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">Curriculum Development Centre (CDC), TU</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">Why do Nepali colleges need affiliations with foreign universities?</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Nepali colleges have joined the trend of getting affiliated to foreign universities lately. The foreign courses taught by these colleges have helped the Nepali students in broadening their knowledge and getting, perhaps, more practical education. Today, the world has become a global village; everything is globalised, including education. Colleges in one country get affiliated with foreign universities in order to teach foreign courses. This trend has helped the Nepali students in more than one way. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Why doesn’t the CDC develop such courses on its own? </span></span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Tribhuvan University has its own way and process of developing curricula. CDC develops courses on the basis of their need. For example, if there is a four-year course, we discuss its merits and demerits in depth. With the teamwork of ‘subject committees’, CDC not only develops curricula but also conducts seminars, orientation programmes and workshops to help the teaching and learning of foreign courses in the country. We are also careful about updating and even revising the TU courses from time to time. There is an Academic Council at TU that oversees the course developing process. Such courses should also meet national and international market interests. I think TU needs to implement the credit hours requirement system for its courses too. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses beneficial for the Nepali students in the long run?</span></strong> <br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are professional as well as academic benefits for the Nepali students from the foreign courses. These courses also ensure better career opportunities and future for the students. </span></span></p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	What are the possibilities of developing Nepal into an educational hub?</span></span><br />
	</strong></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">This is a broad topic to discuss. First, we need the basic infrastructure to develop Nepal as an education hub. The academic calendar should be updated and other new changes should be introduced. Recent activities like padlocking and protests happening at TU are a huge setback to such a m mission. Before Nepal can be developed into an international education hub, we should be able to manage the resources within the Nepali universities well. And, I repeat, timely changes in the curricula are a must. </span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">How is CDC supporting the students’ educational freedom to take courses of their choice?</span></strong> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We definitely pay attention to the interests of the students by keeping ourselves abreast with the market demand. The basic thing here is to enhance the quality of education. The students are given utmost freedom to choose from the available courses. TU has eight-semester BBA and four-semester MBA courses. Along with the freedom, the students should not forget the competition in the market and the credibility of the available courses.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">What changes in TU courses is CDC bringing in the coming days?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A change may not always mean an immediate broad adjustment. We change existing courses or introduce new ones by analyzing the needs and demands in the market. For example, we have paid much attention to developing and bringing new courses in of Information Technology, Hotel Management, BBA and others. There is a demand for these courses as they are more likely to give the students a secured career.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">There is a common complaint that the annual system hasn’t work well in the education sector. What is CDC doing to address this complaint?</span> <br />
	</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The annual system focuses on mass education. However, it needs to be changed according to time. Recently, we have developed a new course, Tea Technology and Management (BSC Tea Technology), at Mechi Multiple Campus, Jhapa.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses more practical and skill-oriented?</span> <br />
	</strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">The most important thing is that these courses have a good reputation in the market. However, it is also true that only a few percent of fresh graduates get good jobs in the market. So, it’s high time to ensure the production of quality and competitive manpower by domestic as well as foreign-affiliated colleges.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p style="text-align: justify;">
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			'description' => 'Gone are the days when students had no choice but to go abroad for foreign degrees, thanks to the increasing number of foreign educational institutions which are providing internationally recognized education in Nepal.',
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<![endif]-->	<span heaveneticacond9="" style="font-size:56.0pt;
  font-family:"><img alt="from the editor" border="1" height="217" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/upperkarnali(1).jpg" vspace="10" width="316" /><br />
	I</span><span style="letter-spacing:-.15pt">n the last week of December, the Maoist government led by Dr Baburam Bhattarai extended the survey license tenure for six more months to GMR, the Indian infrastructure major that is developing the Upper Karnali Hydel Project. The government has also sanctioned the proposal of the company to increase the installed capacity of this run-off-the-river project from 300 MW to 900 MW and granted permission to open a project liaison office in New Delhi. With all these developments at hand, things look good at the face of it. But not quite!</span> <br />
	<br />
	<span style="letter-spacing:
-.1pt">From the very beginning, since early 2010, it was the Maoist party that was creating obstacles to the project. In May 2010, the GMR offices at the project site were vandalized and the same was repeated in December 2012. It is quite a paradox that it was Dr Bhattarai's cadres who campaigned systematically at the local, national and international levels against GMR developing the project.<span style="mso-spacerun:yes">&nbsp; </span>Dr Bhattarai now may shirk aside pointing finger to break-away Mohan Baidya faction of the party, but both Bhattarai and his party Chairman Puspa Kamal Dahal did not actually act in time to facilitate the project operation.<span style="mso-spacerun:yes">&nbsp; </span>That led to some cadres of their party living abroad to create an NGO<span style="mso-spacerun:yes">&nbsp; </span>network called Karnali Sarokar Samaj and collect money both as donation to organize protests against GMR and in the form of 'shares' to a then proposed company that has now taken shape as Karnali Jalavidhyut (hydropower) Limited.</span></p>
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	<span style="letter-spacing:
-.15pt">Apparently, now, the only party that is all-out against the GMR is CPN-Maoist (Baidya faction) and some of the technocrats of panchayat era are helping it to develop what they call a presentable case against the project contract. Their main bastion of argument has been, it was an 'anti-national' move to award contract to an Indian company. The new Company formally made public a couple of weeks ago is manned by Baidya cadres and it has vowed to replace GMR and develop the entire project by itself. </span></p>
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	<span style="letter-spacing:
-.15pt">The company is claimed to have registered by the government two months ago. This is where the intentions of Dr Bhattarai appear questionable. How can a government register a new company to develop the same project that has been formally contracted out to a foreign company years ago?<span style="mso-spacerun:yes">&nbsp; </span>Baidya's Party has fed in massive misinformation from local to international levels. It officially opposed the recent government decision by issuing a statement at the central level and has prepared a 'defense force' at the project site to stop GMR in its work.<span style="mso-spacerun:yes">&nbsp;&nbsp; </span>And, surprisingly, the government has done nothing to facilitate GMR in smooth operation of the project that has to start its civil works within a few months time, if the project were to be actually constructed. <br />
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	<span style="letter-spacing:
-.15pt">All this has added complications to the project to take off. The financial and technical abilities of the new company might be questionable from any possible angle, but it is unquestionably a big enough force to act as an irritant in the process. How will the people who are very active in generating money from non-resident-Nepalis in foreign land in whatever pretext will not only be stopped but their face also saved if the government wants GMR to develop this project?</span><span style="letter-spacing:
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	The government doesn't seem to have understood the extent of fall-out effects if the GMR is compelled to withdraw from the project. It will create an image of the country as unfriendly to foreign direct investment and will thus have long-term ramifications. The dream of developing large hydropower projects with FDI will never be realized if this company is sent back. It is because, the deals offered by the company to provide 12 percent of generated energy free of cost to Nepal and 27 percent equity participation to Nepal Electricity Authority are highly generous.</p>
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	The issue of 'compromised national interest' in this particular case is an absolutely fabricated dogma. Nepali nationals will be far better protected if we have enough power generation to support industrialization, transportation and household use. And, a private company GMR must not be penalized for any act of the Indian establishment that are often seen by different political forces as detrimental to Nepali national interests.</p>',
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			'created' => '2013-02-07',
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			'description' => 'In the last week of December, the Maoist government led by Dr Baburam Bhattarai extended the survey license tenure for six more months to GMR, the Indian infrastructure major that is developing the Upper Karnali Hydel Project. The government has also sanctioned the proposal of the company to increase the installed capacity of this run-off-the-river project from 300 MW to 900 MW and granted permission to open a project liaison office in New Delhi. With all these developments at hand, things look good at the face of it. But not quite!',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: ">Corporate Focus</span></span></span></p>
<p>
	“We consider three things in the present scenario — People to People, Business to Business and Government to Government<br />
	relationship.”<br />
	<br />
	<br />
	<img alt="chanto" border="1" height="246" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/strinlta.jpg" vspace="10" width="186" /><br />
	CHANTOUCH SRINILTA<br />
	GENERAL MANAGER NEPAL &amp; BHUTAN<br />
	Thai Airways International Public Co Ltd</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">45 Years of Flight Over Himalayas<br />
	<br />
	<img alt="corporatefocus" border="1" height="303" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus(2).jpg" vspace="10" width="450" /><br />
	</span></span></p>
<p class="Pa26">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship.” </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; <br />
	</span></p>
<p class="Pa0">
	<span style="font-size:14px;"><span class="A0">CHANTOUCH SRINILTA GENERAL MANAGER NEPAL &amp; BHUTAN <br />
	<br />
	<br />
	</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Thai Airways International Public Co Ltd</span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">hai Airways International Public Company Limited, the national flag carrier of the Kingdom of Thailand, has achieved an unprecedented height in Nepal. A glorious history of complete 45 years of operation itself speaks volumes. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">It was in 1968 that Thai’s 72-seater French-built Caravelle SE210 aircraft landed at the Tribhuvan International Airport (TIA). According to Thai Airway’s General Manager for Nepal and Bhutan, Chantouch Srinilta, the long journey of Thai Airways is full of ups and downs. “Many international airlines have come and gone after Nepal Government adopted a liberal sky policy, but Thai has survived, tackling all the challenges, and tackling them pretty well,” says Srinilta.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">The Airways was founded in 1960 as a joint venture of Thailand’s domestic carrier, Thai Airways Company (TAC), and the Scandinavian Airlines System (SAS). In 1960, flights were inaugurated from Bangkok to nine overseas Asian destinations. The airline launched its intercontinental services in 1971, first to Australia, followed by flights to Europe in 1972, and to North America in 1980. <br />
	<br />
	<img alt="corpratefocus" border="1" height="338" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus88.jpg" vspace="10" width="500" /><br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways operates domestic, regional and intercontinental flights from its home base in Bangkok to the key destinations around the world and within Thailand. Thai airways has had a market in Nepal, for over four decades and the Nepali market has allowed them be more mature. For Thai, every moment is a turning point, as the global airlines have been pacing up rapidly. Thai takes pride in the fact that they have unlocked Nepal as a new tourism destination for the world shares the GM. They were the first airline to operate jet service from Kathmandu. It was indeed a memorable moment to cherish in Nepal’s aviation history. In addition, Thai also introduced the first computerized reservation system in Kathmandu in February 1985 and provided this service to its leading travel agents since 1990. The Royal Orchid Lounge at the TIA used to be the only lounge operated by Thai in the 1990s.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship,” Srinilta says. Maintaining a long-term relation between Nepal and Thai Airways is a top priority for the latter. In the people to people scenario, Thai people have a religious connection to Nepali people as 95 per cent of the Thai population is Buddhist and Nepal is the birth place of Lord Buddha.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In term of Business to Business, Nepali airlines are also landing in Thailand. Here, in Nepal we have been landing since long time back and we have also kept in mind that times are changing, shares the GM. “There is huge potential for the national flag carrier of Nepal if they regain their reputation from glory days” says GM. “Government plays a role in elevating the standard by not only to directing, but also educating the airlines about how the rest of the world is working at their best. So, if we work together we can grow much,” Srinalta says.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">For a sound relation between both the nations, Thai Airways wants to create a good linkage between Nepal and Thailand. Nepal being a land blessed with mountains that are more than 8,000 meters tall airlines are reliable means to bring in more tourists and Thai Airways is doing its best to increase the figure. Thai Airways further believes that the tourists they bring here in Nepal choose tourism activities over just strolling around Thamel.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In terms of Corporate Social Responsibility (CSR), Thai organizes blood donation programme on every 31st July. Battling with the challenges lying ahead, Thai also strives to keep the goodwill image of the company intact. It might seem that the cost allocation of air ticket and packages are high, but the quality that they have not compromised justifies the cost. Thai Airways has kept in mind that a good air business also leads to healthy revenue. Thai believes that offering proceeds for CSR will strengthen the Company’s financial status and support its business expansion projects. It also believes that products and service improvement will elevate THAI to a consistent rank of top three airlines in Asia and top five in the world.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Recently, Thai Airways announced special offers including promotional fare marking its 44th year of successful operation in Nepal. In the auspicious occasion the airlines announced free excess baggage for students, and businessmen traveling to Australia and China and free hotel service in Bangkok for destinations like Hong Kong. Similarly, the airlines announced free excess baggage up to 10kg for Nepali students traveling to Australia. Also, targeting Nepali travelers Thai airways unveiled special SOTO (tickets sold outside the country of departure) fare for Japan and special labor fares to Kuala Lumpur. The company also encourages its human resources to acquire new skills and attain international standards of professionalism. Thai Airways contributes to the advancement of all types of technology related to the world’s commercial aviation industry.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thailand Tourism Authority and Royal Thai Embassy say that the number of Nepali travelers going to Thailand had increased significantly in recent years. Around 31,000 Nepalis visited Thailand in 2011, out of which 25.5 percent travelled for holiday and 41 percent for seminar. Thai also handed over a memorial park situated in Kakani to the local community and is providing fund regularly for its maintenance and development.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">At present if offers flights to more than 70 destinations in 34 countries with a fleet of 99 aircrafts. According to the GM, The Thai airways have same investment every year and they are seriously concerned about the return. They also have good marketing strategies and are looking forward to sustain in this market in coming years. They are willing to invite more people to come and visit Nepal and enjoy time here. For this Thai is expecting Tourism authorities of Nepal to offer more packages. “If Nepal Tourism Board also is ready to cooperate we can contribute further to tourism”, Srinilta believes. Thai also has three latest model of Airbus and they are starting business on different parts of world.</span><br />
	<br />
	<img alt="corporatefocus" border="1" height="340" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/thai.jpg" vspace="10" width="500" /><br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“As a mature airways, we are striving our best not to compromise in our fleet size and service standards,” shares Srinilta. So, to catch up in the burgeoning market demand in Nepal, they have a strategy of adjusting the number of flights as per market demand. In the beginning, Thai operated a once a week flight between Bangkok and Kathmandu and soon after that, one more flight was added to cope with the high demand of passengers. Thai started daily flights with A300-600 aircraft since the end of October 1997. In the context of growing demand of air seats to/from Nepal, they added three more flights in 2008. Based on the request of different tourism related associations like NATTA, PATA, HAN and NTB, they began to run 10 flights per week. Now Thai has seven flights a week with a configuration of 30 business class and 279 economy class seats.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways has also played a good role in providing service to the outbound Nepali Tourist. In Srinilta’s words, the airlines is assisting Nepal in worldwide promotion as a major tourist destination through various media like in-flight magazine “Sawadee” and Royal Orchid Holiday Packages tours. Thai have joined hands with the Tourism Authority of Thailand by frequently organizing different events like Trade Fairs, Educational/ Medical fairs, familiarization trips for agents and media, Thai Food festivals, Thai Puppet shows etc. <br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">They have also offered attractive packages and special fares for students and leisure travelers. It was in the “Visit Nepal Year 1998” and during the “Nepal Tourism Year 2011”. Thai spread good word all over to promote Nepal They have joined hands with the organizers of Asian Mountain Bike championship in 2008 by offering special fares to the participants all around the world. They have own handling service in Nepal with own operational, ground handling and administrative staff directly under the Thai set up of course.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Srinilta further adds Thai can do a lot if the Nepal Tourism Board and other government bodies of Nepal also provide lucrative packages to further boost the Tourism of both countries. Though Thai Airways doesn’t fully keep the Labour Traffic as a first priority, it is also a part of the business. Since the very beginning, they have had different segments of traffic like the royalties, frequent flyers, government officials, diplomats, expats, students and the tourists.</span><br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">However, the persisting bandhs, political instability, lackluster government policies create hurdles for a smooth run. So, there is a long way to go for Thai Airways in Nepal and for that the hurdles in the paths should be cleared.</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Swot Analysis</span></b></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">STRENGTHS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Thai brings quality tourist. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Thai have strong position in global market. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Aware about the nation and society in environmental conservation. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Run the business on the basis of fair competition. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">WEAKNESS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- More work is yet to be done to seek for the reasons why people don’t fly in Thai Airways. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">OPPORTUNITIES </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- More exploration in Nepali market. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Nepal is a lucrative tourism destination. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">THREATS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Never-ending Bandh. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">- Airlines market hasn’t flourish on a high rate.</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>',
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<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span class="A13">By Bikram Chitrakar</span></span></strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">When NEPSE Reached 33 Months High</span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%;">&nbsp;(Review for 30 October to 27 November, 2012)</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A28">&nbsp;<span style="line-height: 115%; font-family: ">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. </span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">N</span><span style="color: black;">ovember 2012 was an exciting month for the Nepali bourse. The market witnessed a wild upward movement after cooling for a long period. Majority sectors were supported by a straight gain while the volume was also significantly high. The benchmark Nepse index gained 45.33 points or 9.19 percent to settle at 493.16, whereas the session&rsquo;s high was 501.51 on November 20 and the low was 447.83 on October 30. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Initially, the acceleration in the benchmark index was supported by hydropower and &lsquo;others&rsquo; sectors. Then there was a rapid movement and the index reached a 33-month high. Nepse index&rsquo;s previous high was 501.4 on February 4, 2010.&nbsp; </span></span><br />
	&nbsp;</p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;<span style="color: black;">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. As a result, many investors saw an opportunity at market low that unleashed a buying spree.&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Meanwhile, the Central Depository and Clearing system officially started its services during the review period, promising an accelerated settlement and clearing process. The system promises to finalise the settlements within 3 days of each transaction. However, in the dematarialsation of the securities, the progress has not been fast because only a few securities have been dematerialised so far.&nbsp;&nbsp; </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">Another historic development during the review period was the issuance of a mutual fund by Siddhartha Capital. The Siddhartha Investment Growth Scheme-I proposed by the company has 40 million units at Rs 10 per unit. This makes available a new investment area in the Nepali market that helps the investors to diversify their portfolio. </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">The Nepali market has always been a victim of &ldquo;Animal Spirit&rdquo;, a term used by Prof. JM Keynes to refer to the spontaneous urge to action without considering about the possible consequences of such action. Volatility has been experienced in the Nepali stock market even in such a short period of time that is not sufficient to determine where the possible support and resistance points are. Recent developments in the market provide enough proof to claim that the investors&rsquo; sentiment here is based either on greed or on fear. Such unnatural movements can last only a short span of time. </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; </span></p>
<p class="Pa13" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span style="color: black;">Performance by Sector </span></span></strong></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">The commercial banks sector that occupies a heavy volume of trade in Nepal Stock Exchange gained 76.52 points or 16.67 percent to rest at 458.95. The hotel sector surged 89.58 points or 13.69 percent to 654.15. The hydropower sector escalated 86.06 points to 1031.6. Similarly, the development bank gained 7.24 points and the manufacturing sector 7.63 points to rest at 251.58 and 728.96, respectively. The insurance sector accelerated by 9.37 points or 1.28 percent to reach 733.47 points. However, the &lsquo;others&rsquo; sector plummeted 27.01 points or 3.46 percent to close at 780.1.&nbsp;&nbsp;<br />
	<br />
	The sensitive index that measures the performance of 133 blue chip scrip at the secondary market added 12.46 points or 9.73 percent to reach 128.1 points while the float index (calculated on the basis of real transactions) moved up 3.58 points or 10.22 percent to 35.03. A total turnover of Rs. 1,746,132,394 was realized during the review period with 6,012,652 units of shares traded through 24,809 transactions.&nbsp;&nbsp; </span></span></p>
<p class="Default" style="text-align:justify;text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;">The accompanying figure depicts the sector-wise distribution based on the total volume of trade. As usual, the banking sector dominated the trade volume with 76.95 percent share. The <span style="color: windowtext;">hydropower sector accounted for 9.29 percent while the development banks and &lsquo;others&rsquo; sector grabbed 4.25 percent and 4.07 percent, respectively. And the remaining portion was shared among the rest of the sectors.&nbsp;&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;">Technically, the Simple Moving Average (SMA) is dominating both 30 days SMA and 200 days SMA. The index has already tipped and a drop by a few points can be expected on the basis of chart analysis. The upward movement has already surpassed the yearly movement, while support and resistance were yet to be visible when this analysis was prepared.&nbsp;&nbsp;&nbsp; </span><br />
	&nbsp;</p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>',
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			'title' => 'Yamaha’s Facebook Campaign',
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			'content' => '<p style="text-align: justify;">
	<img align="left" alt="" height="97" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamahaOffer.jpg" style="margin:0 10px 10px 0; padding:5px; border:none;" width="121" />Yamaha Nepal has launched ‘Yamaha Like My Style’—a Facebook campaign to promote its bikes and establish an effective communcation channel with its customers. At the launching program, Managing Director of MAW Enterprises, Vishnu K Agarwal, said the campaign has been launched as Facebook is the most effective medium to promote products these days. “We hope our Facebook page will be an effective way to communicate with our customers, to provide information about the products of Yamaha and also to get fast feedback from them. Further, it will help to provide safety tips and help to create awareness on safe riding,” said Agarwal.</p>',
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	<span style="text-align: justify;">KK Super Mart Nepal, a chain of local convenience stores, is planning to open 15 stores by 2013. It targets to open 50 stores throughout the valley within the next three years. KK Super Mart Nepal opened its first store in Boudha in July 2012 and three more outlets in Lagankhel, New Baneshwor and Bhaisepati lately. KK Super Mart Nepal operates 365 days a year and 16 hours a day with the vision to “Serve U with a smile.” The super market offers over 3,500 high quality products at the most competitive prices. They offer products ranging from every-day grocery goods to personal care, toiletries, household products, over-the-counter medicines, beverages, liquor, recharge cards, pet food, among others.</span></p>
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	It has got the technical assistance from KK Super Mart Malaysia, the flagship business for KK Group of companies which owns and runs 125 outlets in Malaysia. It was established in 2001. According to the company, Nepal has been chosen as the first overseas destination due to the emerging economy in Nepal. KK Super Mart Nepal was officially inaugurated by Mayor of Putrajaya Tan Sri Dato Seri, Dr. Aseh Bin Che Mat, Founder of KK Super Mart Dato’ Dr. Douglas KK Chai, President of Malaysia-Nepal Business Council Dato Pardip Kumar Kukreja, President of Nepal-Malaysia Business Council Mr. Suhrid Ghimire, and Managing Director of Yeti Airlines Mr. Ang Tshiring Sherpa.&nbsp;</p>',
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	<span style="font-size:14px;"><font face="arial, helvetica, sans-serif"><b>‘The private sector is being used for vested interests by the state and politics. So, it is not getting enough space in the policy formulation process. The role of the private sector is becoming less effective and more opportunistic’</b></font></span></p>
<p>
	<span style="font-size:12px;"><span style="font-family: arial, helvetica, sans-serif;">Binod Chaudhary, President of the Confederation of Nepalese Industries, expressing his discontent over the government’s inability to realise the private sector’s role for economic growth.</span></span></p>
<p>
	 </p>
<p>
	<strong style="font-family: arial, helvetica, sans-serif; font-size: 14px;">‘Nepal Rastra Bank will intervene if cooperatives do not work in accordance with the true spirit of cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Yuba Raj Khatiwada, Governor of Nepal Rastra Bank, warning to take action against those cooperatives that do not strictly follow the code of conduct and good governance&nbsp;</span></p>
<p>
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	<img align="left" alt="" border="1" height="123" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/bhattrai.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	<strong style="font-size: 14px;">‘Per capita income of Nepalis can be increased up to US $ 3000 within a decade through cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Baburam Bhattarai, Prime Minister, giving a hyperbolic statement about significantly increasing per capita income of Nepal and reducing poverty with the help of cooperatives&nbsp;</span></p>
<p>
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<p>
	<strong style="font-size: 14px;">‘Nepal Electricity Authority is like a leg infected with elephantitis that looks big but limps. That is why electricity shortage is rife in the country’</strong></p>
<p>
	<span style="font-size:12px;">Lila Mani Poudel, Chief Secretary, commenting on the inefficiency of Nepal Electricity Authority.</span></p>
<p>
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	<span style="font-size:12px;"><img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/pradeep(4).jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></span></p>
<p>
	<span style="font-size:14px;"><strong>‘The government believes sending youths to foreign employment is a better alternative than improving the industrial environment in the country’</strong></span></p>
<p>
	<span style="font-size:12px;">Pradeep Jung Pandey, Vice President of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI), complaining about the government’s lackadaisical approach to resolve the labour shortage in the industry sector</span></p>',
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	<br />
	<img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/rampratap.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
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	The interview with Ram Pratap Thapa in the Visiting Business People section shed light on the contribution made by NRNs to their homeland. The fact that we pin high hopes on NRNs and rely completely on them won’t benefit Nepal in the long run. Nepal needs political stability and an environment that is conducive for investment in the country.&nbsp;</p>
<p>
	<strong>Ashok Karki, New Baneshwor</strong></p>',
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	The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades. The positive growth seen in telecom, roads and education sector even during the decade-long insurgency gives a positive message. However, the problem of power outage is taking its toll especially during winter. Power outage, a perennial problem of Nepal, should be addressed at the earliest.&nbsp;</p>
<p>
	<strong>Sujan Nepal, Kalanki</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades.',
			'sortorder' => '678',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'id' => '789',
			'article_category_id' => '50',
			'title' => 'Melamchi, A Far-fetched Dream',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenichi.jpg" style="margin: 20px 10px 10px 0px; padding: 2px;" vspace="" width="100" /></p>
<p>
	The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water. Now it seems that ADB is committed to supporting the construction of the Melamchi tunnel work and other parts of the project. It’s nice to know that the much-touted water project has got some boost and will be completed soon. There is a light at the end of the tunnel, as Yokoyama has assured that ADB is fully committed to providing the necessary support to the government of Nepal to complete the project by early 2016 or earlier.&nbsp;</p>
<p>
	<strong>Richa Dhakal, Kapan</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water.',
			'sortorder' => '677',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'article_category_id' => '50',
			'title' => 'An Untiring Journey Of Thai Airways',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/thaiAirways.jpg" style="margin:20px 10px 10px 0; padding:2px;" vspace="5" width="250" /></p>
<p>
	Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky. The story has also made a clarion call on the part of Nepal’s civil aviation sector as our national flag carrier NAC is in dire straits. It’s high time we learnt from these foreign airlines that quality maintenance and fine management are crucial to earning credibility. &nbsp; &nbsp;&nbsp;</p>
<p>
	<strong>Sujata Neupane, Lalitpur</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky.',
			'sortorder' => '676',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'article_category_id' => '50',
			'title' => 'Inspiring Story On Baskota',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/baskota.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times. The upcoming generation has a lot to learn from Baskota’s dedication and hard work, as he makes it clear that there is no shortcut to success.&nbsp;</p>
<p>
	<strong>Manish Maharjan, Bhaktapur</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times',
			'sortorder' => '675',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
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			'title' => '‘Camels And Eagles’ Clearing The Queries',
			'sub_title' => '',
			'summary' => null,
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	Through a news report &nbsp;published earlier in your sister publication, Aarthik Abhiyan Daily (December 16,2012), about the operation of ICRA Nepal, I came to know lot of new things about the terminology CAMELS. The article stated that the rating agency was going to rate the banks and financial institutions according to the CAMELS system. The Nubiz article has made it easier for the investors to evaluate the companies. It has also helped the investors like me to choose the best company for investment. Thanks to the article for clearing the air regarding the details on the methods of ratings made as per the CAMELS and EAGLES. &nbsp;</p>
<p>
	<strong>Suraj Karki, IT Officer, CDS and Clearing Limited, Kathmandu&nbsp;</strong></p>',
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			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'Through a news report  published earlier in your sister publication, Aarthik Abhiyan Daily (December 16,2012), about the operation of ICRA Nepal, I came to know lot of new things about the terminology CAMELS. The article stated that the rating agency was going to rate the banks and financial institutions according to the CAMELS system.',
			'sortorder' => '674',
			'image' => null,
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			'title' => 'Visiting Business People January 2013',
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<div class="Section1">
	<p class="MsoNormal">
		<span style="font-size:14px;"><strong><span class="A13"><span style="line-height: 115%; font-family: "><img alt="visting business people" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visitng2012_january2012(1).jpg" vspace="10" width="338" /><br style="mso-special-character:line-break" />
		</span></span></strong></span></p>
</div>
<div class="Section1">
	<p class="MsoNormal">
		 </p>
	<p class="MsoNormal">
		<span style="font-size:14px;"><strong><span class="A3"><span style="line-height: 115%; font-family: ">‘Standard Chartered has completed a glorious journey of 25 years in Nepal’<br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></strong></span></p>
	<p class="Pa1">
		<span style="font-size:14px;"><strong><span class="A9">Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></strong></span></p>
	<p class="MsoNormal">
		<span style="font-size:14px;"><span style="line-height: 115%; color: black;">He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:<br style="mso-special-character:
line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How does it feel to be honored with the title of Bank of the Year-2012 in Nepal? <br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">It’s a great honor to be recognized as the ‘Bank of the Year 2012’ in Nepal. The prestigious accolade we have got has further boosted our efforts to strive for the best. I believe all the credit goes to the management team working here in Nepal. They have managed capably, albeit, in a difficult situation. We are proud of the fact that we have managed the business very well. <br style="mso-special-character:line-break" />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br />
		<br />
		<img alt="visiting business people" border="1" height="310" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visiting_business_people.jpg" vspace="10" width="200" /><br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How satisfied are you with the performance of Standard Chartered Nepal in the last fiscal year? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">As I said , we are very glad with our performance, given the tough market situation. So our approach as a bank, not only in Nepal but also globally, is to focus on the basics of banking. The basic factors of good banking - good capital, good liquidity and tight risk management have delivered us a good set of results. Clearly, one would have wanted more growth, but the market conditions are such that you have to be conservative. To be precise, the economy is not growing rapidly and banks are reflection of the economy. Given the present circumstances, the bank has performed very well. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The bank’s profit increased only marginally to Rs 11.7 million in fiscal year 2011/12 from Rs 11.2 million in the previous year. What do you think went wrong? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">I don’t think anything went wrong. We have rather set and are following a very conservative business model. Clearly, the growth is not as I had expected. Along with growth comes the quality of earning which is extremely good. So, as I have already mentioned, our capital and liquidity ratio are very good. Similarly, if you look at the risk parameters, Non- Performing Assets (NPAs) and coverage ratio; they are extremely strong. We further believe that we’re very well positioned in this market. As the economy revives, we will do much better. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">StanChart seems to have quite a big investible fund at hand as also indicated by its high Capital to Risk (Weighted) Assets Ratio Adequacy Ratio (CRAR) which is 14 per cent and low credit-deposit (CD) ratio which is 62 per cent as per the bank’s latest quarterly report. Still, the bank looks hesitant to invest. Why? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<p class="Default">
		<span style="font-size:14px;">I don’t think it is hesitation. In fact, we see this as our strength. As you said, StanChart’s CRAR and CD ratios are strong even at a time when the economy is not doing that well. It means you have the ability to grow strongly when the economy bounces back. Our model is such and we’re comfortable with it. The model is about being conservative and having good quality of earning. In addition, we also help a number of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
		</span></p>
</div>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;">&nbsp;</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives?&nbsp; </b><br />
	</span></p>
<p>
	<span style="font-size:14px;">I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong.</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this?</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">&nbsp;I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal. of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives? <br style="mso-special-character:
line-break" />
	</b><br />
	I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? </b><br />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong. </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this? </b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality <span style="color: black;">earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	</span></b><span style="color: black;"><br />
	As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. </span> </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is &nbsp;there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape?</span></b><span style="color: black;"><br />
	<br />
	The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market.</span><br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">&nbsp;</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b><span style="color: black;"><br />
	We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal.<br />
	<br />
	<br />
	</span> </span></p>',
			'published' => true,
			'created' => '2013-02-07',
			'modified' => '2013-06-07',
			'keywords' => '',
			'description' => 'Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:',
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			'title' => 'Corporate Focus January 2013',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
	<img alt="corporate focus" border="1" height="274" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corpoatefocus.jpg" vspace="10" width="400" /><br />
	</span></span></span></p>
<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
<p class="MsoNormal">
	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
	</strong></p>
<p class="MsoNormal">
	<strong><br />
	</strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
	</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "><br />
	</span></span></span></p>
<p>
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
<p class="Pa9" style="text-align: justify;">
	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
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			'content' => '<p style="text-align: justify;">
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</xml><![endif]-->	<span style="font-size:14px;"><img alt="coverstory" border="1" height="281" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/international.jpg" vspace="10" width="400" /></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">By Sushila Budhathoki</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">&nbsp;</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A9">International <span style="line-height: 115%; font-family: ">Degrees in Nepal International Degrees in Nepal</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A9"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span class="A16">G</span><span style="color: black;">one are the days when students had no choice but to go abroad for foreign degrees, thanks to the increasing number of foreign educational institutions which are providing internationally recognized education in Nepal.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">With the growing popularity of A Level, international affiliation has become important for the brand value of the Nepali educational institutions. According to the Ministry of Education (MoE), the importance of foreign affiliation for higher education emerged to the fore zone six years ago in BS 2063 and currently there are 87 educational institutions affiliated to foreign institutions. Among them, 36 institutions are providing Bachelor level and above Degrees (see table). Dr Keshav Kumar Shrestha, Executive Director, Curriculum Development Centre (CDC) of Tribhuvan University, says getting affiliations to foreign universities has seen an upsurge in Nepal in recent years. “These institutions are helping students to broaden their knowledge and make them more practical as well as assisting them to complete the courses more efficiently keeping in mind that the world is turning into a global village,” he says.<br />
	<br />
	<img alt="coverstory" border="1" height="314" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory(4).jpg" vspace="10" width="469" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">These colleges have emerged at a time when going abroad for study has become a common phenomenon. The foreign institutions operating in Nepal are expected to lower this trend as enrolling in these institutions is more accessible and affordable. According to a government publication titled “Nepal Education in Figures 2012”, a total of 11,912 students applied for permission to go to 53 different countries during fiscal year 2011/12. Among them, 3,759 were female and 8153 were male students. Samjana Basnyat, Principal of International School of Tourism and Hotel Management, says, “As education is vital, a degree from a reputed institution is a feather in your cap. General Nepalis cannot afford to go abroad for higher studies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International exposure is one of the factors that helps to make an individual qualified globally. The foreign-affiliated institutions in the country provide an international exposure as well as an international degree to the students. They get the same certificate which the students who go abroad can hope to get. According to Kshitij Regmi, Business Development Director at Islington College, though the fee structure of the foreign-affiliated colleges is a little higher than that of the other local colleges, the students get double advantage when they enroll in foreign-affiliated institutions like Islington. He says, “We are giving a world class British degree here in Nepal and for that we have world class infrastructure and resources. Getting the same degree in Europe requires a lot of resources and is unmatched to what we give here.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Islington College runs BBA and other specialized courses like BIT- Bachelor in Multi-media, Computing, Networking and IT Security. The college produces 300 plus graduates a year. Regmi adds, “Education is an investment. Now the students have to start building a career right after the Bachelor level unlike till the recent past when one would not bother about a career before completing the Master level. Therefore, they have to invest more to learn earlier and faster. And it’s not only money that they are expected to invest in their education; they need to invest time and planned efforts as well.”<br />
	<br />
	<br />
	<img alt="featured" border="1" height="1002" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/foregin.jpg" vspace="10" width="500" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The demand for higher level education is growing in Nepal is apparent in the statistics on the students’ number in Nepal. More than 300,000 students appear in the SLC exam every year, and about half of them pass it. Around 100,000 pass the +2 level every year. However, the number of educational institutes providing higher level studies is insufficient to accommodate them all. According to Nepal Education in Figures 2012, there are 9 universities and 3383 higher secondary schools - 2,499 public and 884 private schools. Similarly, there are 1,102 colleges of the universities including 90 public and 1,012 private colleges, 3 medical institutions and 418 Technical Education and Vocational Training (TEVT) institutions. At the existing universities, which offer education up to the PhD level, faculties like humanities, management, education, science and technology and engineering are popular among the students. The international institutions operating in Nepal have included varieties of courses in these fields in addition to other international courses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="169" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory12.jpg" vspace="10" width="292" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The education ministry says, while granting permission to students to go abroad or to foreign institutions to open their affiliated institutions here, it gives priority to the subjects which are rare at the Nepali educational institutes. There are different courses for the students to choose from in the fields of management, Information Technology, Hospitality, Science, Computer Science and Fashion Designing. Some of the colleges also run specialized courses. For example, Kathmandu Forestry College runs M.Sc.in Geo- Information; International School of Tourism and Hotel Management runs Master of Innovation and Management in Tourism. Similarly, such institutions are running courses as per the need of time and market. As there is a high demand particularly in the field of management, many of these colleges are running BBA or MBA classes. Human biology is the latest course that is popular among the students.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="439" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory1.jpg" vspace="10" width="450" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Dr Dev Raj Adhikari, Dean of Central Department of Management, Tribhuvan University (he is also a member of the Expert Committee formed under the Ministry of Education for the monitoring and evaluation of foreign universities), feels the need for welcoming good foreign universities since the trend of global education has already started. According to him, as we have entered into the WTO regime, it is not appropriate to restrict foreign universities from coming to Nepal. He says, “The presence of top quality universities in Nepal will encourage Nepali universities to raise their standards and be on a par with their foreign counterparts. It will also motivate Nepali colleges to increase the quality of their education in order to compete and sustain in the market.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Growing popularity</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The institutions are running international courses particularly because of the demand driven market. According to Biplav Singh, Senior Programme Manager at King’s College, the trend of enrolling in foreign institutions is increasing fast. King’s College which started BBA classes in 2009 has produced 12 MBA graduates and the number of intake this year is 66. Similarly, Lord Buddha Education Foundation which started MBA classes in 2000 has produced around 400 MBA graduates. Dr Tulasi Thapaliya, Under Secretary at the Ministry of Education, says these institutions are fulfilling the demand of those students who are opting for internationally recognized courses. He says, “Colleges are coming to us for the approval of a range of subjects. The colleges also see huge prospects in these courses. That is why they are investing huge amounts to establish their institutions.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">High chances of job placement after the completion of the courses are also luring the students. Timely completion of the courses and possibility of credit transfer to a college abroad are the other attractions. Many colleges are providing skill development trainings beyond their academic courses to enable the students to compete in the international market. King’s College runs an MBA entrepreneurship course for those who are running their own business or planning to start a business on their own. Singh says, “We are working intensively for the placement of our graduates in the job market. We have already started Chinese language classes and a 2-year compulsory English class for MBA students.” Similarly, Islington College organizes job fairs where they call the prospective employers and the chances of students getting jobs are high. Regmi says, “Co-operation from the government and job providers is increasing. Currently we have tie-ups with many national and multinational companies for student placement and internship programmes. Some of our students are earning more than Rs 200,000 per month.”<br />
	<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="216" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy13.jpg" vspace="10" width="193" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Started in 2004, International School of Tourism and Hotel Management basically produces hotel management graduates, Many of its students are working at the assistant or even executive level positions in many five star hotels in Nepal and abroad, according to Samjana Basnyat, Principal of the College. She says, “We focus on shaping the overall personality of the students because inculcating positive attitude is a must in today’s competitive age. This positive attitude does make an individual far more superior than others.” The college has a high number of students in Higher Diploma in Hotel Management (Equivalent to Bachelors Degree) course.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges are providing full time faculty support which helps students learn beyond their curriculum. The resource centers of these colleges like libraries, computer-labs, science-labs etc are also available full time. Some colleges are offering customized curricula to suit the needs and demand of the Nepali market. Courses like Diploma in Hotel and Restaurant Management, Bachelor in Hotel and Catering Management, Diploma in Travel and Tourism Management etc are being provided by these institutions as the tourism sector is seeing a shortage of qualified manpower. On the other hand, some courses are more advanced than that of Nepali universities, especially the courses offered by the British and American universities. However, the curriculum is not everything about the offered courses, say the experts. Adhikari says, “The quality of faculty and teaching- learning methodology plays a crucial role in setting the quality of the offered degrees. The quality of graduates is equally dependent on the quality of faculty members and the quality of pedagogy practiced.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong>&nbsp;<img alt="coverstory 2012" border="1" height="284" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy14.jpg" vspace="10" width="260" /></strong></span></p>
<p style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Weak monitoring<br />
	</span>&nbsp; <br />
	</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The growing demand has led to some unethical practices too. Some colleges are found admitting students beyond their capacities and running courses without any government approval. In September 2012, some 72 colleges across the country including some foreign institutes were found running management, IT and natural science courses without approval from the MoE. Among them, many were reputed foreign institutes and renowned colleges. San Institute of Nursing, the first institute to get foreign affiliation, lost its good reputation when the college could not run smoothly. The college established in 2060 BS (some nine years ago) closed down soon after producing its first batch. According to Basnyat, the failure of the international educational institutes in maintaining academic discipline is becoming a threat for the education sector. She says, “The international educational institutes in Nepal should emphasize on quality education. Failure to maintain academic discipline and merely going for quantity will take us nowhere.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The government publishes the list of colleges affiliated to foreign institutions after providing affiliations and permission for operating in Nepal. Dr Tulasi Thapaliya, says, “It is high time that we started regulating these international institutions so that they could offer quality education in Nepal.” Many of the parents and students are unaware of the fact that if the institution has not got its courses or curriculum approved from the government, the institution or the course becomes invalid and the students will not get the degree. Without government authorization, the degrees are not recognized. By law, the institutions need government permission before adding courses or branches. However, there are many instances of the colleges not following the rules. Some of the colleges have been found to collect fees from the students or publish advertisements without any assurance that the classes will actually start. Likewise, many of these colleges are offering courses that are beyond their capacity and without permission from the authorities while some are busy in promotions rather than providing quality education.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The ‘Directive for Foreign Educational Institutions Running Higher Level Education, 2059’ has laid down the requirements and procedures needed to be followed to run such colleges. There are provisions laid down in the directive to apply for opening an institution, getting foreign affiliation and adding courses and programmes. The directive has also set down the rules for human resource requirement in the institution, credibility of the university concerned and the relevance of the courses offered in Nepal. However, it is a different matter that MoE has not been able to handle these issues properly.<br />
	<br />
	<br />
	<img alt="cover story january 2012" border="1" height="324" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/glacier15.jpg" vspace="10" width="284" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Foreign educational institutions that want to operate in Nepal must be accredited by the law of the country of origin, according to the existing Nepali law. The institutes cannot close down its operation before the end of the academic year. They should be purely educational institutions and should follow the directives of 2059 BS. There are norms for all educational institutes. For example, there are separate specific norms set for GCE A Level, Engineering B.E. &amp; IT, Nursing and Hotel Management. There is a committee at the Ministry of Education (MoE) to scrutinize the quality of the international degrees offered in Nepal and the foreign universities that the Nepali colleges are affiliated to. But the committee has not been able to carry out its responsibilities, say the critics. They also point out that many of the colleges are violating the norms. Moreover, they also complain that there is no law to penalize such colleges operating without the government’s approval. The existing Education Act 1971 lacks clear provisions to check such lawbreakers. A bill to amend the Act awaits the parliament’s go-ahead.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Although the international courses have good credibility in the international market, freedom to choose and decide the curriculum by colleges themselves may invite negative consequences, say the experts. They further add that it is necessary to carefully inspect and monitor the standard and quality of pedagogy and courses introduced here. There is an academic council at TU that develops the courses to be run by Nepali colleges. The council also helps to implement the courses developed by foreign universities in Nepal. Dr Shrestha says, “We have also kept in mind the need for course revision at every department. Such courses should also meet national and international market demand.” <br />
	</span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are many foreign-affiliated colleges in Nepal that are having administrative problems. “Many colleges are in the reviewing process due to the lack of documents. And many of them have been suspended for their failure to prove credibility,” says an officer at MoE, requesting anonymity. According to him, weak monitoring and regulation has helped these colleges to run without proper documentation, infrastructure, capacity, credibility and meeting other required criteria. There is no clear policy on the number of faculties and programmes a colleges can run. The MoE officer adds,” We are reviewing all these colleges for their exact status.” On the other hand, the institutions say that the red tapism in the Nepali bureaucracy is the main problem in timely the updating of their statuses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="198" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/hospital.jpg" vspace="10" width="182" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A lot of problems are seen in the tuition fees that these institutions raise. There are different fee structures for different faculties. The fees also vary from college to college. Many of these colleges have not properly mentioned how much fee is collected from each student. However, according to Roj Nath Pandey, Assistance Spokesperson for the MoE, there are no written complaints against these institutions for taking high tuition fees. He says, “We would instantly take action if any complaint is lodged in this regard. They cannot take fees more than what they have mentioned in their applications seeking our approval for the course.”&nbsp;&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">The way forward</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges have just started their sessions and the results are yet to come. Yet, it should be recognized that these emerging affiliates of international institutions have raised the hope of developing Nepal as an international education hub. “If we carry forward the mission to fulfill this dream, it is possible to make Nepal an educational hub,” opines Dr Shrestha. According to him, the basic infrastructure to develop Nepal as an education hub must be there and the academic calendar should be updated. He says, “Activities like padlocking and protests at TU are a huge setback to this mission. The resources within the universities should be well managed first to start the mission of developing the country into an international education hub. Also, a timely change in the curriculum is a must.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International affiliations have also opened the door to the international training institutes. Linked with The London Chamber of Commerce and Industry (LCCI), LCCI Nepal has been working with around 15 colleges, mostly with foreign affiliation. “Ours is a new initiative. We work in the Nepali education sector as an outsourced knowledge provider. Our training enables students to gain knowledge beyond the course. They can work in whichever country they go because they are trained professionally,” shares Dikshanta Bhatta, Assistant Manager at LCCI Nepal. He adds, “Our programmes are so popular that we are now targeting also the colleges that are affiliated to Nepali universities.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The college operators are also hopeful of a bright future in Nepal. They believe that if they focus on providing quality education to the Nepali students and offer a moderate fee structure, they will be able to get enough number of students. Regmi says, “Nepal is a strategically located country. It has good links to various countries including neighbouring India, China, Pakistan and Bangladesh. Technical subjects such as IT have good prospects.” He demands policies facilitating the global system which he says is a basic requirement of the global market. Regmi says, “We are in an open market and have a dynamic future. We could work better than this if we had more friendly policies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The MoE, on the other hand, is planning to intensify the monitoring process this year. Dr Thapaliya Says, “Now we are taking action against some of the colleges which are found admitting more students than they can effectively handle. We are also reviewing the performances of these colleges.” The Supreme Court has also recently issued an 11-point order seeking to regulate the freewheeling private schools and colleges including the foreign institutions in response to a writ filed by advocates. This verdict will have a strong impact on the colleges which are not performing well.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Some of the institutions are also conducting monitoring and evaluation by themselves for quality assurance. However, the bad image of some colleges is casting a shadow on the good private colleges operating in Nepal under affiliation from foreign universities. The colleges, too, are afraid that the wrong deeds of a few colleges might ruin all of them. Basnyat shares, “Our plan is to keep upgrading ourselves in terms of infrastructure, quality education etc and provide the necessary facilities to the students as well as increase collaboration with the international players and get affiliations from different hospitality outlets so that our graduates could get multiple avenues.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3">‘There is a need to regulate and maintain foreign colleges to </span><span class="A3">prevent unfair </span><span class="A3"><span style="line-height: 115%; font-family: ">Competition’</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><br />
	&nbsp;<img alt="tulsi" border="1" height="307" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/tulsi.jpg" vspace="10" width="269" /></span></span></span></strong></p>
<address>
	<span style="font-size:12px;"><strong><span style="color: black;">DR TULASI THAPALIYA </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style="">Under Secretary </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style=""><span style="line-height: 115%;">Ministry of Education</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">How did the trend of establishing colleges with international affiliations begin in Nepal?</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Globalization of education compelled many countries to run academic programmes which are popular internationally. The charm of studying foreign courses in one’s own country and getting a certificate recognized globally at the end is high in any country. It looks so normal today that it has become something of a trend. Nepal, too, could not remain unaffected from this charm as more and more colleges in Asia started introducing international courses through affiliations with foreign colleges/universities. Nepal took its cue from this international trend.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What has been the contribution of these foreign affiliated colleges? Has the Ministry made any evaluation?</span>&nbsp; </strong><br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The Ministry is yet to carry out any evaluation of that sort. However, there are some good aspects that these colleges have brought about. For example, the students in Nepal have exposure to international curricula. They don’t need to go abroad for the foreign courses which are already available in Nepal, thanks to these foreign-affiliated colleges. Another advantage is that they get choices in the curriculum. And the most important thing is that the institutions providing higher education in Nepal can learn from the experiences of these foreign-affiliated colleges.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">How does the MoE monitor the foreign-affiliated colleges?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We have a monitoring mechanism. There is a committee at the MOE to monitor these institutions. We are planning to intensify the monitoring process this year. The monitoring process will be more regular in the days to come.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What are the criteria for permitting colleges to get foreign affiliations?</span> <br />
	</strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Colleges in Nepal are running international courses because of the market demand. If there were no students demanding these courses, then these institutions would not come to us to get these courses approved by the ministry. The MoE gives the approval for these courses but this approval is subject to consent from the University Grant Commission.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are a number of criteria for getting foreign affiliations for Colleges. The process begins with the institutions wishing to run the academic programmes of international universities applying to the MoE. Their applications must include the consent of the University Grant Commission and other professional bodies. Then we observe the overall status of the applying colleges. We have a scrutiny mechanism to see whether the college is really in a position to offer the intended courses or not. We look at their physical facilities, infrastructure, human resource, credibility and validity of the international institutions offering affiliations.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Sometimes, the foreign institutions offering affiliations to Nepali institutions may not have much credibility back in their own countries. We also consider the demand of the said courses in Nepal. Particularly, we encourage those courses that are not offered by the Nepali universities. These are some of the conditions and criteria that we follow. There is a guideline already approved by the cabinet that the criteria in detail. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">There are a range of subjects from management and hospitality to information technology to culinary arts. But many of the foreign-affiliated colleges are running BBA or MBA classes. Why?</span> <br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It is not about the BBA or MBA classes; it is about the demand of the students. However, there are two different ways of regulating and managing educational programmes. One, you could run trial courses to see what courses are in demand. The other option is the colleges come forward with proposals seeking approval for the courses they want to teach. The main idea is the demand for the subject by the students. If the demand rises, these subjects could be offered by many colleges. Yesterday only, I got a proposal for running micro-biology classes by one of the colleges. Many colleges are planning to run different management courses. </span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is often complained that foreign affiliations are hampering the higher education system in Nepal. What do you have to say? </span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are two sides to this complaint. One is because of the rise in the number of foreign affiliated colleges, many students are choosing them instead of colleges that teach courses of Nepali universities. This could be affecting the education system of Nepal.</span> <br />
	</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The other side is a positive one. The existing colleges and universities in Nepal get the chance to learn from the foreign-affiliated colleges and their new courses. Foreign-affiliated colleges can create an environment of completion where the colleges teaching courses of Nepali varsities, too, can become innovative in their courses and/ or curricula. Of course, there is a need to regulate these institutions properly to prevent unfair competition.<br />
	<br />
	<br />
	</span><strong><span style="color: black;"> </span></strong></span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is said that the trend to go abroad for studies among Nepali students would have been low had there been foreign-affiliated colleges in Nepal in the past, say as back as a decade or so? What do you think?</span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It could have, perhaps, but I am not sure. It’s not only for the reason of education that the Nepali students go for abroad studies; there are other reasons as well. For example, they go abroad to earn while they learn. They might even want to learn beyond the courses they are enrolled to. Students even go to different countries to learn the same courses; they pick the country of their choice. International exposure and other opportunities are other important factors behind the current trend of going for abroad studies.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">So, the presence of foreign-affiliated colleges in Nepal may not lower the abroad study graph very drastically. It could, however, contribute to some extent in lowering the number of students going abroad for studies. But it cannot completely stop the trend.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:16px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span><strong style="font-size: 16px;"><span class="A3">‘Timely revision of <span style="line-height: 115%; font-family: ">curriculum is a must’</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><img alt="keshav" border="1" height="305" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavkumar.jpg" vspace="10" width="300" /><br />
	</span></span></span></p>
<address>
	<span style="font-size:14px;"><strong><span style="color: black;">DR KESHAV KUMAR SHRESTHA </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0">Executive Director </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">Curriculum Development Centre (CDC), TU</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">Why do Nepali colleges need affiliations with foreign universities?</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Nepali colleges have joined the trend of getting affiliated to foreign universities lately. The foreign courses taught by these colleges have helped the Nepali students in broadening their knowledge and getting, perhaps, more practical education. Today, the world has become a global village; everything is globalised, including education. Colleges in one country get affiliated with foreign universities in order to teach foreign courses. This trend has helped the Nepali students in more than one way. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Why doesn’t the CDC develop such courses on its own? </span></span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Tribhuvan University has its own way and process of developing curricula. CDC develops courses on the basis of their need. For example, if there is a four-year course, we discuss its merits and demerits in depth. With the teamwork of ‘subject committees’, CDC not only develops curricula but also conducts seminars, orientation programmes and workshops to help the teaching and learning of foreign courses in the country. We are also careful about updating and even revising the TU courses from time to time. There is an Academic Council at TU that oversees the course developing process. Such courses should also meet national and international market interests. I think TU needs to implement the credit hours requirement system for its courses too. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses beneficial for the Nepali students in the long run?</span></strong> <br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are professional as well as academic benefits for the Nepali students from the foreign courses. These courses also ensure better career opportunities and future for the students. </span></span></p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	What are the possibilities of developing Nepal into an educational hub?</span></span><br />
	</strong></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">This is a broad topic to discuss. First, we need the basic infrastructure to develop Nepal as an education hub. The academic calendar should be updated and other new changes should be introduced. Recent activities like padlocking and protests happening at TU are a huge setback to such a m mission. Before Nepal can be developed into an international education hub, we should be able to manage the resources within the Nepali universities well. And, I repeat, timely changes in the curricula are a must. </span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">How is CDC supporting the students’ educational freedom to take courses of their choice?</span></strong> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We definitely pay attention to the interests of the students by keeping ourselves abreast with the market demand. The basic thing here is to enhance the quality of education. The students are given utmost freedom to choose from the available courses. TU has eight-semester BBA and four-semester MBA courses. Along with the freedom, the students should not forget the competition in the market and the credibility of the available courses.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">What changes in TU courses is CDC bringing in the coming days?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A change may not always mean an immediate broad adjustment. We change existing courses or introduce new ones by analyzing the needs and demands in the market. For example, we have paid much attention to developing and bringing new courses in of Information Technology, Hotel Management, BBA and others. There is a demand for these courses as they are more likely to give the students a secured career.</span> <br />
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	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
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	<strong><span style="font-size:14px;"><span style="color: black;">There is a common complaint that the annual system hasn’t work well in the education sector. What is CDC doing to address this complaint?</span> <br />
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	<span style="font-size:14px;"><span style="color: black;">The annual system focuses on mass education. However, it needs to be changed according to time. Recently, we have developed a new course, Tea Technology and Management (BSC Tea Technology), at Mechi Multiple Campus, Jhapa.</span> <br />
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	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses more practical and skill-oriented?</span> <br />
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	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">The most important thing is that these courses have a good reputation in the market. However, it is also true that only a few percent of fresh graduates get good jobs in the market. So, it’s high time to ensure the production of quality and competitive manpower by domestic as well as foreign-affiliated colleges.</span></span></p>
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<![endif]-->	<span heaveneticacond9="" style="font-size:56.0pt;
  font-family:"><img alt="from the editor" border="1" height="217" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/upperkarnali(1).jpg" vspace="10" width="316" /><br />
	I</span><span style="letter-spacing:-.15pt">n the last week of December, the Maoist government led by Dr Baburam Bhattarai extended the survey license tenure for six more months to GMR, the Indian infrastructure major that is developing the Upper Karnali Hydel Project. The government has also sanctioned the proposal of the company to increase the installed capacity of this run-off-the-river project from 300 MW to 900 MW and granted permission to open a project liaison office in New Delhi. With all these developments at hand, things look good at the face of it. But not quite!</span> <br />
	<br />
	<span style="letter-spacing:
-.1pt">From the very beginning, since early 2010, it was the Maoist party that was creating obstacles to the project. In May 2010, the GMR offices at the project site were vandalized and the same was repeated in December 2012. It is quite a paradox that it was Dr Bhattarai's cadres who campaigned systematically at the local, national and international levels against GMR developing the project.<span style="mso-spacerun:yes">&nbsp; </span>Dr Bhattarai now may shirk aside pointing finger to break-away Mohan Baidya faction of the party, but both Bhattarai and his party Chairman Puspa Kamal Dahal did not actually act in time to facilitate the project operation.<span style="mso-spacerun:yes">&nbsp; </span>That led to some cadres of their party living abroad to create an NGO<span style="mso-spacerun:yes">&nbsp; </span>network called Karnali Sarokar Samaj and collect money both as donation to organize protests against GMR and in the form of 'shares' to a then proposed company that has now taken shape as Karnali Jalavidhyut (hydropower) Limited.</span></p>
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	<span style="letter-spacing:
-.15pt">Apparently, now, the only party that is all-out against the GMR is CPN-Maoist (Baidya faction) and some of the technocrats of panchayat era are helping it to develop what they call a presentable case against the project contract. Their main bastion of argument has been, it was an 'anti-national' move to award contract to an Indian company. The new Company formally made public a couple of weeks ago is manned by Baidya cadres and it has vowed to replace GMR and develop the entire project by itself. </span></p>
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	<span style="letter-spacing:
-.15pt">The company is claimed to have registered by the government two months ago. This is where the intentions of Dr Bhattarai appear questionable. How can a government register a new company to develop the same project that has been formally contracted out to a foreign company years ago?<span style="mso-spacerun:yes">&nbsp; </span>Baidya's Party has fed in massive misinformation from local to international levels. It officially opposed the recent government decision by issuing a statement at the central level and has prepared a 'defense force' at the project site to stop GMR in its work.<span style="mso-spacerun:yes">&nbsp;&nbsp; </span>And, surprisingly, the government has done nothing to facilitate GMR in smooth operation of the project that has to start its civil works within a few months time, if the project were to be actually constructed. <br />
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	<span style="letter-spacing:
-.15pt">All this has added complications to the project to take off. The financial and technical abilities of the new company might be questionable from any possible angle, but it is unquestionably a big enough force to act as an irritant in the process. How will the people who are very active in generating money from non-resident-Nepalis in foreign land in whatever pretext will not only be stopped but their face also saved if the government wants GMR to develop this project?</span><span style="letter-spacing:
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	The government doesn't seem to have understood the extent of fall-out effects if the GMR is compelled to withdraw from the project. It will create an image of the country as unfriendly to foreign direct investment and will thus have long-term ramifications. The dream of developing large hydropower projects with FDI will never be realized if this company is sent back. It is because, the deals offered by the company to provide 12 percent of generated energy free of cost to Nepal and 27 percent equity participation to Nepal Electricity Authority are highly generous.</p>
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	The issue of 'compromised national interest' in this particular case is an absolutely fabricated dogma. Nepali nationals will be far better protected if we have enough power generation to support industrialization, transportation and household use. And, a private company GMR must not be penalized for any act of the Indian establishment that are often seen by different political forces as detrimental to Nepali national interests.</p>',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: ">Corporate Focus</span></span></span></p>
<p>
	“We consider three things in the present scenario — People to People, Business to Business and Government to Government<br />
	relationship.”<br />
	<br />
	<br />
	<img alt="chanto" border="1" height="246" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/strinlta.jpg" vspace="10" width="186" /><br />
	CHANTOUCH SRINILTA<br />
	GENERAL MANAGER NEPAL &amp; BHUTAN<br />
	Thai Airways International Public Co Ltd</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">45 Years of Flight Over Himalayas<br />
	<br />
	<img alt="corporatefocus" border="1" height="303" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus(2).jpg" vspace="10" width="450" /><br />
	</span></span></p>
<p class="Pa26">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship.” </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; <br />
	</span></p>
<p class="Pa0">
	<span style="font-size:14px;"><span class="A0">CHANTOUCH SRINILTA GENERAL MANAGER NEPAL &amp; BHUTAN <br />
	<br />
	<br />
	</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Thai Airways International Public Co Ltd</span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">hai Airways International Public Company Limited, the national flag carrier of the Kingdom of Thailand, has achieved an unprecedented height in Nepal. A glorious history of complete 45 years of operation itself speaks volumes. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">It was in 1968 that Thai’s 72-seater French-built Caravelle SE210 aircraft landed at the Tribhuvan International Airport (TIA). According to Thai Airway’s General Manager for Nepal and Bhutan, Chantouch Srinilta, the long journey of Thai Airways is full of ups and downs. “Many international airlines have come and gone after Nepal Government adopted a liberal sky policy, but Thai has survived, tackling all the challenges, and tackling them pretty well,” says Srinilta.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">The Airways was founded in 1960 as a joint venture of Thailand’s domestic carrier, Thai Airways Company (TAC), and the Scandinavian Airlines System (SAS). In 1960, flights were inaugurated from Bangkok to nine overseas Asian destinations. The airline launched its intercontinental services in 1971, first to Australia, followed by flights to Europe in 1972, and to North America in 1980. <br />
	<br />
	<img alt="corpratefocus" border="1" height="338" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus88.jpg" vspace="10" width="500" /><br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways operates domestic, regional and intercontinental flights from its home base in Bangkok to the key destinations around the world and within Thailand. Thai airways has had a market in Nepal, for over four decades and the Nepali market has allowed them be more mature. For Thai, every moment is a turning point, as the global airlines have been pacing up rapidly. Thai takes pride in the fact that they have unlocked Nepal as a new tourism destination for the world shares the GM. They were the first airline to operate jet service from Kathmandu. It was indeed a memorable moment to cherish in Nepal’s aviation history. In addition, Thai also introduced the first computerized reservation system in Kathmandu in February 1985 and provided this service to its leading travel agents since 1990. The Royal Orchid Lounge at the TIA used to be the only lounge operated by Thai in the 1990s.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship,” Srinilta says. Maintaining a long-term relation between Nepal and Thai Airways is a top priority for the latter. In the people to people scenario, Thai people have a religious connection to Nepali people as 95 per cent of the Thai population is Buddhist and Nepal is the birth place of Lord Buddha.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In term of Business to Business, Nepali airlines are also landing in Thailand. Here, in Nepal we have been landing since long time back and we have also kept in mind that times are changing, shares the GM. “There is huge potential for the national flag carrier of Nepal if they regain their reputation from glory days” says GM. “Government plays a role in elevating the standard by not only to directing, but also educating the airlines about how the rest of the world is working at their best. So, if we work together we can grow much,” Srinalta says.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">For a sound relation between both the nations, Thai Airways wants to create a good linkage between Nepal and Thailand. Nepal being a land blessed with mountains that are more than 8,000 meters tall airlines are reliable means to bring in more tourists and Thai Airways is doing its best to increase the figure. Thai Airways further believes that the tourists they bring here in Nepal choose tourism activities over just strolling around Thamel.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In terms of Corporate Social Responsibility (CSR), Thai organizes blood donation programme on every 31st July. Battling with the challenges lying ahead, Thai also strives to keep the goodwill image of the company intact. It might seem that the cost allocation of air ticket and packages are high, but the quality that they have not compromised justifies the cost. Thai Airways has kept in mind that a good air business also leads to healthy revenue. Thai believes that offering proceeds for CSR will strengthen the Company’s financial status and support its business expansion projects. It also believes that products and service improvement will elevate THAI to a consistent rank of top three airlines in Asia and top five in the world.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Recently, Thai Airways announced special offers including promotional fare marking its 44th year of successful operation in Nepal. In the auspicious occasion the airlines announced free excess baggage for students, and businessmen traveling to Australia and China and free hotel service in Bangkok for destinations like Hong Kong. Similarly, the airlines announced free excess baggage up to 10kg for Nepali students traveling to Australia. Also, targeting Nepali travelers Thai airways unveiled special SOTO (tickets sold outside the country of departure) fare for Japan and special labor fares to Kuala Lumpur. The company also encourages its human resources to acquire new skills and attain international standards of professionalism. Thai Airways contributes to the advancement of all types of technology related to the world’s commercial aviation industry.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thailand Tourism Authority and Royal Thai Embassy say that the number of Nepali travelers going to Thailand had increased significantly in recent years. Around 31,000 Nepalis visited Thailand in 2011, out of which 25.5 percent travelled for holiday and 41 percent for seminar. Thai also handed over a memorial park situated in Kakani to the local community and is providing fund regularly for its maintenance and development.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">At present if offers flights to more than 70 destinations in 34 countries with a fleet of 99 aircrafts. According to the GM, The Thai airways have same investment every year and they are seriously concerned about the return. They also have good marketing strategies and are looking forward to sustain in this market in coming years. They are willing to invite more people to come and visit Nepal and enjoy time here. For this Thai is expecting Tourism authorities of Nepal to offer more packages. “If Nepal Tourism Board also is ready to cooperate we can contribute further to tourism”, Srinilta believes. Thai also has three latest model of Airbus and they are starting business on different parts of world.</span><br />
	<br />
	<img alt="corporatefocus" border="1" height="340" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/thai.jpg" vspace="10" width="500" /><br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“As a mature airways, we are striving our best not to compromise in our fleet size and service standards,” shares Srinilta. So, to catch up in the burgeoning market demand in Nepal, they have a strategy of adjusting the number of flights as per market demand. In the beginning, Thai operated a once a week flight between Bangkok and Kathmandu and soon after that, one more flight was added to cope with the high demand of passengers. Thai started daily flights with A300-600 aircraft since the end of October 1997. In the context of growing demand of air seats to/from Nepal, they added three more flights in 2008. Based on the request of different tourism related associations like NATTA, PATA, HAN and NTB, they began to run 10 flights per week. Now Thai has seven flights a week with a configuration of 30 business class and 279 economy class seats.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways has also played a good role in providing service to the outbound Nepali Tourist. In Srinilta’s words, the airlines is assisting Nepal in worldwide promotion as a major tourist destination through various media like in-flight magazine “Sawadee” and Royal Orchid Holiday Packages tours. Thai have joined hands with the Tourism Authority of Thailand by frequently organizing different events like Trade Fairs, Educational/ Medical fairs, familiarization trips for agents and media, Thai Food festivals, Thai Puppet shows etc. <br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">They have also offered attractive packages and special fares for students and leisure travelers. It was in the “Visit Nepal Year 1998” and during the “Nepal Tourism Year 2011”. Thai spread good word all over to promote Nepal They have joined hands with the organizers of Asian Mountain Bike championship in 2008 by offering special fares to the participants all around the world. They have own handling service in Nepal with own operational, ground handling and administrative staff directly under the Thai set up of course.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Srinilta further adds Thai can do a lot if the Nepal Tourism Board and other government bodies of Nepal also provide lucrative packages to further boost the Tourism of both countries. Though Thai Airways doesn’t fully keep the Labour Traffic as a first priority, it is also a part of the business. Since the very beginning, they have had different segments of traffic like the royalties, frequent flyers, government officials, diplomats, expats, students and the tourists.</span><br />
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	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">However, the persisting bandhs, political instability, lackluster government policies create hurdles for a smooth run. So, there is a long way to go for Thai Airways in Nepal and for that the hurdles in the paths should be cleared.</span></span></p>
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	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
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	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Swot Analysis</span></b></span></p>
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margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">STRENGTHS </span></span></p>
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	<span style="font-size:14px;"><span style="color: black;">- Thai brings quality tourist. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Thai have strong position in global market. </span></span></p>
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	<span style="font-size:14px;"><span style="color: black;">- Aware about the nation and society in environmental conservation. </span></span></p>
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	<span style="font-size:14px;"><span style="color: black;">- Run the business on the basis of fair competition. </span></span></p>
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	<span style="font-size:14px;"><span class="A16">WEAKNESS </span></span></p>
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	<span style="font-size:14px;"><span style="color: black;">- More work is yet to be done to seek for the reasons why people don’t fly in Thai Airways. </span></span></p>
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	<span style="font-size:14px;"><span class="A16">OPPORTUNITIES </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- More exploration in Nepali market. </span></span></p>
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	<span style="font-size:14px;"><span style="color: black;">- Nepal is a lucrative tourism destination. </span></span></p>
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	<span style="font-size:14px;"><span class="A16">THREATS </span></span></p>
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	<span style="font-size:14px;"><span style="color: black;">- Never-ending Bandh. </span></span></p>
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	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">- Airlines market hasn’t flourish on a high rate.</span></span></p>
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	<strong><span style="font-size:14px;"><span class="A13">By Bikram Chitrakar</span></span></strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">When NEPSE Reached 33 Months High</span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%;">&nbsp;(Review for 30 October to 27 November, 2012)</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A28">&nbsp;<span style="line-height: 115%; font-family: ">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. </span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">N</span><span style="color: black;">ovember 2012 was an exciting month for the Nepali bourse. The market witnessed a wild upward movement after cooling for a long period. Majority sectors were supported by a straight gain while the volume was also significantly high. The benchmark Nepse index gained 45.33 points or 9.19 percent to settle at 493.16, whereas the session&rsquo;s high was 501.51 on November 20 and the low was 447.83 on October 30. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Initially, the acceleration in the benchmark index was supported by hydropower and &lsquo;others&rsquo; sectors. Then there was a rapid movement and the index reached a 33-month high. Nepse index&rsquo;s previous high was 501.4 on February 4, 2010.&nbsp; </span></span><br />
	&nbsp;</p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;<span style="color: black;">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. As a result, many investors saw an opportunity at market low that unleashed a buying spree.&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Meanwhile, the Central Depository and Clearing system officially started its services during the review period, promising an accelerated settlement and clearing process. The system promises to finalise the settlements within 3 days of each transaction. However, in the dematarialsation of the securities, the progress has not been fast because only a few securities have been dematerialised so far.&nbsp;&nbsp; </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">Another historic development during the review period was the issuance of a mutual fund by Siddhartha Capital. The Siddhartha Investment Growth Scheme-I proposed by the company has 40 million units at Rs 10 per unit. This makes available a new investment area in the Nepali market that helps the investors to diversify their portfolio. </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">The Nepali market has always been a victim of &ldquo;Animal Spirit&rdquo;, a term used by Prof. JM Keynes to refer to the spontaneous urge to action without considering about the possible consequences of such action. Volatility has been experienced in the Nepali stock market even in such a short period of time that is not sufficient to determine where the possible support and resistance points are. Recent developments in the market provide enough proof to claim that the investors&rsquo; sentiment here is based either on greed or on fear. Such unnatural movements can last only a short span of time. </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; </span></p>
<p class="Pa13" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span style="color: black;">Performance by Sector </span></span></strong></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">The commercial banks sector that occupies a heavy volume of trade in Nepal Stock Exchange gained 76.52 points or 16.67 percent to rest at 458.95. The hotel sector surged 89.58 points or 13.69 percent to 654.15. The hydropower sector escalated 86.06 points to 1031.6. Similarly, the development bank gained 7.24 points and the manufacturing sector 7.63 points to rest at 251.58 and 728.96, respectively. The insurance sector accelerated by 9.37 points or 1.28 percent to reach 733.47 points. However, the &lsquo;others&rsquo; sector plummeted 27.01 points or 3.46 percent to close at 780.1.&nbsp;&nbsp;<br />
	<br />
	The sensitive index that measures the performance of 133 blue chip scrip at the secondary market added 12.46 points or 9.73 percent to reach 128.1 points while the float index (calculated on the basis of real transactions) moved up 3.58 points or 10.22 percent to 35.03. A total turnover of Rs. 1,746,132,394 was realized during the review period with 6,012,652 units of shares traded through 24,809 transactions.&nbsp;&nbsp; </span></span></p>
<p class="Default" style="text-align:justify;text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;">The accompanying figure depicts the sector-wise distribution based on the total volume of trade. As usual, the banking sector dominated the trade volume with 76.95 percent share. The <span style="color: windowtext;">hydropower sector accounted for 9.29 percent while the development banks and &lsquo;others&rsquo; sector grabbed 4.25 percent and 4.07 percent, respectively. And the remaining portion was shared among the rest of the sectors.&nbsp;&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;">Technically, the Simple Moving Average (SMA) is dominating both 30 days SMA and 200 days SMA. The index has already tipped and a drop by a few points can be expected on the basis of chart analysis. The upward movement has already surpassed the yearly movement, while support and resistance were yet to be visible when this analysis was prepared.&nbsp;&nbsp;&nbsp; </span><br />
	&nbsp;</p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>',
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			'title' => 'Yamaha’s Facebook Campaign',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<img align="left" alt="" height="97" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamahaOffer.jpg" style="margin:0 10px 10px 0; padding:5px; border:none;" width="121" />Yamaha Nepal has launched ‘Yamaha Like My Style’—a Facebook campaign to promote its bikes and establish an effective communcation channel with its customers. At the launching program, Managing Director of MAW Enterprises, Vishnu K Agarwal, said the campaign has been launched as Facebook is the most effective medium to promote products these days. “We hope our Facebook page will be an effective way to communicate with our customers, to provide information about the products of Yamaha and also to get fast feedback from them. Further, it will help to provide safety tips and help to create awareness on safe riding,” said Agarwal.</p>',
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			'description' => 'Yamaha Nepal has launched ‘Yamaha Like My Style’—a Facebook campaign to promote its bikes and establish an effective communcation channel with its customers.',
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			'title' => 'KK Super Mart To Open 15 Stores By 2013',
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			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">KK Super Mart Nepal, a chain of local convenience stores, is planning to open 15 stores by 2013. It targets to open 50 stores throughout the valley within the next three years. KK Super Mart Nepal opened its first store in Boudha in July 2012 and three more outlets in Lagankhel, New Baneshwor and Bhaisepati lately. KK Super Mart Nepal operates 365 days a year and 16 hours a day with the vision to “Serve U with a smile.” The super market offers over 3,500 high quality products at the most competitive prices. They offer products ranging from every-day grocery goods to personal care, toiletries, household products, over-the-counter medicines, beverages, liquor, recharge cards, pet food, among others.</span></p>
<p style="text-align: justify;">
	It has got the technical assistance from KK Super Mart Malaysia, the flagship business for KK Group of companies which owns and runs 125 outlets in Malaysia. It was established in 2001. According to the company, Nepal has been chosen as the first overseas destination due to the emerging economy in Nepal. KK Super Mart Nepal was officially inaugurated by Mayor of Putrajaya Tan Sri Dato Seri, Dr. Aseh Bin Che Mat, Founder of KK Super Mart Dato’ Dr. Douglas KK Chai, President of Malaysia-Nepal Business Council Dato Pardip Kumar Kukreja, President of Nepal-Malaysia Business Council Mr. Suhrid Ghimire, and Managing Director of Yeti Airlines Mr. Ang Tshiring Sherpa.&nbsp;</p>',
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			'created' => '2013-03-14',
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			'description' => 'KK Super Mart Nepal, a chain of local convenience stores, is planning to open 15 stores by 2013. It targets to open 50 stores throughout the valley within the next three years. KK Super Mart Nepal opened its first store in Boudha in July 2012 and three more outlets in Lagankhel, New Baneshwor and Bhaisepati lately.',
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			'article_category_id' => '62',
			'title' => 'Voices January 2013',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<font face="arial, helvetica, sans-serif"><img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/binod.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></font></p>
<p>
	<span style="font-size:14px;"><font face="arial, helvetica, sans-serif"><b>‘The private sector is being used for vested interests by the state and politics. So, it is not getting enough space in the policy formulation process. The role of the private sector is becoming less effective and more opportunistic’</b></font></span></p>
<p>
	<span style="font-size:12px;"><span style="font-family: arial, helvetica, sans-serif;">Binod Chaudhary, President of the Confederation of Nepalese Industries, expressing his discontent over the government’s inability to realise the private sector’s role for economic growth.</span></span></p>
<p>
	 </p>
<p>
	<strong style="font-family: arial, helvetica, sans-serif; font-size: 14px;">‘Nepal Rastra Bank will intervene if cooperatives do not work in accordance with the true spirit of cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Yuba Raj Khatiwada, Governor of Nepal Rastra Bank, warning to take action against those cooperatives that do not strictly follow the code of conduct and good governance&nbsp;</span></p>
<p>
	 </p>
<p>
	<img align="left" alt="" border="1" height="123" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/bhattrai.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	<strong style="font-size: 14px;">‘Per capita income of Nepalis can be increased up to US $ 3000 within a decade through cooperatives’</strong></p>
<p>
	<span style="font-size:12px;">Dr Baburam Bhattarai, Prime Minister, giving a hyperbolic statement about significantly increasing per capita income of Nepal and reducing poverty with the help of cooperatives&nbsp;</span></p>
<p>
	 </p>
<p>
	<strong style="font-size: 14px;">‘Nepal Electricity Authority is like a leg infected with elephantitis that looks big but limps. That is why electricity shortage is rife in the country’</strong></p>
<p>
	<span style="font-size:12px;">Lila Mani Poudel, Chief Secretary, commenting on the inefficiency of Nepal Electricity Authority.</span></p>
<p>
	 </p>
<p>
	<span style="font-size:12px;"><img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/pradeep(4).jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></span></p>
<p>
	<span style="font-size:14px;"><strong>‘The government believes sending youths to foreign employment is a better alternative than improving the industrial environment in the country’</strong></span></p>
<p>
	<span style="font-size:12px;">Pradeep Jung Pandey, Vice President of the Federation of Nepalese Chambers of Commerce and Industry (FNCCI), complaining about the government’s lackadaisical approach to resolve the labour shortage in the industry sector</span></p>',
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			'description' => '‘Per Capita Income of Nepalis can be increased up to US $ 3000 within a decade through cooperatives’',
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			'title' => 'High Hopes On NRNs',
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	<br />
	<img align="left" alt="" border="1" height="121" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/rampratap.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	The interview with Ram Pratap Thapa in the Visiting Business People section shed light on the contribution made by NRNs to their homeland. The fact that we pin high hopes on NRNs and rely completely on them won’t benefit Nepal in the long run. Nepal needs political stability and an environment that is conducive for investment in the country.&nbsp;</p>
<p>
	<strong>Ashok Karki, New Baneshwor</strong></p>',
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			'description' => 'The interview with Ram Pratap Thapa in the Visiting Business People section shed light on the contribution made by NRNs to their homeland. The fact that we pin high hopes on NRNs and rely completely on them won’t benefit Nepal in the long run.',
			'sortorder' => '679',
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			'title' => 'Silver Lining On A Dark Cloud',
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			'content' => '<p>
	The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades. The positive growth seen in telecom, roads and education sector even during the decade-long insurgency gives a positive message. However, the problem of power outage is taking its toll especially during winter. Power outage, a perennial problem of Nepal, should be addressed at the earliest.&nbsp;</p>
<p>
	<strong>Sujan Nepal, Kalanki</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
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			'keywords' => '',
			'description' => 'The cover story about the Nepali economy before and after the Maoist insurgency has shed light on various issues about the fluctuating rates of GDP and economic growth over the past one and a half decades.',
			'sortorder' => '678',
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			'title' => 'Melamchi, A Far-fetched Dream',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenichi.jpg" style="margin: 20px 10px 10px 0px; padding: 2px;" vspace="" width="100" /></p>
<p>
	The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water. Now it seems that ADB is committed to supporting the construction of the Melamchi tunnel work and other parts of the project. It’s nice to know that the much-touted water project has got some boost and will be completed soon. There is a light at the end of the tunnel, as Yokoyama has assured that ADB is fully committed to providing the necessary support to the government of Nepal to complete the project by early 2016 or earlier.&nbsp;</p>
<p>
	<strong>Richa Dhakal, Kapan</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'The interview with Kenichi Yokoyama, Nepal Country Director for the Asian Development Bank (ADB), was worth reading. Kathmandu denizens have been yearning for the completion of the Melamchi water drinking project in order to get a perennial supply of water.',
			'sortorder' => '677',
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			'title' => 'An Untiring Journey Of Thai Airways',
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			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="127" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/thaiAirways.jpg" style="margin:20px 10px 10px 0; padding:2px;" vspace="5" width="250" /></p>
<p>
	Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky. The story has also made a clarion call on the part of Nepal’s civil aviation sector as our national flag carrier NAC is in dire straits. It’s high time we learnt from these foreign airlines that quality maintenance and fine management are crucial to earning credibility. &nbsp; &nbsp;&nbsp;</p>
<p>
	<strong>Sujata Neupane, Lalitpur</strong></p>',
			'published' => true,
			'created' => '2013-03-13',
			'modified' => '2013-03-13',
			'keywords' => '',
			'description' => 'Thai Airways has marked its 45 years in Nepal. The credibility and quality it has maintained over these four decades speaks volumes. Borrowing Thai’s General Manager Chantouch Srinilta’s words, the airline has certainly gained a new height in the Nepali aviation sky.',
			'sortorder' => '676',
			'image' => null,
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			'homepage' => false,
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			'id' => '787',
			'article_category_id' => '50',
			'title' => 'Inspiring Story On Baskota',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="" border="1" height="117" hspace="" src="http://newbusinessage.com/ckfinder/userfiles/Images/baskota.jpg" style="margin:0 10px 10px 0; padding:2px;" vspace="" width="100" /></p>
<p>
	The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times. The upcoming generation has a lot to learn from Baskota’s dedication and hard work, as he makes it clear that there is no shortcut to success.&nbsp;</p>
<p>
	<strong>Manish Maharjan, Bhaktapur</strong></p>',
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			'created' => '2013-03-13',
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			'keywords' => '',
			'description' => 'The personality segment of the December issue was an inspiring one. Baskota’s (full name) zeal to work further in the field of cooperatives even at this age gives a positive message to the youths at these difficult times',
			'sortorder' => '675',
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	Through a news report &nbsp;published earlier in your sister publication, Aarthik Abhiyan Daily (December 16,2012), about the operation of ICRA Nepal, I came to know lot of new things about the terminology CAMELS. The article stated that the rating agency was going to rate the banks and financial institutions according to the CAMELS system. The Nubiz article has made it easier for the investors to evaluate the companies. It has also helped the investors like me to choose the best company for investment. Thanks to the article for clearing the air regarding the details on the methods of ratings made as per the CAMELS and EAGLES. &nbsp;</p>
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		<span style="font-size:14px;"><strong><span class="A13"><span style="line-height: 115%; font-family: "><img alt="visting business people" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visitng2012_january2012(1).jpg" vspace="10" width="338" /><br style="mso-special-character:line-break" />
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		<span style="font-size:14px;"><strong><span class="A3"><span style="line-height: 115%; font-family: ">‘Standard Chartered has completed a glorious journey of 25 years in Nepal’<br style="mso-special-character:line-break" />
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		<span style="font-size:14px;"><strong><span class="A9">Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. <br style="mso-special-character:line-break" />
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		<span style="font-size:14px;"><span style="line-height: 115%; color: black;">He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:<br style="mso-special-character:
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		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How does it feel to be honored with the title of Bank of the Year-2012 in Nepal? <br style="mso-special-character:line-break" />
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	<span style="font-size:14px;">It’s a great honor to be recognized as the ‘Bank of the Year 2012’ in Nepal. The prestigious accolade we have got has further boosted our efforts to strive for the best. I believe all the credit goes to the management team working here in Nepal. They have managed capably, albeit, in a difficult situation. We are proud of the fact that we have managed the business very well. <br style="mso-special-character:line-break" />
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		<span style="font-size:14px;"><span style="color: black;"><br />
		<br />
		<img alt="visiting business people" border="1" height="310" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/visiting_business_people.jpg" vspace="10" width="200" /><br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">How satisfied are you with the performance of Standard Chartered Nepal in the last fiscal year? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">As I said , we are very glad with our performance, given the tough market situation. So our approach as a bank, not only in Nepal but also globally, is to focus on the basics of banking. The basic factors of good banking - good capital, good liquidity and tight risk management have delivered us a good set of results. Clearly, one would have wanted more growth, but the market conditions are such that you have to be conservative. To be precise, the economy is not growing rapidly and banks are reflection of the economy. Given the present circumstances, the bank has performed very well. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The bank’s profit increased only marginally to Rs 11.7 million in fiscal year 2011/12 from Rs 11.2 million in the previous year. What do you think went wrong? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<span style="font-size:14px;">I don’t think anything went wrong. We have rather set and are following a very conservative business model. Clearly, the growth is not as I had expected. Along with growth comes the quality of earning which is extremely good. So, as I have already mentioned, our capital and liquidity ratio are very good. Similarly, if you look at the risk parameters, Non- Performing Assets (NPAs) and coverage ratio; they are extremely strong. We further believe that we’re very well positioned in this market. As the economy revives, we will do much better. <br />
	</span>
	<p class="Pa10" style="text-indent:14.0pt">
		<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></span></p>
	<p class="Pa23" style="margin-top:5.0pt">
		<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">StanChart seems to have quite a big investible fund at hand as also indicated by its high Capital to Risk (Weighted) Assets Ratio Adequacy Ratio (CRAR) which is 14 per cent and low credit-deposit (CD) ratio which is 62 per cent as per the bank’s latest quarterly report. Still, the bank looks hesitant to invest. Why? <br style="mso-special-character:line-break" />
		<br style="mso-special-character:line-break" />
		</span></b></span></p>
	<p class="Default">
		<span style="font-size:14px;">I don’t think it is hesitation. In fact, we see this as our strength. As you said, StanChart’s CRAR and CD ratios are strong even at a time when the economy is not doing that well. It means you have the ability to grow strongly when the economy bounces back. Our model is such and we’re comfortable with it. The model is about being conservative and having good quality of earning. In addition, we also help a number of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
		</span></p>
</div>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Default" style="text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;"><span style="color: windowtext;">&nbsp;</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives?&nbsp; </b><br />
	</span></p>
<p>
	<span style="font-size:14px;">I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? <br style="mso-special-character:line-break" />
	</b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong.</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this?</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">&nbsp;I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. <br />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></b></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal. of Nepali institutions to do business overseas. So, we’re hopeful about a very strong growth in the future. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: windowtext;"><br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the plans for the current fiscal year and beyond? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we will continue to be in a pretty challenging environment in the current fiscal year as well. Given the current political and economic situations, we don’t see the possibility of any huge increase in our investment. The market situation is very likely to remain tough. But we’ve have a balanced business. We are doing well in consumer as well as wholesale banking. On the consumer side, there is a good momentum. On the wholesale side, there is a good pipeline. The corporate houses are slightly hesitant to invest. When there is more clarity, particularly on the political front, I think you will see corporate investments come through and banks like us benefit. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What about the plans to expand the bank’s coverage and launch new products? <br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think we have a good coverage with our 90 branches, two extension centers and an ATM network. We’re also investing in our front line sales, bringing new products, getting into the SME segment, working with multilateral agencies in terms of supporting some of the project finance transactions. So, there is a lot happening and as a leading international bank and being the only genuine global bank operating in Nepal, we’re able to bring the best practices and latest products into this market. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Would you please say something about SME banking which is regarded as one of the strengths of StanChart? Are there any policy changes? <br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">The SME business is in an early stage. But again, our experience in a different market helps us to get into that segment here. So, we started off building products and offering them for example, loan against property which we call LAP, installment loans, some trade working capital etc. So, we’re getting into it. The SME segment here will benefit from all the best practices and expertise we have. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">What are the changed strategic trusts of the Standard Chartered Group in the world, particularly in this region, for the coming days in view of the changed global perspectives? <br style="mso-special-character:
line-break" />
	</b><br />
	I don’t think we’re looking at any dramatic changes in the strategy. Our strategy has been very consistent and has delivered very strong results. We had nine years of record growth and profits, even during the crisis period. We were probably the only bank which a record profit. It’s been a huge reinforcement of the strategy we’re following. We just announced our pre-closing training statement. Again we are looking at a very good growth both in terms of the overall income and in the operating profit. So, there is no change in strategy. I think we have to continue doing what we have done so far. We have to continue focusing on the basics of banking — capital, liquidity and risk management which is extremely important. We have the franchise, customers and a good network. I am quite hopeful of better growth in the US, China, India and European nations this year. It seems 2013 would be a much more better year than 2012. <br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa10" style="text-indent:14.0pt">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You might have gone through the recent directive of NRB (Nepal Rastra Bank) about the base rate system for interest rates. What improvement would you like to suggest in the directive? <br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</b></span></p>
<p>
	<span style="font-size:14px;">I think the base rate is something followed in many markets including India. It’s is up to the banks to come up with their own calculation of base rate. What is required is the transparency of pricing. You have the base rate and margin; the customer knows what the margin is. The calculation of base rate is something that individual banks will have to submit to the central bank as a proof. There it is a process of discussion and understanding about why they are using certain parameters to arrive at their base rate. And, it also differs from bank to bank. It cannot be uniform for all banks. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">You have been closely watching the fluctuations in the foreign exchange market. So what do you foresee for the exchange rate between US dollar and Indian Rupee? </b><br />
	</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;">A lot depends on the investors’ sentiments in India. If you look at India, it has a structural deficit on the current account. There is also trade deficit. The deficit has to be made up by either FII (Foreign Institutional Investment) flows or FDI flows. Interestingly, the FII flow was very strong in 2012. India received over USD 21 billion in FII in the first eleven and half months or so. But what is going to be most important is FDI coming through and that in turn will depend on the corporate sector’s sentiments to invest in the Indian market. There has been a fair bit of skepticism because of the slowdown in the reform process and delay in some policy level decisions and approvals. If the FII flows continues and FDI flows comes in then it could be a year where the Rupee could be quite stable. We should also watch out the oil import, a major factor in India. We have three big components of import — oil, gold and palm oil. These three goods have big brand values. Exports should also take a pace. We lagged behind in exports because the external markets in Europe and the US were not very strong. </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">Looking at the QN report for the current fiscal year, it is interesting to know that StanChart Nepal made exactly the same amount of profit as in the previous year while the capital base and reservation also increased. What are we to understand from this? </b></span></p>
<p class="Pa10">
	<span style="font-size:14px;">I think our capital base increased because of the previous year’s profit. The bonus issue has been there and obviously the strategic results are kept back. I will again come to the same point. There is not a great deal of corporate activities happening currently in Nepal and the wholesale business, too, is not growing rapidly. We’re seeing a good momentum and I think there is also base year effect as the last year’s first quarter saw a good double-digit growth. So this year the base of last year is quite high. We’re positive, going forward and we have to remember that our model is to be conservative. And we give good quality <span style="color: black;">earning and sustainable returns to our shareholders. So that’s important as we don’t want a growth just for the sake of growth. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">SC was expected to be a big investor in Nepal, particularly for infrastructure projects. Your predecessors and you too had shown such a possibility in our previous talks. But that hasn’t happened so far. Why? <br style="mso-special-character:
line-break" />
	</span></b><span style="color: black;"><br />
	As regards to investing in infrastructure, I think discussions are underway with various multi-lateral institutions and there are also other transactions in the pipeline. At the end of the day, we as a bank can only show the opportunities. The investment has to be made by the cooperate investors. We can’t force the investors. The good news is there is a pipeline for transactions. It is also a matter of time. </span> </span></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">Is &nbsp;there any possibility of StanChart Nepal acquiring another bank or accepting a merger proposal from yet another, given the merger spree in recent times? <br style="mso-special-character:line-break" />
	</span></b></span></p>
<p>
	<span style="font-size:14px;">Our growth is organic. So we focus more on the existing business in an organic way. If something interesting comes up, we will definitely look into it. <br />
	</span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span style="color: black;"><br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">The world is still grappling with the aftermath of the global financial crisis. What are the changes you find in the regulatory landscape?</span></b><span style="color: black;"><br />
	<br />
	The regulatory landscape has changed quite romantically. We see that in higher capital, liquidity requirements. Clearly, the compliance standard has gone up and the cost of compliance, too, has gone up. I think the objective of making banking a safer business is commendable. We only hope that all regulators are consistent in their approach. Otherwise, for international banks like us, different regulators behave in different ways and it becomes fairly difficult. So we are all for stronger banking and banks. But at the same time, we hope that it is more consistent in terms of regulatory approach across the market.</span><br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal">&nbsp;</b></span></p>
<p class="Pa23" style="margin-top:5.0pt">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="color: black;">What changes you have made in SC’s business in your tenure of around one year? <br style="mso-special-character:line-break" />
	</span></b><span style="color: black;"><br />
	We have to remember that excellent franchise doing very well across the region with a very strong brand is very important. So there is nothing one has to change. But clearly the focus is on efficiency in terms of productivity, the best returns from capital investments, and strategically, how we grow also matters. There is no uniform answer across the market, as we have got a large market like India. For me, it is about focusing on the basics of banking. We’re not a bank trying to grow all of a sudden; it’s a glorious journey of more than 25 years in Nepal.<br />
	<br />
	<br />
	</span> </span></p>',
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			'created' => '2013-02-07',
			'modified' => '2013-06-07',
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			'description' => 'Sunil Kausal was appointed the Chairman of Standard Chartered Bank Nepal Limited (SCBNL) in 2012. He is also the Regional Chief Executive of the Standard Chartered Bank India and South Asia. He has held several senior positions with the bank across different markets including Global Head- SME Banking and New Ventures in Singapore. Kaushal, who has over 23 years of banking experience, has also worked for Bank of America and HDFC Bank. He was in Kathmandu on the occasion of the Annual General Meeting of SCBNL last month. In an Interview with New Business Age, Kausal he shared Standard Chartered Bank’s current position and future plans in Nepal. Excerpts:',
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	<span style="font-size:14px;"><span class="A13"><span style="line-height: 115%; font-family: "><br />
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<p>
	<strong style="font-size: 14px;"><span style="line-height: 115%; color: black;">IME: To the People, From the People</span></strong></p>
<p>
	 </p>
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	<img align="left" alt="suman" border="1" height="256" src="http://newbusinessage.com/ckfinder/userfiles/Images/suman.jpg" style="color: rgb(0, 0, 0); font-size: 14px; margin:0 10px 0 0;padding:5px;" width="195" /><strong><br />
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	<span style="font-size:14px;"><strong>IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization’</strong></span></p>
<p class="Pa24">
	<span style="font-size:12px;"><span class="A0" style="">Suman Pokhrel, CEO</span></span></p>
<p>
	 </p>
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	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span class="A0"><span style="line-height: 115%; font-family: ">International Money Express (IME)</span></span></strong></p>
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	<span class="A16" style="font-size: 14px;">I</span><span style="font-size: 14px; color: black;">nternational Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe. Established about a decade ago, IME has grown into a niche brand among a range of remittance companies in the country. In fact, With its coveted campaign ‘IME Garau’, the company has become synonymous with remittance services. IME Remit, an online money transfer product developed by IME, helps to facilitate money transfers. IME ensures fast and reliable and secure money transfer services.</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A regular monitoring of the customers database as well as system performance and anti-money laundering checks are there to make the hard earned money of customers safe and secure. The journey of IME has reached a decade and today it boasts of an extensive international presence spanning more than 25 nations, a network of over 75,000 pay-out locations worldwide and a workforce of more than 1000 employees to serve a customer base of over a million. </span> </span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">“During its decade-long journey, IME has not only earned recognition and reputation inside the country; it has received accolades in the international market as well. In the coming days, we envisage becoming one of the leading remittance service providers in the world through our innovative and spirited team work,” shares Suman Pokharel, CEO of IME. According to Pokharel, IME has been more focused on the Indian market lately, with its promotional campaign going on at full swing. The company is also looking at expanding its market in other countries in the long run. <br />
	<br />
	IME’s mission is to provide the best remittance services and solutions to families, friends and businesses across the globe, according to Pkharel. Geographical distance doesn’t matter with IME’s growing faith in the people and its spirit to go the extra mile in pursuit of customer delight. IME is marching ahead with an extensive network in and outside the nation, with presence in over 20 countries including Malaysia, Qatar, the UAE, Saudi Arabia, Bahrain, Israel, Oman, the USA, the UK, Australia, Japan, India and Kuwait. </span></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">Ensuring that Nepalis residing and working abroad can remit back to their homeland easily is a priority for IME. For this, the company has formed an strategic alliance with Money Gram International, Xpress Money, Instant Cash, Kyodia-Japan, Ria Financial, UBI India etc. “Remittance is the backbone of our national economy. IME has gained the people’s trust through its fast and reliable remittance services. It has also discouraged remittance flow through unauthorized and informal channels, thereby reducing leakages,” explains Pokharel. <span style="color: black;"><br />
	<br />
	A steady remittance inflow has kept the Nepali economy afloat even during such times of political instability and economic slowdown. Remittance has played a pivotal role in fulfilling the basic human needs, especially in the rural areas. “Most of the Nepalis abroad are migrant workers doing blue-collar jobs. It is these people who are responsible for the biggest chunk of remittance coming to the country. Instances of remittance coming from the skilled Nepali workers abroad are few and far between,” he reveals. </span>When asked about the major turning point in IME’s journey, Pokharel says the day the company was started was itself a turning point. “The concept of starting a remittance office didn’t exist in Nepal back then. IME takes pride in having taken such an initiative.”&nbsp;</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Team IME</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME runs with the belief that it’s the people and not “bricks and mortars” that are the building blocks of an organization. Team IME comprises of young and vibrant youths and Pokharel feels proud to be a part of such a team. “Most of the employees at our office are below 35. It is the unrelenting energy and vivacious working spirit of the team that has brought IME to where it is today,” the CEO gives full credit to his team for the company’s success. The people’s faith in IME keeps the team in the driver’s seat in the competitive market. And now the IME brand itself speaks about the company’s highly efficient human capital.</span></p>
<p style="text-align: justify;">
	<strong style="text-align: justify; text-indent: 14pt; font-size: 14px;"><span style="color: black;">Corporate Social Responsibility (CSR)</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;">IME believes that doing the right things is a necessary precondition for doing well. Since its inception, the company has aligned its resources and taken business decisions that have had a positive impact on its stakeholders - customers, employees, agents and business partners. The company has also trying to do its bit for the ecosystem, communities and society at large through its corporate social responsibility (CSR) activities. IME’s four-pillar CSR policy covers Health and Safety, Community Giving, Education and Environment. IME Kalyankari Kosh, a Rs 2 million fund, has been set up with the aim to extend financial support to the migrant Nepali workers injured in accidents during their work and also to support the families and survivors of the workers who die in Malaysia and the Gulf Countries.</span></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Highlights of IME’s CSR initiatives for 2069/70</span></strong></span></p>
<ul>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Free Health Camp and Medicine distribution at Khanigaun – 4, Nuwakot, where 300 locals of the nearby VDCS got benefitted with free health check-ups, advisory services on general nutrition, menstrual hygiene and general medicines for free.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Donation of blankets to 28 families deserted by the wind-fed inferno in Chang Thapu Bazaar, Panchthar.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">A financial assistance of Rs 50,000/- to Hemraj Acharya, branch in-charge of Arun Impex, an IME agent based in Ratnanagar, Chitwan. The amount was given for further treatment of Acharya, who was badly injured in an attack by a gang of robbers in September 2012.</span></span></li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Assistance to Bal Mandir for a cash prize of Rs 5,000 entitled for the most disciplined student amongst the Hawkers Children Club.</span><br />
		<br />
		</span>
		<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Marketing, Branding and Promotion <br />
			<br />
			</span></strong></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">No doubt, IME has been offering quality remittance services to the people. IME has made special focus on integrated marketing communications and brand promotion. Campaigns like ‘IME Garaun’ and ‘Nepali Ko Baideshik Safalta Lai Nepal Bhitryaune’ have helped the company to rise as a trusted brand. Aimed at enhancing the ‘popularity’ of the IME brand, these campaigns have struck the right chord with the Nepali people. IME’s marketing communications mixes generally appear to be dominated by year-round direct/ community marketing campaigns. The popular comedy pair of Deepak Raj Giri and Deepa Shree Niraula has given a celebrity endorsement to the IME brand by helping disseminate the company’s message in an entertaining way.<br />
			<br />
			</span></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span style="color: black;">Market size of inward remittance: USD 4 billion approximately (yearly) </span></strong></span></p>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">IME’s market share: 35 per cent (approximately) </span></span></p>
		<span style="font-size:14px;"><br />
		</span></li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Annual growth: 25 per cent approx (which is more or less equal to the industry’s annual growth)</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;">Capital Structure of IME Nepal</span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Authorized capital: Rs 500 million</span></span></p>
	</li>
	<li>
		<p class="Pa27" style="margin-top: 2pt; text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Paid up Capital: Rs 50 million</span></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Issued capital: Rs 250 million</span><strong><span class="A9"><br />
			<br />
			STRENGTHS </span></strong></span></p>
	</li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Costumers’ Trust and faith in IME. Today, the company has become synonymous with remittance services in Nepal. <br />
			</span></span></p>
		<p class="Pa21" style="margin-top: 11pt; text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">WEAKNESSES <br />
			</span></strong></span></p>
	</li>
	<li style="text-align: justify;">
		<span style="font-size:14px;"><span style="color: black;">Being a private limited company, IME has some limitations and has to sell dollars to commercial banks. So the irony is that later IME has to compete with same commercial banks.</span><strong><span class="A9"><br />
		<br />
		OPPORTUNITIES </span></strong></span></li>
	<li>
		<p class="Pa19" style="text-align: justify;">
			<span style="font-size:14px;"><span style="color: black;">Ample of them; More things are yet to be done to stop the illegal channels of remittance. The company can penetrate new, emerging markets. </span></span></p>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><strong><span class="A9">THREATS&nbsp;</span></strong></span></p>
	</li>
	<li>
		<p class="MsoNormal" style="text-align: justify;">
			<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Rise in the unhealthy competition among the remittance companies</span><br />
			</span></p>
		<span style="font-size:14px;"><br />
		</span></li>
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			'description' => 'International Money Express (IME), a leading and reliable remittance company in Nepal, specializes in the delivery of money transfer services to people around the globe',
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			'title' => 'Cover Story January 2013',
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</xml><![endif]-->	<span style="font-size:14px;"><img alt="coverstory" border="1" height="281" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/international.jpg" vspace="10" width="400" /></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">By Sushila Budhathoki</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A8"><span style="font-family: ">&nbsp;</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A9">International <span style="line-height: 115%; font-family: ">Degrees in Nepal International Degrees in Nepal</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A9"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span class="A16">G</span><span style="color: black;">one are the days when students had no choice but to go abroad for foreign degrees, thanks to the increasing number of foreign educational institutions which are providing internationally recognized education in Nepal.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">With the growing popularity of A Level, international affiliation has become important for the brand value of the Nepali educational institutions. According to the Ministry of Education (MoE), the importance of foreign affiliation for higher education emerged to the fore zone six years ago in BS 2063 and currently there are 87 educational institutions affiliated to foreign institutions. Among them, 36 institutions are providing Bachelor level and above Degrees (see table). Dr Keshav Kumar Shrestha, Executive Director, Curriculum Development Centre (CDC) of Tribhuvan University, says getting affiliations to foreign universities has seen an upsurge in Nepal in recent years. “These institutions are helping students to broaden their knowledge and make them more practical as well as assisting them to complete the courses more efficiently keeping in mind that the world is turning into a global village,” he says.<br />
	<br />
	<img alt="coverstory" border="1" height="314" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory(4).jpg" vspace="10" width="469" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">These colleges have emerged at a time when going abroad for study has become a common phenomenon. The foreign institutions operating in Nepal are expected to lower this trend as enrolling in these institutions is more accessible and affordable. According to a government publication titled “Nepal Education in Figures 2012”, a total of 11,912 students applied for permission to go to 53 different countries during fiscal year 2011/12. Among them, 3,759 were female and 8153 were male students. Samjana Basnyat, Principal of International School of Tourism and Hotel Management, says, “As education is vital, a degree from a reputed institution is a feather in your cap. General Nepalis cannot afford to go abroad for higher studies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International exposure is one of the factors that helps to make an individual qualified globally. The foreign-affiliated institutions in the country provide an international exposure as well as an international degree to the students. They get the same certificate which the students who go abroad can hope to get. According to Kshitij Regmi, Business Development Director at Islington College, though the fee structure of the foreign-affiliated colleges is a little higher than that of the other local colleges, the students get double advantage when they enroll in foreign-affiliated institutions like Islington. He says, “We are giving a world class British degree here in Nepal and for that we have world class infrastructure and resources. Getting the same degree in Europe requires a lot of resources and is unmatched to what we give here.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Islington College runs BBA and other specialized courses like BIT- Bachelor in Multi-media, Computing, Networking and IT Security. The college produces 300 plus graduates a year. Regmi adds, “Education is an investment. Now the students have to start building a career right after the Bachelor level unlike till the recent past when one would not bother about a career before completing the Master level. Therefore, they have to invest more to learn earlier and faster. And it’s not only money that they are expected to invest in their education; they need to invest time and planned efforts as well.”<br />
	<br />
	<br />
	<img alt="featured" border="1" height="1002" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/foregin.jpg" vspace="10" width="500" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The demand for higher level education is growing in Nepal is apparent in the statistics on the students’ number in Nepal. More than 300,000 students appear in the SLC exam every year, and about half of them pass it. Around 100,000 pass the +2 level every year. However, the number of educational institutes providing higher level studies is insufficient to accommodate them all. According to Nepal Education in Figures 2012, there are 9 universities and 3383 higher secondary schools - 2,499 public and 884 private schools. Similarly, there are 1,102 colleges of the universities including 90 public and 1,012 private colleges, 3 medical institutions and 418 Technical Education and Vocational Training (TEVT) institutions. At the existing universities, which offer education up to the PhD level, faculties like humanities, management, education, science and technology and engineering are popular among the students. The international institutions operating in Nepal have included varieties of courses in these fields in addition to other international courses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="169" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory12.jpg" vspace="10" width="292" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The education ministry says, while granting permission to students to go abroad or to foreign institutions to open their affiliated institutions here, it gives priority to the subjects which are rare at the Nepali educational institutes. There are different courses for the students to choose from in the fields of management, Information Technology, Hospitality, Science, Computer Science and Fashion Designing. Some of the colleges also run specialized courses. For example, Kathmandu Forestry College runs M.Sc.in Geo- Information; International School of Tourism and Hotel Management runs Master of Innovation and Management in Tourism. Similarly, such institutions are running courses as per the need of time and market. As there is a high demand particularly in the field of management, many of these colleges are running BBA or MBA classes. Human biology is the latest course that is popular among the students.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="439" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstory1.jpg" vspace="10" width="450" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Dr Dev Raj Adhikari, Dean of Central Department of Management, Tribhuvan University (he is also a member of the Expert Committee formed under the Ministry of Education for the monitoring and evaluation of foreign universities), feels the need for welcoming good foreign universities since the trend of global education has already started. According to him, as we have entered into the WTO regime, it is not appropriate to restrict foreign universities from coming to Nepal. He says, “The presence of top quality universities in Nepal will encourage Nepali universities to raise their standards and be on a par with their foreign counterparts. It will also motivate Nepali colleges to increase the quality of their education in order to compete and sustain in the market.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Growing popularity</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The institutions are running international courses particularly because of the demand driven market. According to Biplav Singh, Senior Programme Manager at King’s College, the trend of enrolling in foreign institutions is increasing fast. King’s College which started BBA classes in 2009 has produced 12 MBA graduates and the number of intake this year is 66. Similarly, Lord Buddha Education Foundation which started MBA classes in 2000 has produced around 400 MBA graduates. Dr Tulasi Thapaliya, Under Secretary at the Ministry of Education, says these institutions are fulfilling the demand of those students who are opting for internationally recognized courses. He says, “Colleges are coming to us for the approval of a range of subjects. The colleges also see huge prospects in these courses. That is why they are investing huge amounts to establish their institutions.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">High chances of job placement after the completion of the courses are also luring the students. Timely completion of the courses and possibility of credit transfer to a college abroad are the other attractions. Many colleges are providing skill development trainings beyond their academic courses to enable the students to compete in the international market. King’s College runs an MBA entrepreneurship course for those who are running their own business or planning to start a business on their own. Singh says, “We are working intensively for the placement of our graduates in the job market. We have already started Chinese language classes and a 2-year compulsory English class for MBA students.” Similarly, Islington College organizes job fairs where they call the prospective employers and the chances of students getting jobs are high. Regmi says, “Co-operation from the government and job providers is increasing. Currently we have tie-ups with many national and multinational companies for student placement and internship programmes. Some of our students are earning more than Rs 200,000 per month.”<br />
	<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="216" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy13.jpg" vspace="10" width="193" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Started in 2004, International School of Tourism and Hotel Management basically produces hotel management graduates, Many of its students are working at the assistant or even executive level positions in many five star hotels in Nepal and abroad, according to Samjana Basnyat, Principal of the College. She says, “We focus on shaping the overall personality of the students because inculcating positive attitude is a must in today’s competitive age. This positive attitude does make an individual far more superior than others.” The college has a high number of students in Higher Diploma in Hotel Management (Equivalent to Bachelors Degree) course.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges are providing full time faculty support which helps students learn beyond their curriculum. The resource centers of these colleges like libraries, computer-labs, science-labs etc are also available full time. Some colleges are offering customized curricula to suit the needs and demand of the Nepali market. Courses like Diploma in Hotel and Restaurant Management, Bachelor in Hotel and Catering Management, Diploma in Travel and Tourism Management etc are being provided by these institutions as the tourism sector is seeing a shortage of qualified manpower. On the other hand, some courses are more advanced than that of Nepali universities, especially the courses offered by the British and American universities. However, the curriculum is not everything about the offered courses, say the experts. Adhikari says, “The quality of faculty and teaching- learning methodology plays a crucial role in setting the quality of the offered degrees. The quality of graduates is equally dependent on the quality of faculty members and the quality of pedagogy practiced.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong>&nbsp;<img alt="coverstory 2012" border="1" height="284" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coverstroy14.jpg" vspace="10" width="260" /></strong></span></p>
<p style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Weak monitoring<br />
	</span>&nbsp; <br />
	</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The growing demand has led to some unethical practices too. Some colleges are found admitting students beyond their capacities and running courses without any government approval. In September 2012, some 72 colleges across the country including some foreign institutes were found running management, IT and natural science courses without approval from the MoE. Among them, many were reputed foreign institutes and renowned colleges. San Institute of Nursing, the first institute to get foreign affiliation, lost its good reputation when the college could not run smoothly. The college established in 2060 BS (some nine years ago) closed down soon after producing its first batch. According to Basnyat, the failure of the international educational institutes in maintaining academic discipline is becoming a threat for the education sector. She says, “The international educational institutes in Nepal should emphasize on quality education. Failure to maintain academic discipline and merely going for quantity will take us nowhere.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The government publishes the list of colleges affiliated to foreign institutions after providing affiliations and permission for operating in Nepal. Dr Tulasi Thapaliya, says, “It is high time that we started regulating these international institutions so that they could offer quality education in Nepal.” Many of the parents and students are unaware of the fact that if the institution has not got its courses or curriculum approved from the government, the institution or the course becomes invalid and the students will not get the degree. Without government authorization, the degrees are not recognized. By law, the institutions need government permission before adding courses or branches. However, there are many instances of the colleges not following the rules. Some of the colleges have been found to collect fees from the students or publish advertisements without any assurance that the classes will actually start. Likewise, many of these colleges are offering courses that are beyond their capacity and without permission from the authorities while some are busy in promotions rather than providing quality education.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The ‘Directive for Foreign Educational Institutions Running Higher Level Education, 2059’ has laid down the requirements and procedures needed to be followed to run such colleges. There are provisions laid down in the directive to apply for opening an institution, getting foreign affiliation and adding courses and programmes. The directive has also set down the rules for human resource requirement in the institution, credibility of the university concerned and the relevance of the courses offered in Nepal. However, it is a different matter that MoE has not been able to handle these issues properly.<br />
	<br />
	<br />
	<img alt="cover story january 2012" border="1" height="324" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/glacier15.jpg" vspace="10" width="284" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Foreign educational institutions that want to operate in Nepal must be accredited by the law of the country of origin, according to the existing Nepali law. The institutes cannot close down its operation before the end of the academic year. They should be purely educational institutions and should follow the directives of 2059 BS. There are norms for all educational institutes. For example, there are separate specific norms set for GCE A Level, Engineering B.E. &amp; IT, Nursing and Hotel Management. There is a committee at the Ministry of Education (MoE) to scrutinize the quality of the international degrees offered in Nepal and the foreign universities that the Nepali colleges are affiliated to. But the committee has not been able to carry out its responsibilities, say the critics. They also point out that many of the colleges are violating the norms. Moreover, they also complain that there is no law to penalize such colleges operating without the government’s approval. The existing Education Act 1971 lacks clear provisions to check such lawbreakers. A bill to amend the Act awaits the parliament’s go-ahead.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Although the international courses have good credibility in the international market, freedom to choose and decide the curriculum by colleges themselves may invite negative consequences, say the experts. They further add that it is necessary to carefully inspect and monitor the standard and quality of pedagogy and courses introduced here. There is an academic council at TU that develops the courses to be run by Nepali colleges. The council also helps to implement the courses developed by foreign universities in Nepal. Dr Shrestha says, “We have also kept in mind the need for course revision at every department. Such courses should also meet national and international market demand.” <br />
	</span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are many foreign-affiliated colleges in Nepal that are having administrative problems. “Many colleges are in the reviewing process due to the lack of documents. And many of them have been suspended for their failure to prove credibility,” says an officer at MoE, requesting anonymity. According to him, weak monitoring and regulation has helped these colleges to run without proper documentation, infrastructure, capacity, credibility and meeting other required criteria. There is no clear policy on the number of faculties and programmes a colleges can run. The MoE officer adds,” We are reviewing all these colleges for their exact status.” On the other hand, the institutions say that the red tapism in the Nepali bureaucracy is the main problem in timely the updating of their statuses.<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="198" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/hospital.jpg" vspace="10" width="182" /></span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A lot of problems are seen in the tuition fees that these institutions raise. There are different fee structures for different faculties. The fees also vary from college to college. Many of these colleges have not properly mentioned how much fee is collected from each student. However, according to Roj Nath Pandey, Assistance Spokesperson for the MoE, there are no written complaints against these institutions for taking high tuition fees. He says, “We would instantly take action if any complaint is lodged in this regard. They cannot take fees more than what they have mentioned in their applications seeking our approval for the course.”&nbsp;&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">The way forward</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Many of these colleges have just started their sessions and the results are yet to come. Yet, it should be recognized that these emerging affiliates of international institutions have raised the hope of developing Nepal as an international education hub. “If we carry forward the mission to fulfill this dream, it is possible to make Nepal an educational hub,” opines Dr Shrestha. According to him, the basic infrastructure to develop Nepal as an education hub must be there and the academic calendar should be updated. He says, “Activities like padlocking and protests at TU are a huge setback to this mission. The resources within the universities should be well managed first to start the mission of developing the country into an international education hub. Also, a timely change in the curriculum is a must.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">International affiliations have also opened the door to the international training institutes. Linked with The London Chamber of Commerce and Industry (LCCI), LCCI Nepal has been working with around 15 colleges, mostly with foreign affiliation. “Ours is a new initiative. We work in the Nepali education sector as an outsourced knowledge provider. Our training enables students to gain knowledge beyond the course. They can work in whichever country they go because they are trained professionally,” shares Dikshanta Bhatta, Assistant Manager at LCCI Nepal. He adds, “Our programmes are so popular that we are now targeting also the colleges that are affiliated to Nepali universities.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The college operators are also hopeful of a bright future in Nepal. They believe that if they focus on providing quality education to the Nepali students and offer a moderate fee structure, they will be able to get enough number of students. Regmi says, “Nepal is a strategically located country. It has good links to various countries including neighbouring India, China, Pakistan and Bangladesh. Technical subjects such as IT have good prospects.” He demands policies facilitating the global system which he says is a basic requirement of the global market. Regmi says, “We are in an open market and have a dynamic future. We could work better than this if we had more friendly policies.”</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The MoE, on the other hand, is planning to intensify the monitoring process this year. Dr Thapaliya Says, “Now we are taking action against some of the colleges which are found admitting more students than they can effectively handle. We are also reviewing the performances of these colleges.” The Supreme Court has also recently issued an 11-point order seeking to regulate the freewheeling private schools and colleges including the foreign institutions in response to a writ filed by advocates. This verdict will have a strong impact on the colleges which are not performing well.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">Some of the institutions are also conducting monitoring and evaluation by themselves for quality assurance. However, the bad image of some colleges is casting a shadow on the good private colleges operating in Nepal under affiliation from foreign universities. The colleges, too, are afraid that the wrong deeds of a few colleges might ruin all of them. Basnyat shares, “Our plan is to keep upgrading ourselves in terms of infrastructure, quality education etc and provide the necessary facilities to the students as well as increase collaboration with the international players and get affiliations from different hospitality outlets so that our graduates could get multiple avenues.”</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3">‘There is a need to regulate and maintain foreign colleges to </span><span class="A3">prevent unfair </span><span class="A3"><span style="line-height: 115%; font-family: ">Competition’</span></span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><br />
	&nbsp;<img alt="tulsi" border="1" height="307" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/tulsi.jpg" vspace="10" width="269" /></span></span></span></strong></p>
<address>
	<span style="font-size:12px;"><strong><span style="color: black;">DR TULASI THAPALIYA </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style="">Under Secretary </span></strong></span></address>
<address>
	<span style="font-size:12px;"><strong><span class="A0" style=""><span style="line-height: 115%;">Ministry of Education</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">How did the trend of establishing colleges with international affiliations begin in Nepal?</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Globalization of education compelled many countries to run academic programmes which are popular internationally. The charm of studying foreign courses in one’s own country and getting a certificate recognized globally at the end is high in any country. It looks so normal today that it has become something of a trend. Nepal, too, could not remain unaffected from this charm as more and more colleges in Asia started introducing international courses through affiliations with foreign colleges/universities. Nepal took its cue from this international trend.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What has been the contribution of these foreign affiliated colleges? Has the Ministry made any evaluation?</span>&nbsp; </strong><br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The Ministry is yet to carry out any evaluation of that sort. However, there are some good aspects that these colleges have brought about. For example, the students in Nepal have exposure to international curricula. They don’t need to go abroad for the foreign courses which are already available in Nepal, thanks to these foreign-affiliated colleges. Another advantage is that they get choices in the curriculum. And the most important thing is that the institutions providing higher education in Nepal can learn from the experiences of these foreign-affiliated colleges.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">How does the MoE monitor the foreign-affiliated colleges?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We have a monitoring mechanism. There is a committee at the MOE to monitor these institutions. We are planning to intensify the monitoring process this year. The monitoring process will be more regular in the days to come.</span><br />
	<br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">What are the criteria for permitting colleges to get foreign affiliations?</span> <br />
	</strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Colleges in Nepal are running international courses because of the market demand. If there were no students demanding these courses, then these institutions would not come to us to get these courses approved by the ministry. The MoE gives the approval for these courses but this approval is subject to consent from the University Grant Commission.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are a number of criteria for getting foreign affiliations for Colleges. The process begins with the institutions wishing to run the academic programmes of international universities applying to the MoE. Their applications must include the consent of the University Grant Commission and other professional bodies. Then we observe the overall status of the applying colleges. We have a scrutiny mechanism to see whether the college is really in a position to offer the intended courses or not. We look at their physical facilities, infrastructure, human resource, credibility and validity of the international institutions offering affiliations.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Sometimes, the foreign institutions offering affiliations to Nepali institutions may not have much credibility back in their own countries. We also consider the demand of the said courses in Nepal. Particularly, we encourage those courses that are not offered by the Nepali universities. These are some of the conditions and criteria that we follow. There is a guideline already approved by the cabinet that the criteria in detail. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">There are a range of subjects from management and hospitality to information technology to culinary arts. But many of the foreign-affiliated colleges are running BBA or MBA classes. Why?</span> <br />
	</strong></span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It is not about the BBA or MBA classes; it is about the demand of the students. However, there are two different ways of regulating and managing educational programmes. One, you could run trial courses to see what courses are in demand. The other option is the colleges come forward with proposals seeking approval for the courses they want to teach. The main idea is the demand for the subject by the students. If the demand rises, these subjects could be offered by many colleges. Yesterday only, I got a proposal for running micro-biology classes by one of the colleges. Many colleges are planning to run different management courses. </span></span><span style="font-size:14px;"> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is often complained that foreign affiliations are hampering the higher education system in Nepal. What do you have to say? </span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are two sides to this complaint. One is because of the rise in the number of foreign affiliated colleges, many students are choosing them instead of colleges that teach courses of Nepali universities. This could be affecting the education system of Nepal.</span> <br />
	</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The other side is a positive one. The existing colleges and universities in Nepal get the chance to learn from the foreign-affiliated colleges and their new courses. Foreign-affiliated colleges can create an environment of completion where the colleges teaching courses of Nepali varsities, too, can become innovative in their courses and/ or curricula. Of course, there is a need to regulate these institutions properly to prevent unfair competition.<br />
	<br />
	<br />
	</span><strong><span style="color: black;"> </span></strong></span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">It is said that the trend to go abroad for studies among Nepali students would have been low had there been foreign-affiliated colleges in Nepal in the past, say as back as a decade or so? What do you think?</span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">It could have, perhaps, but I am not sure. It’s not only for the reason of education that the Nepali students go for abroad studies; there are other reasons as well. For example, they go abroad to earn while they learn. They might even want to learn beyond the courses they are enrolled to. Students even go to different countries to learn the same courses; they pick the country of their choice. International exposure and other opportunities are other important factors behind the current trend of going for abroad studies.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">So, the presence of foreign-affiliated colleges in Nepal may not lower the abroad study graph very drastically. It could, however, contribute to some extent in lowering the number of students going abroad for studies. But it cannot completely stop the trend.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	 </p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:16px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span><strong style="font-size: 16px;"><span class="A3">‘Timely revision of <span style="line-height: 115%; font-family: ">curriculum is a must’</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span class="A3"><span style="line-height: 115%; font-family: "><img alt="keshav" border="1" height="305" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/keshavkumar.jpg" vspace="10" width="300" /><br />
	</span></span></span></p>
<address>
	<span style="font-size:14px;"><strong><span style="color: black;">DR KESHAV KUMAR SHRESTHA </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0">Executive Director </span></strong></span></address>
<address>
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">Curriculum Development Centre (CDC), TU</span></span></strong></span></address>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span class="A0"><span style="line-height: 115%; font-family: ">&nbsp;</span></span></strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong style="font-size: 14px;"><span style="color: black;">Why do Nepali colleges need affiliations with foreign universities?</span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Nepali colleges have joined the trend of getting affiliated to foreign universities lately. The foreign courses taught by these colleges have helped the Nepali students in broadening their knowledge and getting, perhaps, more practical education. Today, the world has become a global village; everything is globalised, including education. Colleges in one country get affiliated with foreign universities in order to teach foreign courses. This trend has helped the Nepali students in more than one way. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">Why doesn’t the CDC develop such courses on its own? </span></span></strong></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">Tribhuvan University has its own way and process of developing curricula. CDC develops courses on the basis of their need. For example, if there is a four-year course, we discuss its merits and demerits in depth. With the teamwork of ‘subject committees’, CDC not only develops curricula but also conducts seminars, orientation programmes and workshops to help the teaching and learning of foreign courses in the country. We are also careful about updating and even revising the TU courses from time to time. There is an Academic Council at TU that oversees the course developing process. Such courses should also meet national and international market interests. I think TU needs to implement the credit hours requirement system for its courses too. </span><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses beneficial for the Nepali students in the long run?</span></strong> <br />
	</span></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">There are professional as well as academic benefits for the Nepali students from the foreign courses. These courses also ensure better career opportunities and future for the students. </span></span></p>
<p style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;"><br />
	What are the possibilities of developing Nepal into an educational hub?</span></span><br />
	</strong></p>
<p class="Pa10" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">This is a broad topic to discuss. First, we need the basic infrastructure to develop Nepal as an education hub. The academic calendar should be updated and other new changes should be introduced. Recent activities like padlocking and protests happening at TU are a huge setback to such a m mission. Before Nepal can be developed into an international education hub, we should be able to manage the resources within the Nepali universities well. And, I repeat, timely changes in the curricula are a must. </span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">How is CDC supporting the students’ educational freedom to take courses of their choice?</span></strong> </span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">We definitely pay attention to the interests of the students by keeping ourselves abreast with the market demand. The basic thing here is to enhance the quality of education. The students are given utmost freedom to choose from the available courses. TU has eight-semester BBA and four-semester MBA courses. Along with the freedom, the students should not forget the competition in the market and the credibility of the available courses.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="Pa23" style="margin-top: 5pt; text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">What changes in TU courses is CDC bringing in the coming days?</span></span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">A change may not always mean an immediate broad adjustment. We change existing courses or introduce new ones by analyzing the needs and demands in the market. For example, we have paid much attention to developing and bringing new courses in of Information Technology, Hotel Management, BBA and others. There is a demand for these courses as they are more likely to give the students a secured career.</span> <br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;">&nbsp;</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<strong><span style="font-size:14px;"><span style="color: black;">There is a common complaint that the annual system hasn’t work well in the education sector. What is CDC doing to address this complaint?</span> <br />
	</span></strong></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="color: black;">The annual system focuses on mass education. However, it needs to be changed according to time. Recently, we have developed a new course, Tea Technology and Management (BSC Tea Technology), at Mechi Multiple Campus, Jhapa.</span> <br />
	</span></p>
<p style="text-align: justify;">
	<span style="font-size:14px;"><br />
	</span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><strong><span style="color: black;">Are the foreign courses more practical and skill-oriented?</span> <br />
	</strong></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">The most important thing is that these courses have a good reputation in the market. However, it is also true that only a few percent of fresh graduates get good jobs in the market. So, it’s high time to ensure the production of quality and competitive manpower by domestic as well as foreign-affiliated colleges.</span></span></p>
<p class="MsoNormal" style="text-align: justify;">
	<span style="font-size:14px;">&nbsp;</span></p>
<p style="text-align: justify;">
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<![endif]-->	<span heaveneticacond9="" style="font-size:56.0pt;
  font-family:"><img alt="from the editor" border="1" height="217" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/upperkarnali(1).jpg" vspace="10" width="316" /><br />
	I</span><span style="letter-spacing:-.15pt">n the last week of December, the Maoist government led by Dr Baburam Bhattarai extended the survey license tenure for six more months to GMR, the Indian infrastructure major that is developing the Upper Karnali Hydel Project. The government has also sanctioned the proposal of the company to increase the installed capacity of this run-off-the-river project from 300 MW to 900 MW and granted permission to open a project liaison office in New Delhi. With all these developments at hand, things look good at the face of it. But not quite!</span> <br />
	<br />
	<span style="letter-spacing:
-.1pt">From the very beginning, since early 2010, it was the Maoist party that was creating obstacles to the project. In May 2010, the GMR offices at the project site were vandalized and the same was repeated in December 2012. It is quite a paradox that it was Dr Bhattarai's cadres who campaigned systematically at the local, national and international levels against GMR developing the project.<span style="mso-spacerun:yes">&nbsp; </span>Dr Bhattarai now may shirk aside pointing finger to break-away Mohan Baidya faction of the party, but both Bhattarai and his party Chairman Puspa Kamal Dahal did not actually act in time to facilitate the project operation.<span style="mso-spacerun:yes">&nbsp; </span>That led to some cadres of their party living abroad to create an NGO<span style="mso-spacerun:yes">&nbsp; </span>network called Karnali Sarokar Samaj and collect money both as donation to organize protests against GMR and in the form of 'shares' to a then proposed company that has now taken shape as Karnali Jalavidhyut (hydropower) Limited.</span></p>
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	<span style="letter-spacing:
-.15pt">Apparently, now, the only party that is all-out against the GMR is CPN-Maoist (Baidya faction) and some of the technocrats of panchayat era are helping it to develop what they call a presentable case against the project contract. Their main bastion of argument has been, it was an 'anti-national' move to award contract to an Indian company. The new Company formally made public a couple of weeks ago is manned by Baidya cadres and it has vowed to replace GMR and develop the entire project by itself. </span></p>
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	<span style="letter-spacing:
-.15pt">The company is claimed to have registered by the government two months ago. This is where the intentions of Dr Bhattarai appear questionable. How can a government register a new company to develop the same project that has been formally contracted out to a foreign company years ago?<span style="mso-spacerun:yes">&nbsp; </span>Baidya's Party has fed in massive misinformation from local to international levels. It officially opposed the recent government decision by issuing a statement at the central level and has prepared a 'defense force' at the project site to stop GMR in its work.<span style="mso-spacerun:yes">&nbsp;&nbsp; </span>And, surprisingly, the government has done nothing to facilitate GMR in smooth operation of the project that has to start its civil works within a few months time, if the project were to be actually constructed. <br />
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	<span style="letter-spacing:
-.15pt">All this has added complications to the project to take off. The financial and technical abilities of the new company might be questionable from any possible angle, but it is unquestionably a big enough force to act as an irritant in the process. How will the people who are very active in generating money from non-resident-Nepalis in foreign land in whatever pretext will not only be stopped but their face also saved if the government wants GMR to develop this project?</span><span style="letter-spacing:
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	The government doesn't seem to have understood the extent of fall-out effects if the GMR is compelled to withdraw from the project. It will create an image of the country as unfriendly to foreign direct investment and will thus have long-term ramifications. The dream of developing large hydropower projects with FDI will never be realized if this company is sent back. It is because, the deals offered by the company to provide 12 percent of generated energy free of cost to Nepal and 27 percent equity participation to Nepal Electricity Authority are highly generous.</p>
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	The issue of 'compromised national interest' in this particular case is an absolutely fabricated dogma. Nepali nationals will be far better protected if we have enough power generation to support industrialization, transportation and household use. And, a private company GMR must not be penalized for any act of the Indian establishment that are often seen by different political forces as detrimental to Nepali national interests.</p>',
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<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: ">Corporate Focus</span></span></span></p>
<p>
	“We consider three things in the present scenario — People to People, Business to Business and Government to Government<br />
	relationship.”<br />
	<br />
	<br />
	<img alt="chanto" border="1" height="246" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/strinlta.jpg" vspace="10" width="186" /><br />
	CHANTOUCH SRINILTA<br />
	GENERAL MANAGER NEPAL &amp; BHUTAN<br />
	Thai Airways International Public Co Ltd</p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">45 Years of Flight Over Himalayas<br />
	<br />
	<img alt="corporatefocus" border="1" height="303" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus(2).jpg" vspace="10" width="450" /><br />
	</span></span></p>
<p class="Pa26">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship.” </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; <br />
	</span></p>
<p class="Pa0">
	<span style="font-size:14px;"><span class="A0">CHANTOUCH SRINILTA GENERAL MANAGER NEPAL &amp; BHUTAN <br />
	<br />
	<br />
	</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Thai Airways International Public Co Ltd</span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">hai Airways International Public Company Limited, the national flag carrier of the Kingdom of Thailand, has achieved an unprecedented height in Nepal. A glorious history of complete 45 years of operation itself speaks volumes. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">It was in 1968 that Thai’s 72-seater French-built Caravelle SE210 aircraft landed at the Tribhuvan International Airport (TIA). According to Thai Airway’s General Manager for Nepal and Bhutan, Chantouch Srinilta, the long journey of Thai Airways is full of ups and downs. “Many international airlines have come and gone after Nepal Government adopted a liberal sky policy, but Thai has survived, tackling all the challenges, and tackling them pretty well,” says Srinilta.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">The Airways was founded in 1960 as a joint venture of Thailand’s domestic carrier, Thai Airways Company (TAC), and the Scandinavian Airlines System (SAS). In 1960, flights were inaugurated from Bangkok to nine overseas Asian destinations. The airline launched its intercontinental services in 1971, first to Australia, followed by flights to Europe in 1972, and to North America in 1980. <br />
	<br />
	<img alt="corpratefocus" border="1" height="338" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus88.jpg" vspace="10" width="500" /><br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways operates domestic, regional and intercontinental flights from its home base in Bangkok to the key destinations around the world and within Thailand. Thai airways has had a market in Nepal, for over four decades and the Nepali market has allowed them be more mature. For Thai, every moment is a turning point, as the global airlines have been pacing up rapidly. Thai takes pride in the fact that they have unlocked Nepal as a new tourism destination for the world shares the GM. They were the first airline to operate jet service from Kathmandu. It was indeed a memorable moment to cherish in Nepal’s aviation history. In addition, Thai also introduced the first computerized reservation system in Kathmandu in February 1985 and provided this service to its leading travel agents since 1990. The Royal Orchid Lounge at the TIA used to be the only lounge operated by Thai in the 1990s.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“We consider three things in the present scenario — People to People, Business to Business and Government to Government relationship,” Srinilta says. Maintaining a long-term relation between Nepal and Thai Airways is a top priority for the latter. In the people to people scenario, Thai people have a religious connection to Nepali people as 95 per cent of the Thai population is Buddhist and Nepal is the birth place of Lord Buddha.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In term of Business to Business, Nepali airlines are also landing in Thailand. Here, in Nepal we have been landing since long time back and we have also kept in mind that times are changing, shares the GM. “There is huge potential for the national flag carrier of Nepal if they regain their reputation from glory days” says GM. “Government plays a role in elevating the standard by not only to directing, but also educating the airlines about how the rest of the world is working at their best. So, if we work together we can grow much,” Srinalta says.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">For a sound relation between both the nations, Thai Airways wants to create a good linkage between Nepal and Thailand. Nepal being a land blessed with mountains that are more than 8,000 meters tall airlines are reliable means to bring in more tourists and Thai Airways is doing its best to increase the figure. Thai Airways further believes that the tourists they bring here in Nepal choose tourism activities over just strolling around Thamel.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">In terms of Corporate Social Responsibility (CSR), Thai organizes blood donation programme on every 31st July. Battling with the challenges lying ahead, Thai also strives to keep the goodwill image of the company intact. It might seem that the cost allocation of air ticket and packages are high, but the quality that they have not compromised justifies the cost. Thai Airways has kept in mind that a good air business also leads to healthy revenue. Thai believes that offering proceeds for CSR will strengthen the Company’s financial status and support its business expansion projects. It also believes that products and service improvement will elevate THAI to a consistent rank of top three airlines in Asia and top five in the world.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Recently, Thai Airways announced special offers including promotional fare marking its 44th year of successful operation in Nepal. In the auspicious occasion the airlines announced free excess baggage for students, and businessmen traveling to Australia and China and free hotel service in Bangkok for destinations like Hong Kong. Similarly, the airlines announced free excess baggage up to 10kg for Nepali students traveling to Australia. Also, targeting Nepali travelers Thai airways unveiled special SOTO (tickets sold outside the country of departure) fare for Japan and special labor fares to Kuala Lumpur. The company also encourages its human resources to acquire new skills and attain international standards of professionalism. Thai Airways contributes to the advancement of all types of technology related to the world’s commercial aviation industry.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Thailand Tourism Authority and Royal Thai Embassy say that the number of Nepali travelers going to Thailand had increased significantly in recent years. Around 31,000 Nepalis visited Thailand in 2011, out of which 25.5 percent travelled for holiday and 41 percent for seminar. Thai also handed over a memorial park situated in Kakani to the local community and is providing fund regularly for its maintenance and development.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">At present if offers flights to more than 70 destinations in 34 countries with a fleet of 99 aircrafts. According to the GM, The Thai airways have same investment every year and they are seriously concerned about the return. They also have good marketing strategies and are looking forward to sustain in this market in coming years. They are willing to invite more people to come and visit Nepal and enjoy time here. For this Thai is expecting Tourism authorities of Nepal to offer more packages. “If Nepal Tourism Board also is ready to cooperate we can contribute further to tourism”, Srinilta believes. Thai also has three latest model of Airbus and they are starting business on different parts of world.</span><br />
	<br />
	<img alt="corporatefocus" border="1" height="340" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/thai.jpg" vspace="10" width="500" /><br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">“As a mature airways, we are striving our best not to compromise in our fleet size and service standards,” shares Srinilta. So, to catch up in the burgeoning market demand in Nepal, they have a strategy of adjusting the number of flights as per market demand. In the beginning, Thai operated a once a week flight between Bangkok and Kathmandu and soon after that, one more flight was added to cope with the high demand of passengers. Thai started daily flights with A300-600 aircraft since the end of October 1997. In the context of growing demand of air seats to/from Nepal, they added three more flights in 2008. Based on the request of different tourism related associations like NATTA, PATA, HAN and NTB, they began to run 10 flights per week. Now Thai has seven flights a week with a configuration of 30 business class and 279 economy class seats.</span> <br />
	</span></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:14px;"><span style="color: black;">Thai Airways has also played a good role in providing service to the outbound Nepali Tourist. In Srinilta’s words, the airlines is assisting Nepal in worldwide promotion as a major tourist destination through various media like in-flight magazine “Sawadee” and Royal Orchid Holiday Packages tours. Thai have joined hands with the Tourism Authority of Thailand by frequently organizing different events like Trade Fairs, Educational/ Medical fairs, familiarization trips for agents and media, Thai Food festivals, Thai Puppet shows etc. <br />
	</span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">They have also offered attractive packages and special fares for students and leisure travelers. It was in the “Visit Nepal Year 1998” and during the “Nepal Tourism Year 2011”. Thai spread good word all over to promote Nepal They have joined hands with the organizers of Asian Mountain Bike championship in 2008 by offering special fares to the participants all around the world. They have own handling service in Nepal with own operational, ground handling and administrative staff directly under the Thai set up of course.</span> <br />
	</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Srinilta further adds Thai can do a lot if the Nepal Tourism Board and other government bodies of Nepal also provide lucrative packages to further boost the Tourism of both countries. Though Thai Airways doesn’t fully keep the Labour Traffic as a first priority, it is also a part of the business. Since the very beginning, they have had different segments of traffic like the royalties, frequent flyers, government officials, diplomats, expats, students and the tourists.</span><br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">However, the persisting bandhs, political instability, lackluster government policies create hurdles for a smooth run. So, there is a long way to go for Thai Airways in Nepal and for that the hurdles in the paths should be cleared.</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Swot Analysis</span></b></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">STRENGTHS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Thai brings quality tourist. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Thai have strong position in global market. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Aware about the nation and society in environmental conservation. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Run the business on the basis of fair competition. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">WEAKNESS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- More work is yet to be done to seek for the reasons why people don’t fly in Thai Airways. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">OPPORTUNITIES </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- More exploration in Nepali market. </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Nepal is a lucrative tourism destination. </span></span></p>
<p class="Pa31" style="margin-top:11.0pt;margin-right:0in;margin-bottom:0in;
margin-left:9.0pt;margin-bottom:.0001pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span class="A16">THREATS </span></span></p>
<p class="Pa32" style="margin-left:9.0pt;text-indent:-9.0pt">
	<span style="font-size:14px;"><span style="color: black;">- Never-ending Bandh. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%; color: black;">- Airlines market hasn’t flourish on a high rate.</span></span></p>
<p class="MsoNormal">
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<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span class="A13">By Bikram Chitrakar</span></span></strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">When NEPSE Reached 33 Months High</span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="line-height: 115%;">&nbsp;(Review for 30 October to 27 November, 2012)</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span class="A28">&nbsp;<span style="line-height: 115%; font-family: ">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. </span></span></span></p>
<p class="Pa7" style="text-align:justify">
	<span style="font-size:14px;"><span class="A4">N</span><span style="color: black;">ovember 2012 was an exciting month for the Nepali bourse. The market witnessed a wild upward movement after cooling for a long period. Majority sectors were supported by a straight gain while the volume was also significantly high. The benchmark Nepse index gained 45.33 points or 9.19 percent to settle at 493.16, whereas the session&rsquo;s high was 501.51 on November 20 and the low was 447.83 on October 30. </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Initially, the acceleration in the benchmark index was supported by hydropower and &lsquo;others&rsquo; sectors. Then there was a rapid movement and the index reached a 33-month high. Nepse index&rsquo;s previous high was 501.4 on February 4, 2010.&nbsp; </span></span><br />
	&nbsp;</p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;<span style="color: black;">The main reason for the sudden revival in Nepse in November is the decrease in the interest rate offered by the commercial banks on deposits as they are experiencing rising deposits. As a result, many investors saw an opportunity at market low that unleashed a buying spree.&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">Meanwhile, the Central Depository and Clearing system officially started its services during the review period, promising an accelerated settlement and clearing process. The system promises to finalise the settlements within 3 days of each transaction. However, in the dematarialsation of the securities, the progress has not been fast because only a few securities have been dematerialised so far.&nbsp;&nbsp; </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">Another historic development during the review period was the issuance of a mutual fund by Siddhartha Capital. The Siddhartha Investment Growth Scheme-I proposed by the company has 40 million units at Rs 10 per unit. This makes available a new investment area in the Nepali market that helps the investors to diversify their portfolio. </span></span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;"><span style="color: black;">The Nepali market has always been a victim of &ldquo;Animal Spirit&rdquo;, a term used by Prof. JM Keynes to refer to the spontaneous urge to action without considering about the possible consequences of such action. Volatility has been experienced in the Nepali stock market even in such a short period of time that is not sufficient to determine where the possible support and resistance points are. Recent developments in the market provide enough proof to claim that the investors&rsquo; sentiment here is based either on greed or on fear. Such unnatural movements can last only a short span of time. </span></span></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp; </span></p>
<p class="Pa13" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span style="color: black;">Performance by Sector </span></span></strong></p>
<p class="Default">
	<span style="font-size:14px;">&nbsp;</span></p>
<p class="Default">
	<span style="font-size:14px;"><span style="color: black;">The commercial banks sector that occupies a heavy volume of trade in Nepal Stock Exchange gained 76.52 points or 16.67 percent to rest at 458.95. The hotel sector surged 89.58 points or 13.69 percent to 654.15. The hydropower sector escalated 86.06 points to 1031.6. Similarly, the development bank gained 7.24 points and the manufacturing sector 7.63 points to rest at 251.58 and 728.96, respectively. The insurance sector accelerated by 9.37 points or 1.28 percent to reach 733.47 points. However, the &lsquo;others&rsquo; sector plummeted 27.01 points or 3.46 percent to close at 780.1.&nbsp;&nbsp;<br />
	<br />
	The sensitive index that measures the performance of 133 blue chip scrip at the secondary market added 12.46 points or 9.73 percent to reach 128.1 points while the float index (calculated on the basis of real transactions) moved up 3.58 points or 10.22 percent to 35.03. A total turnover of Rs. 1,746,132,394 was realized during the review period with 6,012,652 units of shares traded through 24,809 transactions.&nbsp;&nbsp; </span></span></p>
<p class="Default" style="text-align:justify;text-indent:14.0pt;line-height:10.05pt">
	<span style="font-size:14px;">The accompanying figure depicts the sector-wise distribution based on the total volume of trade. As usual, the banking sector dominated the trade volume with 76.95 percent share. The <span style="color: windowtext;">hydropower sector accounted for 9.29 percent while the development banks and &lsquo;others&rsquo; sector grabbed 4.25 percent and 4.07 percent, respectively. And the remaining portion was shared among the rest of the sectors.&nbsp;&nbsp;&nbsp; </span></span></p>
<p class="Default">
	<span style="font-size:14px;">Technically, the Simple Moving Average (SMA) is dominating both 30 days SMA and 200 days SMA. The index has already tipped and a drop by a few points can be expected on the basis of chart analysis. The upward movement has already surpassed the yearly movement, while support and resistance were yet to be visible when this analysis was prepared.&nbsp;&nbsp;&nbsp; </span><br />
	&nbsp;</p>
<p class="MsoNormal">
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:14px;">&nbsp;</span></p>',
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			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	)
)
$current_user = null
$logged_in = false
$xml = false
simplexml_load_file - [internal], line ??
include - APP/View/Elements/side_bar.ctp, line 133
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::_renderElement() - CORE/Cake/View/View.php, line 1224
View::element() - CORE/Cake/View/View.php, line 418
include - APP/View/Articles/index.ctp, line 157
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::render() - CORE/Cake/View/View.php, line 473
Controller::render() - CORE/Cake/Controller/Controller.php, line 968
Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117