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Notice (8): Undefined variable: file [APP/View/Elements/side_bar.ctp, line 60]Code Context// $file = 'http://aabhiyan:QUVLg8Wzs2F7G9N7@nepalstock.com.np/api/indexdata.xml';
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$viewFile = '/var/www/html/newbusinessage.com/app/View/Elements/side_bar.ctp' $dataForView = array( 'articles' => array( (int) 0 => array( 'Article' => array( [maximum depth reached] ) ), (int) 1 => array( 'Article' => array( [maximum depth reached] ) ), (int) 2 => array( 'Article' => array( [maximum depth reached] ) ), (int) 3 => array( 'Article' => array( [maximum depth reached] ) ), (int) 4 => array( 'Article' => array( [maximum depth reached] ) ), (int) 5 => array( 'Article' => array( [maximum depth reached] ) ), (int) 6 => array( 'Article' => array( [maximum depth reached] ) ), (int) 7 => array( 'Article' => array( [maximum depth reached] ) ), (int) 8 => array( 'Article' => array( [maximum depth reached] ) ), (int) 9 => array( 'Article' => array( [maximum depth reached] ) ), (int) 10 => array( 'Article' => array( [maximum depth reached] ) ), (int) 11 => array( 'Article' => array( [maximum depth reached] ) ), (int) 12 => array( 'Article' => array( [maximum depth reached] ) ), (int) 13 => array( 'Article' => array( [maximum depth reached] ) ), (int) 14 => array( 'Article' => array( [maximum depth reached] ) ) ), 'current_user' => null, 'logged_in' => false ) $articles = array( (int) 0 => array( 'Article' => array( 'id' => '778', 'article_category_id' => '45', 'title' => 'Corporate Movements December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="Pa18"> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">New Comers <br style="mso-special-character:line-break" /> <br /> <br /> <img alt="govinda" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/govinda.jpg" vspace="10" width="150" /><br style="mso-special-character:line-break" /> </span></b></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">GOVINDA GURUNG has joined Civil Bank Limited as Senior Executive Officer. Earlier, he was Deputy General Manager at Mega Bank Limited. <br style="mso-special-character:line-break" /> <br /> <br /> <img alt="pachauri" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/pachauri.jpg" vspace="10" width="150" /><br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SP PACHAURI has been appointed as CEO of United Telecom Ltd replacing immediate past CEO Arun Gupta. Earlier, Pachauri was HR Director at Mahanagar Telephone Nigam Ltd (MTNL) India. <br style="mso-special-character:line-break" /> <br /> <br /> <br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SYED MAHMOOD AHMAD has joined as CEO of Surya Nepal Pvt Ltd replacing Sanjiv Keshava. Earlier, Ahmad was Executive Vice President, Marketing, Tobacco Division at ITC Limited India.<br style="mso-special-character:line-break" /> <br /> </span><br style="mso-special-character:line-break" /> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:"><img alt="ravikapila" border="1" height="125" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ravikapila.jpg" vspace="10" width="105" /><br /> RAVI KAPILA has been appointed as the General Manager of The Everest Hotel. He has over 32 years of experience in hospitality industry and has worked in brands such as Taj, Ravada and Holiday Inn. </span></p> <p class="Default"> <br /> </p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt">RAJU KIRAN has been appointed as the Corporate General Manager of KGH Group of Hotels & Resorts. Kiran has over 32 years of experience as a Senior Manager in five star hotels in Nepal and abroad. </span></p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">RAJENDRA BAHADUR SINGH has been appointed as the Managing Director of Simrik Air. Singh is also one of the promoters of the company.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">New Comers at Nepal Purwadhar Bikash Company Ltd (NPBCL) </span></b></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="ranjeeta" border="1" height="187" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ranjeeta.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">RANJEETA SHRESHTA joined NPBCL as Junior Finance Officer. Earlier, she had worked for various projects under International Development Project, Nepal. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="shudipa" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/shudipa.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SHUDIPA SHRESTHA RAJBHANDARI joined NPBCL as Senior Administrator. Earlier, she had worked for the Nepal Flood Recovery Program (NFRP) under USAID, Nepal.</span></p> <p class="Default"> <img alt="subarna" border="1" height="188" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUBARNA.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SUBARNA LAL BAJRACHARYA has joined NPBCL as CEO. Earlier, he was Contract Specialist at USAID. </span></p> <p class="Default"> </p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">BHANU KADEL has joined NPBCL as Finance Manager. Earlier, he was CEO at Rising Development Bank. </span></p> <p class="Default"> <br /> <img alt="subarna" border="1" height="182" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sanjaya(1).jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SANJAY NEUPANE has joined NPBCL as Marketing Manager. Earlier, he was Associate director of sales at Hotel Soaltee . </span></p> <p class="Default"> <br /> <img alt="sureshdecember2012" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/suresh.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SURESH MANADHAR has joined NPBCL as Chief Admin Officer. Earlier, he had worked with Centre for Economic Development and Administration (CEDA) for 25 years. </span></p> <p class="Default"> <br /> <img alt="rajeena" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rejeena.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%">REJEENA SHRESTHA joined NPBCL as Senior Accountant this November. Earlier, she had worked with Rishi Exim International.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%"> </span></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">Government Appointments </span></b></p> <p class="MsoNormal"> <img alt="fatta" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/FATTA.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">DR FATTA BAHADU KC has been reappointed as the Chairman of Beema Samiti.</span><br /> <br /> <img alt="madan" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MADAN.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">MADAN KHAREL has been appointed as the General Manager of Nepal Airlines Corporation (NAC). <br /> <br /> </span></p> <p class="Pa18"> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Promotions </span></strong></p> <p class="MsoNormal"> <img alt="ajay" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ajay.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">AJAY KUMAR MISHRA has been promoted as CEO of Prudential Finance Company Ltd (PFCL). Earlier, he was General Manager at PFCL.</span><br /> <br /> <img alt="som" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SOM.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">SOM BAHADUR THAPA has been promoted to the position of Executive Chef of Radisson Hotel, Kathmandu. Earlier, Thapa was working as a Group Executive Chef in Iririki Island resort & Spa and Grand Hotel & Casino, Vanuatu – Australia before he joined Radisson as the Executive Sous Chef.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="MsoNormal"> <span class="A2"><b style="mso-bidi-font-weight:normal"><span mso-bidi-font-family:="" myriad="" style="font-size:8.0pt;line-height:115%;font-family:">Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@ newbusinessage. com. 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<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"><img alt="sectorl 2012" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/december.jpg" vspace="10" width="338" /><br /> </span></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"><br /> By Rajendra Prasad Devkota</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Organic Agriculture in Nepal</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Organic farming is a relatively new practice, but it enjoys familiarity in the Nepali agriculture sector.</span></span></span></strong></p> <p class="Default"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <img align="left" alt="organic" border="1" height="220" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/organic.jpg" vspace="10" width="171" /></span></span></span></strong><span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">he ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today. Most vulnerable among the rural poor in Nepal are those with small landholdings and landless farm workers living in ecologically fragile areas, such as high hills, mountains and low lands. Most of these areas lack basic transport, communication and social infrastructure. Households in such areas have limited assets and livelihood opportunities. They tend to have low levels of education, large families and strong traditional and cultural values.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: black;">Nepali farmers depend on predominantly traditional and subsistence agriculture where cereals dominate the cropping pattern and cultivation practices depend on monsoon rain. The use of improved seed and compost/farm yard manure is still very low while the use of chemical fertilizers is high but lower than neighbouring countries. Mechanization in agriculture is at a very low level and only 21 per cent of the total area is under cultivation. Almost 64 per cent of agricultural households that have land own a plough that is used to cultivate the land using bullocks. The existing number of livestock is one of the highest per capita and per unit area of cultivated land in Asia. However, livestock productivity is very low due to poor grazing land, crop bio by-products, forest biomass, secondary plant resides and shortage of feed. </span></span></p> <p class="Default"> <span style="font-size:14px;"><img align="left" alt="vegetables" border="1" height="193" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral1245.jpg" vspace="10" width="310" /> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: black;">Natural resources such as soil, water and forests are considered as sources of livelihood in Nepal. Declining fertile land due to town planning, mass deforestation, soil erosion and problem of food security etc boosts migration to the cities. Increased requirement of agricultural land due to continuous population growth has led to increase in land use intensity and cultivation of marginal land, very often on steep slopes and soils of low fertility. </span></span><span style="font-size:14px;"> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Intensive synthetic chemical based farming started since the 1980s and chemical fertilizers were imported to the field with the increasing interest of the commercial farmers and pro-production government policy. Similarly, the use of chemical pesticides was accelerated during 1983 with the introduction of Metacid. In the beginning, bags of chemical fertilizers were distributed free to the farmers. However, many farmers had buried the bags in their fields to avoid the use of forcefully distributed fertilizers. With time, farmers were motivated to use fertilizers and other related agro-chemicals in their fields after observing good yield of the crops. This practice eventually gave birth to chemical farming and set a new era in production.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"> <img alt="orgrainic" border="1" height="301" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral2012.jpg" vspace="10" width="500" /></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Organic farming is a relatively new practice but enjoys familiarity in the Nepali agriculture sector. Institutionally, the history of organic agriculture in Nepal can be said to have begun with the establishment of the Institute of Sustainable Agriculture Nepal (INSAN) in 1986. This organization was involved in promoting permaculture, a system similar to organic production. Another milestone in organic agriculture in Nepal was the establishment of Appropriate Agricultural Alternatives (AAA) farm in the Kathmandu Valley in 1987 by an American national, Judith Chase. Chase came to Nepal in 1976 and she along with her husband Jim moved to the farm to escape city life. After she started producing organic vegetables, Chase soon realized that she could sell all of her produce to the expatriate community at a premium prices compared to the non-organic fruits and vegetables. For a short while, this remained an isolated effort with no sign of proliferation. However, a niche market for organic products soon witnessed a new wave of development for organic production in the surrounding areas. After 2000, the number of cooperatives and private initiatives for organic farming increased substantially. The Government of Nepal was reluctant to accept the concept of organic agriculture in the beginning. But, after observing the negative impact of agrochemicals on farming, the government decided to take initiatives for the promotion of organic farming. The 10th Plan (NPC, 2002) and Agricultural Policy (MOAC, 2004), for the first time, had spelt out policy statements regarding the promotion of organic agriculture in the country.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Certification of organic products was initiated in 1996 in Nepal. However, the national norms and standards required for production, inspection and certification of organic products have not yet been materialized at the government level. Some internationally recognized certifying agencies and locally authorized organic inspectors have made their presence felt in Nepal to work on organic product certification. At present, Onecert–Asia, Lacon Quality, NASAA-Australia, Eco-cert France, IMO and Indocert provide organic certificates as per NOP, EEC, NPOP and JAS-based standards in tea, coffee, medicinal and aromatic plants, fertilizers and natural crude herbs etc for the export market. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Recently, the government sanctioned a National Technical Standards for Organic Agriculture System 2064 BS which is expected to bring about changes in the production and marketing of organic products. In comparison, other recognized standards have made unseen mistakes in Nepali organic standards due to the lack of knowledge of proper rules and regulations and systems such as Participatory Guarantee System (PGS), Geographical Indication of the Product (GIP) and Internal Control System (ICS) etc. Similarly, organic farmers depend on large quantities of farmyard manure and compost but organic inputs such as bio-fertilizers, manure and organic pesticides are not easily available. The lack of appropriate and adaptive technologies such as consistency, incentives for farmers to turn to organic methods, efficient agronomic alternatives for managing soil, nutrient and pest are some of the input related problems faced by the organic growers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">The marketing of organic vegetables, fruits and other products is a daunting task for the organic growers. Although some supermarkets have started selling organic vegetables, there is a lack of pricing mechanism. Prices are generally fixed by the traders/collectors who procure vegetables from the growers and supply them to the available niche markets. A majority of farmers is interested in adopting organic farming practices if the government is willing to provide subsidies in farming, processing and certification. Similarly, the number of farmers willing to adopt organic farming has increased in rural as well as urban settings.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Consumers have a belief that organic food is healthier, less polluted and more natural than their conventional counterparts. Many consumers are of the view that the quality of organic products is good and that’s why these products are expensive. Most of them are willing to pay 10-15 per cent more for organic products while they are also ready to pay 20-30 per cent more if the organic products are branded. Organic products are usually sold directly by the farmers themselves or at select shops and outlets. Due to the lack of financial support, organic farmers rely solely on the consumers’ willingness to pay higher prices which compensate for lower yields and higher production costs associated with the organic practice. Though a very small scale operation, the organic industry holds much promise and has a long way to go in Nepal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">Devkota is an Agriculturist and Organic Inspector. He can be contacted via email at rajendra_certi@yahoo.com</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'organicThe ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today', 'sortorder' => '666', '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) 2 => array( 'Article' => array( 'id' => '776', 'article_category_id' => '41', 'title' => 'Sectoral December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="airindia" border="1" height="136" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airindia(1).jpg" vspace="10" width="400" /></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;">India’s Airline Brands Connecting Kathmandu <br /> </span></span></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;"><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: ">The Nepali sky has witnessed an increasing traffic from airline companies of India connecting India to Nepal.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: black;">t was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">Nepal’s civil aviation industry started after the national flag carrier, the Royal Nepal Airlines Corporation (RNAC) was established in 1958. The RNAC, which was renamed as the Nepal Airlines Corporation (NAC) a few years ago, began its services by flying to a few domestic destinations. Later, its services were extended to such Indian cities as Patna, Calcutta and Delhi. Hence nationals of both India and Nepal have had an opportunity to fly to each other’s country for a few decades now. Over the past decade, however, the Nepali sky has witnessed an increasing traffic of Indian Airlines connecting India to Nepal. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">At present, there are four Indian airline brands connecting India to Kathmandu. They are: Air India, Indigo, Spice Jet and Jet Airways. All of them are Low Cost Carriers (LCCs). </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Air India is India’s national flag carrier and a part the Air India Limited (AIL), a company owned by the Government of India. Air India Express is the airline’s international low-cost subsidiary established in 2005. At present, Air India flies to and from 27 international destinations in 19 countries including Nepal. It operates 18 scheduled flights to Kathmandu per week, including two flights from New Delhi daily, and four flights from Kolkata per week. It also operates scheduled passenger services, mainly to the Persian Gulf and South East Asia. At present, Air India Express (AIE) has a fleet of 21 aircraft. These aircraft have around 180 seats each and offer budget travel. AIE gives its passengers all essential on-board services needed for a comfortable flight. Passengers can also avail themselves of free standardised meals and limited on-board entertainment. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">IndiGo is a popular, private, and low-cost airline established in August 2006. IndiGo has grown faster than any other LCCs in South Asia because of its efficient operations and low fares. In order to maintain the fares low, IndiGo’s flights offer only economy class seating, a complimentary mineral water, and no in-flight entertainment and allow only one free check-in baggage. On IndiGo flights, snacks, meals and drinks are available as buy-on-board options. IndiGo operates flights to five international destinations - Bangkok, Dubai, Kathmandu, Muscat and Singapore. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">IndiGO started flying to Nepal in October 2012. At present, it operates seven flights connecting Delhi to Kathmandu per week. Its fares start from NPR 8,420. The company plans to increase the number of flights to its existing destinations and start flying to new destinations in Nepal. IndiGo flights have an average occupancy of 99 percent. Schemes are not an attraction for this airline because, according to the company, passengers prefer low-cost fares to schemes as the latter often come with a string of terms and conditions attached to them. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">SpiceJet is a low-cost airline which began its services in May 2005. It has a share of 19 percent in the Indian market at present. SpiceJet flies to 32 domestic destinations and makes two international flights -- to Colombo and Kathmandu. SpiceJet sent its first flight to Nepal in October 2010. The airline currently operates 11 flights connecting Kathmandu per week. In the peak season, however, it has two flights a day. With starting fares of NPR 3,400 (one way) and NPR 8,000 (round trip), it offers only the economy class travel. This airline has average flight occupancy of 85 percent. SpiceJet provides sandwiches, cookies, flavored nuts, soft drinks and juices as buy-on-board options. The passengers also get complimentary mineral water. </span></span><br /> <br /> <br /> <img alt="Jet airways" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airplane001.jpg" vspace="10" width="400" /></p> <p> <span style="font-size:14px;"><span style="color: black;">Jet Airways currently operates a fleet of 99 aircraft, which include 10 Boeing 777-300 ER aircraft, 11 Airbus A330-200 aircraft, 60 Next Generation Boeing 737-700/800/900 aircraft, and 18 modern ATR 72-500 turboprop aircraft. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">With an average fleet age of 6.06 years, the airline has one of the youngest fleets in the world. Jet Airways flights to 73 destinations span in India and beyond. The company launched its first flight to Kathmandu on 14th May 2004. It operates 21 flights per week with two daily flights from Kathmandu to New Delhi and one daily flight from Kathmandu to Mumbai. Inclusive of all taxes, Jet Airways’ fare from Kathmandu to Delhi is USD 130 (one way) and from Kathmandu to Mumbai is USD 260 (one way). Jet Airways operates with two travel classes - Premiere and Economy - on the Kathmandu-India sector where it has average occupancy of 90 per cent. Jet Airways offers connectivity to its international and domestic network via Mumbai and Delhi. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Delhi seems to be the most popular destination for the Indian flights that fly out of Kathmandu, because of its close proximity to all the major Indian cities. However, other Indian cities like Mumbai, Kolkata, Bangalore, Goa, Chennai and Varanasi are also on demand. Bangalore is mostly on demand because of the education opportunities it provides to Nepali students. Tourism continues to be a major factor behind the increasing air traffic between the two countries. However, Indian nationals also visit Nepal and vice versa for health, business, and religious purposes. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Market competition increases when more airlines start flying to the same destinations. This competition compels the airlines to lower their fares, causing a decrease in their revenue. This is why the airline brands flying to Kathmandu have a tough competition among themselves. “The competition is tough but it also has to be healthy,” says Joy Dewan, GSA, SpiceJet. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">There are a few problems that the Indian airlines also have to face in Nepal. “The increasing fuel costs add to the overall high cost of operation, which naturally impacts the airline’s bottom line,” points out Samir Chada, Country Manager, Jet Airways, as a major problem for Jet Airways and other airlines currently flying to Nepal. Similarly Dewan sees high ground handling charges for navigation and landing as the major problems. Airlines have requested the airport authorities to reduce the charges. The authorities are expected to consider the demand positively. Similarly, the lack of enough space at Nepal’s only international airport and the lack of opportunity for night flights are the other problems that the Indian airlines have been facing.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'It was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier.', 'sortorder' => '665', '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) 3 => array( 'Article' => array( 'id' => '774', 'article_category_id' => '40', 'title' => 'Learning : The Ropes December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <span style="font-size:12px;"><img alt="learningtheropes" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rashesh.jpg" vspace="10" width="338" /><br /> <br /> <br /> <img alt="telephone" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camels.jpg" vspace="10" width="249" /><br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: ">By Rashesh Vaidya</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: "> </span></span></p> <p class="Pa9"> <strong><span style="font-size:12px;"><span style="color: black;">Camels and Eagles </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: ">The rating system identifies the problematic banks which are in need of increased supervision.</span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span class="A4">A </span><span style="color: black;">commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. Their survival depends upon their operating performance.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Commercial banks are the most regulated of all the institutions in the financial system because of the direct impact of their activities on the economy. Every commercial bank is regulated and governed by their regulator i.e. the Nepal Rastra Bank (NRB), the country’s central bank. The NRB inspects and supervises (on-site and off-site) the banks and financial institutions (BFIs) to ensure that the banks operate in a safe and sound manner. Sections 49(1) and 49(2) and 52(1) to 52(5) of the Bank and Financial Institution Act (BAFIA), 2006 and sections 76 to 88 of the Nepal Rastra Bank Act, 2006 have given full authority to the NRB to direct, supervise and inspect the BFIs it has issued licenses to. </span></span><span style="font-size:12px;"> <span style="color: black;"><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For this purpose, the regulators have developed a uniform numerical rating system called CAMELS Rating, which is based on the financial statements of the banks and on-site examinations. The Bank Supervision Department of NRB can carry out on-site examination of commercial banks in Nepal by sending examination teams to the commercial banks. Onsite examination can be either corporate level covering all aspects of the functioning of the bank or can be a targeted branch-level inspection. On completion of the on-site –examination, examiners perform CAMELS rating of the bank. This rating is exclusively used for supervisory purpose and is not revealed to the general public. </span></span><span style="font-size:12px;"> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The examiners or inspection team evaluates a bank’s health on the basis of the overall rating based on capital adequacy, assets quality, management quality, earning ability, liquidity position and sensitivity to market risks (systematic risks). The Federal Reserve Regulators in the USA developed the numerical CAMELS rating system in the early 1970s to help structure their bank examination process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The BFIs are categorised into different groups based on their overall strength, quality and operating soundness. The rating system identifies the problematic banks which are in need of increased supervision. In the CAMELS rating system, each bank is assigned two sets of ratings:</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Performance Ratings, which comprise six individual ratings that address each of the CAMELS components; and</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;"> 2. An overall Composite Rating, which is a single rating based on a comprehensive assessment of the bank’s overall condition.Both the ratings are scored on a numerical scale of 1 to 5 in the ascending order of supervisory concern where “1” represents the best rating and “5” the worst. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Here is a description of the rating scores for each of the six components: </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa7" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Rating 1 (A) indicates very strong performance </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 2 (B) indicates above-average performance that adequately provides for a safe and sound operation of the BFIs.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 3 (C) indicates performance that is flawed to some degree.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 4 (D) indicates unsatisfactory performance which, if left unchecked, could threaten the solvency of the BFIs.</span> <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Rating 5 (E) indicates very unsatisfactory performance and calls for immediate remedial attention for the survival of the BFIs. </span></span></p> <p class="Default"> <span style="font-size:12px;"><br /> <span style="color: black;">The rating of banks can be further developed by giving a score to each component of the CAMELS, known as the Composite CAMELS Rating Score. The Composite CAMELS Rating can be calculated as:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Composite CAMELS Rating= C(0.25)+A(0.25)+M(0.25)+E(0.10)+ L(0.10)+S(0.05)</span> <br /> </span></p> <p> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the above six parameters can be weighted on a scale of 1 to 100 and contains a number of sub-parameters with individual weightage. The banks should be rated on a five-point scale (A to E) based on the lines of the international CAMELS rating model.</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The CAMELS system evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Capital Adequacy: Capital adequacy has been the main pillar of existence of any bank. Banks have to maintain a proper mix of different types of capitals to avoid pressure on their dividend policies and inadequacy of total capital funds against the risk exposure. Capital adequacy is measured by the ratio of capital to risk-weighted assets (CRAR). A sound capital base strengthens the confidence of depositors.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: One of the indicators for asset quality is the ratio of non-performing loans to total loans (Gross Non-Performing Assets - GNPA). The gross non-performing loans to gross advances ratio is more indicative of the quality of credit decisions made by bankers. A higher GNPA is indicative of poor credit decision-making.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Management: The ratio of non-interest expenditures to total assets can be one of the measures to assess the working of the management. This variable, which includes a variety of expenses, such as payroll, workers’ compensation and training investment, reflects the management policy stance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Earnings: It can be measured as the return on asset ratio.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Liquidity: The cash maintained by a bank and balances with the central bank to the total asset ratio is an indicator of the bank’s liquidity. In general, banks with a larger volume of liquid assets are perceived safe, since these assets would allow them to meet unexpected withdrawals.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Section 38 of BAFIA, 2006 provides for maintaining a good liquidity position by the BFIs. Commercial banks are required to maintain CRR (cash reserve ratio) at 5 per cent of their total deposits. The NRB monitors the CRR weekly, and the liquidity profile on a quarterly basis.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Sensitivity to Market Risks/Systems and Control: Risks associated with adverse movements in the exchange rates (including gold positions), interest rates, liquidity and investment in equity are covered under market risk management. A bank faces market risks either from its investments in government securities and bonds or from the exchange rate risk that persist in matching position. The market risk is managed by the banks’ Asset and Liability Committee (ALCO) which assesses policies and levels of risk appetite.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">However, the CAMELS approach has inherent indeterminacy and subjectivity. There can be instances when an examination of the accounting records cannot decide whether to give an average or below average score. The ‘good’ and ‘bad’ indicators are easy to spot, but the ‘in-betweens’ are not. This is a problem of indeterminacy. But when bank inspectors are forced to make a judgment, it leads to the second problem of subjectivity and hence these ratings could come up with differing levels of expectations and perspectives. Among the six variables, ‘M’ has been missing - the one which assesses the management quality and corporate governance. This has been a paradox because most of the failures of the banks are related with the quality and efficiency of their management. The problem arises while trying to quantify the management quality in the due course of analyzing and evaluating the performance of the BFIs. Thus, the central bank of Taiwan, has been using CARSEL instead of CAMELS to measure the management ability and sensitivity to market to fullfil the Regulatory Compliance and Stability criteria, respectively.</span><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="camels" height="389" src="http://newbusinessage.com/ckfinder/userfiles/Images/camelsan.jpg" width="500" /></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:12px;"><span style="color: black;">About EAGLES</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The EAGLES system is able to measure and compare banks’ performance in a more determinate, objective and consistent manner. The name is derived from the key success factors confronting banks today, i.e. Earning ability, Asset quality, Growth, Liquidity, Equity and Strategy. This approach has been pioneered and has gained credibility among the banking community and fund management industry in Asia, for competition analysis and investment planning, respectively. The authenticity and popularity of EAGLES increased after it was able to predict the Asian financial crisis of the 1980s.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">The effective management of a bank strategy is indicated by the Strategic Response Quotient (SRQ). It is an intriguing ratio because it assesses the management’s ability to lend, garner deposits, generate fee-based income and manage the operating cost. An appropriate balance of the three core banking activities will depend on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, the total operating cost minus fee income). The higher figure the better combined with excellent risk controls. <br /> <br /> <br /> <img alt="eagles" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl.jpg" vspace="10" width="429" /><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">EAGLES evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Earning Ability: Earning ability is shown by three noteworthy indicators – Return on Assets (ROA), Return on Shareholders’ Fund (ROSF) and Income/Overheads Ratio (IOR). The importance of IOR is usually not well understood. The main point lies in that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is shown by three indicators - ROA, Return on Net worth (RONW) and IOR. Usually, the importance of IOR is that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: Asset quality is best assessed by on-site inspection of the bank’s loan portfolio. If this is not possible, asset quality can be measured by the level of bad debt provisions, that is, bad and doubtful debts (BDD) as a percentage of total loans. A conservative approach will dictate that the quantum of provision to err on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is best judged by the level of bad debt provisions, that is, bad and doubtful debts as a percentage of total loans. A conservative approach will dictate that the quantum of provision is on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Growth: Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank is suffering from low interest margins. For some banks, lower interest margins could hamper their overall profitability.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank suffers from low interest margins.<br /> <br /> <br /> <br /> <img alt="composite" border="1" height="524" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/composite.jpg" vspace="10" width="500" /></span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Liquidity: Liquidity can be described as the ability of a bank to have sufficient funds to meet cash demands for loans, deposit withdrawals and operating expenses. For this reason, a balance should be made between the amount of deposits garnered and the quantum of loans extended. The indicator is the deposit-to-loan ratio or credit-deposit ratio (CD Ratio). It is important for a bank, therefore, to maintain a balance between the amounts of deposits garnered and the quantum of loans extended. Also, investment to deposit ratio is used as an efficient indicator of liquidity.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Equity: Equity level and capital adequacy have a profound impact on the bank. There is an international guideline (Basel II) that stipulates a bank must have a minimum capital equivalent to 8 per cent of the risk adjusted assets. Even the central bank of Nepal, the NRB, has mentioned a comfort zone of 6 and 10 per cent of core capital and total capital funds, respectively, based on the risk-weight assets (percent). Many banks are restricted to open additional branches unless they meet the minimum capital requirements.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Similarly, sections 31(1) and (2) of BAFIA, 2006 have also categorized the financial institutions into four classes, namely: A, B, C and D based on their minimum capital requirements. And sections 42(1) to 42(5) have clearly explained the provision of capital adequacy for the BFIs in Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Strategy: The effective management of a bank’s strategy is indicated by the strategic response quotient (SRQ). It assesses the management’s ability to lend, garner deposits, generate fee based income and manage the operating cost. As to what is an appropriate balance of the three core banking activities depends on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, total operating cost minus fee income). The higher figure the better combined with excellent risk controls.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the six parameters is divided into sub-parameters for effective evaluation. The EAGLES rating, unlike CAMELS, is based purely on arithmetical ratios and hence does not involve grades or ratings. Thus, there is no subjectivity involved in EAGLES and banks are judges purely on the ratio outputs and ranked highest to lowest based on these parameters. Each bank is ranked highest to lowest on each of the sub-parameters. The bank with higher ranks on more sub-parameters will be ranked the highest in that particular parameter. Accumulating all the parameters, the bank that gets the highest rank on more parameters stands on the top of the list.</span><br /> <br /> <img alt="camsel" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl(1).jpg" vspace="10" width="429" /><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">About MACRO</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">MACRO is a rating system formerly used by examiners to evaluate the safety and soundness of savings institutions. MACRO is an acronym for the five elements that were evaluated: Management, Assets quality, Capital adequacy, Risk management and Operating results. Based on the examiner’s evaluation, each element would be rated on a scale of 1 to 5, and the institution would be assigned an overall MACRO rating of 1 to 5. The indications of MACRO rating were:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The MACRO Rating System was used by the Federal Thrift Examiners from (exact date) 1984 to August 15, 1994, before it was replaced by the CAMELS Rating System.</span><br /> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Vaidya is a Researcher associated with New Business Age (P) Ltd. He can be contacted at rashesh_vaidya@hotmail.com</span></b> <br /> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-01-22', 'keywords' => '', 'description' => 'A commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. Their survival depends upon their operating performance.', 'sortorder' => '664', '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) 4 => array( 'Article' => array( 'id' => '773', 'article_category_id' => '57', 'title' => 'Brand Talk December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> 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QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:12px;"><span myriad="" style="font-family: "><img alt="brandtalk" border="1" height="97" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk(1).jpg" vspace="10" width="180" /><br /> By Sajag Karki</span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;">Formula One Grand Prix <br style="mso-special-character:line-break" /> <br /> <br /> <img align="left" alt="formula one december 2012" border="1" height="221" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/grandprix(1).jpg" vspace="10" width="258" /></span></strong><span style="font-size:12px;"><span class="A28"><span style="color: windowtext;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1.<br style="mso-special-character:line-break" /> </span></span></span></p> <p class="Default"> <span style="font-size:12px;">Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span class="A4">T</span>he Indian Grand Prix was back again with much anticipation from its eager fans. It is part of the FIA Formula One (F1) World Championship where thunderous roars of engines race amidst thousands of fans who let their heart race. Calling it a mere car race would not justify the highly skilled drivers behind those wheels. It is the highest class of single-seater auto racing popular with its high end niche clientele. <br /> <br /> Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. This time around, the lucky sponsor for the event was Airtel and the company expected to strengthen its brand via the event. Some other sponsors were Red Bull, Petronas, BMW, Mercedes and Shell. Red Bull, an instant energy drink, is rightly placed in a heart throbbing event such as the F1. The organizers and all stakeholders were all set to cash in on the grand prix by cross selling Delhi as a travel destination making it a holiday package deal. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p> <span style="font-size:12px;">F1 has been in action since 1950 when the first world championship race was held. Michael Schumacher and Alberto Ascari are a few names that have risen to fame by winning Formula One Championships. These names are almost synonymous with the mega event. F1 as a brand is glamorous, rich and entertaining. It caters to a young yet sophisticated audience that is interested in adventure sports. It is associated with the fastest car makers of the world put together in one hot spot with daredevil drivers that blaze at the speed of light. It can also be regarded as a highly technologically advanced system of interlinked connectivity among the driver, the pit crew and the strategic team.</span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1. Also, the pit crew is an integral part of the grand prix brand. It involves the mechanics who refuel, put new tires, repair and maintain cars during the race. Without them, the show would not go on and the drivers would stand no chance of completing the race. Such is the value of the pit crew that the Indian Grand Prix had a campaign revolved around it. They announced a competition in which people could get a chance to be part of the pit crew if they won the contest. The pit crew campaign fulfilled the ultimate fantasy of Grand Prix fans. Being in the center of where all the action is, being part of the pit crew can be a dream come true. This is an effective and creative approach to promote the event as it creates anticipation value to the super lucky fans. The lucky ones who get a chance to be with the pit crew will be loyal customers of the brand and will cherish the moment throughout their lives by spreading good words to others. </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">Hence, the campaign kicked off very well and can be regarded as one of the successful advertising campaigns ever. There are around 68 circuits of F1 all over the world on which super fast cars race. Formula One is a profitable revenue generating brand for all the parties involved - teams get a slice of money from sponsor logos on their cars whereas television channels make profit from broadcasting the races. As for the spectators, they get to witness the most amazing event of their lifetime. </span></p> <p class="Default"> </p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="ralley" border="1" height="142" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ralley.jpg" vspace="10" width="400" /></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span style="line-height: 115%;">Karki can be reached at sajag_karki@hotmail. com. The article is based on research and author’s practical experience as a marketing and advertising professional.</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span style="line-height: 115%;"> </span></span></strong></p> <p class="MsoNormal"> <span style="font-size:12px;"><span style="line-height: 115%;"> </span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1.', 'sortorder' => '663', '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' => '772', 'article_category_id' => '47', 'title' => 'Deepak Prakash Baskota', 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mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Personality</span></span></strong></span></p> <p class="MsoNormal"> </p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;">By Bivek Dhakal<br /> <br /> <br /> <img alt="deepakbaskota" border="1" height="448" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/deepakprakashbaskota.jpg" vspace="10" width="300" /><br /> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A59"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">The Guardian of Nepali Cooperatives</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams. <br /> </span></span></span></p> <p class="Default"> <span style="font-size:14px;"><span class="A4">V</span><span style="color: black;">isit cc’s home at Manbhawan, Lalitpur, and you are surely to receive a hearty welcome with warm cups of ‘special’ tea grown in his own Kanchanjunga Tea Estate. A well-known name in Nepal’s cooperatives sector, Baskota is buoyed up by the saying “Water the root, enjoy the fruit”. Recuperating from an accident he met with during a recent visit to London, Baskota feels life has given him another chance to serve the nation. A former State Minister for Home Affairs, Baskota, now 68, is no more into active politics. But he is actively involved in the management of various institutions such as Kanchanjangha Tea Estate and Research Center (the first Certified Organic Garden), Panchthar Multiple Campus, Naya Namuna Secondary School, Phidim, and Nepal Organic Foundation. “The work I have been doing for society is my way of doing politics,” he says.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota’s inexhaustible zeal for creativity and active life does not let him feel ‘old’ though he is already in his late sixties. “Age should not have its face lifted, but it should rather teach the world to admire wrinkles as the etchings of experience and the firm line of character,” he shares cheerfully. He takes satisfaction in the fact that he is the founding chairman of National Cooperative Development Board (NCDB), National Cooperative Federation (NCF), and also the president of Himalayan Orthodox Tea Producers’ Association, and the Tea Development Alliance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota was brought up by his mother at his birthplace, a remote village in Panchthar district. He learnt to read and write through non-formal education in the village itself. “I was only 12 when my mother passed away. It was my brother who guided me and boosted my morale to tread the rocky roads lying ahead in my life,” Baskota reminisces.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota spent his early young days rambling in the wilderness under the serene sky of his village. It was a time of complete freedom for him. Later, as time passed, something inside him urged him to get formal education. He then enrolled at Phidim High School in the district.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“Passing the SLC exam, also known as the Iron Gate, was a challenge. But I did it with ease,” he goes down memory lane. Hale and hearty Baskota takes a balanced diet, desists from eating meat items and meditates every day. He believes that it’s his positive attitude and ardent love for the motherland that make him feel he has miles to go in life. Baskota finds the slow growth of agriculture, purportedly the backbone of Nepal’s economy, distressing. He observes that most of the co-operatives in Nepal are related to agriculture and are thus the best friends of farmers. “It will take a long time to establish the cooperative sector as the real backbone of our economy, if the right action plans are not formulated immediately,” says Baskota.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota joined politics at an early age. Back then in his village, Baskota was doing both teaching and learning simultaneously. Along with venturing into the spheres of politics and business, it was the love for his roots — the birth place - that motivated him to build a school there. At 21, he was included in the voters’ list and was also elected the Village Panchyat Chief. Baskota remembers an important event in life, which has left a deep impact somewhere on his mind. “While pursuing my Bachelor’s Degree, I got rusticated for three years because of my political beliefs. As a result, I had to discontinue my studies,” he flips back an important page of his life. His political path was shaped after he joined the Nepal Student Union (NSU), the student wing of the Nepali Congress. The topsy-turvy ride of his life took an unprecedented turn when he dedicated himself to the Cooperative Movement in the country.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“For me, politics is to make good policies and to work for the welfare of society,” he says. It was in 1996 that he got the post of State Minster for Home Affairs. According to Baskota, it was the seminal role he had played in the drafting of the Cooperatives Act and the acknowledgement of the same by the then Prime Minister Girija Prasad Koirala that landed him the important government position. Late Koirala always encouraged and motivated him to continue his good work, Baskota still remembers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">According to Baskota, the same act governs the cooperative sector even today. “I don’t call the present chaotic political situation a practice of true and good politics,” he admits with a deep disappointment. Baskota’s creativity in work, led him to develop Kanchanjunga Tea Estate (KTE) in 1982. He is proud to claim that the flourishing tea business in the east today was his initiative. Since its establishment, KTE has given jobs to more than 500 local farmer families. Baskota has dedicated 17 long years of his life to the National Cooperative Society (NCS) formed in 1993. He is still actively working as a Past President of NCS. He also founded Nepal Maharshi Vedic Foundation, recently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota believes that a person’s age is no barrier to work as long as s/he is healthy – mentally as well as physically. Updated with the latest management strategies, he borrows Mahesh Yogi’s words, “For an effective result, we should monitor for four hours and work for two.” He believes that one should be clear about his vision to reach the desired goal. According to Baskota, to start a new business, a manager should be loyal to his duties and employees need to abide by the rules and accomplish given responsibilities on time. “If both the manager and the employee work in equilibrium a good management is definitely possible”, Baskota shares.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Given the nation’s recent chaotic situation, he thinks, every citizen should have peace of mind first. Baskota says that, it is the stereotypical teaching methodology in our schools that makes the curriculum and learning experience boring. His recent trip to London made him realize that, all the learnt knowledge will bear no fruit without a practical education. “On the one hand, we lack enough skilled human resource, and on the other, our talented youth are brain drained,” he complains. Baskota believes that practical education should be given to all citizens. For him resolution is a must to accomplish every duty.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">As a very sane piece of advice for the youths, Baskota says; “It’s the youth who carry the thoughts, vision and leadership needed for change. They should hence set their aims in lives at an early age and prepare for every rocky road ahead”. The new generation can learn the importance of patriotism and simplicity from him. Patriot at heart, Baskota wishes to see the nation prosper; and maintains that it is achievable through the development of agriculture sector. “A number of young Nepali talents are abroad at present. If we can bring them back to the country and persuade them to contribute in the field, it will be more fruitful for our economy,” Baskota believes. He also urges the youngsters to start meditating while still young.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">“I use the lessons from my experience and strongly believe that hard work and sacrifice is a must to climb up every rung of success,” Baskota says. Keeping intact with the zeal while still aging, he hates to waste time idle and instead likes to go through books and to meditate. He says his work, which includes occasional field visits to his various offices, keeps him busy. He loves travelling and has already been to many parts of the country. People close to him call him the ‘Father of Nepal Cooperative Movement’ and it gives him a warm satisfaction.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;"> </span></span></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <strong><span style="font-size:14px;">PERSONAL SIDE </span></strong></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <span style="font-size:14px;"> </span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Philosophy: </span><span class="A62">Let’s not harm others and perform our duties with loyalty. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Music: </span><span class="A62">A good listener and prefers patriotic songs. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Sports: </span><span class="A62">Not so keen about sports, but keeps himself updated in the sector. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Travelling: </span><span class="A62">An ardent traveler. If in sound health, he only stays home for two/three days and travels the other days </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Foods: </span><span class="A62">He prefers vegetarian food. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Pet: </span><span class="A62">Has kept a dog at his home on the request of his children. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Brands: </span><span class="A62">Prefers local brands. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A61"><span style="font-family: "Calibri","sans-serif";">Socialization</span></span><span class="A62"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">: Attends most of the functions he is invited to.</span></span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams.', 'sortorder' => '662', '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' => '771', 'article_category_id' => '48', 'title' => 'No Laughing Matter December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"><img alt="nolaughingmatter" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(3).jpg" vspace="10" width="338" /><br /> By Madan Lamsal</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Gangnam Baburam Style<br /> <br /> </span></span></strong><span style="font-size:14px;"><span class="A13"><img alt="gangnam" border="1" height="436" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gangnam.jpg" vspace="10" width="600" /><br /> </span></span></p> <p class="Default" style="text-align:justify;line-height:10.05pt"> <span style="font-size:14px;"><span class="A4"><span style="color: windowtext;">T</span></span><span style="color: windowtext;">he only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><br /> In fact, the Nepali PM and Korean Pop star have many similarities. To increase viewership, as Psy appears on TV shows worldwide, our BRB stages TV shows like address to the nation very often and his efficient private secretariat makes sure that every move of him is recorded and posted to media. As the short form of Psy of Korea, people have started to call the pop star ‘Psy-Ko’, whereas BRB is already recognized at home as a ‘Psycho’ for his weird manners, permanent wear of anger on his face and schizophrenic self-righteousness. Perhaps the most notable similarity between Psy-Ko and Psycho is in their perspectives to view capitalists. While the Psy-Ko has made mockery of the hypocrisy of Gangnam aristocrats of Korea presenting them as riding on an non-existent horse, through dance metaphor, BRB back home has murdered many who he thought were capitalists. Who knows what he exactly plans next in this particular regard!</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">Despite so many similarities, it is truly unfair for BRB to go the opposite direction of Psy’s popularity chart. It truly warrants a deeper inquiry into such debacle of BRB’s popularity. Zoologists who know which creature is worth what and Hindu mythologists who know who should ride what animal as bahan (carrier) agree here that, this difference in popularity could have been caused by their difference in selecting the creature as means of their respective message carriers. Psy-Ko has chosen an imaginary horse and his every dance step represents how he is holding the reigns of a galloping horse, at different movements and speeds. Instead, our BRB for long has chosen a frog, leaping stochastically, which he can neither ride nor reign in.</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">If BRB is really dying for a Psy like popularity and his permanent anger is due to his failure to achieve this, he actually can work on it. First, he does not need to limit himself to politics and the country’s prime minister. He can officially handover all those responsibilities to his wife Hisila, as he has already done so unofficially. The advantage is that, at present there is no constitutional restriction in doing so in the present day Nepal as there is no effective constitution in place. Therefore, it is an opportune moment for this transfer of power as well. Then, he should be able to devote more time for brand endorsement as Psy-Ko is reportedly endorsing new models of Samsung’s range of Kim-chi refrigerators. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">BRB just has to consolidate what he has already begun as the brand ambassador of Mustang four-wheelers immediately after he became prime minister. He can well be the brand ambassador of Samsung products in Nepal; as the franchisee of the brand here is the same business house that produces Mustang. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">The reason for the popularity of the Gangnam Style is not the fact that the Western world understood the meaning and the language of the song that implicitly ridicules the western-style consumerism. The truth is that the world just danced to its tune, without any idea about what that song is all about. On this count, BRB seems to have understood the underlying message clearly. So he is singing anti-capitalist and anti-democratic rap in a way that the West does not understand at all, but the tune that goes with the song is so hypnotizing for them that they are all dancing to BRB’s tune as well. <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%;">More interestingly, even the Nepali people are dancing to BRB’s tune despite the fact that they understand the terrifying message of benevolent dictatorship inherent in these songs. The music that goes along is such that it makes them oblivious of the message that BRB has artfully weaved in his rap. So, BRB can now smile on this count of success, at least.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'The only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end.', 'sortorder' => '661', '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) 7 => array( 'Article' => array( 'id' => '770', 'article_category_id' => '46', 'title' => 'Interview December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> 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mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="Pa18"> <span style="font-size:12px;"><strong><strong><span style="font-size:12px;"><span class="A17"><img alt="intrview december 2012" border="1" height="351" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenchini.jpg" vspace="10" width="203" /><br /> <br /> Nepal Country Director </span></span></strong></strong></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A56">Kenichi Yokoyama </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Asian Development Bank<br /> <br /> <br /> </span></span></span></strong></p> <p> </p> <p class="MsoNormal"> <span style="font-size:12px;"><strong><span class="A63"><br /> ‘We have been actively involved <span style="line-height: 115%; font-family: "Calibri","sans-serif";">in the energy sector’</span></span><span style="font-size:12px;"><span class="A63"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <br /> </span></span></span></strong></span></p> <p> <span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span><span style="font-size:12px;"> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. Excerpts: </span></span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="Default" style="margin-top:5.0pt;text-align:justify;line-height:10.05pt"> <strong><span style="font-size:12px;"><span style="color: windowtext;">Melamchi, the ADB-financed water supply project, is in a new controversy now after the Chinese contractor left the work. How will the project move ahead now? </span></span></strong><br /> <span style="font-size:12px;"><span style="color: windowtext;"> </span></span></p> <p> <span style="font-size:12px;">ADB is committed to supporting the construction of the Melamchi tunnel work, the water treatment plant and the distribution system. With a population of around three million, the Kathmandu Valley has been facing an acute water shortage. This is a huge developmental constraint. We have been facilitating the Nepal government in the completion of the tunnel and other works on time. </span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;">It is unfortunate that the Chinese contractor had to leave the project because of some issues related to work progress. Now, we are supporting the government to go for immediate rebidding. The government is looking for first class contractors. Such contractors from China, Korea, India, France and other European countries have shown interest in the project. We hope that the government will be able to hire a new contractor by March 2013 and complete the project by March 2016. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;">But this has increased the cost of the project and delayed it further. Will the project complete within the new deadline?</span></strong></p> <p class="Default"> <span style="font-size:12px;">The topmost priority for the government is to identify a qualified contractor with high experience in similar tunnel works. Although there are concerns about the cost, we have to think about the seriousness of the water shortage problem in Kathmandu which calls for urgent attention. We have to ensure that the Melamchi project is completed on time.<br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;">Despite the many ups and downs seen over the almost past seven years, ADB remains associated with the project. The only reason for this association is that we feel that Melamchi is an important project. We have been holding regular discussions with the Ministry of Urban Development on the specific actions to be taken to take the project forward, including the swift selection of an internationally reputed, committed, dedicated and efficient contractor who can build a high quality infrastructure. Given the importance of the Melamchi project in addressing the water demand of the 2.6 million people living in the Kathmandu Valley, ADB remains fully committed to <span style="color: black;">providing the necessary support to the Government of Nepal to complete the project by early 2016 or earlier. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB’s recent fund for water projects in Nepal is said to be aimed at improving irrigation and prevent water-induced disasters. How is it different from other water projects?<br /> </span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">These projects aim to bring about higher rural livelihood. The government is seeking support for rapid agricultural transformation. In that context, we are supporting irrigation and water disaster mitigation risk management projects. We are building on the achievements made thus far. In irrigation, Nepal has comparative advantage in having irrigation systems managed by farmers. Building on this, ADB is supporting agriculture development for making it more profitable and commercial so that the farmers can increase their income.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Nowadays, effective water management is a critical challenge for many countries. Particularly in the dry season, many countries are facing a shortage of water supply. Nepal, too, needs an effective water management system. The country ought to fulfill additional industrial needs while protecting the conventional water users. An efficient and equitable distribution of irrigation water is also pretty much needed to increase the farmers’ income.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Once again, ADB recently listed the West Seti Project among the newly proposed ones. How do you want to participate in this project?</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">It’s not the West Seti, but the Upper Seti project, located in Tanahun district, that ADB is supporting. Actually, we are submitting a proposal for this project to the ADB Board early next year. The name of the project is Tanahu Hydropower Project. It is a 140MW storage project. It could help address the power shortage of not only Kathmandu but the country as a whole.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ABD seems to have planned to involve itself quite heavily in the energy sector through new projects like Tanahu hydro and continue with other ongoing energy sector programs. What is the strategy? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Our assistance strategy is to support the government to address the most critical development constraints including infrastructure, its management system, and delivery of effective public service to the needy people including the poorest. Addressing the critical infrastructure bottlenecks is of high priority. The country is facing acute power shortage. Electricity is available only six hours a day in the dry season. How can industries come to Nepal and operate in such a situation? ADB has been actively involved in the energy sector with previous assistance in Kali Gandaki A and Khimti Hydropower projects, which account for some 30 percent of the country’s generation capacity at the moment. The Tanahu project, which is a storage project, will add additional 140 MWand can provide a stable power supply during the dry season.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">We will support the efficient implementation of the Tanahu Hydro Project. There are two other ongoing projects in transmission and distribution, respectively. We are also supporting NEA in its institutional reforms which includes enhancing its financial position by increasing tariff, reducing distribution loss and providing electricity to private industries and local stakeholders more efficiently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">Many ADB-supported projects – mainly those in the agriculture sector - are discontinued after the completion of the first phase. Why? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">Our programs are aimed at demonstrating how development can be pursued most effectively. For example, there was a community ground water project where a community ground water group was set up and provided with shallow tube-well systems. The beneficiaries can now do triple cropping with tube-well irrigation with proper maintenance of the tube-wells, which they are able to manage. Likewise, projects such as community irrigation and commercial agriculture are helping establish sustainable development systems. The government can replicate similar projects.<br /> <br /> </span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">It is said that $ 15.3 million that ADB had allocated for various projects such as commercial agriculture, community irrigation, skill development programs, etc, could not be used. What is the reality? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">The projects need to follow a specific timeline. There are also cases where the actual cost of implementation is lower than the initial projection. For example, in one of the strategic road projects, the bidding price was lower than the estimated price, thanks to the competition and devaluation of the Nepali Rupee, resulting in substantial savings. In the irrigation sector, too, the project cost is often lower than the estimated cost because of competitive bidding. There are some cases where the project implementing agency has limited absorptive capacity. Overall, we have identified $15 million savings this year, but we are also discussing with the government that these savings could be used for other projects in Nepal, such as additional financing requirement of the Melamchi project. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">What would be your investment portfolio for the next couple of years for Nepal? Will it increase? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The allocation of the Asian Development Fund (ADF) is decided biannually, and the amount for the year 2013 -14 is to be finalized at the end of this year. At this moment, we expect it to be at least about $ 250 million per annum. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span><br /> <span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please highlight ADB’s present development assistance priorities for Nepal? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The thrust of ADB’s ongoing country partnership strategy for Nepal (2010-2013) is to help sustain the hard-won gains of the country’s peace process by promoting broad-based inclusive economic growth, inclusive social development, governance and capacity building, as well as climate change adaptation and environmental sustainability. </span><br /> </span></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB’s assistance supports Nepal in different sectors such as agriculture and natural resources, education, water supply and other municipal infrastructures and services, transport, information and communication technology and finance and energy. We support these operations through the promotion of gender equality and social inclusion, regional cooperation and integration, public private partnerships, along with greater engagement of the civil society and NGOs. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">Our new country partnership strategy for Nepal is being formulated in consultation with the Nepal Government. ADB’s support will focus on addressing the country’s development constraints including energy, transport, urban and rural infrastructures and skill development. To support these priorities, ADB will also promote governance, private sector development, regional integration, gender and social inclusion and climate change adaption. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please briefly describe ADB’s assistance in the agriculture sector? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">ADB has been Nepal’s main development partner in agriculture. Agriculture remains the largest component of ADB’s assistance to Nepal. ADB has supported in increasing the production of crops and livestock, raising agricultural income and creating employment opportunities for rural people. ADB’s assistance to Nepal includes support for agricultural credit, small farmer development, livestock, irrigation, agricultural roads, forestry, and crop diversification. ADB is also supporting the government’s preparation for the Agriculture Development Strategy that will set out the long-term vision and strategy for the agriculture sector for the next 20 years, and priority programs for the next 10 years. </span></span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;"> </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">What is the recent development in ADB’s funding for the transport sector? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">We have been supporting the construction of strategic roads network. Similarly, we are supporting the Sub-regional Transport Enhancement Project which was approved in 2010. All contracts have been signed for this project and the work progress is about 30 per cent. A new transport project of about $100 million is envisaged for 2013. We are also planning another project based on a new lending modality called the multi-tranche financing facility for 2014 for the transport sector. The idea is to provide a long-term financing framework of $200- 250 million, based on which individual sub- loans will be launched. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB is preparing to provide support for setting up a new CTEVT- like structure under the Ministry of Education. Would you please highlight the program?</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">ADB is not providing assistance to a new CTEVT- like structure under the Ministry of Education. However, ADB will support the Government of Nepal, through the proposed Skills Development Project to develop a market responsive and social- and gender-responsive Technical Education and Vocational Training (TEVT) by assisting the implementation of policy, institutional and operational reforms, delivery of demand-oriented skills training, short-term market oriented skills training focusing on excluded groups, and effective project management and monitoring and evaluation.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">For the last few years, ADB, DFID and WB had started to implement synchronized programs to avoid duplication. Why have you abandoned this practice now? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">We have been continuously working together with the World Bank, DFID and JICA, who are our co-members in the Nepal Portfolio Performance Review process. The government is taking the lead, and a meeting is held annually to discuss and resolve issues to enhance project implementation performance. Issues like public finance, management, procurement, human resource management and management of the development regions. These issues are critically influencing the implementation of the developmental projects. Implementation of the concept of e-bidding for infrastructure works is almost complete. This allows bidders to submit their bids through internet. This can substantially enhance the transparency and efficiency of the bidding process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For new development programs, a close coordination and collaboration among the development partners is maintained as an established practice in project preparation and appraisal, to avoid any duplication. Efforts are also being made to develop a common sector roadmap or result framework and define programs within the framework and pursuing the possibility of co-financing as much as possible.</span><br /> <br /> <br /> </span></p> <p> <strong><span style="font-size:12px;"><span style="color: black;">Despite great donor involvement in programs like the School Sector Reform, the achievement has been negligible, mainly converting government schools into community-run ones. What is the reason? </span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <br /> <span style="font-size:12px;"><span style="color: black;">In the school sector, we have to take into account that we have started from a very low base. Nepal has significant challenges such as difficult geography and remoteness in the mountain region. I don’t agree that the achievement has been negligible. If you look at the statistics, primary school enrollment was barely 60 percent in 1990; it is 95 percent now - a significant change brought about by education programs. However, it is also true that some significant challenges still remain, such as the quality of education and a high percentage of dropout. Prudent financial management of the education development fund, too, is an issue. Building on the progress made, I believe these constraints can also be addressed gradually. We have a donor co-ordination mechanism, which enables all the donors to work together to make the most efficient progress by avoiding duplication.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB has supported to modernize Nepal’s capital market. What are the latest developments in this regard?</span> </span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB is supporting Nepal’s efforts to develop the capital and bond markets to attract and promote private investment. For this, we have an ongoing Capital Markets and Infrastructure Capacity Support Project. Under the project, a team of consultants is being selected. There are two components of this project. The first is to support the capital market development, particularly the bond market. The second one aims to develop an enabling environment for public private partnership (PPP), identify investors, design and carry out feasibility studies. We hope to mobilize the consultants by early 2013. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">We are also discussing with the Government of Nepal the opportunity for ADB to issue local currency bonds that will help provide long-term financing for private infrastructure investment and also help develop the country’s bond market. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How do you view the progress of ADB’s projects in Nepal? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The country assistance program evaluation (CAPE) conducted by ADB’s Operations Evaluation Department a few years back found that overall, ADB’s lending program had a positive impact socially, environmentally and economically. These projects have helped reduce not only poverty but also gender disparity and social exclusion by benefiting the poor.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Some of ADB’s programs are directly targeted at the poor and some are indirectly targeted, but the ultimate objective is poverty reduction. Results can be seen from the assistance that ADB has been providing over the years. For instance, the transport system in the country has greatly improved — the main strategic road network as well as the rural roads connecting the remote parts of the country. This has helped improve public service delivery and livelihoods in these areas. ADB’s assistance has also contributed in improving the living standards of the rural communities through the provision of improved water supply and sanitation facilities. However, we recognize that the assistance we provide needs to be more effective in terms of reaching the poor and vulnerable and sustaining these development benefits.</span><br /> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How have you viewed Nepal’s inability to bring about a full-fledged budget at the beginning of the fiscal year? How has it affected your support? </span></span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">Although the government could not bring a full budget, a one-third interim budget was provided. We are working with the government so that the developmental activities are least affected in the given context. As far as the ongoing projects supported by ADB and other donors are concerned, the ordinance (budget) has a special provision to allow the government to provide enough funds through budgetary reallocation. Nevertheless, we remain concerned how the necessary funds would be allocated in a smooth and timely manner for efficient project implementation under the present circumstance. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">What are the challenges facing the development projects in Nepal? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">In general, projects in Nepal face the challenge of timely implementation due to the country’s difficult topography and remoteness of many districts. Poor infrastructures and limited human resource capacities are the other challenges. In some cases, implementation of the projects has been affected by local strikes as well. </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The political transition process has been slow and is still fraught with risks and challenges for development activities. In particular, the absence of elected local bodies since July 2002 has been a major impediment to governance, service delivery, and development works at the local level.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">In addition, labour unrest in the fragile political environment, coupled with acute power shortage, has constrained the revival of key sectors of the economy and private investments. Thus, improving basic infrastructure and strengthening governance and public and market institutions is very crucial for Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Despite these challenges, the performance of ADB’s project portfolio has improved. This also demonstrates the hard efforts by the government agencies that implement the ADB-financed projects. While the overall performance still remains below ADB’s wide average, I am hopeful that this progressive improvement will continue under the strong partnership with ADB.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <span style="font-size:12px;"><span style="color: black;">How do you view the current economic situation of Nepal?</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span style="line-height: 115%; color: black;">Despite the difficult political environment and the global economic slowdown, Nepal has been able to preserve a reasonable macroeconomic stability with a moderate and steady economic growth. We are pleased to note that the government’s and Nepal Rastra Bank’s proactive policy measures on the vulnerability of the banking sector and rising inflation have eased the problems in recent months, although the risks remain. The external position, too, has remained stable with the widening trade deficit being offset by sustained increase in remittance inflows and tourism receipts. However, exports continue to be sluggish due to the long-term structural weaknesses in the economy. Although agricultural growth could slow down in FY 2013 because of the late monsoon and shortage of chemical fertilizers, we believe that Nepal will be able to maintain a moderate growth supported by the service sector.</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. 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</w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Interesting Cover Story <br /> <br /> <img alt="Feedback December 2012" border="1" height="405" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/newbusinessagefeedback.jpg" vspace="10" width="277" /><br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The issue that Nubiz chose for the November issue of its cover story was very interesting and out of the box. We all have witnessed a growth in the number of corporate buildings in the country in recent times but we haven’t really stopped and taken a moment to think why it is happening. The positive message that your cover story gives is that the Nepali corporate people have begun to see presentation as an important factor in their business. I also enjoyed reading about the sizes of investment made in these buildings. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sachin Manandhar, New Road, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">More Indigenous Stories? </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am a regular reader of Nubiz and think it is high time that the magazine started focusing on indigenous businessmen and their success stories rather than printing a number of visiting business people interviews in one issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sabita Basnet, Jawalakhel, Lalitpur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Cycling Thrills <br /> <br /> <img alt="cycling trhills" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cyclingfeedback.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The story on cycling interested me this time more than the other articles. I’m a young businessman who had been, for some time, looking for a write-up on one of the best workouts – cycling. I liked the story even more when I discovered, courtesy your story, that cycling skills could be applied to business as well. I also appreciate the information about the prices of good bi-cycles,cycling gear and the accessories. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Som B Tamang, Bhaktapur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Quality Coke <br /> <br /> <img alt="Feedback December 2012" border="1" height="337" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qualitycokefeedback.jpg" vspace="10" width="195" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">In your last issue, the interview of Phil Humphreys, Chief Operating Officer at Coca- Cola Sabco got my attention. Thank you for highlighting one of the important soft drinks in Nepal. There is a high demand of non alcoholic energy drinks in Nepal. Since I am a retailer of soft drinks in Kathmandu, I can figure out how big these products are demanded. Moreover, I am a fond of drinking coke and all I concern for quality product. The Coca- Cola company among other soft drinks companies is been repeatedly targeted by the media for adulteration. The success of the company lies in the quality of the products they produce. I am very happy to know that the Officer is very much concerned on the quality products which people can rely on. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Bibek Thapa, Sinamangal, Kathamandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Credit Appreciated </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I enjoyed the November issue cover story on corporate buildings, particularly because I am a student of architecture. The selection of people whose interviews accompanied the cover story was well-balanced. However, what I liked the most about the story was the credit given to the architects. When we pass by these buildings, we often wonder who their architects could be. Nubiz has answered our curiosity through the cover story. I appreciate that. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Ramila Chitrakar, Pulchowk, Lalitpur<br /> <br /> <br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Nepal, A Revolution Factory </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am not a big fan of political articles. But the article under your regular political column was rather interesting this time. The article is to the point, bold, and, convincing. While it has answered some of the questions I have always held in my mind, it has also provoked my thoughts and compelled me to think further on the issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sangeeta Pandey, New Baneshwor, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal"> <strong> Corrigendum<br /> </strong><br /> Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar.<br /> Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.<br /> <br /> <br /> We regret the misprint and the inconvenience caused to concerned people, companies as well as to our readers. - <br /> <br /> <br /> Editor</p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar. Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.', 'sortorder' => '659', '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) 9 => array( 'Article' => array( 'id' => '768', 'article_category_id' => '40', 'title' => 'Cover Story December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--></p> <p> <strong><span style="font-size:14px;"><span class="A13">By Gaurav Aryal (With inputs from Rashesh Vaidya, Sushila Budhathoki, Abha Dhital and Bivek Dhakal)</span></span><span style="font-size:14px;"> </span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(22, 144, 186);">Nepali Economy</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Before and After Maoist Insurgency</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory15.jpg" vspace="10" width="400" /><br /> </span></span></strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.</span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">N</span><span style="color: rgb(34, 30, 31);">epal is yet to witness a ‘healthy’ growth rate, which has so far fluctuated between 3.3 and 4.5 percent in this millennium, with the exception of 6.10 percent in 2008. Perhaps nobody is happy with the country’s slow growth rate, but the economists are probably the most worried lot. They lament the fact that the country’s economy has continued the downward trend even after the peace deal between the government and the Maoist guerrillas signed on November 21, 2006. A majority of Nepali economists cite the lack of new investments as the major reason for this poor show of the Nepali economy. They blame an ‘unfavourable investment climate’ created by the political uncertainty for the lack of new investments – foreign as well as domestic. However, it is not that every sector slackened over the past one and a half decades. Some sectors have witnessed encouraging growth rates. (it would be better if you could cite some examples)</span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="258" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/agriculturalproduction.jpg" vspace="10" width="400" /><br /> <br /> <br /> <br /> <span style="color: rgb(34, 30, 31);">Despite the political upheavals which include a decade-long armed insurgency, sectors such as telecommunications, education, information technology, road construction, and remittance have registered significant growths over this period. In the education sector, the literacy rate has continued a steady growth. This is mainly because of the rise in private sector investment in education, and the top priority attached to the sector by the government which allocates the largest share of the national budget to education. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="244" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totaltourist.jpg" vspace="10" width="400" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Remittance has become the lifeline of the Nepali economy in recent times. Despite huge trade deficits, the country’s Balance of Payment has remained positive, barring some hiccups. The remittance inflow has fuelled the growth of the banking sector and helped in the reduction of poverty and increase in the people’s living standard, believe the economists and experts.<br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="310" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalroadlenght.jpg" vspace="10" width="500" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">However, energy and tourism, arguably the two most prospectful sectors in the country, have not grown as expected. The entry of the private sector through Public Private Partnership (PPP) and Power Purchase Agreement with the state-owned Nepal Electricity Authority (NEA) has shown some hopes in the hydropower sector. However, the hope to resolve the power crisis that has only intensified since 2006 is still out of sight. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="266" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalremittance.jpg" vspace="10" width="500" /></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly tourism, another sector widely tipped as the basis for Nepal’s economic development, could not improve as expected over the years. A veteran of Nepal’s tourism sector and Chairman Emeritus of Hotel Soaltee Crowne Plaza, Prabhakar SJB Rana notes that though the tourism industry gained some ground over the past one decade, “there are plenty of areas where we could not do anything at all”. Rana as well as other analysts attribute this failure mainly to Nepal’s inability to promote and advertise itself as an exciting tourist destination in the world’s tourist originating markets. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="217" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/telephonelandlineexpansion.jpg" vspace="10" width="400" /></span><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists as well as development planners seem to be disappointed with the latest political and economic developments. Deependra Bahadur Kshetry, Vice-chairman of the National Planning Commission, says, “The country is moving backward instead of going forward”. Referring to the difficulties of the current government led by Dr. Baburam Bhattarai in bringing out a full national budget for fiscal year 2012/13, he added, “The kind of hindrance created by the opposition parties in Nepal (in the presentation of the national budget) is seen nowhere in the world.” The size of the budget this year has shrunk compared to that of the previous year. Kshetry blames the ‘non-cooperation’ by the opposition parties for the sluggish growth of the Nepali economy in recent years. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="279" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/landbought.jpg" vspace="10" width="500" /><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Several other analysts echo Kshetry’s concerns and cite the example of the Maoist obstruction to the presentation of the national budget last year by the then government led by CPN-UML leader Jhalanath Khanal. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Good Old 90s</span></span></strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> Mid 1990s was a time when the scenario was much brighter with the economic growth rate hovering around five percent. From 1990, the year democracy was restored to 1995, Nepal’s overall situation improved, according to senior economist Dr Dilli Raj Khanal. But in the years after 1995, the Nepali economy witnessed a slowdown which turned into a negative growth during 2000-2005. Recalling the situation of the 1990s, economist Prof. Dr. Bishwambher Pyakuryal says, “There was devaluation of the Nepali currency, economic imbalance, and unemployment but the economy continued to grow - albeit at a modest rate - even during the insurgency in the late 1990s. The donors were supporting the development projects; ongoing projects were being given continuity. But, the donors cut their financial support to Nepal by 48 percent in the last fiscal year, compared to the previous year.”</span></span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> </span></span><br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="247" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/goverment.jpg" vspace="10" width="400" /></span> <br /> Dr. Khanal adds, “Nepal’s economic growth rate, which was already slow, further deteriorated during the period of 2000 - 2005. The Maoist insurgency, which escalated during these years, is to blame to a great extent for today’s flagging economy.” Another economist, Dr Chiranjibi Nepal observes, “Although there was little economic progress from 1996 to 2000, the country was faring well, so to speak. But after 2000, there was a massive decline in economic activities, followed by the closure of several industries and slowdown in the manufacturing sector. The cumulative negative impact of all this on the economy was too heavy.” </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GDP.jpg" vspace="10" width="400" /><br /> <br /> <br /> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lankan Comparison </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists and development experts often compare the economic situations of Nepal and Sri Lanka, for both countries have gone through violent armed insurgencies in recent history. When Nepal was passing through an armed Maoist conflict, Sri Lanka was going through the LTTE violence. In fact, Sri Lanka’s insurgency-related problems were far bigger than those of Nepal, in terms of both size and scale. For example, the Sri Lankan conflict took the life of its then head of the state and aeroplanes parked at the international airport in the capital were blown off in LTTE attacks. Nothing of that sort happened in Nepal. (The massacre of King Birendra and his family was not a terrorist act.)</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Dr. Nepal says, “It is amazing that Sri Lanka achieved five percent growth rate even when the armed conflict there was in full swing. What’s more, the island country’s growth rate crossed seven percent after the LTTE violence was brought to an end. In stark contrast, Nepal has continued with its poor show in terms of economic progress even after so many years of the start of the peace process.”</span></span><span style="font-size:14px;"> </span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> Former finance minister Dr. Prakash Chandra Lohani explains the reasons. “Political uncertainty and chaos has been at the root of the sorry state of the Nepali economy. It’s unfortunate that the same reasons still prevail and are hindering Nepal’s economic progress,” he says. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">The lack of any worth-noting investment in the major sectors of the economy has been another hurdle to Nepal’s economic progress. Neither domestic nor foreign investment worth mentioning has been made since the start of the peace process in the country. According to Dr. Pyakuryal, no significant amount of foreign direct investment (FDI) has come to Nepal over this period because of the feeling of insecurity and lack of confidence in the government. </span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"> <br /> </span><br /> <span style="font-size:14px;"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="255" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/budget.jpg" vspace="10" width="400" /><br /> <br /> </span> <span style="color: rgb(34, 30, 31);">However, all hopes are not lost for Nepal. Analysts still see the possibility of a double digit growth for the Nepali economy, provided that the state can ensure political stability and policy predictability for foreign as well as domestic investors. Some instances in the recent past support this optimism. For example, a number of foreign investors flocked Nepal – some of them wanted to explore investment opportunities while others came with concrete proposals in their hands – immediately after the government and the Maoist guerrillas signed the comprehensive peace accord on November 21, 2006. Similarly, many foreign investors applied and got the permission to conduct detailed surveys for developing a number of hydropower projects of different capacities. But many of these investors haven’t been able to go ahead with their projects, thanks to the hurdles posed by different vested interest groups. Successive governments over the years have not been able to deal effectively with these ‘project spoilers’, perhaps because of the uncertainty looming large over their own future.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Human Development Index</span> </span></strong><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s Human Development Index (HDI) value for 2011 is 0.458 and the country is positioned 157th out of 187 countries included in the Index. According to a report of UNDP, between 1990 and 2011, Nepal’s HDI value increased from 0.340 in 1990 to 0.509 in 2006 and 0.458 in 2011.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The analysts say remittance has a lot to do with poverty reduction and consequent improvement in HDI over the years. According to the Human Development Report 2011, life expectancy at birth in 1995 was 57.5 years and it increased to 65.6 in 2005 and to 68.8 in 2011. Improved health condition due to availability of health services and improved awareness are considered as contributing factors for increased life expectancy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/electricity.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The role of remittance in Nepali economy is increasing continuously. When most of the sector of the economy are showing downward trend, remittance inflow has constantly increased. This on the other hand has kept the Nepali economy going, say analysts. Remittance inflow that was Rs 239.388 billion in the fiscal year 1995/96 made a steep rise to Rs 413.428 billion in 2000/01 and to Rs 430.396 billion in 2001/02. Though the following five years till 2004/05 saw a near stagnation in remittance inflow, it registered a sharp rise to Rs 1246.423 billion in 2010/11. The trend shows that it is likely to keep on growing in the years to come too.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The remittance inflow in 1995/96 was equivalent to 1.79 percent of the GDP. That ratio shot up to 10.97 percent in 2001/02 and 18.69 per cent in 2010/11, according to the statistics provided by Nepal Rastra Bank. <br /> <br /> Remittance is credited to be one of the most important contributor to reduction of poverty incidence which, according to the Nepal Living Standards Survey III (NLSS-III), published in 2011, stands at 25.2 per cent, down from 31 percent a decade earlier.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Number of Nepali youth going abroad for employment increased during the insurgency and in the following years. Upon publication of the NLSS-II which showed poverty reduced to 31 percent from 42 percent shown in the NLSS-I in 1996, analysts had expressed fear that the poverty incidence may shoot back to 42 percent or above if the peace process started by then encouraged the migrant workers to go back to the village and discouraged further migration out of the village. But it seems that the outflow of the people from the villages is not likely to be reversed in the foreseeable future.</span><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <br /> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="162" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/human.jpg" vspace="10" width="500" /><br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Trade </span></span></strong><br /> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has continuously been in deficit in the absence of low industrial base. Measures for trade promotion have not brought significant improvement. Trade analysts say that easy availability of cheap Chinese goods has displaced many industries though it has helped in improving the lifestyle of the people. Nepal’s readymade garments industry (one of the major export industries) lost its American and European market due to the combination of two reasons that struck it simultaneously. One, the quota facility it enjoyed in these markets till late 1990s was lost with the phase out of the multi-fibre agreement in international trade. Second, the severe labour unrest instigated by the Maoists during the insurgency as well as after they came overground following the success of Jana Andolan II, disrupted the supply chain that forced the buyers to search other sources of supply.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to data from Trade and Export Promotion Centre (TEPC) and NRB, between fiscal years 1995/96 and 2011/12, it was only in 1999/2000 and 2000/01, the trade was measured surplus. The surplus in 1999/2000 and 2000/01 was by Rs 18.43 billion with India and Rs 40.24 billion with other countries and by Rs 19.18 billion with India and Rs 40.85 billion with other countries respectively.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has been concentrating more and more in India in the recent years. While the share of countries other than India in Nepal’s total international trade was higher than with India till fiscal year 2001/02, then after India’s share started to be higher than that of other countries. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><br /> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Government Budget </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Capital expenditure in the government budget during the insurgency (from 1995/96 till 1998/99) was low and almost stable. But it was higher than the recurrent expenditure. However, in years after 1999/2000, recurrent expenditure has zoomed up while capital expenditure remained almost stagnant until the fiscal year 2005/06. One of the reasons behind such scenario was concentrated priorities of the government to calm the heightening conflict. For that purpose, expenditure was diverted to investment in security purpose; as a result, development projects were affected. It was also complained that the environment was not favourable for successful completion of the projects by the project executors during the conflict era. In the last six years recurrent expenditure has been growing substantially, reads the data provided by the Office of the Comptroller General.</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Analysing this, Prof. Dr. Bishwambher Pyakuryal says, after the peace process started, many projects were either postponed or discontinued because of lack of trust in the government by donors. For example, last year the donors decreased their financial support by 48 per cent. Deficit budget is financed through foreign loan and internal loan. The amount of foreign borrowings in 2000/2001 (Rs 12.044 billion) was almost equal to the borrowings in 2010/11 (Rs 12.075 billion) while it decreased to Rs 4.546 billion in 2002/03. Similarly, the internal borrowing reached a record high in 2010/11 with Rs 42.515 billion. In the fiscal year 2009/10 it was Rs 29.914 billion and in 2006/07 it was Rs 17.892 million.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Roads </span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> One of the areas where Nepal registered a good growth was in the expansion of roads network. The total length of roads has doubled over the fifteen years period between 1996 and 2012. The growth had slowed down when the conflict was at its worst. However, the growth never really ceased. Many remote parts of Nepal have been connected by road over these years. The growth is particularly in the length of fair weather roads. One reason for this increasing trend is initiative taken by local people. Growth is seen also in the length of gravelled roads that have helped in improving accessibility. In the recent years it can be noticed that the length of black-topped roads has outpaced other kinds of roads.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Electricity </span></span></strong><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">Electricity shortage has hamstrung industrial growth and made city life miserable. And the history reveals very interesting facts. In 1990, the installed capacity of hydropower generation in the country was 0.73 million MW which increased to 0.86 million MW in 1995/96 which gives an addition of 0.15 million MW within six years. This increased to 1.76 million MW in 2005/2006 – an increase of 0.9 million MW in ten years. Now in 2012 it stands at 2.36 million MW.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Telecommunication </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There has been a good increase in the telephone coverage across the country over the last 15 years. And this expansion is speedier in cellular mobile phones. According to the census 2011, 7.37 per cent of Nepali population uses landline telephone though this is heavily concentrated in urban areas where 22.66 per cent population uses it. In rural areas only 3.77 per cent of the population there has landline telephone. Similarly 64.63 per cent of total population of Nepal uses cellular mobile phone. This ratio is 84.07 per cent in urban areas and 59.98 per cent in rural areas. According to the census 2011 report published in November 2012.</span></span><br /> </p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The telephone sector suffered a lot during the insurgency. For example, many telephone towers were blown up by Maoist insurgents. However, this sector gained the most after the peace process started.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Agriculture </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Agriculture sector saw stagnant trend during the period between 1995/96- 2011/12. The cash crops sub-sector did better – the production of cash crops doubled during the period. Within the cash crop subsector, the major crops that recorded substantial growth were tea, coffee and cardamom. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to Sheela Thapa, Deputy Director at AEC (Agro Enterprise Center), consistent growth in the agricultural production was mainly because of the good weather and high rate of seed replacement. She says, “We don’t have pest problems. Farmers are increasingly using hybrid seeds as well as improved seeds which have positive impact in the production figures.” </span></span></p> <p> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Within this period, the year 2008 was the best in terms of weather and the availability of fertilizers while the drought and flood in 2006/ 07 resulted in a slump in agricultural production. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Durga Prasad Upreti, Senior Economist at Agricultural Commodity Export Promotion Program says though there were no direct effects of armed conflict or the subsequent peace process in agricultural production, the country has lagged behind six to seven years in terms of agricultural sector development due to the conflict. He attributes the subsistence farming system for no effect of the conflict or the subsequent peace process in agriculture. According to him, had there been commercial farming with large scale farms producing the goods for the market, Nepal’s agricultural sector would have certainly suffered huge losses due to that conflict. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Irrigation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There were noticeable changes in the irrigation sector with the start of Maoist civil war in 1995/96. The hilly region saw massive decline in the growth of additional land irrigated. About 10,600 hectares of additional land were brought under irrigation in 1995/96, but it was only 1,620 hectares in 2006/07 and only 1,345 hectares in the first nine months of the fiscal year 2011/12. In Terai region, 36,084 hectares additional land was brought under irrigation in 1995/96. It was 16,782 hectares in 2005/06 and 16,101 hectares in the first nine months of the fiscal year 2011/12. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly, the method of irrigation has also been varied since 1995/96 with the increase in the use of ground water system. The canal water irrigation system was the main source of irrigation, irrigating 33,898 additional land in 1995/96, 5,460 hectare in 2006/07 and 12,935 hectares in the first nine months of the fiscal year 2011/ 12. On the other hand, the ground water irrigation system was 12,231 hectares in 1995/96, 21,024 hectares in 2006/07 and 4,512 hectares in the first nine months of the fiscal year 2011/12 respectively. According to the Economy Survey 2011/12, about 67 per cent of the total agricultural land is covered by irrigation.</span> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing sector was the greatest sufferer due to the conflict and it is still the same. The problem started to be more pronounced from the year 2003/04 since when there was massive decline is recorded in the production of manufactured goods. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education </span></span></strong></p> <p class="MsoNormal"> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education sector too was badly affected by the conflict that forced many schools to close down, particularly in remote rural areas, and the students there were forced to join the Maoist army. However, that triggered the private sector to open new schools and colleges (mainly plus two colleges) in the cities, particularly in the capital. The conflict also encouraged the students to go abroad for studies. Now, colleges in Nepal have started getting affiliation with foreign universities and offering their courses here.</span> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to the latest National Census 2011, the country’s literacy rate stood 65.9 percent, up from the 54.1 percent in 2001. However, this trend indicates that that it will take over three decades for Nepal to achieve the Millennium Development Goal (MDG) of 100 percent literacy, whereas that goal is actually set for 2015. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">National Census-2011 </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Overall literacy rate (age-5 and above) =65.9% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Male literacy=75.1% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Female literacy=57.4% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Highest Literacy Rate (Kathmandu=86.3%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Lowest Literacy Rate (Rautahat=41.7%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education Above SLC=10.2% (Total Pop.) </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism</span> </span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism industry was not affected in the initial years of the armed conflict. So, till the end of the millennium, Nepal got good number of foreign tourists. One reason for that was the Visit Nepal Year campaign of 1998. According to the given data, it was after the millennium the tourism sector in Nepal witness a negative growth for few years. The government declared the year 2011 as ‘Nepal Tourism Year’ expecting similar effects as those of Visit Nepal Year -1998, but it was largely a failed exercise. The tourist arrival in that year was 736,215, much less than the expected one million, though nearly double the number of 1996 or 2006.</span><br /> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Civil Aviation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Decade-long conflict adversely affected civil aviation industry as well. Many Air traffic control towers were destroyed in the conflict. For example, the ‘West Locator Tower-Dharke’ was completely destroyed and it is still in the dilapidated state.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Another effect of the conflict was in the international flight movement to and from Kathmandu. Driven out of their villages, Nepali youth started going abroad for work and that increased the demand for international flights. Consequently foreign airlines started increasing their flights to Kathmandu. However, Nepal’s flag carrier Nepal Airline Corporation could not benefit from this as it suffered from lack of aircraft. Consequently, Nepal could not derive as much benefit as could have from this boom in international air traffic.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">Air operator’s certificate </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Total AOC issued – 69 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Valid AOC – 39 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Invalid and Cancelled –30 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Airline in Operation –34 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">AOC Valid but Not in Operation – 5 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Helicopter Operator with Valid AOC –8 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Fixed Wing Operator with Valid AOC –14 </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Aviation Sports with Valid AOC –17</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We must strengthen our democracy’</span></strong></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="227" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PRABHAKAR-SJB-RANA.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PRABHAKAR SJB RANA </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">Chairman Emeritus </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Soaltee Hotel Ltd, Crowne Plaza Kathmandu</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lanka, too, suffered from an armed insurgency which was more intense and persisted for a longer period than the Maoist conflict in Nepal. But Sri Lanka has been doing well in recent times, following the end of the violence there. In comparison, Nepal is not doing that well though the decade-long conflict was said have ended six years ago. In my view, our socio-economic condition is going downward at present. To become a prosperous nation with robust economy, we must groom and strengthen our democracy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">As a matter of fact, the economy and social factors are inseparable and proportional to each other. At present, the inflation is on the rise and the main factor behind the gloomy picture is the decreasing exports. The political instability has held the nation a hostage. On the one hand, there is a positive progress in the tourism sector, while on the other, we haven’t made much difference. According to the October statistics, the international tourism market has witnessed a fall. So, we must acknowledge the fact that it’s high time that we became self-dependent and started thinking how to raise our market at the global level. <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Peace process did not bring optimism for investment’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-PRAKASH-CHANDRA-LOHANI.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR PRAKASH CHANDRA LOHANI </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> The average growth rate of the Nepali economy was around five percent during the 1990-2000 decade, despite the beginning of the decade-long Maoist civil war in 1996. However, after the peace process, there was a slowdown in the economy, mainly because of the lack of new investments. One reason for this might be there were an increasing number of improper investments, misuse of money and leakage in investments.</p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Post the peace process, the government had no plan for investment and it could not guarantee the investors for business in Nepal. There were ongoing big budget programmes but with no productivity. A lot of money was wasted in unproductive sectors which led to the failure of Nepali economy to achieve even the minimum growth.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The peace process, unlike the people’s expectations, did not bring optimism and as a result, the economy could not prosper in the post-conflict period. Uncertainty and political unrest were the major reasons behind this. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Now, the country has no regular income source because of high rate of unemployment. Young people are wandering all over the world like never before - only to earn. Unless they are employed, the country cannot generate income. If we want to reform our economy we need to minimize the political risks. Drafting the new constitution and creating conducive environment for investors will surely bring positive changes in the Nepali economy.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Intra- party consensus on economic issues’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="225" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PROF-DR-BISHWAMBHER-PYAKURYAL.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PROF DR BISHWAMBHER PYAKURYAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Historically there seems to have been positive relation between economic development and political stability in Nepal. However, it is difficult to find the exact relation in the current scenario. It is mainly because Nepal could not prosper after the peace process when compared to the time of conflict. For example, Iraq, a country in Western Asia is achieving a double digit growth despite such a shaking unrest. We don’t find a relation between political instability and economic growth there.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s growth rate was four percent during the years 1997- 2003 and three percent during 2003- 2008. Before the Maoist war, the average growth rate was four percent, but it decreased by one percent after the peace process. During the insurgency, there was an increase in unemployment, devaluation of the Nepali currency, economic imbalance etc but the economic growth was not that uncertain and many development projects were going on. However, after the peace process, many projects were either postponed or discontinued because of the lack of trust in the government. Last year only, donors decreased their assistance by 48 per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Political stability is supposedly the backbone of economic stability. Therefore, politicians should understand that politicization of economic agendas is never fruitful. With the erosion of political credibility, the trend of Nepalis investing outside the country has been on the rise. The government has fallen short of motivating and inspiring the private sector. Even more alarming, perhaps, is the ever rising exodus of the productive population – the age group of 16 to 29 – for foreign employment. Remittance, a not-so-dependable source in today’s global politico-economy, has kept the Nepali economy afloat so far.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The common people do not care which party or person is in power; all that they care about, perhaps, is how the inattention to the country’s economic agendas is affecting their lives. Now the economic situation is unpredictable. If this situation continues, the possibilities of less production, labour migration, capital flight, uncertainty, insecurity for investors will rise for sure. Economic issues should not become the victim of anybody’s vested political interest. We can have a continuous growth in the economy if the political leaders are ready for it. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There should be an inter-party consensus on high priority sectors such as health and education. This has become very urgent and it’s high time that the politicians felt this urgency. There should be consensus at the policy level for the implementation of the economic agendas. This is the only way to regain the people’s support and trust which is very vital for sustaining the political change and preventing economy flight. Our policies and legal framework, too, should be predictable. I wonder why our politicians couldn’t learn to agree on the common economic agendas. However, I am optimistic that they will, someday.<br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Stable government is a must for development’</span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <br /> <img alt="cover story december 2012" border="1" height="257" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-CHIRANJIBI-NEPAL.jpg" vspace="10" width="200" /><br /> </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR CHIRANJIBI NEPAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economic activities in Nepal were highly affected during the years 1996- 2000, leading to a low economic growth. The economy’s downward spiral started in 1996, and after the year 2001, the changes became noticeable with the growth turning negative. It was when Nepal started being compared with conflict-hit countries such as Burundi and North Korea.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The worst-hit sectors were industry and manufacturing, declining from 16 per cent in 2001 to six per cent in 2006. This massive decline in economic activities and closure of the industries hit the economy hard. The resulting negative growth introduced foreign employment as a major business. Weak export and nil employment were the main features of the economy back then. The trend of foreign employment peaked while export saw a massive decline from 2000 to 2006. The contribution of remittance to the GDP was higher than that of total export. After 2006, the situation was expected to improve. But it did not, with the economic growth rate hovering around barely above six per cent. The growth rate saw a downward trend again in the years 2008-2012, with an average of three per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal is losing its international credibility, thanks to the current political mismanagement. A clear indicator for this is the decline in the annual foreign direct investment (FDI) inflow which has decreased from Rs 9 billion nine years back to around Rs 7 billion at present. For survival, the country depends as much on remittance as the Netherlands once relied on its oil resource. If the remittance inflow follows a downward trend, what will be the future of Nepal?</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance is simply undependable as a means to sustain the economy in the long run. Also, its inflow which depends on a number of external factors is unpredictable. It is a kind of slow poison which ultimately kills a nation in the course of time. The government has no strategies to generate employment in the country. When there is no productivity, how can we have growth? This is why our international trade comprises of 85 per cent import and a mere 15 per cent export. There is no fixed time for presenting the country’s annual budget, which has been delayed over and again. Meanwhile, the budget deficit has reached Rs 3. 87billion.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">It seems amazing that Sri- Lanka, which was growing at about five percent during the LTTE conflict, has been able to achieve a growth rate of more than seven per cent post the conflict. But Nepal, on the other hand, has failed to achieve any impressive growth rate even after the peace deal. I don’t understand why Nepal hasn’t witnessed a healthy economic growth though the decade-long armed insurgency here ended six years ago. Our major problem, perhaps, has been unstable government. Moreover, economic growth also depends on policy consistency and stability; Nepal lacks long-term government policies.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Nepal has huge prospects in many sectors, including hydropower and tourism, which await their effective exploitation. For the past few years, Nepal’s average annual hydropower generation capacity has been only six mega-watts. At this rate, it will take us a century to produce 600 MW of hydropower. Our total hydropower potential is up to 63,000 MW. I am confident that we can bring about impressive changes over the next five years – there is no need to wait for another 25 years as suggested by some politicians - if we have a government stability and policy consistency. <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We lack clear economic policies’</span></span></strong></p> <p class="MsoNormal"> <img alt="cover story december 2012" border="1" height="222" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-DILLIRAJ-KHANAL.jpg" vspace="10" width="200" /></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR DILLIRAJ KHANAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Compared to other Asian countries, Nepal always has had a slow growth rate. Nepal’s economy started slowing down further after 1995; the effects of this were quite visible during the years 2000-2005. The armed Maoist insurgency certainly had some impact on the Nepali economy, but it was only a marginal impact.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Unlike in many African nations which have been through conflicts, the negative impacts of the Maoist insurgency on Nepal’s economy became more perceptible after the beginning of the peace process. Nepal hasn’t seen the kind of economic growth which normally follows the establishment of peace after a long period of conflict in any country. This is mainly because we could not give priority to our economic issues.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The fact that the political parties in Nepal cannot agree on even presenting the country’s full national budget on time speaks volumes about our current problems. The country could not get its annual budget on time, except for one fiscal year, after the start of the peace process in 2006. It is unfortunate that the politicians have failed to focus on the country’s economic agendas over this period. Their concern for the worsening economy is limited to slogans and speeches only. In reality, their only concern is how to get the reins of power. Power is what they have been fighting for all these years, after the signing of the peace deal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">We don’t have the pre-requisite for development, either. For example, we lack the infrastructures that are a must for a big-budget project to run smoothly. We haven’t been able to encourage local as well as foreign investors to invest in the country. High transaction costs, power shortage and water scarcity have made it further difficult to sustain the industry. In addition, the investors find the overall environment in the country not conducive for investment.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There is uncertainty in the global environment and the political instability in Nepal has made achieving economic prosperity further difficult. My research on finding the sources of economic growth also suggests the need to have proper economy and to make good policies to implement them. If we do it, we can have high growth rate in coming 10 years- and we don’t need to wait for 2030. Nepal can benefit from the development of global economic hubs like China and India as well. We could increase our income by five times what we earn today. We can have better economy than the newly emerged economies like Malaysia, UAE and other Gulf countries.</span> <br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.', 'sortorder' => '658', '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) 10 => array( 'Article' => array( 'id' => '767', 'article_category_id' => '52', 'title' => 'From The Editor December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> 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<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The Baseless Rate</span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="From The Editor" border="1" height="242" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/NRB.jpg" vspace="10" width="380" /><br /> </span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: rgb(34, 30, 31);">n the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance. In other words, it is a mere paper, not a policy. It is because if the banks were to treat this as a mere reference rate on lending, as the NRB claims, the rationale of the whole exercise, as it is, would be futile. If the NRB intended to make the circular mandatory but remained short of doing so in apprehension of reprisals, it is on the wrong plank of policy formulation. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The formulae suggested by our central bank through this circular to calculate the cost of fund for lending make us believe that the rate is similar to the ‘base rate’ of the Reserve Bank of India that came into effect in July 2010 or the Discount Rate of the US Federal Reserve that has been there for years. Central banks enforce such base rates to prevent the systemic failure of financial institutions, if the latter indulge in deficit-driven transactions for a long period of time. But in our case, there are only a few instances where Class ‘A’ banks have actually incurred losses by resorting to competitive lending rates, which are below the actual cost of fund.</span></span><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">If the idea behind the NRB’s base rate circular is to keep the interest rate regime transparent, then it may be taken positively. However, the transparency component has already been incorporated in the concept of quarterly publication of the financial statements of the banks and financial institutions. Therefore, this circular without teeth was an unnecessary exercise.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">In fact, central banks which have to handle a financial system with abundant liquidity often enforce base rates to prevent banks from resorting to cheaper lending rates to attract or retain clients. Also, such rates are applicable where the interest on lending, like in the US, is very low - at times below 3-4 percent per annum. Or, in the case of the 2010 Indian economy which was feared to be over-heated. But Nepal’s banking system at present has no such issues. The system, more often than not, remains cash-strapped. As a result, the banks’ interest rates are usually high - at times as high as 20 to 22 percent. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Besides, the practice of central banks fixing base rates has become an outdated and anti-free-market concept over the past couple of years. If a particular bank opts to lend at a cheaper rate with low profit margin, it may earn even more out of the sheer volume of the transactions. Therefore, it is up to the business manager of a bank to decide what market strategy to adopt and at what price to sell its products. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"> <span style="color: rgb(34, 30, 31);">The NRB’s circular to the banks to publish their base rates on a monthly basis is an additional cost burden on them. Not only that, barring the banks in all circumstances from lending at rates lower than the base rate is barring them from the freedom of portfolio and treasury management. The interest rates on lending to a variety of projects (like SME loan, consumer financing and mega-project financing) are bound to be starkly different. Therefore, an efficient bank may like to finance at lower interest rates the projects that give it a better mileage in the market, though not a direct profit, and compensate for the ‘loss’ by lending to projects where it may be able to charge higher interest rates. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <span style="line-height: 115%; color: rgb(34, 30, 31);">In this exercise of base rate policy, the intentions of quite a few stakeholders got badly exposed. The NRB’s actual intention was to make it mandatory, not because it would do any good to the system, but because the regulator perhaps wanted to show that it still has some controlling powers over the financial sector. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> It was clear that some established bank were in favour of the circular whereas the new ones, whose costs of fund are likely to run high if calculated according to NRB guidelines, were averse to it. But, the new banks could not muster the courage to say that the circular was an unnecessary exercise. The NRB, on the other hand, could not justify its half-hearted approach in introducing it. </span><br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'In the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance.', 'sortorder' => '657', '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) 11 => array( 'Article' => array( 'id' => '766', 'article_category_id' => '45', 'title' => 'Corporate Movements November 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="Pa17"> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="november 2012" border="1" height="120" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate(2).jpg" vspace="10" width="223" /><br /> <br /> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Newcomers </span></strong></p> <p class="Default"> <br /> <img alt="abhinav" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHINAV-N-RANA.jpg" vspace="10" width="94" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">ABHINAV N RANA has joined Hotel Tibet International as Vice President – Operations. Earlier, he was the Acting General Manager of Hotel Radisson Kathmandu.</span><br /> <br /> <br /> <img alt="govinda" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GOVINDA-GURUNG.jpg" vspace="10" width="98" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">GOVINDA GURUNG has joined Civil Bank Limited as Senior Executive Officer. Earlier, he was Deputy General Manager at Mega Bank Limited. </span></p> <p class="Default"> <br /> <img alt="arun risal" border="1" height="110" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ARJUN-RISAL.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">ARJUN RISAL has joined Century Commercial Bank as Branch Manager, Birtamod branch. Earlier, he was Branch Manager at Bank of Asia, Dharan branch</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Promotions at Hotel Radisson<br /> <br /> <br /> <img alt="umesh bhatta" border="1" height="109" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/UMESH-BHATTA.jpg" vspace="10" width="89" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">UMESH BHATTA has been promoted as Senior Banquet Manager of Hotel Radisson Kathmandu. Earlier, he was Banquet Manager at the hotel. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="sweta" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SWETA-SHRESTHA.jpg" vspace="10" width="87" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SWETA SHRESTHA has been promoted as Sales Manager. Earlier, she was Asst. Manager – Sales & Marketing at the hotel. </span></p> <p class="Default"> <br /> <img alt="mukesh" border="1" height="88" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/MUKESH-PRASAD.jpg" vspace="10" width="72" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">MUKESH PRASAD YADAV has been promoted as Asst. Chief Engineer. Earlier, he was Senior Shift Engineer at the hotel. </span></p> <p class="Default"> <br /> <img alt="lok raj dhungana" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LOK-RAJ-DHUNGANA.jpg" vspace="10" width="89" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">LOK RAJ DHUNGANA has been promoted as Asst. Manager – Account Department. Earlier, he was Account Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="poonam" border="1" height="99" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/POONAM-MANANDHAR.jpg" vspace="10" width="70" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">POONAM MANANDHAR has been promoted as Asst. Manager – Sales. Earlier, she was Sales Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="karuna" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/KARUNA-MANANDHAR.jpg" vspace="10" width="77" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">KARUNA MANANDHAR has been promoted as Asst. Manager – Public Relationship and Publicity. Earlier, she was Executive – Public Relationship (PR) at the hotel.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Transfers at Civil Bank Limited<br /> <br /> <br /> <img alt="suraj" border="1" height="111" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-BICKRAM-SHAHI.jpg" vspace="10" width="98" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">SURAJ BICKRAM SHAHI has been transferred as Head of Promotion, Publicity & Retail Services Marketing Department at Civil Bank Limited. Earlier, he was Chief e-Banking Officer. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="abhijeet" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHIJEET-SHRESTHA.jpg" vspace="10" width="88" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">ABHIJEET SHRESTHA has been transferred as Chief Human Resources Officer. Earlier, he was Head of Promotion & Publicity and Research & Development Department. </span></p> <p class="Default"> <br /> <img alt="diwas karki" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DIWAS-KARKI.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">DIWAS KARKI has been transferred as Chief e-Banking Officer. Earlier, he was Chief Human Resources Officer.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Newcomers at Samsara Money Transfer<br /> <br /> <img alt="jeewan" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JEEWAN-BABU-SHRESTHA.jpg" vspace="10" width="86" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">JEEWAN BABU SHRESTHA has been appointed as the Executive Vice Chairman of Samsara Money Transfer Private Limited. Earlier, he was the CEO of Hama Merchant and Finance Ltd. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <img alt="suraj chettri" border="1" height="106" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-CHHETRI.jpg" vspace="10" width="88" /></span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SURAJ CHHETRI has been appointed as Director – Marketing and Business Development. Earlier, he was Head – Marketing at International Money Express (IME) Pvt Ltd. </span></p> <p class="Default"> </p> <p class="Default"> <img alt="jagat" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JAGAT-PRASAD-RIJAL.jpg" vspace="10" width="91" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">JAGAT PRASAD RIJAL has been appointed as Director – Operation and Accounts. Earlier, he was Assistant Manager – Accounts at International Money Express (IME) Pvt Ltd.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Government Appointments<br /> <br /> <br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">BHANU KANDEL has been appointed as the Chairman of Nepal Auditing Standard Board for three years. He is a Chartered Accountant by profession. <br /> <br /> <br /> <img alt="laxman" border="1" height="116" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LAXMAN-HUMAGAIN.jpg" vspace="10" width="96" /><br /> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">LAXMAN HUMAGAIN has been appointed as the General Manager of Nepal Television (NTV) for four years through free competition. Earlier, he was Senior News Editor at NTV.</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span class="A10"><span style="line-height: 115%; font-family: ">Note: </span></span><span class="A10"><span color:="" style="line-height: 115%; font-family: ">If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage. com. 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Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><img alt="german ambassador" border="1" height="261" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/german.jpg" vspace="10" width="344" /><br /> <strong>German Ambassador Frank Meyke with Vice President of Nepal Paramananda Jha at the reception held to celebrate the Day of German Unity.</strong></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"><br /> <br /> <img alt="wto" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/WTO.jpg" vspace="10" width="135" /><br /> </span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">WTO Assistance on Herb Exports</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The World Trade Organization (WTO) is providing financial assistance to the government to ease the exports of Nepali medicinal herbs to the international market. "The Enhanced Integrated Framework (EIF) of WTO has assured us assistance for the international marketing of herbs," informed Toya Narayan Gyawali, Joint Secretary at the Ministry of Commerce and Supply (MoCS). Nepal Trade Integration Strategy (NTIS) 2010 is gearing to submit a proposal to the EIF in order to get its assistance for improvement of forward and backward linkages. The financial aid received from EIF will be utilised for enhancement of international market prospects, to increase the capacity of farmers and entrepreneurs, and for designing of products and packaging. After ginger and pashmina, the Nepali medicinal herb is the third product to seek EIF assistance to prosper linkages. The ministry is looking for EIF assistance to propel Nepali medicinal herbs and the Government of Nepal has already received Rs 110 million from EIF to enhance production and processing of ginger, Gyawali said. According to the statistics of Trade and Export Promotion Centre (TEPC), Nepal exported medicinal herbs worth Rs 710 million in fiscal year 2010/11. Nepali medicinal herbs have found a few lucrative destinations for the exports in USA, France, Germany, Vietnam, Singapore, Japan, Italy, Russia, Belgium and South Korea.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Foreign Investors Upbeat about Hydropower Sector</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Federation of Nepalese Chambers of Commerce and Industry (FNCCI) have informed that investors from Korea, Philippines and Taiwan have shown interest to invest in the hydropower sector. "The recently concluded three-day regional conference of Asia- Pacific Chambers of Commerce and Industry (CACCI) provided a platform to know about the foreign investors' interest in Nepal's hydropower sector,” said Gyanendra Lal Pradhan, Chairperson of Energy Committee at FNCCI. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">President Dr Ram Baran Yadav had inaugurated the conference and acknowledged the private sector's role in strengthening the country´s economy. He further made an appeal to all the business leaders to invest in Nepal. "The conference is fruitful not just for Nepal but also for the entire region," said Suraj Vaidya, President of the FNCCI. At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector. His investment would be in Upper Mai Hydroelectric Project (9.98 MW), which is being developed by High Himalaya Hydro Company. Top–notch businessmen of the region, who gathered in Kathmandu for the 26th conference of CACCI, admitted there were structural problems in Nepal´s hydropower sector. “There are security risks at the project sites in Nepal. The volatile political situation is always a big threat for us to work,” said Dilip Singh, General Manager of Himal Hydropower Company, during a panel discussion.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Four Hydro Projects’ PDA to be Signed</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Investment Board (IB) is all set to sign Project Development Agreement (PDA) with four hydropower projects. According to a release from the Board, a meeting held between the Board and project promoters concentrated on the legal provisions of the agreement. Earlier, the Board had handed over the draft of the agreement over to the project promoters. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The promoters, who have been demanding the Board for the PDA for some time now, expressed their individual views on the shortcomings of the draft in the meeting. The project promoters said that the indecisiveness of the government is impeding the projects. "The interruption in the PDA has delayed the construction of the project by one and a half years," said one of the promoters. He further said that the tender process for constructing road to the project site has also been interrupted due to the delay in PDA. The Board is preparing to sign PDA with Tamakoshi III (650 MW), Upper Karnali (900 MW), Upper Marsyangdi (600 MW) and Arun -III (900 MW) hydro projects. The government took more than two years to prepare the draft of the PDA. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The signing of the PDA will facilitate the production of 3,000 MW electricity from four big projects put forth by the board. The government has prepared the draft after foreign investors expressed their insecurities over their investment. The investors have grown insecure owing to the frequent changes in laws and policies regarding hydropower. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government had taken the cabinet decision in April 2010 regarding the preparation of the PDA draft of the projects and appointed Harvard Smith, a British law consultant for the purpose. The PDA model incorporates the provisions for free energy, incentives for the state, facilities to be provided by the state, and security among various other aspects.</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Cabinet Shuffles Secretaries</span></span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government has promoted some joint secretaries and transferred secretaries at various ministries and government offices through a cabinet meeting held on October 18.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><img alt="cabinet" border="1" height="370" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cabinet.jpg" vspace="10" width="500" /></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '0000-00-00', 'keywords' => '', 'description' => 'German Ambassador Frank Meyke with Vice President of Nepal Paramananda Jha at the reception held to celebrate the Day of German Unity.', 'sortorder' => '655', '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) 13 => array( 'Article' => array( 'id' => '764', 'article_category_id' => '34', 'title' => 'Service November 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> 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mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Non-life Insurance Companies Register 11 Per Cent Profit</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. It is a good profit and companies who have managed their managerial cost well have made encouraging profit,” said Binod Aryal, Executive Director of the Insurance Board (IB).</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year, Sagarmatha Insurance (SI) made the highest profit among non-life insurance companies. SI made a profit of more than 20 per cent of its total insurance premium collected. The company earned Rs 641.9 million out of which its profit amounted to Rs 131.7 million.</span></p> <p> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Bharat Basnyat, CEO of the company said the managerial cost of the company is less than nine per cent of the total insurance premium collected and that enabled the company to make high profit. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">According to the IB, the profit of non-life insurance companies has been increasing since the last two years. In fiscal year 2010/11, these companies’ profit increased by 16 per cent compared to the previous fiscal year. Likewise, in fiscal year 2011/12, the profit increased by 33 per cent compared to the fiscal year 2010/11.</span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">In fiscal year 2011/12, the profit of non-life insurance companies increased by 33 per cent compared to the fiscal year 2010/11.</span></span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro""> <br /> <br /> <img alt="JCB" border="1" height="170" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JCB.jpg" vspace="10" width="309" /><br /> </span></span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JCB Operator Meet in Dhangadhi</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">M.A.W. Enterprises Pvt Ltd JCB Division, a sole distributor of JCB construction and heavy equipment, organized an “Operator Meet” in Dhangadhi on 3 October. “The main objective behind this event is to educate and update operators about proactive maintenance,” said the Marketing Manager of JCB Division. He added, “This type of training is beneficial to operators and machine owners as well.” </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Operators were educated and made aware about operating machine safely and in a trouble-free manner so that they can increase the life of their machines. They were also educated about taking care of their machines in order to minimize the unforeseen breakdowns arising in the future. Benefits of using genuine parts against spurious parts were also shared with the operators.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <br /> <img alt="hasyayatra" border="1" height="169" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hasyayatra.jpg" vspace="10" width="133" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">IME Haasya Yatra</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">IME's direct marketing campaign "IME Haasya Yatra...Byroad ko Batoma" organized in association with Global IME Bank in promotion of Indo- Nepal remittance service continued in western Nepal in the month of October as well. The Roadshow with popular comedians Deepak Raj Giri and Deepa Shree Niraula showcased their performances in Salyan on October 1st, Tulsipur on October 2nd, Surkhet on October 3rd, Nepalgunj and Gularia on October 4th, Dhangadi on October 6th, Dadeldhura and Baitadi on October 7th, Mangalsen on October 8th, Sandikharka and Tamghas on October 11th, Tansen on October 12th, Syangja on October 13th, Baglung on October 14th and finally in Damauli on October 15th.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JMT and Norvic Host World Heart Day 2012 Programme</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">Jayanti Memorial Trust (JMT) and Norvic International Hospital hosted a World Heart Day 2012 programme on 29 September. JMT has been actively contributing to the nation’s social service sector from the past decade by sponsoring treatment for less fortunate cardiac patients, raising public awareness on cardio and cardiac diseases, conducting free heart camps for the screening of any possible prevalent cardio or cardiac diseases and Continuing Medical Education (CME) for the national cardiologists with the support from International experts. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Apart from counseling and providing guidance to less fortunate cardiac patients at Gangalal National Heart Centre and Manamohan Cardio Thoracic Centre through its social service room, JMT has also collaborated with various organization and institution such as Banks, Hotels, Hospitals, Alumni etc in building awareness regarding various forms of cardio and cardiac diseases, through screensavers, awareness posters and radio jingles. JMT has been conducting programs on the occasion of the World Heart Day with Norvic International Hospital in the past as well.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="seeingisbelieving" border="1" height="107" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/worldsightday.jpg" vspace="10" width="198" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Celebrates World Sight Day</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">mark World Sight Day 2012, Standard Chartered Bank Nepal Limited organised various initiatives aimed at building awareness among the people. World Sight Day is celebrated annually on the second Thursday of October to raise awareness of visual impairment. The Bank is also in the process of entering into agreements with Tilganga Institute of Ophthalmology (TIO) and other Eye Hospitals to sponsor cataract surgeries targeting underprivileged and economically backward people of Nepal. </span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Earlier, with a view to reinforce the Seeing is Believing agenda in Nepal, Standard Chartered Group had extended a financial assistance of US$ 1.1 million for construction of Biratnagar Eye Hospital in Biratnagar under the Eastern Region Eye Care Programme. SCB Nepal, in the year 2011, signed an agreement with TIO to sponsor 1,000 cataract surgeries between 2011/12. SCB Nepal has so far been instrumental in restoration of sights of over 6,000 poor and underprivileged people since the launch of the campaign in year 2003. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">‘Seeing is Believing’ is a global initiative to help tackle avoidable blindness, and is a collaboration between Standard Chartered and the International Agency for Prevention of Blindness (IAPB). To date, Seeing is Believing has raised over US$ 50 million for blindness initiatives and plans to raise a further US$ 50 million by 2020. Seeing is Believing is the single largest contributor to the development of Vision 2020 programmes through IAPB. As part of the Seeing is Believing programme, Standard Chartered pledges to match all donations until the target of US$ 100 million is reached.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="yamaha" border="1" height="71" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamaha(1).jpg" vspace="10" width="324" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Yamaha Safe Riding Science</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Yamaha organized ‘Yamaha Safe Riding Science (YSRS)’ at Kings College, Babarmahal on Oct 1. More than 60 students participated in the workshop. The objective of the one-day program was to increase road safety awareness for bike riders through theoretical and practical sessions by trained YSRS instructors. Students were informed about causes of accidents, precautions to take while riding, proper riding posture and other similar issues.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="standard chartered" border="1" height="178" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/standardcharteredbank.jpg" vspace="10" width="271" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Bank Awards Scholarships</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">In line with the Bank’s focus on youth and education, Standard Chartered Bank Nepal found an good opportunity through VISCOSS – Nepal (Village School-College Students Scholarship Project – Nepal), to reach the village schools and be able to support the deserving students of Shree Mahendra Shanti High School, Balkot, Bhaktapur. The Bank has been providing scholarship to 15 deserving students of this school since 2002 and it awarded the scholarships to meritorious students for academic year 2068/69. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Diwakar Poudel, Head of Corporate Affairs of the Bank, gave away the scholarships at a function organized at the school. Dipak Kafle, the District Education Officer, was also present on the occasion and gave away other various prizes to students during the function. Speaking on the occasion, Poudel congratulated the recipients of the scholarships and encouraged them to grow up to be responsible citizens of the country. He also assured the school to provide other feasible support in the coming year. The Bank earlier had provided the school with 20 units of computers for facilitating computer education to the students. The Principal of the school thanked the Bank and VISCOSS Nepal for the support being provided to the school and the children.</span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '0000-00-00', 'keywords' => '', 'description' => 'In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. 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style="line-height: 115%;">Corporate</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;"><img alt="qatar" border="1" height="81" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qatar(7).jpg" vspace="10" width="284" /><br /> Qatar Airways Introduces New Payment Options</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The new solution offers greater flexibility to passengers who can now create bookings online and pay for these bookings in cash at a local Qatar Airways reservations and ticketing office. The payment must be completed within 24 hours of creating the booking on www.qatarairways.com. Once payment for the booking is made, passengers can then check-in online and also select their preferred seat and meals. Passengers who prefer to pay with credit cards can still complete their travel arrangements online.<br /> <br /> Qatar Airways Chief Executive Officer Akbar Al Baker said that the new feature was introduced to give passengers more payment choices. “Our passengers want to be able to book online 24/7 and instantly access our latest offers. So, this solution is both user friendly and gives passengers greater flexibility.” </span> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Doha-based Qatar Airways recently launched its new-look, customer-focused, interactive website, designed for a complete user-friendly experience. The website ensures seamless, easy and quick navigation through various pages, making booking with Qatar Airways effortless. Clicking on the interactive route map, passengers can easily choose their next travel destination and directly proceed to booking. In addition to getting updated on their current flight status, passengers can select additional services with various hotel and car partners and even book a holiday package.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> <img alt="anichyoing" border="1" height="138" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anichyong(1).jpg" vspace="10" width="268" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Ani Choying Drolma and Shristi Shrestha Brand Ambassadors of BB Airways</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="line-height: 115%;"> </span>BB Airways brought beauty and Buddha together signing Miss Nepal 2012 Shristi Shrestha, and singer and philanthropist Ani Choying Drolma as its brand ambassadors. “Drolma is an icon of Buddhism in modern Nepal and Shrestha represents the beauty of Nepal,” said Shishir Bhatta, the Managing Director of BB Airways. He added, “It goes with our motto of combining spiritualism with modernity.” </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">BB Airways is promoted by Non-resident Nepali entrepreneur Bhaban Bhatta who owns numerous businesses in Japan and Nepal. He is the treasurer of the International Coordination Council of Non-Resident Nepali Association and has been Japan chairman of the association.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><strong><span class="A12">Oktoberfest at Radisson </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><br /> </span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Radisson Hotel hosted Oktoberfest at its newest outlet, The Terrace Garden, on Fridays and October 12 and 13. The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">“Oktoberfest at Radisson is for tourists to make them feel at home during the festive season and to promote our newly opened outlet The Terrace Garden which has a seating capacity of 70 people,” said Kabir Jung Thapa, Director of Food and Beverage at Radisson, adding, “The buffet includes imported meat items, mostly sausages with varieties of bread.” </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Starters, soups, live barbeque, carving station and desserts included German potato salad, mixed grain salad; roasted beetroot, walnut and goat cheese salad, red slow salad, homemade Sauerkraut, Sauerkraut Beer Soup with Frankfurters, Gammon with grain mustard, Frankfurter, Bratwurst and Whitwurst, Getreide Meal Laib (meat loaf), barbeque pork ribs, Bratwurst, Dark Beer marinated barbeque chicken, Speck Kuchen (Bacon Cake), Chicken Paprikash, Grilled Snapper with almond butter, Bavarian Cream with Plum Compote, Apple and Rum Custard Cake. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;">The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;"> <br /> <img alt="everest bank" border="1" height="87" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/everestbank.jpg" vspace="10" width="281" /><br /> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Everest Bank Announces 17 % Net Profit</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Board of Directors of Everest Bank Limited, in a Board Meeting held on 20 September, approved and signed the audited Balance Sheet for the year ended Asadh 2069. The Board noted that the Bank has highest EPS (Earning per Share) of Rs 88.55 among all the Banks in the country; highest reserves (as percentage of Paid-Up Capital) at 228 per cent and one of the lowest NPA. It further noted that the net profit of the Bank has gone up by 17 per cent to Rs 109.05 crores. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">he Board also noted that as part of its innovative services, the Bank has recently opened five automatic Cash Deposit Kiosks and started trial innovative banking services through mobile phones (branded as Mobile ATM).<br /> <br /> <br /> </span></span></p> <p> </p> <p> </p> <p> <span style="font-size:14px;"><img alt="fiat" border="1" height="147" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/fiat(1).jpg" vspace="10" width="150" /><br /> </span></p> <p> </p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Fiat Free Check-up Camp<br /> <br /> </span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Brother Motors Pvt Ltd, the sole distributor of FIAT cars for Nepal, organized Free Check-up Camp for all FIAT cars on 2nd and 3rd of October in their modern service center situated at Basundhara, Kathmandu. All FIAT customers had free vehicle check-up, special discounts on top up of oils, coolants, battery fluids, spare parts and labour charges. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Batas Brothers Motors Pvt Ltd has been distributing FIAT cars in Nepal and the popular models are Linea and Punto. Deputy GM Alok Josee said due to the growing popularity of FIAT vehicles, Batas Organization has been doing various activities and events to provide added services to its valued customers.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Kwiks" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kwiks.jpg" vspace="10" width="230" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Kwiks Cheeseballs Celebrates 25 Years</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><span style="line-height: 115%; font-family: "><br /> </span>To celebrate the unique taste of Kwiks Cheeseballs, Chaudhary Group launched a celebration campaign on its 25th anniversary. The Group launched the campaign with the slogan “Making people lick their fingers for last 25 years.”</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Bank of Kathmandu" border="1" height="186" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bok(1).jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">BoK AGM Approves 21.32 % Cash Dividend</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The 18th Annual General Meeting (AGM) of Bank of Kathmandu (BoK) Ltd held on 12th October approved five percent Bonus Share and 21.32 per cent Cash Dividend to its valued Shareholders. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">While highlighting the Bank’s overall progress in the Fiscal year 2068/069, Chairman of the Bank Narendra Kumar Basnyat stated that the bank managed to earn Operating Profit of Rs 883 million out of which Net Profit stood at Rs 607.7 million in the fiscal year. The total deposits at the end of the fiscal year 2068/069 summed to Rs 24.99 billion, an increment of 18.90 per cent in comparison to corresponding figure of last fiscal year. Similarly, loans and advances increased by 7.59 per cent at the end of the fiscal year 2068/069 with total lending of Rs 19.32 billion. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">During this period, the Bank also added four new branches which put the total number of its branches at 45. Moreover, the bank also runs seven extension counters throughout the country. Apart from this, the customers can utilize the facility of its network from 54 ATM counters. During the FY, the bank introduced attractive new products and services catering to different segments of customers and was actively involved in microfinance projects in various parts of the country, thus improving the microfinance business.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="harrison" border="1" height="146" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cacci.jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Harrison Wins CACCI – FNCCI Annual Golf Challenge</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Keith Harrison won the CACCI – FNCCI Annual Golf Challenge at Gokarna Golf Club. Harrison playing with 4 handicap scored 37 Stableford points to win the tournament over Deepak Rajbhandari and Rene Vijay Einhaus by two strokes. Deepak Rajbhandari finished runner-up on the count back whereas Rene Vijay Einhaus, 1 handicap Golfer got the best gross award with three over gross score (33 gross points). </span></span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rita Thapa bagged the best lady golfer award with the score of 27 points. Subodh Thapa won the group category among the CACCI members with 33 points and Pradeep Kumar Shrestha was Runner-up. Stephan Wong was winner among international participants of CACCI members. Prabhakar Adhikari received closest to the pin award, TG Shrestha got the longest drive prize and Rene Vijay Einhaus won most birdies award with five birdies. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 54 players took part in the tournament organized by Confederation of Asia- Pacific Chamber of Commerce and Industries (CACCI) and Federation of Nepalese Chamber of Commerce and Industries (FNCCI). The tournament was played under Stableford format with 3/4 handicap.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Batas Appointed PETRONAS Distributor</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Organization has been appointed the sole selling distributor of PETRONAS Lubricants (India) Pvt Ltd for Nepal, a wholly owned subsidiary of PETRONAS that stated lubricants operation in India in 2006. The objective of entering Nepal lubricant market is to give bring value position to its valued consumers and customers viz technology, high performance engine oils Euro IV & Euro V, higher drain intervals and eco friendly oils thus conserving the natural resources and huge savings to the consumer –high performance oils, said the company. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">PETRONAS Lubricants (India) Pvt Ltd is rated as the fastest growing lubricant company in India. It also plans to introduce a complete range of oils – mach-5 range for cars, URANIA for DEO range and sprinta range for MCO including SELENIA range of products and AKROS for tractors. 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5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "><img alt="bajajtantra" border="1" height="117" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajaj(1).jpg" vspace="10" width="208" /><br /> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Weekly Winners of Bajajtantra</span></span></span></strong></p> <p class="Default" style="line-height:10.05pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Hansraj Hulaschand and company, an authorized distributor of Bajaj motorbikes in Nepal, announced its fourth week winners of Bajajtantra - its latest offer scheme on the auspicious occasion of Dashain and Tihar 2069. List of prizes, names of the winners and their coupon numbers were as follows: </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Under this exciting offer that carried an equally exciting catchphrase ‘Vote kaslai, aafailai’, people could win an instant cash discount up to Rs 1 lakh through scratch at the time of buying any Bajaj bike and every week, seven consumers could participate on the scheme offer and win above mentioned gifts by voting for their desired prizes through lucky draw.<br /> <br /> <img alt="bajajyatra" border="1" height="228" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajtantra.jpg" vspace="10" width="500" /><br /> <br /> <br /> <br /> <br /> <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="springwood" border="1" height="160" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/spring.jpg" vspace="10" width="325" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Springwood Youthful Moments Declares Winners</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">‘Springwood Youthful Moments’, an online contest was hosted by Surya Nepal Pvt Ltd (SNPL) for its “Springwood” range of men’s garments. This contest began on 16th of July and ended on 9th of October. The participants had to take a photograph that depicted fun and exciting moments in their lives and submit it to enter the contest via an app created for Springwood’s Facebook Page. Those generating maximum likes on their uploaded photograph, were due to received gifts from Springwood. Those who sported Springwood garments for the photograph were given benefit of extra 10 per cent credit in the contest. The contest garnered huge popularity on the Springwood fan page on Facebook, which now boasts 10,149 fans. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 59 participants were shortlisted and Ganesh Gurung (with 732 likes on his picture) bagged the first prize of a Springwood gift voucher worth Rs 15,000. The 2nd position went to Avishek Mali (572 likes on his picture), who received a Rs 10,000 gift voucher and the 3rd position was won by Ratna Khadka (539 likes on his picture), who received a Rs 5,000 voucher. The consolation prizes of gift vouchers worth Rs 2000 each were won by Gopal Acharya, Carol Kanodia, Nikita Saraf, Yelin Hyoju, Swastik Raj Banjara, Anusha Shrestha and Jagannath Luitel.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <img alt="rana" border="1" height="214" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rana(1).jpg" vspace="10" width="256" /></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Rana Wins Indian Ambassador's Cup</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Robin Rana won the Indian Ambassador's Cup Golf Tournament at Gokarna Golf Club. Rana playing with 14 handicap edged out Subodh Thapa by one point. Rana scored 42 stableford points to win the trophy; he got 21 points on the front nine and brought an identical score on the back nine. Thapa playing with 18 handicap scored 41 points, 21 points on the front nine and 20 points on the back nine to finish as the Runner-up. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rene Vijay Einhaus won the best gross award with 33 gross points. Rekha Ghimire bagged Ladies trophy with 30 points and Kesang Lama finished second in the ladies with 29 points. KNS Thapa was the winner among the senior golfers aged 65 and above and Victory SJB Rana came second among the seniors. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 64 golfers took part in the tournament played under stableford format with full handicap (maximum allowance 18). Indian Ambassador Jayanta Prasad, Chief of Army Staff Gaurav SJB Rana, and Vice President - Technical of Surya Nepal Pvt Ltd Sanjiv Gandhi gave away the prizes to the winners. Captain of the Gokarna Golf Club, Joseph Nathan was also present on the occasion.<br /> <br /> <br /> <br /> <strong><img alt="visa" border="1" height="100" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/visa.jpg" vspace="10" width="144" /><br /> </strong></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Visa Cards Discounts at Bhatbhateni</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bhatbhateni Superstore provided discounts up to 10 per cent to the customers who pay their bills by Visa debit or credit card on the occasion of Dashain and Tihar. The Store provided this discount in association with Visa Worldwide. The discount could be availed at all six outlets of Bhatbhateni at Maharajganj, Patan, Bauddha, Koteswor and Bhatbhateni in Kathmandu valley and also in Pokhara. Buyers received the discount instantaneously upon paying the bill with Visa cards. The scheme started on 16 October and was valid for a month.<br /> <br /> <br /> <img alt="bajaj discover" border="1" height="137" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajbike.jpg" vspace="10" width="217" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Bajaj Discover World’s Largest Selling Motorcycle</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bajaj informed that its motorcycle Bajaj Discover became the world’s largest selling motorcycle. The company claimed that this was the result of successful technical and marketing aspects of Discover. The company recently launched Discover 125 ST, the latest model of Discover in the market.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/marathon.jpg" vspace="10" width="240" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Sixth Real Kathmandu Marathon</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The 6th Real Kathmandu Marathon for this year was held on the 13 October. The theme of this year’s marathon was “Live Green, Breathe Clean”. The marathon had several categories such as Full and Half Marathons as well as Open, School and Wheelchair Events. The marathon started at 6:00 am from Dashrath Rangashala, Tripureswor amidst a huge number of excited participants. Taking all the race categories in consideration, there were 2,000 participants in total from all walks of life.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="real" border="1" height="139" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/real.jpg" vspace="10" width="208" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Real School of Nepal-2012</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Grand Finale of Real School of Nepal-2012 was held on 25 September. The five regional champions that competed in the Grand Finale were Eureka Residential Higher Secondary School from Dharan, Gandaki Higher Secondary Boarding school from Pokhara, Budhanilkantha Public Boarding School from Kathmandu, Sainik Awashiya Mahavidyalaya from Bhaktapur and Ideal Model Higher Secondary School from Lalitpur. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The winner of the Real School of Nepal 2012 was Ideal Model Higher Secondary School from Lalitpur. Eureka Residential Higher Secondary School from Dharan and Sainik Awashiya Mahavidayala from Bhaktapur were declared 1st and 2nd runner up respectively.</span></span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '2012-12-21', 'keywords' => '', 'description' => 'Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office.', 'sortorder' => '653', 'image' => null, 'article_date' => '0000-00-00 00:00:00', 'homepage' => false, 'breaking_news' => false, 'main_news' => false, 'in_scroller' => false, 'user_id' => '0' ) ) ) $current_user = null $logged_in = falseinclude - APP/View/Elements/side_bar.ctp, line 60 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
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Earlier, he was Deputy General Manager at Mega Bank Limited. <br style="mso-special-character:line-break" /> <br /> <br /> <img alt="pachauri" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/pachauri.jpg" vspace="10" width="150" /><br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SP PACHAURI has been appointed as CEO of United Telecom Ltd replacing immediate past CEO Arun Gupta. Earlier, Pachauri was HR Director at Mahanagar Telephone Nigam Ltd (MTNL) India. <br style="mso-special-character:line-break" /> <br /> <br /> <br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SYED MAHMOOD AHMAD has joined as CEO of Surya Nepal Pvt Ltd replacing Sanjiv Keshava. Earlier, Ahmad was Executive Vice President, Marketing, Tobacco Division at ITC Limited India.<br style="mso-special-character:line-break" /> <br /> </span><br style="mso-special-character:line-break" /> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:"><img alt="ravikapila" border="1" height="125" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ravikapila.jpg" vspace="10" width="105" /><br /> RAVI KAPILA has been appointed as the General Manager of The Everest Hotel. He has over 32 years of experience in hospitality industry and has worked in brands such as Taj, Ravada and Holiday Inn. </span></p> <p class="Default"> <br /> </p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt">RAJU KIRAN has been appointed as the Corporate General Manager of KGH Group of Hotels & Resorts. Kiran has over 32 years of experience as a Senior Manager in five star hotels in Nepal and abroad. </span></p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">RAJENDRA BAHADUR SINGH has been appointed as the Managing Director of Simrik Air. Singh is also one of the promoters of the company.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">New Comers at Nepal Purwadhar Bikash Company Ltd (NPBCL) </span></b></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="ranjeeta" border="1" height="187" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ranjeeta.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">RANJEETA SHRESHTA joined NPBCL as Junior Finance Officer. Earlier, she had worked for various projects under International Development Project, Nepal. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="shudipa" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/shudipa.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SHUDIPA SHRESTHA RAJBHANDARI joined NPBCL as Senior Administrator. Earlier, she had worked for the Nepal Flood Recovery Program (NFRP) under USAID, Nepal.</span></p> <p class="Default"> <img alt="subarna" border="1" height="188" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUBARNA.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SUBARNA LAL BAJRACHARYA has joined NPBCL as CEO. Earlier, he was Contract Specialist at USAID. </span></p> <p class="Default"> </p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">BHANU KADEL has joined NPBCL as Finance Manager. Earlier, he was CEO at Rising Development Bank. </span></p> <p class="Default"> <br /> <img alt="subarna" border="1" height="182" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sanjaya(1).jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SANJAY NEUPANE has joined NPBCL as Marketing Manager. Earlier, he was Associate director of sales at Hotel Soaltee . </span></p> <p class="Default"> <br /> <img alt="sureshdecember2012" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/suresh.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SURESH MANADHAR has joined NPBCL as Chief Admin Officer. Earlier, he had worked with Centre for Economic Development and Administration (CEDA) for 25 years. </span></p> <p class="Default"> <br /> <img alt="rajeena" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rejeena.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%">REJEENA SHRESTHA joined NPBCL as Senior Accountant this November. Earlier, she had worked with Rishi Exim International.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%"> </span></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">Government Appointments </span></b></p> <p class="MsoNormal"> <img alt="fatta" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/FATTA.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">DR FATTA BAHADU KC has been reappointed as the Chairman of Beema Samiti.</span><br /> <br /> <img alt="madan" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MADAN.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">MADAN KHAREL has been appointed as the General Manager of Nepal Airlines Corporation (NAC). <br /> <br /> </span></p> <p class="Pa18"> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Promotions </span></strong></p> <p class="MsoNormal"> <img alt="ajay" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ajay.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">AJAY KUMAR MISHRA has been promoted as CEO of Prudential Finance Company Ltd (PFCL). Earlier, he was General Manager at PFCL.</span><br /> <br /> <img alt="som" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SOM.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">SOM BAHADUR THAPA has been promoted to the position of Executive Chef of Radisson Hotel, Kathmandu. Earlier, Thapa was working as a Group Executive Chef in Iririki Island resort & Spa and Grand Hotel & Casino, Vanuatu – Australia before he joined Radisson as the Executive Sous Chef.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="MsoNormal"> <span class="A2"><b style="mso-bidi-font-weight:normal"><span mso-bidi-font-family:="" myriad="" style="font-size:8.0pt;line-height:115%;font-family:">Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@ newbusinessage. com. 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2012" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/december.jpg" vspace="10" width="338" /><br /> </span></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"><br /> By Rajendra Prasad Devkota</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Organic Agriculture in Nepal</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Organic farming is a relatively new practice, but it enjoys familiarity in the Nepali agriculture sector.</span></span></span></strong></p> <p class="Default"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <img align="left" alt="organic" border="1" height="220" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/organic.jpg" vspace="10" width="171" /></span></span></span></strong><span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">he ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today. Most vulnerable among the rural poor in Nepal are those with small landholdings and landless farm workers living in ecologically fragile areas, such as high hills, mountains and low lands. Most of these areas lack basic transport, communication and social infrastructure. Households in such areas have limited assets and livelihood opportunities. They tend to have low levels of education, large families and strong traditional and cultural values.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: black;">Nepali farmers depend on predominantly traditional and subsistence agriculture where cereals dominate the cropping pattern and cultivation practices depend on monsoon rain. The use of improved seed and compost/farm yard manure is still very low while the use of chemical fertilizers is high but lower than neighbouring countries. Mechanization in agriculture is at a very low level and only 21 per cent of the total area is under cultivation. Almost 64 per cent of agricultural households that have land own a plough that is used to cultivate the land using bullocks. The existing number of livestock is one of the highest per capita and per unit area of cultivated land in Asia. However, livestock productivity is very low due to poor grazing land, crop bio by-products, forest biomass, secondary plant resides and shortage of feed. </span></span></p> <p class="Default"> <span style="font-size:14px;"><img align="left" alt="vegetables" border="1" height="193" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral1245.jpg" vspace="10" width="310" /> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: black;">Natural resources such as soil, water and forests are considered as sources of livelihood in Nepal. Declining fertile land due to town planning, mass deforestation, soil erosion and problem of food security etc boosts migration to the cities. Increased requirement of agricultural land due to continuous population growth has led to increase in land use intensity and cultivation of marginal land, very often on steep slopes and soils of low fertility. </span></span><span style="font-size:14px;"> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Intensive synthetic chemical based farming started since the 1980s and chemical fertilizers were imported to the field with the increasing interest of the commercial farmers and pro-production government policy. Similarly, the use of chemical pesticides was accelerated during 1983 with the introduction of Metacid. In the beginning, bags of chemical fertilizers were distributed free to the farmers. However, many farmers had buried the bags in their fields to avoid the use of forcefully distributed fertilizers. With time, farmers were motivated to use fertilizers and other related agro-chemicals in their fields after observing good yield of the crops. This practice eventually gave birth to chemical farming and set a new era in production.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"> <img alt="orgrainic" border="1" height="301" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral2012.jpg" vspace="10" width="500" /></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Organic farming is a relatively new practice but enjoys familiarity in the Nepali agriculture sector. Institutionally, the history of organic agriculture in Nepal can be said to have begun with the establishment of the Institute of Sustainable Agriculture Nepal (INSAN) in 1986. This organization was involved in promoting permaculture, a system similar to organic production. Another milestone in organic agriculture in Nepal was the establishment of Appropriate Agricultural Alternatives (AAA) farm in the Kathmandu Valley in 1987 by an American national, Judith Chase. Chase came to Nepal in 1976 and she along with her husband Jim moved to the farm to escape city life. After she started producing organic vegetables, Chase soon realized that she could sell all of her produce to the expatriate community at a premium prices compared to the non-organic fruits and vegetables. For a short while, this remained an isolated effort with no sign of proliferation. However, a niche market for organic products soon witnessed a new wave of development for organic production in the surrounding areas. After 2000, the number of cooperatives and private initiatives for organic farming increased substantially. The Government of Nepal was reluctant to accept the concept of organic agriculture in the beginning. But, after observing the negative impact of agrochemicals on farming, the government decided to take initiatives for the promotion of organic farming. The 10th Plan (NPC, 2002) and Agricultural Policy (MOAC, 2004), for the first time, had spelt out policy statements regarding the promotion of organic agriculture in the country.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Certification of organic products was initiated in 1996 in Nepal. However, the national norms and standards required for production, inspection and certification of organic products have not yet been materialized at the government level. Some internationally recognized certifying agencies and locally authorized organic inspectors have made their presence felt in Nepal to work on organic product certification. At present, Onecert–Asia, Lacon Quality, NASAA-Australia, Eco-cert France, IMO and Indocert provide organic certificates as per NOP, EEC, NPOP and JAS-based standards in tea, coffee, medicinal and aromatic plants, fertilizers and natural crude herbs etc for the export market. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Recently, the government sanctioned a National Technical Standards for Organic Agriculture System 2064 BS which is expected to bring about changes in the production and marketing of organic products. In comparison, other recognized standards have made unseen mistakes in Nepali organic standards due to the lack of knowledge of proper rules and regulations and systems such as Participatory Guarantee System (PGS), Geographical Indication of the Product (GIP) and Internal Control System (ICS) etc. Similarly, organic farmers depend on large quantities of farmyard manure and compost but organic inputs such as bio-fertilizers, manure and organic pesticides are not easily available. The lack of appropriate and adaptive technologies such as consistency, incentives for farmers to turn to organic methods, efficient agronomic alternatives for managing soil, nutrient and pest are some of the input related problems faced by the organic growers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">The marketing of organic vegetables, fruits and other products is a daunting task for the organic growers. Although some supermarkets have started selling organic vegetables, there is a lack of pricing mechanism. Prices are generally fixed by the traders/collectors who procure vegetables from the growers and supply them to the available niche markets. A majority of farmers is interested in adopting organic farming practices if the government is willing to provide subsidies in farming, processing and certification. Similarly, the number of farmers willing to adopt organic farming has increased in rural as well as urban settings.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Consumers have a belief that organic food is healthier, less polluted and more natural than their conventional counterparts. Many consumers are of the view that the quality of organic products is good and that’s why these products are expensive. Most of them are willing to pay 10-15 per cent more for organic products while they are also ready to pay 20-30 per cent more if the organic products are branded. Organic products are usually sold directly by the farmers themselves or at select shops and outlets. Due to the lack of financial support, organic farmers rely solely on the consumers’ willingness to pay higher prices which compensate for lower yields and higher production costs associated with the organic practice. Though a very small scale operation, the organic industry holds much promise and has a long way to go in Nepal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">Devkota is an Agriculturist and Organic Inspector. He can be contacted via email at rajendra_certi@yahoo.com</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'organicThe ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today', 'sortorder' => '666', '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) 2 => array( 'Article' => array( 'id' => '776', 'article_category_id' => '41', 'title' => 'Sectoral December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="airindia" border="1" height="136" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airindia(1).jpg" vspace="10" width="400" /></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;">India’s Airline Brands Connecting Kathmandu <br /> </span></span></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;"><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: ">The Nepali sky has witnessed an increasing traffic from airline companies of India connecting India to Nepal.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: black;">t was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">Nepal’s civil aviation industry started after the national flag carrier, the Royal Nepal Airlines Corporation (RNAC) was established in 1958. The RNAC, which was renamed as the Nepal Airlines Corporation (NAC) a few years ago, began its services by flying to a few domestic destinations. Later, its services were extended to such Indian cities as Patna, Calcutta and Delhi. Hence nationals of both India and Nepal have had an opportunity to fly to each other’s country for a few decades now. Over the past decade, however, the Nepali sky has witnessed an increasing traffic of Indian Airlines connecting India to Nepal. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">At present, there are four Indian airline brands connecting India to Kathmandu. They are: Air India, Indigo, Spice Jet and Jet Airways. All of them are Low Cost Carriers (LCCs). </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Air India is India’s national flag carrier and a part the Air India Limited (AIL), a company owned by the Government of India. Air India Express is the airline’s international low-cost subsidiary established in 2005. At present, Air India flies to and from 27 international destinations in 19 countries including Nepal. It operates 18 scheduled flights to Kathmandu per week, including two flights from New Delhi daily, and four flights from Kolkata per week. It also operates scheduled passenger services, mainly to the Persian Gulf and South East Asia. At present, Air India Express (AIE) has a fleet of 21 aircraft. These aircraft have around 180 seats each and offer budget travel. AIE gives its passengers all essential on-board services needed for a comfortable flight. Passengers can also avail themselves of free standardised meals and limited on-board entertainment. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">IndiGo is a popular, private, and low-cost airline established in August 2006. IndiGo has grown faster than any other LCCs in South Asia because of its efficient operations and low fares. In order to maintain the fares low, IndiGo’s flights offer only economy class seating, a complimentary mineral water, and no in-flight entertainment and allow only one free check-in baggage. On IndiGo flights, snacks, meals and drinks are available as buy-on-board options. IndiGo operates flights to five international destinations - Bangkok, Dubai, Kathmandu, Muscat and Singapore. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">IndiGO started flying to Nepal in October 2012. At present, it operates seven flights connecting Delhi to Kathmandu per week. Its fares start from NPR 8,420. The company plans to increase the number of flights to its existing destinations and start flying to new destinations in Nepal. IndiGo flights have an average occupancy of 99 percent. Schemes are not an attraction for this airline because, according to the company, passengers prefer low-cost fares to schemes as the latter often come with a string of terms and conditions attached to them. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">SpiceJet is a low-cost airline which began its services in May 2005. It has a share of 19 percent in the Indian market at present. SpiceJet flies to 32 domestic destinations and makes two international flights -- to Colombo and Kathmandu. SpiceJet sent its first flight to Nepal in October 2010. The airline currently operates 11 flights connecting Kathmandu per week. In the peak season, however, it has two flights a day. With starting fares of NPR 3,400 (one way) and NPR 8,000 (round trip), it offers only the economy class travel. This airline has average flight occupancy of 85 percent. SpiceJet provides sandwiches, cookies, flavored nuts, soft drinks and juices as buy-on-board options. The passengers also get complimentary mineral water. </span></span><br /> <br /> <br /> <img alt="Jet airways" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airplane001.jpg" vspace="10" width="400" /></p> <p> <span style="font-size:14px;"><span style="color: black;">Jet Airways currently operates a fleet of 99 aircraft, which include 10 Boeing 777-300 ER aircraft, 11 Airbus A330-200 aircraft, 60 Next Generation Boeing 737-700/800/900 aircraft, and 18 modern ATR 72-500 turboprop aircraft. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">With an average fleet age of 6.06 years, the airline has one of the youngest fleets in the world. Jet Airways flights to 73 destinations span in India and beyond. The company launched its first flight to Kathmandu on 14th May 2004. It operates 21 flights per week with two daily flights from Kathmandu to New Delhi and one daily flight from Kathmandu to Mumbai. Inclusive of all taxes, Jet Airways’ fare from Kathmandu to Delhi is USD 130 (one way) and from Kathmandu to Mumbai is USD 260 (one way). Jet Airways operates with two travel classes - Premiere and Economy - on the Kathmandu-India sector where it has average occupancy of 90 per cent. Jet Airways offers connectivity to its international and domestic network via Mumbai and Delhi. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Delhi seems to be the most popular destination for the Indian flights that fly out of Kathmandu, because of its close proximity to all the major Indian cities. However, other Indian cities like Mumbai, Kolkata, Bangalore, Goa, Chennai and Varanasi are also on demand. Bangalore is mostly on demand because of the education opportunities it provides to Nepali students. Tourism continues to be a major factor behind the increasing air traffic between the two countries. However, Indian nationals also visit Nepal and vice versa for health, business, and religious purposes. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Market competition increases when more airlines start flying to the same destinations. This competition compels the airlines to lower their fares, causing a decrease in their revenue. This is why the airline brands flying to Kathmandu have a tough competition among themselves. “The competition is tough but it also has to be healthy,” says Joy Dewan, GSA, SpiceJet. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">There are a few problems that the Indian airlines also have to face in Nepal. “The increasing fuel costs add to the overall high cost of operation, which naturally impacts the airline’s bottom line,” points out Samir Chada, Country Manager, Jet Airways, as a major problem for Jet Airways and other airlines currently flying to Nepal. Similarly Dewan sees high ground handling charges for navigation and landing as the major problems. Airlines have requested the airport authorities to reduce the charges. The authorities are expected to consider the demand positively. Similarly, the lack of enough space at Nepal’s only international airport and the lack of opportunity for night flights are the other problems that the Indian airlines have been facing.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'It was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier.', 'sortorder' => '665', '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) 3 => array( 'Article' => array( 'id' => '774', 'article_category_id' => '40', 'title' => 'Learning : The Ropes December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <span style="font-size:12px;"><img alt="learningtheropes" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rashesh.jpg" vspace="10" width="338" /><br /> <br /> <br /> <img alt="telephone" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camels.jpg" vspace="10" width="249" /><br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: ">By Rashesh Vaidya</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: "> </span></span></p> <p class="Pa9"> <strong><span style="font-size:12px;"><span style="color: black;">Camels and Eagles </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: ">The rating system identifies the problematic banks which are in need of increased supervision.</span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span class="A4">A </span><span style="color: black;">commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. Their survival depends upon their operating performance.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Commercial banks are the most regulated of all the institutions in the financial system because of the direct impact of their activities on the economy. Every commercial bank is regulated and governed by their regulator i.e. the Nepal Rastra Bank (NRB), the country’s central bank. The NRB inspects and supervises (on-site and off-site) the banks and financial institutions (BFIs) to ensure that the banks operate in a safe and sound manner. Sections 49(1) and 49(2) and 52(1) to 52(5) of the Bank and Financial Institution Act (BAFIA), 2006 and sections 76 to 88 of the Nepal Rastra Bank Act, 2006 have given full authority to the NRB to direct, supervise and inspect the BFIs it has issued licenses to. </span></span><span style="font-size:12px;"> <span style="color: black;"><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For this purpose, the regulators have developed a uniform numerical rating system called CAMELS Rating, which is based on the financial statements of the banks and on-site examinations. The Bank Supervision Department of NRB can carry out on-site examination of commercial banks in Nepal by sending examination teams to the commercial banks. Onsite examination can be either corporate level covering all aspects of the functioning of the bank or can be a targeted branch-level inspection. On completion of the on-site –examination, examiners perform CAMELS rating of the bank. This rating is exclusively used for supervisory purpose and is not revealed to the general public. </span></span><span style="font-size:12px;"> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The examiners or inspection team evaluates a bank’s health on the basis of the overall rating based on capital adequacy, assets quality, management quality, earning ability, liquidity position and sensitivity to market risks (systematic risks). The Federal Reserve Regulators in the USA developed the numerical CAMELS rating system in the early 1970s to help structure their bank examination process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The BFIs are categorised into different groups based on their overall strength, quality and operating soundness. The rating system identifies the problematic banks which are in need of increased supervision. In the CAMELS rating system, each bank is assigned two sets of ratings:</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Performance Ratings, which comprise six individual ratings that address each of the CAMELS components; and</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;"> 2. An overall Composite Rating, which is a single rating based on a comprehensive assessment of the bank’s overall condition.Both the ratings are scored on a numerical scale of 1 to 5 in the ascending order of supervisory concern where “1” represents the best rating and “5” the worst. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Here is a description of the rating scores for each of the six components: </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa7" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Rating 1 (A) indicates very strong performance </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 2 (B) indicates above-average performance that adequately provides for a safe and sound operation of the BFIs.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 3 (C) indicates performance that is flawed to some degree.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 4 (D) indicates unsatisfactory performance which, if left unchecked, could threaten the solvency of the BFIs.</span> <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Rating 5 (E) indicates very unsatisfactory performance and calls for immediate remedial attention for the survival of the BFIs. </span></span></p> <p class="Default"> <span style="font-size:12px;"><br /> <span style="color: black;">The rating of banks can be further developed by giving a score to each component of the CAMELS, known as the Composite CAMELS Rating Score. The Composite CAMELS Rating can be calculated as:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Composite CAMELS Rating= C(0.25)+A(0.25)+M(0.25)+E(0.10)+ L(0.10)+S(0.05)</span> <br /> </span></p> <p> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the above six parameters can be weighted on a scale of 1 to 100 and contains a number of sub-parameters with individual weightage. The banks should be rated on a five-point scale (A to E) based on the lines of the international CAMELS rating model.</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The CAMELS system evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Capital Adequacy: Capital adequacy has been the main pillar of existence of any bank. Banks have to maintain a proper mix of different types of capitals to avoid pressure on their dividend policies and inadequacy of total capital funds against the risk exposure. Capital adequacy is measured by the ratio of capital to risk-weighted assets (CRAR). A sound capital base strengthens the confidence of depositors.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: One of the indicators for asset quality is the ratio of non-performing loans to total loans (Gross Non-Performing Assets - GNPA). The gross non-performing loans to gross advances ratio is more indicative of the quality of credit decisions made by bankers. A higher GNPA is indicative of poor credit decision-making.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Management: The ratio of non-interest expenditures to total assets can be one of the measures to assess the working of the management. This variable, which includes a variety of expenses, such as payroll, workers’ compensation and training investment, reflects the management policy stance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Earnings: It can be measured as the return on asset ratio.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Liquidity: The cash maintained by a bank and balances with the central bank to the total asset ratio is an indicator of the bank’s liquidity. In general, banks with a larger volume of liquid assets are perceived safe, since these assets would allow them to meet unexpected withdrawals.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Section 38 of BAFIA, 2006 provides for maintaining a good liquidity position by the BFIs. Commercial banks are required to maintain CRR (cash reserve ratio) at 5 per cent of their total deposits. The NRB monitors the CRR weekly, and the liquidity profile on a quarterly basis.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Sensitivity to Market Risks/Systems and Control: Risks associated with adverse movements in the exchange rates (including gold positions), interest rates, liquidity and investment in equity are covered under market risk management. A bank faces market risks either from its investments in government securities and bonds or from the exchange rate risk that persist in matching position. The market risk is managed by the banks’ Asset and Liability Committee (ALCO) which assesses policies and levels of risk appetite.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">However, the CAMELS approach has inherent indeterminacy and subjectivity. There can be instances when an examination of the accounting records cannot decide whether to give an average or below average score. The ‘good’ and ‘bad’ indicators are easy to spot, but the ‘in-betweens’ are not. This is a problem of indeterminacy. But when bank inspectors are forced to make a judgment, it leads to the second problem of subjectivity and hence these ratings could come up with differing levels of expectations and perspectives. Among the six variables, ‘M’ has been missing - the one which assesses the management quality and corporate governance. This has been a paradox because most of the failures of the banks are related with the quality and efficiency of their management. The problem arises while trying to quantify the management quality in the due course of analyzing and evaluating the performance of the BFIs. Thus, the central bank of Taiwan, has been using CARSEL instead of CAMELS to measure the management ability and sensitivity to market to fullfil the Regulatory Compliance and Stability criteria, respectively.</span><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="camels" height="389" src="http://newbusinessage.com/ckfinder/userfiles/Images/camelsan.jpg" width="500" /></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:12px;"><span style="color: black;">About EAGLES</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The EAGLES system is able to measure and compare banks’ performance in a more determinate, objective and consistent manner. The name is derived from the key success factors confronting banks today, i.e. Earning ability, Asset quality, Growth, Liquidity, Equity and Strategy. This approach has been pioneered and has gained credibility among the banking community and fund management industry in Asia, for competition analysis and investment planning, respectively. The authenticity and popularity of EAGLES increased after it was able to predict the Asian financial crisis of the 1980s.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">The effective management of a bank strategy is indicated by the Strategic Response Quotient (SRQ). It is an intriguing ratio because it assesses the management’s ability to lend, garner deposits, generate fee-based income and manage the operating cost. An appropriate balance of the three core banking activities will depend on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, the total operating cost minus fee income). The higher figure the better combined with excellent risk controls. <br /> <br /> <br /> <img alt="eagles" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl.jpg" vspace="10" width="429" /><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">EAGLES evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Earning Ability: Earning ability is shown by three noteworthy indicators – Return on Assets (ROA), Return on Shareholders’ Fund (ROSF) and Income/Overheads Ratio (IOR). The importance of IOR is usually not well understood. The main point lies in that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is shown by three indicators - ROA, Return on Net worth (RONW) and IOR. Usually, the importance of IOR is that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: Asset quality is best assessed by on-site inspection of the bank’s loan portfolio. If this is not possible, asset quality can be measured by the level of bad debt provisions, that is, bad and doubtful debts (BDD) as a percentage of total loans. A conservative approach will dictate that the quantum of provision to err on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is best judged by the level of bad debt provisions, that is, bad and doubtful debts as a percentage of total loans. A conservative approach will dictate that the quantum of provision is on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Growth: Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank is suffering from low interest margins. For some banks, lower interest margins could hamper their overall profitability.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank suffers from low interest margins.<br /> <br /> <br /> <br /> <img alt="composite" border="1" height="524" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/composite.jpg" vspace="10" width="500" /></span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Liquidity: Liquidity can be described as the ability of a bank to have sufficient funds to meet cash demands for loans, deposit withdrawals and operating expenses. For this reason, a balance should be made between the amount of deposits garnered and the quantum of loans extended. The indicator is the deposit-to-loan ratio or credit-deposit ratio (CD Ratio). It is important for a bank, therefore, to maintain a balance between the amounts of deposits garnered and the quantum of loans extended. Also, investment to deposit ratio is used as an efficient indicator of liquidity.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Equity: Equity level and capital adequacy have a profound impact on the bank. There is an international guideline (Basel II) that stipulates a bank must have a minimum capital equivalent to 8 per cent of the risk adjusted assets. Even the central bank of Nepal, the NRB, has mentioned a comfort zone of 6 and 10 per cent of core capital and total capital funds, respectively, based on the risk-weight assets (percent). Many banks are restricted to open additional branches unless they meet the minimum capital requirements.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Similarly, sections 31(1) and (2) of BAFIA, 2006 have also categorized the financial institutions into four classes, namely: A, B, C and D based on their minimum capital requirements. And sections 42(1) to 42(5) have clearly explained the provision of capital adequacy for the BFIs in Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Strategy: The effective management of a bank’s strategy is indicated by the strategic response quotient (SRQ). It assesses the management’s ability to lend, garner deposits, generate fee based income and manage the operating cost. As to what is an appropriate balance of the three core banking activities depends on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, total operating cost minus fee income). The higher figure the better combined with excellent risk controls.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the six parameters is divided into sub-parameters for effective evaluation. The EAGLES rating, unlike CAMELS, is based purely on arithmetical ratios and hence does not involve grades or ratings. Thus, there is no subjectivity involved in EAGLES and banks are judges purely on the ratio outputs and ranked highest to lowest based on these parameters. Each bank is ranked highest to lowest on each of the sub-parameters. The bank with higher ranks on more sub-parameters will be ranked the highest in that particular parameter. Accumulating all the parameters, the bank that gets the highest rank on more parameters stands on the top of the list.</span><br /> <br /> <img alt="camsel" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl(1).jpg" vspace="10" width="429" /><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">About MACRO</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">MACRO is a rating system formerly used by examiners to evaluate the safety and soundness of savings institutions. MACRO is an acronym for the five elements that were evaluated: Management, Assets quality, Capital adequacy, Risk management and Operating results. Based on the examiner’s evaluation, each element would be rated on a scale of 1 to 5, and the institution would be assigned an overall MACRO rating of 1 to 5. The indications of MACRO rating were:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The MACRO Rating System was used by the Federal Thrift Examiners from (exact date) 1984 to August 15, 1994, before it was replaced by the CAMELS Rating System.</span><br /> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Vaidya is a Researcher associated with New Business Age (P) Ltd. He can be contacted at rashesh_vaidya@hotmail.com</span></b> <br /> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-01-22', 'keywords' => '', 'description' => 'A commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. Their survival depends upon their operating performance.', 'sortorder' => '664', '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) 4 => array( 'Article' => array( 'id' => '773', 'article_category_id' => '57', 'title' => 'Brand Talk December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> 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QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:12px;"><span myriad="" style="font-family: "><img alt="brandtalk" border="1" height="97" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk(1).jpg" vspace="10" width="180" /><br /> By Sajag Karki</span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;">Formula One Grand Prix <br style="mso-special-character:line-break" /> <br /> <br /> <img align="left" alt="formula one december 2012" border="1" height="221" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/grandprix(1).jpg" vspace="10" width="258" /></span></strong><span style="font-size:12px;"><span class="A28"><span style="color: windowtext;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1.<br style="mso-special-character:line-break" /> </span></span></span></p> <p class="Default"> <span style="font-size:12px;">Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span class="A4">T</span>he Indian Grand Prix was back again with much anticipation from its eager fans. It is part of the FIA Formula One (F1) World Championship where thunderous roars of engines race amidst thousands of fans who let their heart race. Calling it a mere car race would not justify the highly skilled drivers behind those wheels. It is the highest class of single-seater auto racing popular with its high end niche clientele. <br /> <br /> Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. This time around, the lucky sponsor for the event was Airtel and the company expected to strengthen its brand via the event. Some other sponsors were Red Bull, Petronas, BMW, Mercedes and Shell. Red Bull, an instant energy drink, is rightly placed in a heart throbbing event such as the F1. The organizers and all stakeholders were all set to cash in on the grand prix by cross selling Delhi as a travel destination making it a holiday package deal. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p> <span style="font-size:12px;">F1 has been in action since 1950 when the first world championship race was held. Michael Schumacher and Alberto Ascari are a few names that have risen to fame by winning Formula One Championships. These names are almost synonymous with the mega event. F1 as a brand is glamorous, rich and entertaining. It caters to a young yet sophisticated audience that is interested in adventure sports. It is associated with the fastest car makers of the world put together in one hot spot with daredevil drivers that blaze at the speed of light. It can also be regarded as a highly technologically advanced system of interlinked connectivity among the driver, the pit crew and the strategic team.</span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1. Also, the pit crew is an integral part of the grand prix brand. It involves the mechanics who refuel, put new tires, repair and maintain cars during the race. Without them, the show would not go on and the drivers would stand no chance of completing the race. Such is the value of the pit crew that the Indian Grand Prix had a campaign revolved around it. They announced a competition in which people could get a chance to be part of the pit crew if they won the contest. The pit crew campaign fulfilled the ultimate fantasy of Grand Prix fans. Being in the center of where all the action is, being part of the pit crew can be a dream come true. This is an effective and creative approach to promote the event as it creates anticipation value to the super lucky fans. The lucky ones who get a chance to be with the pit crew will be loyal customers of the brand and will cherish the moment throughout their lives by spreading good words to others. </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">Hence, the campaign kicked off very well and can be regarded as one of the successful advertising campaigns ever. There are around 68 circuits of F1 all over the world on which super fast cars race. Formula One is a profitable revenue generating brand for all the parties involved - teams get a slice of money from sponsor logos on their cars whereas television channels make profit from broadcasting the races. As for the spectators, they get to witness the most amazing event of their lifetime. </span></p> <p class="Default"> </p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="ralley" border="1" height="142" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ralley.jpg" vspace="10" width="400" /></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span style="line-height: 115%;">Karki can be reached at sajag_karki@hotmail. com. The article is based on research and author’s practical experience as a marketing and advertising professional.</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span style="line-height: 115%;"> </span></span></strong></p> <p class="MsoNormal"> <span style="font-size:12px;"><span style="line-height: 115%;"> </span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1.', 'sortorder' => '663', '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' => '772', 'article_category_id' => '47', 'title' => 'Deepak Prakash Baskota', 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mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Personality</span></span></strong></span></p> <p class="MsoNormal"> </p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;">By Bivek Dhakal<br /> <br /> <br /> <img alt="deepakbaskota" border="1" height="448" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/deepakprakashbaskota.jpg" vspace="10" width="300" /><br /> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A59"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">The Guardian of Nepali Cooperatives</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams. <br /> </span></span></span></p> <p class="Default"> <span style="font-size:14px;"><span class="A4">V</span><span style="color: black;">isit cc’s home at Manbhawan, Lalitpur, and you are surely to receive a hearty welcome with warm cups of ‘special’ tea grown in his own Kanchanjunga Tea Estate. A well-known name in Nepal’s cooperatives sector, Baskota is buoyed up by the saying “Water the root, enjoy the fruit”. Recuperating from an accident he met with during a recent visit to London, Baskota feels life has given him another chance to serve the nation. A former State Minister for Home Affairs, Baskota, now 68, is no more into active politics. But he is actively involved in the management of various institutions such as Kanchanjangha Tea Estate and Research Center (the first Certified Organic Garden), Panchthar Multiple Campus, Naya Namuna Secondary School, Phidim, and Nepal Organic Foundation. “The work I have been doing for society is my way of doing politics,” he says.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota’s inexhaustible zeal for creativity and active life does not let him feel ‘old’ though he is already in his late sixties. “Age should not have its face lifted, but it should rather teach the world to admire wrinkles as the etchings of experience and the firm line of character,” he shares cheerfully. He takes satisfaction in the fact that he is the founding chairman of National Cooperative Development Board (NCDB), National Cooperative Federation (NCF), and also the president of Himalayan Orthodox Tea Producers’ Association, and the Tea Development Alliance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota was brought up by his mother at his birthplace, a remote village in Panchthar district. He learnt to read and write through non-formal education in the village itself. “I was only 12 when my mother passed away. It was my brother who guided me and boosted my morale to tread the rocky roads lying ahead in my life,” Baskota reminisces.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota spent his early young days rambling in the wilderness under the serene sky of his village. It was a time of complete freedom for him. Later, as time passed, something inside him urged him to get formal education. He then enrolled at Phidim High School in the district.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“Passing the SLC exam, also known as the Iron Gate, was a challenge. But I did it with ease,” he goes down memory lane. Hale and hearty Baskota takes a balanced diet, desists from eating meat items and meditates every day. He believes that it’s his positive attitude and ardent love for the motherland that make him feel he has miles to go in life. Baskota finds the slow growth of agriculture, purportedly the backbone of Nepal’s economy, distressing. He observes that most of the co-operatives in Nepal are related to agriculture and are thus the best friends of farmers. “It will take a long time to establish the cooperative sector as the real backbone of our economy, if the right action plans are not formulated immediately,” says Baskota.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota joined politics at an early age. Back then in his village, Baskota was doing both teaching and learning simultaneously. Along with venturing into the spheres of politics and business, it was the love for his roots — the birth place - that motivated him to build a school there. At 21, he was included in the voters’ list and was also elected the Village Panchyat Chief. Baskota remembers an important event in life, which has left a deep impact somewhere on his mind. “While pursuing my Bachelor’s Degree, I got rusticated for three years because of my political beliefs. As a result, I had to discontinue my studies,” he flips back an important page of his life. His political path was shaped after he joined the Nepal Student Union (NSU), the student wing of the Nepali Congress. The topsy-turvy ride of his life took an unprecedented turn when he dedicated himself to the Cooperative Movement in the country.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“For me, politics is to make good policies and to work for the welfare of society,” he says. It was in 1996 that he got the post of State Minster for Home Affairs. According to Baskota, it was the seminal role he had played in the drafting of the Cooperatives Act and the acknowledgement of the same by the then Prime Minister Girija Prasad Koirala that landed him the important government position. Late Koirala always encouraged and motivated him to continue his good work, Baskota still remembers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">According to Baskota, the same act governs the cooperative sector even today. “I don’t call the present chaotic political situation a practice of true and good politics,” he admits with a deep disappointment. Baskota’s creativity in work, led him to develop Kanchanjunga Tea Estate (KTE) in 1982. He is proud to claim that the flourishing tea business in the east today was his initiative. Since its establishment, KTE has given jobs to more than 500 local farmer families. Baskota has dedicated 17 long years of his life to the National Cooperative Society (NCS) formed in 1993. He is still actively working as a Past President of NCS. He also founded Nepal Maharshi Vedic Foundation, recently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota believes that a person’s age is no barrier to work as long as s/he is healthy – mentally as well as physically. Updated with the latest management strategies, he borrows Mahesh Yogi’s words, “For an effective result, we should monitor for four hours and work for two.” He believes that one should be clear about his vision to reach the desired goal. According to Baskota, to start a new business, a manager should be loyal to his duties and employees need to abide by the rules and accomplish given responsibilities on time. “If both the manager and the employee work in equilibrium a good management is definitely possible”, Baskota shares.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Given the nation’s recent chaotic situation, he thinks, every citizen should have peace of mind first. Baskota says that, it is the stereotypical teaching methodology in our schools that makes the curriculum and learning experience boring. His recent trip to London made him realize that, all the learnt knowledge will bear no fruit without a practical education. “On the one hand, we lack enough skilled human resource, and on the other, our talented youth are brain drained,” he complains. Baskota believes that practical education should be given to all citizens. For him resolution is a must to accomplish every duty.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">As a very sane piece of advice for the youths, Baskota says; “It’s the youth who carry the thoughts, vision and leadership needed for change. They should hence set their aims in lives at an early age and prepare for every rocky road ahead”. The new generation can learn the importance of patriotism and simplicity from him. Patriot at heart, Baskota wishes to see the nation prosper; and maintains that it is achievable through the development of agriculture sector. “A number of young Nepali talents are abroad at present. If we can bring them back to the country and persuade them to contribute in the field, it will be more fruitful for our economy,” Baskota believes. He also urges the youngsters to start meditating while still young.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">“I use the lessons from my experience and strongly believe that hard work and sacrifice is a must to climb up every rung of success,” Baskota says. Keeping intact with the zeal while still aging, he hates to waste time idle and instead likes to go through books and to meditate. He says his work, which includes occasional field visits to his various offices, keeps him busy. He loves travelling and has already been to many parts of the country. People close to him call him the ‘Father of Nepal Cooperative Movement’ and it gives him a warm satisfaction.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;"> </span></span></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <strong><span style="font-size:14px;">PERSONAL SIDE </span></strong></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <span style="font-size:14px;"> </span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Philosophy: </span><span class="A62">Let’s not harm others and perform our duties with loyalty. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Music: </span><span class="A62">A good listener and prefers patriotic songs. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Sports: </span><span class="A62">Not so keen about sports, but keeps himself updated in the sector. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Travelling: </span><span class="A62">An ardent traveler. If in sound health, he only stays home for two/three days and travels the other days </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Foods: </span><span class="A62">He prefers vegetarian food. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Pet: </span><span class="A62">Has kept a dog at his home on the request of his children. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Brands: </span><span class="A62">Prefers local brands. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A61"><span style="font-family: "Calibri","sans-serif";">Socialization</span></span><span class="A62"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">: Attends most of the functions he is invited to.</span></span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams.', 'sortorder' => '662', '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' => '771', 'article_category_id' => '48', 'title' => 'No Laughing Matter December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"><img alt="nolaughingmatter" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(3).jpg" vspace="10" width="338" /><br /> By Madan Lamsal</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Gangnam Baburam Style<br /> <br /> </span></span></strong><span style="font-size:14px;"><span class="A13"><img alt="gangnam" border="1" height="436" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gangnam.jpg" vspace="10" width="600" /><br /> </span></span></p> <p class="Default" style="text-align:justify;line-height:10.05pt"> <span style="font-size:14px;"><span class="A4"><span style="color: windowtext;">T</span></span><span style="color: windowtext;">he only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><br /> In fact, the Nepali PM and Korean Pop star have many similarities. To increase viewership, as Psy appears on TV shows worldwide, our BRB stages TV shows like address to the nation very often and his efficient private secretariat makes sure that every move of him is recorded and posted to media. As the short form of Psy of Korea, people have started to call the pop star ‘Psy-Ko’, whereas BRB is already recognized at home as a ‘Psycho’ for his weird manners, permanent wear of anger on his face and schizophrenic self-righteousness. Perhaps the most notable similarity between Psy-Ko and Psycho is in their perspectives to view capitalists. While the Psy-Ko has made mockery of the hypocrisy of Gangnam aristocrats of Korea presenting them as riding on an non-existent horse, through dance metaphor, BRB back home has murdered many who he thought were capitalists. Who knows what he exactly plans next in this particular regard!</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">Despite so many similarities, it is truly unfair for BRB to go the opposite direction of Psy’s popularity chart. It truly warrants a deeper inquiry into such debacle of BRB’s popularity. Zoologists who know which creature is worth what and Hindu mythologists who know who should ride what animal as bahan (carrier) agree here that, this difference in popularity could have been caused by their difference in selecting the creature as means of their respective message carriers. Psy-Ko has chosen an imaginary horse and his every dance step represents how he is holding the reigns of a galloping horse, at different movements and speeds. Instead, our BRB for long has chosen a frog, leaping stochastically, which he can neither ride nor reign in.</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">If BRB is really dying for a Psy like popularity and his permanent anger is due to his failure to achieve this, he actually can work on it. First, he does not need to limit himself to politics and the country’s prime minister. He can officially handover all those responsibilities to his wife Hisila, as he has already done so unofficially. The advantage is that, at present there is no constitutional restriction in doing so in the present day Nepal as there is no effective constitution in place. Therefore, it is an opportune moment for this transfer of power as well. Then, he should be able to devote more time for brand endorsement as Psy-Ko is reportedly endorsing new models of Samsung’s range of Kim-chi refrigerators. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">BRB just has to consolidate what he has already begun as the brand ambassador of Mustang four-wheelers immediately after he became prime minister. He can well be the brand ambassador of Samsung products in Nepal; as the franchisee of the brand here is the same business house that produces Mustang. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">The reason for the popularity of the Gangnam Style is not the fact that the Western world understood the meaning and the language of the song that implicitly ridicules the western-style consumerism. The truth is that the world just danced to its tune, without any idea about what that song is all about. On this count, BRB seems to have understood the underlying message clearly. So he is singing anti-capitalist and anti-democratic rap in a way that the West does not understand at all, but the tune that goes with the song is so hypnotizing for them that they are all dancing to BRB’s tune as well. <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%;">More interestingly, even the Nepali people are dancing to BRB’s tune despite the fact that they understand the terrifying message of benevolent dictatorship inherent in these songs. The music that goes along is such that it makes them oblivious of the message that BRB has artfully weaved in his rap. So, BRB can now smile on this count of success, at least.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'The only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end.', 'sortorder' => '661', '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) 7 => array( 'Article' => array( 'id' => '770', 'article_category_id' => '46', 'title' => 'Interview December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> 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mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="Pa18"> <span style="font-size:12px;"><strong><strong><span style="font-size:12px;"><span class="A17"><img alt="intrview december 2012" border="1" height="351" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenchini.jpg" vspace="10" width="203" /><br /> <br /> Nepal Country Director </span></span></strong></strong></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A56">Kenichi Yokoyama </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Asian Development Bank<br /> <br /> <br /> </span></span></span></strong></p> <p> </p> <p class="MsoNormal"> <span style="font-size:12px;"><strong><span class="A63"><br /> ‘We have been actively involved <span style="line-height: 115%; font-family: "Calibri","sans-serif";">in the energy sector’</span></span><span style="font-size:12px;"><span class="A63"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <br /> </span></span></span></strong></span></p> <p> <span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span><span style="font-size:12px;"> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. Excerpts: </span></span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="Default" style="margin-top:5.0pt;text-align:justify;line-height:10.05pt"> <strong><span style="font-size:12px;"><span style="color: windowtext;">Melamchi, the ADB-financed water supply project, is in a new controversy now after the Chinese contractor left the work. How will the project move ahead now? </span></span></strong><br /> <span style="font-size:12px;"><span style="color: windowtext;"> </span></span></p> <p> <span style="font-size:12px;">ADB is committed to supporting the construction of the Melamchi tunnel work, the water treatment plant and the distribution system. With a population of around three million, the Kathmandu Valley has been facing an acute water shortage. This is a huge developmental constraint. We have been facilitating the Nepal government in the completion of the tunnel and other works on time. </span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;">It is unfortunate that the Chinese contractor had to leave the project because of some issues related to work progress. Now, we are supporting the government to go for immediate rebidding. The government is looking for first class contractors. Such contractors from China, Korea, India, France and other European countries have shown interest in the project. We hope that the government will be able to hire a new contractor by March 2013 and complete the project by March 2016. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;">But this has increased the cost of the project and delayed it further. Will the project complete within the new deadline?</span></strong></p> <p class="Default"> <span style="font-size:12px;">The topmost priority for the government is to identify a qualified contractor with high experience in similar tunnel works. Although there are concerns about the cost, we have to think about the seriousness of the water shortage problem in Kathmandu which calls for urgent attention. We have to ensure that the Melamchi project is completed on time.<br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;">Despite the many ups and downs seen over the almost past seven years, ADB remains associated with the project. The only reason for this association is that we feel that Melamchi is an important project. We have been holding regular discussions with the Ministry of Urban Development on the specific actions to be taken to take the project forward, including the swift selection of an internationally reputed, committed, dedicated and efficient contractor who can build a high quality infrastructure. Given the importance of the Melamchi project in addressing the water demand of the 2.6 million people living in the Kathmandu Valley, ADB remains fully committed to <span style="color: black;">providing the necessary support to the Government of Nepal to complete the project by early 2016 or earlier. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB’s recent fund for water projects in Nepal is said to be aimed at improving irrigation and prevent water-induced disasters. How is it different from other water projects?<br /> </span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">These projects aim to bring about higher rural livelihood. The government is seeking support for rapid agricultural transformation. In that context, we are supporting irrigation and water disaster mitigation risk management projects. We are building on the achievements made thus far. In irrigation, Nepal has comparative advantage in having irrigation systems managed by farmers. Building on this, ADB is supporting agriculture development for making it more profitable and commercial so that the farmers can increase their income.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Nowadays, effective water management is a critical challenge for many countries. Particularly in the dry season, many countries are facing a shortage of water supply. Nepal, too, needs an effective water management system. The country ought to fulfill additional industrial needs while protecting the conventional water users. An efficient and equitable distribution of irrigation water is also pretty much needed to increase the farmers’ income.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Once again, ADB recently listed the West Seti Project among the newly proposed ones. How do you want to participate in this project?</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">It’s not the West Seti, but the Upper Seti project, located in Tanahun district, that ADB is supporting. Actually, we are submitting a proposal for this project to the ADB Board early next year. The name of the project is Tanahu Hydropower Project. It is a 140MW storage project. It could help address the power shortage of not only Kathmandu but the country as a whole.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ABD seems to have planned to involve itself quite heavily in the energy sector through new projects like Tanahu hydro and continue with other ongoing energy sector programs. What is the strategy? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Our assistance strategy is to support the government to address the most critical development constraints including infrastructure, its management system, and delivery of effective public service to the needy people including the poorest. Addressing the critical infrastructure bottlenecks is of high priority. The country is facing acute power shortage. Electricity is available only six hours a day in the dry season. How can industries come to Nepal and operate in such a situation? ADB has been actively involved in the energy sector with previous assistance in Kali Gandaki A and Khimti Hydropower projects, which account for some 30 percent of the country’s generation capacity at the moment. The Tanahu project, which is a storage project, will add additional 140 MWand can provide a stable power supply during the dry season.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">We will support the efficient implementation of the Tanahu Hydro Project. There are two other ongoing projects in transmission and distribution, respectively. We are also supporting NEA in its institutional reforms which includes enhancing its financial position by increasing tariff, reducing distribution loss and providing electricity to private industries and local stakeholders more efficiently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">Many ADB-supported projects – mainly those in the agriculture sector - are discontinued after the completion of the first phase. Why? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">Our programs are aimed at demonstrating how development can be pursued most effectively. For example, there was a community ground water project where a community ground water group was set up and provided with shallow tube-well systems. The beneficiaries can now do triple cropping with tube-well irrigation with proper maintenance of the tube-wells, which they are able to manage. Likewise, projects such as community irrigation and commercial agriculture are helping establish sustainable development systems. The government can replicate similar projects.<br /> <br /> </span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">It is said that $ 15.3 million that ADB had allocated for various projects such as commercial agriculture, community irrigation, skill development programs, etc, could not be used. What is the reality? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">The projects need to follow a specific timeline. There are also cases where the actual cost of implementation is lower than the initial projection. For example, in one of the strategic road projects, the bidding price was lower than the estimated price, thanks to the competition and devaluation of the Nepali Rupee, resulting in substantial savings. In the irrigation sector, too, the project cost is often lower than the estimated cost because of competitive bidding. There are some cases where the project implementing agency has limited absorptive capacity. Overall, we have identified $15 million savings this year, but we are also discussing with the government that these savings could be used for other projects in Nepal, such as additional financing requirement of the Melamchi project. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">What would be your investment portfolio for the next couple of years for Nepal? Will it increase? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The allocation of the Asian Development Fund (ADF) is decided biannually, and the amount for the year 2013 -14 is to be finalized at the end of this year. At this moment, we expect it to be at least about $ 250 million per annum. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span><br /> <span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please highlight ADB’s present development assistance priorities for Nepal? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The thrust of ADB’s ongoing country partnership strategy for Nepal (2010-2013) is to help sustain the hard-won gains of the country’s peace process by promoting broad-based inclusive economic growth, inclusive social development, governance and capacity building, as well as climate change adaptation and environmental sustainability. </span><br /> </span></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB’s assistance supports Nepal in different sectors such as agriculture and natural resources, education, water supply and other municipal infrastructures and services, transport, information and communication technology and finance and energy. We support these operations through the promotion of gender equality and social inclusion, regional cooperation and integration, public private partnerships, along with greater engagement of the civil society and NGOs. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">Our new country partnership strategy for Nepal is being formulated in consultation with the Nepal Government. ADB’s support will focus on addressing the country’s development constraints including energy, transport, urban and rural infrastructures and skill development. To support these priorities, ADB will also promote governance, private sector development, regional integration, gender and social inclusion and climate change adaption. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please briefly describe ADB’s assistance in the agriculture sector? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">ADB has been Nepal’s main development partner in agriculture. Agriculture remains the largest component of ADB’s assistance to Nepal. ADB has supported in increasing the production of crops and livestock, raising agricultural income and creating employment opportunities for rural people. ADB’s assistance to Nepal includes support for agricultural credit, small farmer development, livestock, irrigation, agricultural roads, forestry, and crop diversification. ADB is also supporting the government’s preparation for the Agriculture Development Strategy that will set out the long-term vision and strategy for the agriculture sector for the next 20 years, and priority programs for the next 10 years. </span></span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;"> </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">What is the recent development in ADB’s funding for the transport sector? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">We have been supporting the construction of strategic roads network. Similarly, we are supporting the Sub-regional Transport Enhancement Project which was approved in 2010. All contracts have been signed for this project and the work progress is about 30 per cent. A new transport project of about $100 million is envisaged for 2013. We are also planning another project based on a new lending modality called the multi-tranche financing facility for 2014 for the transport sector. The idea is to provide a long-term financing framework of $200- 250 million, based on which individual sub- loans will be launched. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB is preparing to provide support for setting up a new CTEVT- like structure under the Ministry of Education. Would you please highlight the program?</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">ADB is not providing assistance to a new CTEVT- like structure under the Ministry of Education. However, ADB will support the Government of Nepal, through the proposed Skills Development Project to develop a market responsive and social- and gender-responsive Technical Education and Vocational Training (TEVT) by assisting the implementation of policy, institutional and operational reforms, delivery of demand-oriented skills training, short-term market oriented skills training focusing on excluded groups, and effective project management and monitoring and evaluation.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">For the last few years, ADB, DFID and WB had started to implement synchronized programs to avoid duplication. Why have you abandoned this practice now? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">We have been continuously working together with the World Bank, DFID and JICA, who are our co-members in the Nepal Portfolio Performance Review process. The government is taking the lead, and a meeting is held annually to discuss and resolve issues to enhance project implementation performance. Issues like public finance, management, procurement, human resource management and management of the development regions. These issues are critically influencing the implementation of the developmental projects. Implementation of the concept of e-bidding for infrastructure works is almost complete. This allows bidders to submit their bids through internet. This can substantially enhance the transparency and efficiency of the bidding process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For new development programs, a close coordination and collaboration among the development partners is maintained as an established practice in project preparation and appraisal, to avoid any duplication. Efforts are also being made to develop a common sector roadmap or result framework and define programs within the framework and pursuing the possibility of co-financing as much as possible.</span><br /> <br /> <br /> </span></p> <p> <strong><span style="font-size:12px;"><span style="color: black;">Despite great donor involvement in programs like the School Sector Reform, the achievement has been negligible, mainly converting government schools into community-run ones. What is the reason? </span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <br /> <span style="font-size:12px;"><span style="color: black;">In the school sector, we have to take into account that we have started from a very low base. Nepal has significant challenges such as difficult geography and remoteness in the mountain region. I don’t agree that the achievement has been negligible. If you look at the statistics, primary school enrollment was barely 60 percent in 1990; it is 95 percent now - a significant change brought about by education programs. However, it is also true that some significant challenges still remain, such as the quality of education and a high percentage of dropout. Prudent financial management of the education development fund, too, is an issue. Building on the progress made, I believe these constraints can also be addressed gradually. We have a donor co-ordination mechanism, which enables all the donors to work together to make the most efficient progress by avoiding duplication.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB has supported to modernize Nepal’s capital market. What are the latest developments in this regard?</span> </span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB is supporting Nepal’s efforts to develop the capital and bond markets to attract and promote private investment. For this, we have an ongoing Capital Markets and Infrastructure Capacity Support Project. Under the project, a team of consultants is being selected. There are two components of this project. The first is to support the capital market development, particularly the bond market. The second one aims to develop an enabling environment for public private partnership (PPP), identify investors, design and carry out feasibility studies. We hope to mobilize the consultants by early 2013. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">We are also discussing with the Government of Nepal the opportunity for ADB to issue local currency bonds that will help provide long-term financing for private infrastructure investment and also help develop the country’s bond market. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How do you view the progress of ADB’s projects in Nepal? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The country assistance program evaluation (CAPE) conducted by ADB’s Operations Evaluation Department a few years back found that overall, ADB’s lending program had a positive impact socially, environmentally and economically. These projects have helped reduce not only poverty but also gender disparity and social exclusion by benefiting the poor.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Some of ADB’s programs are directly targeted at the poor and some are indirectly targeted, but the ultimate objective is poverty reduction. Results can be seen from the assistance that ADB has been providing over the years. For instance, the transport system in the country has greatly improved — the main strategic road network as well as the rural roads connecting the remote parts of the country. This has helped improve public service delivery and livelihoods in these areas. ADB’s assistance has also contributed in improving the living standards of the rural communities through the provision of improved water supply and sanitation facilities. However, we recognize that the assistance we provide needs to be more effective in terms of reaching the poor and vulnerable and sustaining these development benefits.</span><br /> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How have you viewed Nepal’s inability to bring about a full-fledged budget at the beginning of the fiscal year? How has it affected your support? </span></span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">Although the government could not bring a full budget, a one-third interim budget was provided. We are working with the government so that the developmental activities are least affected in the given context. As far as the ongoing projects supported by ADB and other donors are concerned, the ordinance (budget) has a special provision to allow the government to provide enough funds through budgetary reallocation. Nevertheless, we remain concerned how the necessary funds would be allocated in a smooth and timely manner for efficient project implementation under the present circumstance. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">What are the challenges facing the development projects in Nepal? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">In general, projects in Nepal face the challenge of timely implementation due to the country’s difficult topography and remoteness of many districts. Poor infrastructures and limited human resource capacities are the other challenges. In some cases, implementation of the projects has been affected by local strikes as well. </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The political transition process has been slow and is still fraught with risks and challenges for development activities. In particular, the absence of elected local bodies since July 2002 has been a major impediment to governance, service delivery, and development works at the local level.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">In addition, labour unrest in the fragile political environment, coupled with acute power shortage, has constrained the revival of key sectors of the economy and private investments. Thus, improving basic infrastructure and strengthening governance and public and market institutions is very crucial for Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Despite these challenges, the performance of ADB’s project portfolio has improved. This also demonstrates the hard efforts by the government agencies that implement the ADB-financed projects. While the overall performance still remains below ADB’s wide average, I am hopeful that this progressive improvement will continue under the strong partnership with ADB.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <span style="font-size:12px;"><span style="color: black;">How do you view the current economic situation of Nepal?</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span style="line-height: 115%; color: black;">Despite the difficult political environment and the global economic slowdown, Nepal has been able to preserve a reasonable macroeconomic stability with a moderate and steady economic growth. We are pleased to note that the government’s and Nepal Rastra Bank’s proactive policy measures on the vulnerability of the banking sector and rising inflation have eased the problems in recent months, although the risks remain. The external position, too, has remained stable with the widening trade deficit being offset by sustained increase in remittance inflows and tourism receipts. However, exports continue to be sluggish due to the long-term structural weaknesses in the economy. Although agricultural growth could slow down in FY 2013 because of the late monsoon and shortage of chemical fertilizers, we believe that Nepal will be able to maintain a moderate growth supported by the service sector.</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. 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</w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Interesting Cover Story <br /> <br /> <img alt="Feedback December 2012" border="1" height="405" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/newbusinessagefeedback.jpg" vspace="10" width="277" /><br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The issue that Nubiz chose for the November issue of its cover story was very interesting and out of the box. We all have witnessed a growth in the number of corporate buildings in the country in recent times but we haven’t really stopped and taken a moment to think why it is happening. The positive message that your cover story gives is that the Nepali corporate people have begun to see presentation as an important factor in their business. I also enjoyed reading about the sizes of investment made in these buildings. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sachin Manandhar, New Road, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">More Indigenous Stories? </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am a regular reader of Nubiz and think it is high time that the magazine started focusing on indigenous businessmen and their success stories rather than printing a number of visiting business people interviews in one issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sabita Basnet, Jawalakhel, Lalitpur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Cycling Thrills <br /> <br /> <img alt="cycling trhills" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cyclingfeedback.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The story on cycling interested me this time more than the other articles. I’m a young businessman who had been, for some time, looking for a write-up on one of the best workouts – cycling. I liked the story even more when I discovered, courtesy your story, that cycling skills could be applied to business as well. I also appreciate the information about the prices of good bi-cycles,cycling gear and the accessories. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Som B Tamang, Bhaktapur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Quality Coke <br /> <br /> <img alt="Feedback December 2012" border="1" height="337" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qualitycokefeedback.jpg" vspace="10" width="195" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">In your last issue, the interview of Phil Humphreys, Chief Operating Officer at Coca- Cola Sabco got my attention. Thank you for highlighting one of the important soft drinks in Nepal. There is a high demand of non alcoholic energy drinks in Nepal. Since I am a retailer of soft drinks in Kathmandu, I can figure out how big these products are demanded. Moreover, I am a fond of drinking coke and all I concern for quality product. The Coca- Cola company among other soft drinks companies is been repeatedly targeted by the media for adulteration. The success of the company lies in the quality of the products they produce. I am very happy to know that the Officer is very much concerned on the quality products which people can rely on. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Bibek Thapa, Sinamangal, Kathamandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Credit Appreciated </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I enjoyed the November issue cover story on corporate buildings, particularly because I am a student of architecture. The selection of people whose interviews accompanied the cover story was well-balanced. However, what I liked the most about the story was the credit given to the architects. When we pass by these buildings, we often wonder who their architects could be. Nubiz has answered our curiosity through the cover story. I appreciate that. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Ramila Chitrakar, Pulchowk, Lalitpur<br /> <br /> <br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Nepal, A Revolution Factory </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am not a big fan of political articles. But the article under your regular political column was rather interesting this time. The article is to the point, bold, and, convincing. While it has answered some of the questions I have always held in my mind, it has also provoked my thoughts and compelled me to think further on the issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sangeeta Pandey, New Baneshwor, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal"> <strong> Corrigendum<br /> </strong><br /> Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar.<br /> Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.<br /> <br /> <br /> We regret the misprint and the inconvenience caused to concerned people, companies as well as to our readers. - <br /> <br /> <br /> Editor</p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar. Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.', 'sortorder' => '659', '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) 9 => array( 'Article' => array( 'id' => '768', 'article_category_id' => '40', 'title' => 'Cover Story December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--></p> <p> <strong><span style="font-size:14px;"><span class="A13">By Gaurav Aryal (With inputs from Rashesh Vaidya, Sushila Budhathoki, Abha Dhital and Bivek Dhakal)</span></span><span style="font-size:14px;"> </span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(22, 144, 186);">Nepali Economy</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Before and After Maoist Insurgency</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory15.jpg" vspace="10" width="400" /><br /> </span></span></strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.</span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">N</span><span style="color: rgb(34, 30, 31);">epal is yet to witness a ‘healthy’ growth rate, which has so far fluctuated between 3.3 and 4.5 percent in this millennium, with the exception of 6.10 percent in 2008. Perhaps nobody is happy with the country’s slow growth rate, but the economists are probably the most worried lot. They lament the fact that the country’s economy has continued the downward trend even after the peace deal between the government and the Maoist guerrillas signed on November 21, 2006. A majority of Nepali economists cite the lack of new investments as the major reason for this poor show of the Nepali economy. They blame an ‘unfavourable investment climate’ created by the political uncertainty for the lack of new investments – foreign as well as domestic. However, it is not that every sector slackened over the past one and a half decades. Some sectors have witnessed encouraging growth rates. (it would be better if you could cite some examples)</span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="258" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/agriculturalproduction.jpg" vspace="10" width="400" /><br /> <br /> <br /> <br /> <span style="color: rgb(34, 30, 31);">Despite the political upheavals which include a decade-long armed insurgency, sectors such as telecommunications, education, information technology, road construction, and remittance have registered significant growths over this period. In the education sector, the literacy rate has continued a steady growth. This is mainly because of the rise in private sector investment in education, and the top priority attached to the sector by the government which allocates the largest share of the national budget to education. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="244" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totaltourist.jpg" vspace="10" width="400" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Remittance has become the lifeline of the Nepali economy in recent times. Despite huge trade deficits, the country’s Balance of Payment has remained positive, barring some hiccups. The remittance inflow has fuelled the growth of the banking sector and helped in the reduction of poverty and increase in the people’s living standard, believe the economists and experts.<br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="310" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalroadlenght.jpg" vspace="10" width="500" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">However, energy and tourism, arguably the two most prospectful sectors in the country, have not grown as expected. The entry of the private sector through Public Private Partnership (PPP) and Power Purchase Agreement with the state-owned Nepal Electricity Authority (NEA) has shown some hopes in the hydropower sector. However, the hope to resolve the power crisis that has only intensified since 2006 is still out of sight. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="266" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalremittance.jpg" vspace="10" width="500" /></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly tourism, another sector widely tipped as the basis for Nepal’s economic development, could not improve as expected over the years. A veteran of Nepal’s tourism sector and Chairman Emeritus of Hotel Soaltee Crowne Plaza, Prabhakar SJB Rana notes that though the tourism industry gained some ground over the past one decade, “there are plenty of areas where we could not do anything at all”. Rana as well as other analysts attribute this failure mainly to Nepal’s inability to promote and advertise itself as an exciting tourist destination in the world’s tourist originating markets. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="217" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/telephonelandlineexpansion.jpg" vspace="10" width="400" /></span><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists as well as development planners seem to be disappointed with the latest political and economic developments. Deependra Bahadur Kshetry, Vice-chairman of the National Planning Commission, says, “The country is moving backward instead of going forward”. Referring to the difficulties of the current government led by Dr. Baburam Bhattarai in bringing out a full national budget for fiscal year 2012/13, he added, “The kind of hindrance created by the opposition parties in Nepal (in the presentation of the national budget) is seen nowhere in the world.” The size of the budget this year has shrunk compared to that of the previous year. Kshetry blames the ‘non-cooperation’ by the opposition parties for the sluggish growth of the Nepali economy in recent years. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="279" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/landbought.jpg" vspace="10" width="500" /><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Several other analysts echo Kshetry’s concerns and cite the example of the Maoist obstruction to the presentation of the national budget last year by the then government led by CPN-UML leader Jhalanath Khanal. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Good Old 90s</span></span></strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> Mid 1990s was a time when the scenario was much brighter with the economic growth rate hovering around five percent. From 1990, the year democracy was restored to 1995, Nepal’s overall situation improved, according to senior economist Dr Dilli Raj Khanal. But in the years after 1995, the Nepali economy witnessed a slowdown which turned into a negative growth during 2000-2005. Recalling the situation of the 1990s, economist Prof. Dr. Bishwambher Pyakuryal says, “There was devaluation of the Nepali currency, economic imbalance, and unemployment but the economy continued to grow - albeit at a modest rate - even during the insurgency in the late 1990s. The donors were supporting the development projects; ongoing projects were being given continuity. But, the donors cut their financial support to Nepal by 48 percent in the last fiscal year, compared to the previous year.”</span></span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> </span></span><br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="247" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/goverment.jpg" vspace="10" width="400" /></span> <br /> Dr. Khanal adds, “Nepal’s economic growth rate, which was already slow, further deteriorated during the period of 2000 - 2005. The Maoist insurgency, which escalated during these years, is to blame to a great extent for today’s flagging economy.” Another economist, Dr Chiranjibi Nepal observes, “Although there was little economic progress from 1996 to 2000, the country was faring well, so to speak. But after 2000, there was a massive decline in economic activities, followed by the closure of several industries and slowdown in the manufacturing sector. The cumulative negative impact of all this on the economy was too heavy.” </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GDP.jpg" vspace="10" width="400" /><br /> <br /> <br /> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lankan Comparison </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists and development experts often compare the economic situations of Nepal and Sri Lanka, for both countries have gone through violent armed insurgencies in recent history. When Nepal was passing through an armed Maoist conflict, Sri Lanka was going through the LTTE violence. In fact, Sri Lanka’s insurgency-related problems were far bigger than those of Nepal, in terms of both size and scale. For example, the Sri Lankan conflict took the life of its then head of the state and aeroplanes parked at the international airport in the capital were blown off in LTTE attacks. Nothing of that sort happened in Nepal. (The massacre of King Birendra and his family was not a terrorist act.)</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Dr. Nepal says, “It is amazing that Sri Lanka achieved five percent growth rate even when the armed conflict there was in full swing. What’s more, the island country’s growth rate crossed seven percent after the LTTE violence was brought to an end. In stark contrast, Nepal has continued with its poor show in terms of economic progress even after so many years of the start of the peace process.”</span></span><span style="font-size:14px;"> </span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> Former finance minister Dr. Prakash Chandra Lohani explains the reasons. “Political uncertainty and chaos has been at the root of the sorry state of the Nepali economy. It’s unfortunate that the same reasons still prevail and are hindering Nepal’s economic progress,” he says. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">The lack of any worth-noting investment in the major sectors of the economy has been another hurdle to Nepal’s economic progress. Neither domestic nor foreign investment worth mentioning has been made since the start of the peace process in the country. According to Dr. Pyakuryal, no significant amount of foreign direct investment (FDI) has come to Nepal over this period because of the feeling of insecurity and lack of confidence in the government. </span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"> <br /> </span><br /> <span style="font-size:14px;"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="255" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/budget.jpg" vspace="10" width="400" /><br /> <br /> </span> <span style="color: rgb(34, 30, 31);">However, all hopes are not lost for Nepal. Analysts still see the possibility of a double digit growth for the Nepali economy, provided that the state can ensure political stability and policy predictability for foreign as well as domestic investors. Some instances in the recent past support this optimism. For example, a number of foreign investors flocked Nepal – some of them wanted to explore investment opportunities while others came with concrete proposals in their hands – immediately after the government and the Maoist guerrillas signed the comprehensive peace accord on November 21, 2006. Similarly, many foreign investors applied and got the permission to conduct detailed surveys for developing a number of hydropower projects of different capacities. But many of these investors haven’t been able to go ahead with their projects, thanks to the hurdles posed by different vested interest groups. Successive governments over the years have not been able to deal effectively with these ‘project spoilers’, perhaps because of the uncertainty looming large over their own future.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Human Development Index</span> </span></strong><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s Human Development Index (HDI) value for 2011 is 0.458 and the country is positioned 157th out of 187 countries included in the Index. According to a report of UNDP, between 1990 and 2011, Nepal’s HDI value increased from 0.340 in 1990 to 0.509 in 2006 and 0.458 in 2011.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The analysts say remittance has a lot to do with poverty reduction and consequent improvement in HDI over the years. According to the Human Development Report 2011, life expectancy at birth in 1995 was 57.5 years and it increased to 65.6 in 2005 and to 68.8 in 2011. Improved health condition due to availability of health services and improved awareness are considered as contributing factors for increased life expectancy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/electricity.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The role of remittance in Nepali economy is increasing continuously. When most of the sector of the economy are showing downward trend, remittance inflow has constantly increased. This on the other hand has kept the Nepali economy going, say analysts. Remittance inflow that was Rs 239.388 billion in the fiscal year 1995/96 made a steep rise to Rs 413.428 billion in 2000/01 and to Rs 430.396 billion in 2001/02. Though the following five years till 2004/05 saw a near stagnation in remittance inflow, it registered a sharp rise to Rs 1246.423 billion in 2010/11. The trend shows that it is likely to keep on growing in the years to come too.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The remittance inflow in 1995/96 was equivalent to 1.79 percent of the GDP. That ratio shot up to 10.97 percent in 2001/02 and 18.69 per cent in 2010/11, according to the statistics provided by Nepal Rastra Bank. <br /> <br /> Remittance is credited to be one of the most important contributor to reduction of poverty incidence which, according to the Nepal Living Standards Survey III (NLSS-III), published in 2011, stands at 25.2 per cent, down from 31 percent a decade earlier.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Number of Nepali youth going abroad for employment increased during the insurgency and in the following years. Upon publication of the NLSS-II which showed poverty reduced to 31 percent from 42 percent shown in the NLSS-I in 1996, analysts had expressed fear that the poverty incidence may shoot back to 42 percent or above if the peace process started by then encouraged the migrant workers to go back to the village and discouraged further migration out of the village. But it seems that the outflow of the people from the villages is not likely to be reversed in the foreseeable future.</span><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <br /> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="162" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/human.jpg" vspace="10" width="500" /><br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Trade </span></span></strong><br /> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has continuously been in deficit in the absence of low industrial base. Measures for trade promotion have not brought significant improvement. Trade analysts say that easy availability of cheap Chinese goods has displaced many industries though it has helped in improving the lifestyle of the people. Nepal’s readymade garments industry (one of the major export industries) lost its American and European market due to the combination of two reasons that struck it simultaneously. One, the quota facility it enjoyed in these markets till late 1990s was lost with the phase out of the multi-fibre agreement in international trade. Second, the severe labour unrest instigated by the Maoists during the insurgency as well as after they came overground following the success of Jana Andolan II, disrupted the supply chain that forced the buyers to search other sources of supply.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to data from Trade and Export Promotion Centre (TEPC) and NRB, between fiscal years 1995/96 and 2011/12, it was only in 1999/2000 and 2000/01, the trade was measured surplus. The surplus in 1999/2000 and 2000/01 was by Rs 18.43 billion with India and Rs 40.24 billion with other countries and by Rs 19.18 billion with India and Rs 40.85 billion with other countries respectively.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has been concentrating more and more in India in the recent years. While the share of countries other than India in Nepal’s total international trade was higher than with India till fiscal year 2001/02, then after India’s share started to be higher than that of other countries. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><br /> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Government Budget </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Capital expenditure in the government budget during the insurgency (from 1995/96 till 1998/99) was low and almost stable. But it was higher than the recurrent expenditure. However, in years after 1999/2000, recurrent expenditure has zoomed up while capital expenditure remained almost stagnant until the fiscal year 2005/06. One of the reasons behind such scenario was concentrated priorities of the government to calm the heightening conflict. For that purpose, expenditure was diverted to investment in security purpose; as a result, development projects were affected. It was also complained that the environment was not favourable for successful completion of the projects by the project executors during the conflict era. In the last six years recurrent expenditure has been growing substantially, reads the data provided by the Office of the Comptroller General.</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Analysing this, Prof. Dr. Bishwambher Pyakuryal says, after the peace process started, many projects were either postponed or discontinued because of lack of trust in the government by donors. For example, last year the donors decreased their financial support by 48 per cent. Deficit budget is financed through foreign loan and internal loan. The amount of foreign borrowings in 2000/2001 (Rs 12.044 billion) was almost equal to the borrowings in 2010/11 (Rs 12.075 billion) while it decreased to Rs 4.546 billion in 2002/03. Similarly, the internal borrowing reached a record high in 2010/11 with Rs 42.515 billion. In the fiscal year 2009/10 it was Rs 29.914 billion and in 2006/07 it was Rs 17.892 million.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Roads </span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> One of the areas where Nepal registered a good growth was in the expansion of roads network. The total length of roads has doubled over the fifteen years period between 1996 and 2012. The growth had slowed down when the conflict was at its worst. However, the growth never really ceased. Many remote parts of Nepal have been connected by road over these years. The growth is particularly in the length of fair weather roads. One reason for this increasing trend is initiative taken by local people. Growth is seen also in the length of gravelled roads that have helped in improving accessibility. In the recent years it can be noticed that the length of black-topped roads has outpaced other kinds of roads.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Electricity </span></span></strong><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">Electricity shortage has hamstrung industrial growth and made city life miserable. And the history reveals very interesting facts. In 1990, the installed capacity of hydropower generation in the country was 0.73 million MW which increased to 0.86 million MW in 1995/96 which gives an addition of 0.15 million MW within six years. This increased to 1.76 million MW in 2005/2006 – an increase of 0.9 million MW in ten years. Now in 2012 it stands at 2.36 million MW.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Telecommunication </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There has been a good increase in the telephone coverage across the country over the last 15 years. And this expansion is speedier in cellular mobile phones. According to the census 2011, 7.37 per cent of Nepali population uses landline telephone though this is heavily concentrated in urban areas where 22.66 per cent population uses it. In rural areas only 3.77 per cent of the population there has landline telephone. Similarly 64.63 per cent of total population of Nepal uses cellular mobile phone. This ratio is 84.07 per cent in urban areas and 59.98 per cent in rural areas. According to the census 2011 report published in November 2012.</span></span><br /> </p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The telephone sector suffered a lot during the insurgency. For example, many telephone towers were blown up by Maoist insurgents. However, this sector gained the most after the peace process started.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Agriculture </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Agriculture sector saw stagnant trend during the period between 1995/96- 2011/12. The cash crops sub-sector did better – the production of cash crops doubled during the period. Within the cash crop subsector, the major crops that recorded substantial growth were tea, coffee and cardamom. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to Sheela Thapa, Deputy Director at AEC (Agro Enterprise Center), consistent growth in the agricultural production was mainly because of the good weather and high rate of seed replacement. She says, “We don’t have pest problems. Farmers are increasingly using hybrid seeds as well as improved seeds which have positive impact in the production figures.” </span></span></p> <p> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Within this period, the year 2008 was the best in terms of weather and the availability of fertilizers while the drought and flood in 2006/ 07 resulted in a slump in agricultural production. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Durga Prasad Upreti, Senior Economist at Agricultural Commodity Export Promotion Program says though there were no direct effects of armed conflict or the subsequent peace process in agricultural production, the country has lagged behind six to seven years in terms of agricultural sector development due to the conflict. He attributes the subsistence farming system for no effect of the conflict or the subsequent peace process in agriculture. According to him, had there been commercial farming with large scale farms producing the goods for the market, Nepal’s agricultural sector would have certainly suffered huge losses due to that conflict. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Irrigation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There were noticeable changes in the irrigation sector with the start of Maoist civil war in 1995/96. The hilly region saw massive decline in the growth of additional land irrigated. About 10,600 hectares of additional land were brought under irrigation in 1995/96, but it was only 1,620 hectares in 2006/07 and only 1,345 hectares in the first nine months of the fiscal year 2011/12. In Terai region, 36,084 hectares additional land was brought under irrigation in 1995/96. It was 16,782 hectares in 2005/06 and 16,101 hectares in the first nine months of the fiscal year 2011/12. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly, the method of irrigation has also been varied since 1995/96 with the increase in the use of ground water system. The canal water irrigation system was the main source of irrigation, irrigating 33,898 additional land in 1995/96, 5,460 hectare in 2006/07 and 12,935 hectares in the first nine months of the fiscal year 2011/ 12. On the other hand, the ground water irrigation system was 12,231 hectares in 1995/96, 21,024 hectares in 2006/07 and 4,512 hectares in the first nine months of the fiscal year 2011/12 respectively. According to the Economy Survey 2011/12, about 67 per cent of the total agricultural land is covered by irrigation.</span> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing sector was the greatest sufferer due to the conflict and it is still the same. The problem started to be more pronounced from the year 2003/04 since when there was massive decline is recorded in the production of manufactured goods. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education </span></span></strong></p> <p class="MsoNormal"> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education sector too was badly affected by the conflict that forced many schools to close down, particularly in remote rural areas, and the students there were forced to join the Maoist army. However, that triggered the private sector to open new schools and colleges (mainly plus two colleges) in the cities, particularly in the capital. The conflict also encouraged the students to go abroad for studies. Now, colleges in Nepal have started getting affiliation with foreign universities and offering their courses here.</span> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to the latest National Census 2011, the country’s literacy rate stood 65.9 percent, up from the 54.1 percent in 2001. However, this trend indicates that that it will take over three decades for Nepal to achieve the Millennium Development Goal (MDG) of 100 percent literacy, whereas that goal is actually set for 2015. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">National Census-2011 </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Overall literacy rate (age-5 and above) =65.9% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Male literacy=75.1% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Female literacy=57.4% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Highest Literacy Rate (Kathmandu=86.3%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Lowest Literacy Rate (Rautahat=41.7%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education Above SLC=10.2% (Total Pop.) </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism</span> </span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism industry was not affected in the initial years of the armed conflict. So, till the end of the millennium, Nepal got good number of foreign tourists. One reason for that was the Visit Nepal Year campaign of 1998. According to the given data, it was after the millennium the tourism sector in Nepal witness a negative growth for few years. The government declared the year 2011 as ‘Nepal Tourism Year’ expecting similar effects as those of Visit Nepal Year -1998, but it was largely a failed exercise. The tourist arrival in that year was 736,215, much less than the expected one million, though nearly double the number of 1996 or 2006.</span><br /> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Civil Aviation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Decade-long conflict adversely affected civil aviation industry as well. Many Air traffic control towers were destroyed in the conflict. For example, the ‘West Locator Tower-Dharke’ was completely destroyed and it is still in the dilapidated state.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Another effect of the conflict was in the international flight movement to and from Kathmandu. Driven out of their villages, Nepali youth started going abroad for work and that increased the demand for international flights. Consequently foreign airlines started increasing their flights to Kathmandu. However, Nepal’s flag carrier Nepal Airline Corporation could not benefit from this as it suffered from lack of aircraft. Consequently, Nepal could not derive as much benefit as could have from this boom in international air traffic.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">Air operator’s certificate </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Total AOC issued – 69 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Valid AOC – 39 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Invalid and Cancelled –30 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Airline in Operation –34 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">AOC Valid but Not in Operation – 5 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Helicopter Operator with Valid AOC –8 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Fixed Wing Operator with Valid AOC –14 </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Aviation Sports with Valid AOC –17</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We must strengthen our democracy’</span></strong></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="227" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PRABHAKAR-SJB-RANA.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PRABHAKAR SJB RANA </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">Chairman Emeritus </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Soaltee Hotel Ltd, Crowne Plaza Kathmandu</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lanka, too, suffered from an armed insurgency which was more intense and persisted for a longer period than the Maoist conflict in Nepal. But Sri Lanka has been doing well in recent times, following the end of the violence there. In comparison, Nepal is not doing that well though the decade-long conflict was said have ended six years ago. In my view, our socio-economic condition is going downward at present. To become a prosperous nation with robust economy, we must groom and strengthen our democracy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">As a matter of fact, the economy and social factors are inseparable and proportional to each other. At present, the inflation is on the rise and the main factor behind the gloomy picture is the decreasing exports. The political instability has held the nation a hostage. On the one hand, there is a positive progress in the tourism sector, while on the other, we haven’t made much difference. According to the October statistics, the international tourism market has witnessed a fall. So, we must acknowledge the fact that it’s high time that we became self-dependent and started thinking how to raise our market at the global level. <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Peace process did not bring optimism for investment’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-PRAKASH-CHANDRA-LOHANI.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR PRAKASH CHANDRA LOHANI </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> The average growth rate of the Nepali economy was around five percent during the 1990-2000 decade, despite the beginning of the decade-long Maoist civil war in 1996. However, after the peace process, there was a slowdown in the economy, mainly because of the lack of new investments. One reason for this might be there were an increasing number of improper investments, misuse of money and leakage in investments.</p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Post the peace process, the government had no plan for investment and it could not guarantee the investors for business in Nepal. There were ongoing big budget programmes but with no productivity. A lot of money was wasted in unproductive sectors which led to the failure of Nepali economy to achieve even the minimum growth.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The peace process, unlike the people’s expectations, did not bring optimism and as a result, the economy could not prosper in the post-conflict period. Uncertainty and political unrest were the major reasons behind this. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Now, the country has no regular income source because of high rate of unemployment. Young people are wandering all over the world like never before - only to earn. Unless they are employed, the country cannot generate income. If we want to reform our economy we need to minimize the political risks. Drafting the new constitution and creating conducive environment for investors will surely bring positive changes in the Nepali economy.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Intra- party consensus on economic issues’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="225" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PROF-DR-BISHWAMBHER-PYAKURYAL.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PROF DR BISHWAMBHER PYAKURYAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Historically there seems to have been positive relation between economic development and political stability in Nepal. However, it is difficult to find the exact relation in the current scenario. It is mainly because Nepal could not prosper after the peace process when compared to the time of conflict. For example, Iraq, a country in Western Asia is achieving a double digit growth despite such a shaking unrest. We don’t find a relation between political instability and economic growth there.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s growth rate was four percent during the years 1997- 2003 and three percent during 2003- 2008. Before the Maoist war, the average growth rate was four percent, but it decreased by one percent after the peace process. During the insurgency, there was an increase in unemployment, devaluation of the Nepali currency, economic imbalance etc but the economic growth was not that uncertain and many development projects were going on. However, after the peace process, many projects were either postponed or discontinued because of the lack of trust in the government. Last year only, donors decreased their assistance by 48 per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Political stability is supposedly the backbone of economic stability. Therefore, politicians should understand that politicization of economic agendas is never fruitful. With the erosion of political credibility, the trend of Nepalis investing outside the country has been on the rise. The government has fallen short of motivating and inspiring the private sector. Even more alarming, perhaps, is the ever rising exodus of the productive population – the age group of 16 to 29 – for foreign employment. Remittance, a not-so-dependable source in today’s global politico-economy, has kept the Nepali economy afloat so far.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The common people do not care which party or person is in power; all that they care about, perhaps, is how the inattention to the country’s economic agendas is affecting their lives. Now the economic situation is unpredictable. If this situation continues, the possibilities of less production, labour migration, capital flight, uncertainty, insecurity for investors will rise for sure. Economic issues should not become the victim of anybody’s vested political interest. We can have a continuous growth in the economy if the political leaders are ready for it. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There should be an inter-party consensus on high priority sectors such as health and education. This has become very urgent and it’s high time that the politicians felt this urgency. There should be consensus at the policy level for the implementation of the economic agendas. This is the only way to regain the people’s support and trust which is very vital for sustaining the political change and preventing economy flight. Our policies and legal framework, too, should be predictable. I wonder why our politicians couldn’t learn to agree on the common economic agendas. However, I am optimistic that they will, someday.<br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Stable government is a must for development’</span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <br /> <img alt="cover story december 2012" border="1" height="257" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-CHIRANJIBI-NEPAL.jpg" vspace="10" width="200" /><br /> </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR CHIRANJIBI NEPAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economic activities in Nepal were highly affected during the years 1996- 2000, leading to a low economic growth. The economy’s downward spiral started in 1996, and after the year 2001, the changes became noticeable with the growth turning negative. It was when Nepal started being compared with conflict-hit countries such as Burundi and North Korea.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The worst-hit sectors were industry and manufacturing, declining from 16 per cent in 2001 to six per cent in 2006. This massive decline in economic activities and closure of the industries hit the economy hard. The resulting negative growth introduced foreign employment as a major business. Weak export and nil employment were the main features of the economy back then. The trend of foreign employment peaked while export saw a massive decline from 2000 to 2006. The contribution of remittance to the GDP was higher than that of total export. After 2006, the situation was expected to improve. But it did not, with the economic growth rate hovering around barely above six per cent. The growth rate saw a downward trend again in the years 2008-2012, with an average of three per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal is losing its international credibility, thanks to the current political mismanagement. A clear indicator for this is the decline in the annual foreign direct investment (FDI) inflow which has decreased from Rs 9 billion nine years back to around Rs 7 billion at present. For survival, the country depends as much on remittance as the Netherlands once relied on its oil resource. If the remittance inflow follows a downward trend, what will be the future of Nepal?</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance is simply undependable as a means to sustain the economy in the long run. Also, its inflow which depends on a number of external factors is unpredictable. It is a kind of slow poison which ultimately kills a nation in the course of time. The government has no strategies to generate employment in the country. When there is no productivity, how can we have growth? This is why our international trade comprises of 85 per cent import and a mere 15 per cent export. There is no fixed time for presenting the country’s annual budget, which has been delayed over and again. Meanwhile, the budget deficit has reached Rs 3. 87billion.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">It seems amazing that Sri- Lanka, which was growing at about five percent during the LTTE conflict, has been able to achieve a growth rate of more than seven per cent post the conflict. But Nepal, on the other hand, has failed to achieve any impressive growth rate even after the peace deal. I don’t understand why Nepal hasn’t witnessed a healthy economic growth though the decade-long armed insurgency here ended six years ago. Our major problem, perhaps, has been unstable government. Moreover, economic growth also depends on policy consistency and stability; Nepal lacks long-term government policies.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Nepal has huge prospects in many sectors, including hydropower and tourism, which await their effective exploitation. For the past few years, Nepal’s average annual hydropower generation capacity has been only six mega-watts. At this rate, it will take us a century to produce 600 MW of hydropower. Our total hydropower potential is up to 63,000 MW. I am confident that we can bring about impressive changes over the next five years – there is no need to wait for another 25 years as suggested by some politicians - if we have a government stability and policy consistency. <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We lack clear economic policies’</span></span></strong></p> <p class="MsoNormal"> <img alt="cover story december 2012" border="1" height="222" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-DILLIRAJ-KHANAL.jpg" vspace="10" width="200" /></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR DILLIRAJ KHANAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Compared to other Asian countries, Nepal always has had a slow growth rate. Nepal’s economy started slowing down further after 1995; the effects of this were quite visible during the years 2000-2005. The armed Maoist insurgency certainly had some impact on the Nepali economy, but it was only a marginal impact.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Unlike in many African nations which have been through conflicts, the negative impacts of the Maoist insurgency on Nepal’s economy became more perceptible after the beginning of the peace process. Nepal hasn’t seen the kind of economic growth which normally follows the establishment of peace after a long period of conflict in any country. This is mainly because we could not give priority to our economic issues.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The fact that the political parties in Nepal cannot agree on even presenting the country’s full national budget on time speaks volumes about our current problems. The country could not get its annual budget on time, except for one fiscal year, after the start of the peace process in 2006. It is unfortunate that the politicians have failed to focus on the country’s economic agendas over this period. Their concern for the worsening economy is limited to slogans and speeches only. In reality, their only concern is how to get the reins of power. Power is what they have been fighting for all these years, after the signing of the peace deal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">We don’t have the pre-requisite for development, either. For example, we lack the infrastructures that are a must for a big-budget project to run smoothly. We haven’t been able to encourage local as well as foreign investors to invest in the country. High transaction costs, power shortage and water scarcity have made it further difficult to sustain the industry. In addition, the investors find the overall environment in the country not conducive for investment.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There is uncertainty in the global environment and the political instability in Nepal has made achieving economic prosperity further difficult. My research on finding the sources of economic growth also suggests the need to have proper economy and to make good policies to implement them. If we do it, we can have high growth rate in coming 10 years- and we don’t need to wait for 2030. Nepal can benefit from the development of global economic hubs like China and India as well. We could increase our income by five times what we earn today. We can have better economy than the newly emerged economies like Malaysia, UAE and other Gulf countries.</span> <br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.', 'sortorder' => '658', '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) 10 => array( 'Article' => array( 'id' => '767', 'article_category_id' => '52', 'title' => 'From The Editor December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> 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<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The Baseless Rate</span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="From The Editor" border="1" height="242" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/NRB.jpg" vspace="10" width="380" /><br /> </span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: rgb(34, 30, 31);">n the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance. In other words, it is a mere paper, not a policy. It is because if the banks were to treat this as a mere reference rate on lending, as the NRB claims, the rationale of the whole exercise, as it is, would be futile. If the NRB intended to make the circular mandatory but remained short of doing so in apprehension of reprisals, it is on the wrong plank of policy formulation. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The formulae suggested by our central bank through this circular to calculate the cost of fund for lending make us believe that the rate is similar to the ‘base rate’ of the Reserve Bank of India that came into effect in July 2010 or the Discount Rate of the US Federal Reserve that has been there for years. Central banks enforce such base rates to prevent the systemic failure of financial institutions, if the latter indulge in deficit-driven transactions for a long period of time. But in our case, there are only a few instances where Class ‘A’ banks have actually incurred losses by resorting to competitive lending rates, which are below the actual cost of fund.</span></span><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">If the idea behind the NRB’s base rate circular is to keep the interest rate regime transparent, then it may be taken positively. However, the transparency component has already been incorporated in the concept of quarterly publication of the financial statements of the banks and financial institutions. Therefore, this circular without teeth was an unnecessary exercise.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">In fact, central banks which have to handle a financial system with abundant liquidity often enforce base rates to prevent banks from resorting to cheaper lending rates to attract or retain clients. Also, such rates are applicable where the interest on lending, like in the US, is very low - at times below 3-4 percent per annum. Or, in the case of the 2010 Indian economy which was feared to be over-heated. But Nepal’s banking system at present has no such issues. The system, more often than not, remains cash-strapped. As a result, the banks’ interest rates are usually high - at times as high as 20 to 22 percent. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Besides, the practice of central banks fixing base rates has become an outdated and anti-free-market concept over the past couple of years. If a particular bank opts to lend at a cheaper rate with low profit margin, it may earn even more out of the sheer volume of the transactions. Therefore, it is up to the business manager of a bank to decide what market strategy to adopt and at what price to sell its products. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"> <span style="color: rgb(34, 30, 31);">The NRB’s circular to the banks to publish their base rates on a monthly basis is an additional cost burden on them. Not only that, barring the banks in all circumstances from lending at rates lower than the base rate is barring them from the freedom of portfolio and treasury management. The interest rates on lending to a variety of projects (like SME loan, consumer financing and mega-project financing) are bound to be starkly different. Therefore, an efficient bank may like to finance at lower interest rates the projects that give it a better mileage in the market, though not a direct profit, and compensate for the ‘loss’ by lending to projects where it may be able to charge higher interest rates. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <span style="line-height: 115%; color: rgb(34, 30, 31);">In this exercise of base rate policy, the intentions of quite a few stakeholders got badly exposed. The NRB’s actual intention was to make it mandatory, not because it would do any good to the system, but because the regulator perhaps wanted to show that it still has some controlling powers over the financial sector. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> It was clear that some established bank were in favour of the circular whereas the new ones, whose costs of fund are likely to run high if calculated according to NRB guidelines, were averse to it. But, the new banks could not muster the courage to say that the circular was an unnecessary exercise. The NRB, on the other hand, could not justify its half-hearted approach in introducing it. </span><br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'In the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance.', 'sortorder' => '657', '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) 11 => array( 'Article' => array( 'id' => '766', 'article_category_id' => '45', 'title' => 'Corporate Movements November 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="Pa17"> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="november 2012" border="1" height="120" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate(2).jpg" vspace="10" width="223" /><br /> <br /> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Newcomers </span></strong></p> <p class="Default"> <br /> <img alt="abhinav" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHINAV-N-RANA.jpg" vspace="10" width="94" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">ABHINAV N RANA has joined Hotel Tibet International as Vice President – Operations. Earlier, he was the Acting General Manager of Hotel Radisson Kathmandu.</span><br /> <br /> <br /> <img alt="govinda" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GOVINDA-GURUNG.jpg" vspace="10" width="98" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">GOVINDA GURUNG has joined Civil Bank Limited as Senior Executive Officer. Earlier, he was Deputy General Manager at Mega Bank Limited. </span></p> <p class="Default"> <br /> <img alt="arun risal" border="1" height="110" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ARJUN-RISAL.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">ARJUN RISAL has joined Century Commercial Bank as Branch Manager, Birtamod branch. Earlier, he was Branch Manager at Bank of Asia, Dharan branch</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Promotions at Hotel Radisson<br /> <br /> <br /> <img alt="umesh bhatta" border="1" height="109" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/UMESH-BHATTA.jpg" vspace="10" width="89" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">UMESH BHATTA has been promoted as Senior Banquet Manager of Hotel Radisson Kathmandu. Earlier, he was Banquet Manager at the hotel. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="sweta" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SWETA-SHRESTHA.jpg" vspace="10" width="87" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SWETA SHRESTHA has been promoted as Sales Manager. Earlier, she was Asst. Manager – Sales & Marketing at the hotel. </span></p> <p class="Default"> <br /> <img alt="mukesh" border="1" height="88" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/MUKESH-PRASAD.jpg" vspace="10" width="72" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">MUKESH PRASAD YADAV has been promoted as Asst. Chief Engineer. Earlier, he was Senior Shift Engineer at the hotel. </span></p> <p class="Default"> <br /> <img alt="lok raj dhungana" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LOK-RAJ-DHUNGANA.jpg" vspace="10" width="89" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">LOK RAJ DHUNGANA has been promoted as Asst. Manager – Account Department. Earlier, he was Account Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="poonam" border="1" height="99" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/POONAM-MANANDHAR.jpg" vspace="10" width="70" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">POONAM MANANDHAR has been promoted as Asst. Manager – Sales. Earlier, she was Sales Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="karuna" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/KARUNA-MANANDHAR.jpg" vspace="10" width="77" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">KARUNA MANANDHAR has been promoted as Asst. Manager – Public Relationship and Publicity. Earlier, she was Executive – Public Relationship (PR) at the hotel.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Transfers at Civil Bank Limited<br /> <br /> <br /> <img alt="suraj" border="1" height="111" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-BICKRAM-SHAHI.jpg" vspace="10" width="98" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">SURAJ BICKRAM SHAHI has been transferred as Head of Promotion, Publicity & Retail Services Marketing Department at Civil Bank Limited. Earlier, he was Chief e-Banking Officer. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="abhijeet" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHIJEET-SHRESTHA.jpg" vspace="10" width="88" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">ABHIJEET SHRESTHA has been transferred as Chief Human Resources Officer. Earlier, he was Head of Promotion & Publicity and Research & Development Department. </span></p> <p class="Default"> <br /> <img alt="diwas karki" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DIWAS-KARKI.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">DIWAS KARKI has been transferred as Chief e-Banking Officer. Earlier, he was Chief Human Resources Officer.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Newcomers at Samsara Money Transfer<br /> <br /> <img alt="jeewan" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JEEWAN-BABU-SHRESTHA.jpg" vspace="10" width="86" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">JEEWAN BABU SHRESTHA has been appointed as the Executive Vice Chairman of Samsara Money Transfer Private Limited. Earlier, he was the CEO of Hama Merchant and Finance Ltd. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <img alt="suraj chettri" border="1" height="106" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-CHHETRI.jpg" vspace="10" width="88" /></span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SURAJ CHHETRI has been appointed as Director – Marketing and Business Development. Earlier, he was Head – Marketing at International Money Express (IME) Pvt Ltd. </span></p> <p class="Default"> </p> <p class="Default"> <img alt="jagat" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JAGAT-PRASAD-RIJAL.jpg" vspace="10" width="91" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">JAGAT PRASAD RIJAL has been appointed as Director – Operation and Accounts. Earlier, he was Assistant Manager – Accounts at International Money Express (IME) Pvt Ltd.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Government Appointments<br /> <br /> <br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">BHANU KANDEL has been appointed as the Chairman of Nepal Auditing Standard Board for three years. He is a Chartered Accountant by profession. <br /> <br /> <br /> <img alt="laxman" border="1" height="116" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LAXMAN-HUMAGAIN.jpg" vspace="10" width="96" /><br /> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">LAXMAN HUMAGAIN has been appointed as the General Manager of Nepal Television (NTV) for four years through free competition. Earlier, he was Senior News Editor at NTV.</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span class="A10"><span style="line-height: 115%; font-family: ">Note: </span></span><span class="A10"><span color:="" style="line-height: 115%; font-family: ">If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage. com. 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Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><img alt="german ambassador" border="1" height="261" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/german.jpg" vspace="10" width="344" /><br /> <strong>German Ambassador Frank Meyke with Vice President of Nepal Paramananda Jha at the reception held to celebrate the Day of German Unity.</strong></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"><br /> <br /> <img alt="wto" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/WTO.jpg" vspace="10" width="135" /><br /> </span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">WTO Assistance on Herb Exports</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The World Trade Organization (WTO) is providing financial assistance to the government to ease the exports of Nepali medicinal herbs to the international market. "The Enhanced Integrated Framework (EIF) of WTO has assured us assistance for the international marketing of herbs," informed Toya Narayan Gyawali, Joint Secretary at the Ministry of Commerce and Supply (MoCS). Nepal Trade Integration Strategy (NTIS) 2010 is gearing to submit a proposal to the EIF in order to get its assistance for improvement of forward and backward linkages. The financial aid received from EIF will be utilised for enhancement of international market prospects, to increase the capacity of farmers and entrepreneurs, and for designing of products and packaging. After ginger and pashmina, the Nepali medicinal herb is the third product to seek EIF assistance to prosper linkages. The ministry is looking for EIF assistance to propel Nepali medicinal herbs and the Government of Nepal has already received Rs 110 million from EIF to enhance production and processing of ginger, Gyawali said. According to the statistics of Trade and Export Promotion Centre (TEPC), Nepal exported medicinal herbs worth Rs 710 million in fiscal year 2010/11. Nepali medicinal herbs have found a few lucrative destinations for the exports in USA, France, Germany, Vietnam, Singapore, Japan, Italy, Russia, Belgium and South Korea.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Foreign Investors Upbeat about Hydropower Sector</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Federation of Nepalese Chambers of Commerce and Industry (FNCCI) have informed that investors from Korea, Philippines and Taiwan have shown interest to invest in the hydropower sector. "The recently concluded three-day regional conference of Asia- Pacific Chambers of Commerce and Industry (CACCI) provided a platform to know about the foreign investors' interest in Nepal's hydropower sector,” said Gyanendra Lal Pradhan, Chairperson of Energy Committee at FNCCI. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">President Dr Ram Baran Yadav had inaugurated the conference and acknowledged the private sector's role in strengthening the country´s economy. He further made an appeal to all the business leaders to invest in Nepal. "The conference is fruitful not just for Nepal but also for the entire region," said Suraj Vaidya, President of the FNCCI. At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector. His investment would be in Upper Mai Hydroelectric Project (9.98 MW), which is being developed by High Himalaya Hydro Company. Top–notch businessmen of the region, who gathered in Kathmandu for the 26th conference of CACCI, admitted there were structural problems in Nepal´s hydropower sector. “There are security risks at the project sites in Nepal. The volatile political situation is always a big threat for us to work,” said Dilip Singh, General Manager of Himal Hydropower Company, during a panel discussion.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Four Hydro Projects’ PDA to be Signed</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Investment Board (IB) is all set to sign Project Development Agreement (PDA) with four hydropower projects. According to a release from the Board, a meeting held between the Board and project promoters concentrated on the legal provisions of the agreement. Earlier, the Board had handed over the draft of the agreement over to the project promoters. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The promoters, who have been demanding the Board for the PDA for some time now, expressed their individual views on the shortcomings of the draft in the meeting. The project promoters said that the indecisiveness of the government is impeding the projects. "The interruption in the PDA has delayed the construction of the project by one and a half years," said one of the promoters. He further said that the tender process for constructing road to the project site has also been interrupted due to the delay in PDA. The Board is preparing to sign PDA with Tamakoshi III (650 MW), Upper Karnali (900 MW), Upper Marsyangdi (600 MW) and Arun -III (900 MW) hydro projects. The government took more than two years to prepare the draft of the PDA. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The signing of the PDA will facilitate the production of 3,000 MW electricity from four big projects put forth by the board. The government has prepared the draft after foreign investors expressed their insecurities over their investment. The investors have grown insecure owing to the frequent changes in laws and policies regarding hydropower. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government had taken the cabinet decision in April 2010 regarding the preparation of the PDA draft of the projects and appointed Harvard Smith, a British law consultant for the purpose. The PDA model incorporates the provisions for free energy, incentives for the state, facilities to be provided by the state, and security among various other aspects.</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Cabinet Shuffles Secretaries</span></span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government has promoted some joint secretaries and transferred secretaries at various ministries and government offices through a cabinet meeting held on October 18.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><img alt="cabinet" border="1" height="370" 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mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Non-life Insurance Companies Register 11 Per Cent Profit</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. It is a good profit and companies who have managed their managerial cost well have made encouraging profit,” said Binod Aryal, Executive Director of the Insurance Board (IB).</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year, Sagarmatha Insurance (SI) made the highest profit among non-life insurance companies. SI made a profit of more than 20 per cent of its total insurance premium collected. The company earned Rs 641.9 million out of which its profit amounted to Rs 131.7 million.</span></p> <p> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Bharat Basnyat, CEO of the company said the managerial cost of the company is less than nine per cent of the total insurance premium collected and that enabled the company to make high profit. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">According to the IB, the profit of non-life insurance companies has been increasing since the last two years. In fiscal year 2010/11, these companies’ profit increased by 16 per cent compared to the previous fiscal year. Likewise, in fiscal year 2011/12, the profit increased by 33 per cent compared to the fiscal year 2010/11.</span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">In fiscal year 2011/12, the profit of non-life insurance companies increased by 33 per cent compared to the fiscal year 2010/11.</span></span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro""> <br /> <br /> <img alt="JCB" border="1" height="170" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JCB.jpg" vspace="10" width="309" /><br /> </span></span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JCB Operator Meet in Dhangadhi</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">M.A.W. Enterprises Pvt Ltd JCB Division, a sole distributor of JCB construction and heavy equipment, organized an “Operator Meet” in Dhangadhi on 3 October. “The main objective behind this event is to educate and update operators about proactive maintenance,” said the Marketing Manager of JCB Division. He added, “This type of training is beneficial to operators and machine owners as well.” </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Operators were educated and made aware about operating machine safely and in a trouble-free manner so that they can increase the life of their machines. They were also educated about taking care of their machines in order to minimize the unforeseen breakdowns arising in the future. Benefits of using genuine parts against spurious parts were also shared with the operators.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <br /> <img alt="hasyayatra" border="1" height="169" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hasyayatra.jpg" vspace="10" width="133" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">IME Haasya Yatra</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">IME's direct marketing campaign "IME Haasya Yatra...Byroad ko Batoma" organized in association with Global IME Bank in promotion of Indo- Nepal remittance service continued in western Nepal in the month of October as well. The Roadshow with popular comedians Deepak Raj Giri and Deepa Shree Niraula showcased their performances in Salyan on October 1st, Tulsipur on October 2nd, Surkhet on October 3rd, Nepalgunj and Gularia on October 4th, Dhangadi on October 6th, Dadeldhura and Baitadi on October 7th, Mangalsen on October 8th, Sandikharka and Tamghas on October 11th, Tansen on October 12th, Syangja on October 13th, Baglung on October 14th and finally in Damauli on October 15th.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JMT and Norvic Host World Heart Day 2012 Programme</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">Jayanti Memorial Trust (JMT) and Norvic International Hospital hosted a World Heart Day 2012 programme on 29 September. JMT has been actively contributing to the nation’s social service sector from the past decade by sponsoring treatment for less fortunate cardiac patients, raising public awareness on cardio and cardiac diseases, conducting free heart camps for the screening of any possible prevalent cardio or cardiac diseases and Continuing Medical Education (CME) for the national cardiologists with the support from International experts. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Apart from counseling and providing guidance to less fortunate cardiac patients at Gangalal National Heart Centre and Manamohan Cardio Thoracic Centre through its social service room, JMT has also collaborated with various organization and institution such as Banks, Hotels, Hospitals, Alumni etc in building awareness regarding various forms of cardio and cardiac diseases, through screensavers, awareness posters and radio jingles. JMT has been conducting programs on the occasion of the World Heart Day with Norvic International Hospital in the past as well.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="seeingisbelieving" border="1" height="107" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/worldsightday.jpg" vspace="10" width="198" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Celebrates World Sight Day</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">mark World Sight Day 2012, Standard Chartered Bank Nepal Limited organised various initiatives aimed at building awareness among the people. World Sight Day is celebrated annually on the second Thursday of October to raise awareness of visual impairment. The Bank is also in the process of entering into agreements with Tilganga Institute of Ophthalmology (TIO) and other Eye Hospitals to sponsor cataract surgeries targeting underprivileged and economically backward people of Nepal. </span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Earlier, with a view to reinforce the Seeing is Believing agenda in Nepal, Standard Chartered Group had extended a financial assistance of US$ 1.1 million for construction of Biratnagar Eye Hospital in Biratnagar under the Eastern Region Eye Care Programme. SCB Nepal, in the year 2011, signed an agreement with TIO to sponsor 1,000 cataract surgeries between 2011/12. SCB Nepal has so far been instrumental in restoration of sights of over 6,000 poor and underprivileged people since the launch of the campaign in year 2003. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">‘Seeing is Believing’ is a global initiative to help tackle avoidable blindness, and is a collaboration between Standard Chartered and the International Agency for Prevention of Blindness (IAPB). To date, Seeing is Believing has raised over US$ 50 million for blindness initiatives and plans to raise a further US$ 50 million by 2020. Seeing is Believing is the single largest contributor to the development of Vision 2020 programmes through IAPB. As part of the Seeing is Believing programme, Standard Chartered pledges to match all donations until the target of US$ 100 million is reached.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="yamaha" border="1" height="71" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamaha(1).jpg" vspace="10" width="324" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Yamaha Safe Riding Science</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Yamaha organized ‘Yamaha Safe Riding Science (YSRS)’ at Kings College, Babarmahal on Oct 1. More than 60 students participated in the workshop. The objective of the one-day program was to increase road safety awareness for bike riders through theoretical and practical sessions by trained YSRS instructors. Students were informed about causes of accidents, precautions to take while riding, proper riding posture and other similar issues.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="standard chartered" border="1" height="178" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/standardcharteredbank.jpg" vspace="10" width="271" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Bank Awards Scholarships</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">In line with the Bank’s focus on youth and education, Standard Chartered Bank Nepal found an good opportunity through VISCOSS – Nepal (Village School-College Students Scholarship Project – Nepal), to reach the village schools and be able to support the deserving students of Shree Mahendra Shanti High School, Balkot, Bhaktapur. The Bank has been providing scholarship to 15 deserving students of this school since 2002 and it awarded the scholarships to meritorious students for academic year 2068/69. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Diwakar Poudel, Head of Corporate Affairs of the Bank, gave away the scholarships at a function organized at the school. Dipak Kafle, the District Education Officer, was also present on the occasion and gave away other various prizes to students during the function. Speaking on the occasion, Poudel congratulated the recipients of the scholarships and encouraged them to grow up to be responsible citizens of the country. He also assured the school to provide other feasible support in the coming year. The Bank earlier had provided the school with 20 units of computers for facilitating computer education to the students. The Principal of the school thanked the Bank and VISCOSS Nepal for the support being provided to the school and the children.</span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '0000-00-00', 'keywords' => '', 'description' => 'In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. 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style="line-height: 115%;">Corporate</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;"><img alt="qatar" border="1" height="81" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qatar(7).jpg" vspace="10" width="284" /><br /> Qatar Airways Introduces New Payment Options</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The new solution offers greater flexibility to passengers who can now create bookings online and pay for these bookings in cash at a local Qatar Airways reservations and ticketing office. The payment must be completed within 24 hours of creating the booking on www.qatarairways.com. Once payment for the booking is made, passengers can then check-in online and also select their preferred seat and meals. Passengers who prefer to pay with credit cards can still complete their travel arrangements online.<br /> <br /> Qatar Airways Chief Executive Officer Akbar Al Baker said that the new feature was introduced to give passengers more payment choices. “Our passengers want to be able to book online 24/7 and instantly access our latest offers. So, this solution is both user friendly and gives passengers greater flexibility.” </span> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Doha-based Qatar Airways recently launched its new-look, customer-focused, interactive website, designed for a complete user-friendly experience. The website ensures seamless, easy and quick navigation through various pages, making booking with Qatar Airways effortless. Clicking on the interactive route map, passengers can easily choose their next travel destination and directly proceed to booking. In addition to getting updated on their current flight status, passengers can select additional services with various hotel and car partners and even book a holiday package.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> <img alt="anichyoing" border="1" height="138" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anichyong(1).jpg" vspace="10" width="268" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Ani Choying Drolma and Shristi Shrestha Brand Ambassadors of BB Airways</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="line-height: 115%;"> </span>BB Airways brought beauty and Buddha together signing Miss Nepal 2012 Shristi Shrestha, and singer and philanthropist Ani Choying Drolma as its brand ambassadors. “Drolma is an icon of Buddhism in modern Nepal and Shrestha represents the beauty of Nepal,” said Shishir Bhatta, the Managing Director of BB Airways. He added, “It goes with our motto of combining spiritualism with modernity.” </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">BB Airways is promoted by Non-resident Nepali entrepreneur Bhaban Bhatta who owns numerous businesses in Japan and Nepal. He is the treasurer of the International Coordination Council of Non-Resident Nepali Association and has been Japan chairman of the association.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><strong><span class="A12">Oktoberfest at Radisson </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><br /> </span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Radisson Hotel hosted Oktoberfest at its newest outlet, The Terrace Garden, on Fridays and October 12 and 13. The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">“Oktoberfest at Radisson is for tourists to make them feel at home during the festive season and to promote our newly opened outlet The Terrace Garden which has a seating capacity of 70 people,” said Kabir Jung Thapa, Director of Food and Beverage at Radisson, adding, “The buffet includes imported meat items, mostly sausages with varieties of bread.” </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Starters, soups, live barbeque, carving station and desserts included German potato salad, mixed grain salad; roasted beetroot, walnut and goat cheese salad, red slow salad, homemade Sauerkraut, Sauerkraut Beer Soup with Frankfurters, Gammon with grain mustard, Frankfurter, Bratwurst and Whitwurst, Getreide Meal Laib (meat loaf), barbeque pork ribs, Bratwurst, Dark Beer marinated barbeque chicken, Speck Kuchen (Bacon Cake), Chicken Paprikash, Grilled Snapper with almond butter, Bavarian Cream with Plum Compote, Apple and Rum Custard Cake. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;">The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;"> <br /> <img alt="everest bank" border="1" height="87" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/everestbank.jpg" vspace="10" width="281" /><br /> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Everest Bank Announces 17 % Net Profit</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Board of Directors of Everest Bank Limited, in a Board Meeting held on 20 September, approved and signed the audited Balance Sheet for the year ended Asadh 2069. The Board noted that the Bank has highest EPS (Earning per Share) of Rs 88.55 among all the Banks in the country; highest reserves (as percentage of Paid-Up Capital) at 228 per cent and one of the lowest NPA. It further noted that the net profit of the Bank has gone up by 17 per cent to Rs 109.05 crores. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">he Board also noted that as part of its innovative services, the Bank has recently opened five automatic Cash Deposit Kiosks and started trial innovative banking services through mobile phones (branded as Mobile ATM).<br /> <br /> <br /> </span></span></p> <p> </p> <p> </p> <p> <span style="font-size:14px;"><img alt="fiat" border="1" height="147" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/fiat(1).jpg" vspace="10" width="150" /><br /> </span></p> <p> </p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Fiat Free Check-up Camp<br /> <br /> </span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Brother Motors Pvt Ltd, the sole distributor of FIAT cars for Nepal, organized Free Check-up Camp for all FIAT cars on 2nd and 3rd of October in their modern service center situated at Basundhara, Kathmandu. All FIAT customers had free vehicle check-up, special discounts on top up of oils, coolants, battery fluids, spare parts and labour charges. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Batas Brothers Motors Pvt Ltd has been distributing FIAT cars in Nepal and the popular models are Linea and Punto. Deputy GM Alok Josee said due to the growing popularity of FIAT vehicles, Batas Organization has been doing various activities and events to provide added services to its valued customers.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Kwiks" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kwiks.jpg" vspace="10" width="230" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Kwiks Cheeseballs Celebrates 25 Years</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><span style="line-height: 115%; font-family: "><br /> </span>To celebrate the unique taste of Kwiks Cheeseballs, Chaudhary Group launched a celebration campaign on its 25th anniversary. The Group launched the campaign with the slogan “Making people lick their fingers for last 25 years.”</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Bank of Kathmandu" border="1" height="186" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bok(1).jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">BoK AGM Approves 21.32 % Cash Dividend</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The 18th Annual General Meeting (AGM) of Bank of Kathmandu (BoK) Ltd held on 12th October approved five percent Bonus Share and 21.32 per cent Cash Dividend to its valued Shareholders. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">While highlighting the Bank’s overall progress in the Fiscal year 2068/069, Chairman of the Bank Narendra Kumar Basnyat stated that the bank managed to earn Operating Profit of Rs 883 million out of which Net Profit stood at Rs 607.7 million in the fiscal year. The total deposits at the end of the fiscal year 2068/069 summed to Rs 24.99 billion, an increment of 18.90 per cent in comparison to corresponding figure of last fiscal year. Similarly, loans and advances increased by 7.59 per cent at the end of the fiscal year 2068/069 with total lending of Rs 19.32 billion. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">During this period, the Bank also added four new branches which put the total number of its branches at 45. Moreover, the bank also runs seven extension counters throughout the country. Apart from this, the customers can utilize the facility of its network from 54 ATM counters. During the FY, the bank introduced attractive new products and services catering to different segments of customers and was actively involved in microfinance projects in various parts of the country, thus improving the microfinance business.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="harrison" border="1" height="146" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cacci.jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Harrison Wins CACCI – FNCCI Annual Golf Challenge</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Keith Harrison won the CACCI – FNCCI Annual Golf Challenge at Gokarna Golf Club. Harrison playing with 4 handicap scored 37 Stableford points to win the tournament over Deepak Rajbhandari and Rene Vijay Einhaus by two strokes. Deepak Rajbhandari finished runner-up on the count back whereas Rene Vijay Einhaus, 1 handicap Golfer got the best gross award with three over gross score (33 gross points). </span></span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rita Thapa bagged the best lady golfer award with the score of 27 points. Subodh Thapa won the group category among the CACCI members with 33 points and Pradeep Kumar Shrestha was Runner-up. Stephan Wong was winner among international participants of CACCI members. Prabhakar Adhikari received closest to the pin award, TG Shrestha got the longest drive prize and Rene Vijay Einhaus won most birdies award with five birdies. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 54 players took part in the tournament organized by Confederation of Asia- Pacific Chamber of Commerce and Industries (CACCI) and Federation of Nepalese Chamber of Commerce and Industries (FNCCI). The tournament was played under Stableford format with 3/4 handicap.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Batas Appointed PETRONAS Distributor</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Organization has been appointed the sole selling distributor of PETRONAS Lubricants (India) Pvt Ltd for Nepal, a wholly owned subsidiary of PETRONAS that stated lubricants operation in India in 2006. The objective of entering Nepal lubricant market is to give bring value position to its valued consumers and customers viz technology, high performance engine oils Euro IV & Euro V, higher drain intervals and eco friendly oils thus conserving the natural resources and huge savings to the consumer –high performance oils, said the company. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">PETRONAS Lubricants (India) Pvt Ltd is rated as the fastest growing lubricant company in India. It also plans to introduce a complete range of oils – mach-5 range for cars, URANIA for DEO range and sprinta range for MCO including SELENIA range of products and AKROS for tractors. 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5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "><img alt="bajajtantra" border="1" height="117" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajaj(1).jpg" vspace="10" width="208" /><br /> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Weekly Winners of Bajajtantra</span></span></span></strong></p> <p class="Default" style="line-height:10.05pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Hansraj Hulaschand and company, an authorized distributor of Bajaj motorbikes in Nepal, announced its fourth week winners of Bajajtantra - its latest offer scheme on the auspicious occasion of Dashain and Tihar 2069. List of prizes, names of the winners and their coupon numbers were as follows: </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Under this exciting offer that carried an equally exciting catchphrase ‘Vote kaslai, aafailai’, people could win an instant cash discount up to Rs 1 lakh through scratch at the time of buying any Bajaj bike and every week, seven consumers could participate on the scheme offer and win above mentioned gifts by voting for their desired prizes through lucky draw.<br /> <br /> <img alt="bajajyatra" border="1" height="228" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajtantra.jpg" vspace="10" width="500" /><br /> <br /> <br /> <br /> <br /> <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="springwood" border="1" height="160" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/spring.jpg" vspace="10" width="325" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Springwood Youthful Moments Declares Winners</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">‘Springwood Youthful Moments’, an online contest was hosted by Surya Nepal Pvt Ltd (SNPL) for its “Springwood” range of men’s garments. This contest began on 16th of July and ended on 9th of October. The participants had to take a photograph that depicted fun and exciting moments in their lives and submit it to enter the contest via an app created for Springwood’s Facebook Page. Those generating maximum likes on their uploaded photograph, were due to received gifts from Springwood. Those who sported Springwood garments for the photograph were given benefit of extra 10 per cent credit in the contest. The contest garnered huge popularity on the Springwood fan page on Facebook, which now boasts 10,149 fans. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 59 participants were shortlisted and Ganesh Gurung (with 732 likes on his picture) bagged the first prize of a Springwood gift voucher worth Rs 15,000. The 2nd position went to Avishek Mali (572 likes on his picture), who received a Rs 10,000 gift voucher and the 3rd position was won by Ratna Khadka (539 likes on his picture), who received a Rs 5,000 voucher. The consolation prizes of gift vouchers worth Rs 2000 each were won by Gopal Acharya, Carol Kanodia, Nikita Saraf, Yelin Hyoju, Swastik Raj Banjara, Anusha Shrestha and Jagannath Luitel.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <img alt="rana" border="1" height="214" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rana(1).jpg" vspace="10" width="256" /></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Rana Wins Indian Ambassador's Cup</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Robin Rana won the Indian Ambassador's Cup Golf Tournament at Gokarna Golf Club. Rana playing with 14 handicap edged out Subodh Thapa by one point. Rana scored 42 stableford points to win the trophy; he got 21 points on the front nine and brought an identical score on the back nine. Thapa playing with 18 handicap scored 41 points, 21 points on the front nine and 20 points on the back nine to finish as the Runner-up. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rene Vijay Einhaus won the best gross award with 33 gross points. Rekha Ghimire bagged Ladies trophy with 30 points and Kesang Lama finished second in the ladies with 29 points. KNS Thapa was the winner among the senior golfers aged 65 and above and Victory SJB Rana came second among the seniors. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 64 golfers took part in the tournament played under stableford format with full handicap (maximum allowance 18). Indian Ambassador Jayanta Prasad, Chief of Army Staff Gaurav SJB Rana, and Vice President - Technical of Surya Nepal Pvt Ltd Sanjiv Gandhi gave away the prizes to the winners. Captain of the Gokarna Golf Club, Joseph Nathan was also present on the occasion.<br /> <br /> <br /> <br /> <strong><img alt="visa" border="1" height="100" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/visa.jpg" vspace="10" width="144" /><br /> </strong></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Visa Cards Discounts at Bhatbhateni</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bhatbhateni Superstore provided discounts up to 10 per cent to the customers who pay their bills by Visa debit or credit card on the occasion of Dashain and Tihar. The Store provided this discount in association with Visa Worldwide. The discount could be availed at all six outlets of Bhatbhateni at Maharajganj, Patan, Bauddha, Koteswor and Bhatbhateni in Kathmandu valley and also in Pokhara. Buyers received the discount instantaneously upon paying the bill with Visa cards. The scheme started on 16 October and was valid for a month.<br /> <br /> <br /> <img alt="bajaj discover" border="1" height="137" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajbike.jpg" vspace="10" width="217" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Bajaj Discover World’s Largest Selling Motorcycle</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bajaj informed that its motorcycle Bajaj Discover became the world’s largest selling motorcycle. The company claimed that this was the result of successful technical and marketing aspects of Discover. The company recently launched Discover 125 ST, the latest model of Discover in the market.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/marathon.jpg" vspace="10" width="240" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Sixth Real Kathmandu Marathon</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The 6th Real Kathmandu Marathon for this year was held on the 13 October. The theme of this year’s marathon was “Live Green, Breathe Clean”. The marathon had several categories such as Full and Half Marathons as well as Open, School and Wheelchair Events. The marathon started at 6:00 am from Dashrath Rangashala, Tripureswor amidst a huge number of excited participants. Taking all the race categories in consideration, there were 2,000 participants in total from all walks of life.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="real" border="1" height="139" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/real.jpg" vspace="10" width="208" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Real School of Nepal-2012</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Grand Finale of Real School of Nepal-2012 was held on 25 September. The five regional champions that competed in the Grand Finale were Eureka Residential Higher Secondary School from Dharan, Gandaki Higher Secondary Boarding school from Pokhara, Budhanilkantha Public Boarding School from Kathmandu, Sainik Awashiya Mahavidyalaya from Bhaktapur and Ideal Model Higher Secondary School from Lalitpur. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The winner of the Real School of Nepal 2012 was Ideal Model Higher Secondary School from Lalitpur. Eureka Residential Higher Secondary School from Dharan and Sainik Awashiya Mahavidayala from Bhaktapur were declared 1st and 2nd runner up respectively.</span></span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '2012-12-21', 'keywords' => '', 'description' => 'Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office.', 'sortorder' => '653', 'image' => null, 'article_date' => '0000-00-00 00:00:00', 'homepage' => false, 'breaking_news' => false, 'main_news' => false, 'in_scroller' => false, 'user_id' => '0' ) ) ) $current_user = null $logged_in = falsesimplexml_load_file - [internal], line ?? include - APP/View/Elements/side_bar.ctp, line 60 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
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Earlier, he was Deputy General Manager at Mega Bank Limited. <br style="mso-special-character:line-break" /> <br /> <br /> <img alt="pachauri" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/pachauri.jpg" vspace="10" width="150" /><br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SP PACHAURI has been appointed as CEO of United Telecom Ltd replacing immediate past CEO Arun Gupta. Earlier, Pachauri was HR Director at Mahanagar Telephone Nigam Ltd (MTNL) India. <br style="mso-special-character:line-break" /> <br /> <br /> <br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SYED MAHMOOD AHMAD has joined as CEO of Surya Nepal Pvt Ltd replacing Sanjiv Keshava. Earlier, Ahmad was Executive Vice President, Marketing, Tobacco Division at ITC Limited India.<br style="mso-special-character:line-break" /> <br /> </span><br style="mso-special-character:line-break" /> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:"><img alt="ravikapila" border="1" height="125" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ravikapila.jpg" vspace="10" width="105" /><br /> RAVI KAPILA has been appointed as the General Manager of The Everest Hotel. He has over 32 years of experience in hospitality industry and has worked in brands such as Taj, Ravada and Holiday Inn. </span></p> <p class="Default"> <br /> </p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt">RAJU KIRAN has been appointed as the Corporate General Manager of KGH Group of Hotels & Resorts. Kiran has over 32 years of experience as a Senior Manager in five star hotels in Nepal and abroad. </span></p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">RAJENDRA BAHADUR SINGH has been appointed as the Managing Director of Simrik Air. Singh is also one of the promoters of the company.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">New Comers at Nepal Purwadhar Bikash Company Ltd (NPBCL) </span></b></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="ranjeeta" border="1" height="187" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ranjeeta.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">RANJEETA SHRESHTA joined NPBCL as Junior Finance Officer. Earlier, she had worked for various projects under International Development Project, Nepal. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="shudipa" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/shudipa.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SHUDIPA SHRESTHA RAJBHANDARI joined NPBCL as Senior Administrator. Earlier, she had worked for the Nepal Flood Recovery Program (NFRP) under USAID, Nepal.</span></p> <p class="Default"> <img alt="subarna" border="1" height="188" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUBARNA.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SUBARNA LAL BAJRACHARYA has joined NPBCL as CEO. Earlier, he was Contract Specialist at USAID. </span></p> <p class="Default"> </p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">BHANU KADEL has joined NPBCL as Finance Manager. Earlier, he was CEO at Rising Development Bank. </span></p> <p class="Default"> <br /> <img alt="subarna" border="1" height="182" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sanjaya(1).jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SANJAY NEUPANE has joined NPBCL as Marketing Manager. Earlier, he was Associate director of sales at Hotel Soaltee . </span></p> <p class="Default"> <br /> <img alt="sureshdecember2012" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/suresh.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SURESH MANADHAR has joined NPBCL as Chief Admin Officer. Earlier, he had worked with Centre for Economic Development and Administration (CEDA) for 25 years. </span></p> <p class="Default"> <br /> <img alt="rajeena" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rejeena.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%">REJEENA SHRESTHA joined NPBCL as Senior Accountant this November. Earlier, she had worked with Rishi Exim International.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%"> </span></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">Government Appointments </span></b></p> <p class="MsoNormal"> <img alt="fatta" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/FATTA.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">DR FATTA BAHADU KC has been reappointed as the Chairman of Beema Samiti.</span><br /> <br /> <img alt="madan" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MADAN.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">MADAN KHAREL has been appointed as the General Manager of Nepal Airlines Corporation (NAC). <br /> <br /> </span></p> <p class="Pa18"> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Promotions </span></strong></p> <p class="MsoNormal"> <img alt="ajay" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ajay.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">AJAY KUMAR MISHRA has been promoted as CEO of Prudential Finance Company Ltd (PFCL). Earlier, he was General Manager at PFCL.</span><br /> <br /> <img alt="som" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SOM.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">SOM BAHADUR THAPA has been promoted to the position of Executive Chef of Radisson Hotel, Kathmandu. Earlier, Thapa was working as a Group Executive Chef in Iririki Island resort & Spa and Grand Hotel & Casino, Vanuatu – Australia before he joined Radisson as the Executive Sous Chef.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="MsoNormal"> <span class="A2"><b style="mso-bidi-font-weight:normal"><span mso-bidi-font-family:="" myriad="" style="font-size:8.0pt;line-height:115%;font-family:">Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@ newbusinessage. com. 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<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"><img alt="sectorl 2012" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/december.jpg" vspace="10" width="338" /><br /> </span></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"><br /> By Rajendra Prasad Devkota</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Organic Agriculture in Nepal</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Organic farming is a relatively new practice, but it enjoys familiarity in the Nepali agriculture sector.</span></span></span></strong></p> <p class="Default"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <img align="left" alt="organic" border="1" height="220" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/organic.jpg" vspace="10" width="171" /></span></span></span></strong><span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">he ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today. Most vulnerable among the rural poor in Nepal are those with small landholdings and landless farm workers living in ecologically fragile areas, such as high hills, mountains and low lands. Most of these areas lack basic transport, communication and social infrastructure. Households in such areas have limited assets and livelihood opportunities. They tend to have low levels of education, large families and strong traditional and cultural values.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: black;">Nepali farmers depend on predominantly traditional and subsistence agriculture where cereals dominate the cropping pattern and cultivation practices depend on monsoon rain. The use of improved seed and compost/farm yard manure is still very low while the use of chemical fertilizers is high but lower than neighbouring countries. Mechanization in agriculture is at a very low level and only 21 per cent of the total area is under cultivation. Almost 64 per cent of agricultural households that have land own a plough that is used to cultivate the land using bullocks. The existing number of livestock is one of the highest per capita and per unit area of cultivated land in Asia. However, livestock productivity is very low due to poor grazing land, crop bio by-products, forest biomass, secondary plant resides and shortage of feed. </span></span></p> <p class="Default"> <span style="font-size:14px;"><img align="left" alt="vegetables" border="1" height="193" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral1245.jpg" vspace="10" width="310" /> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: black;">Natural resources such as soil, water and forests are considered as sources of livelihood in Nepal. Declining fertile land due to town planning, mass deforestation, soil erosion and problem of food security etc boosts migration to the cities. Increased requirement of agricultural land due to continuous population growth has led to increase in land use intensity and cultivation of marginal land, very often on steep slopes and soils of low fertility. </span></span><span style="font-size:14px;"> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Intensive synthetic chemical based farming started since the 1980s and chemical fertilizers were imported to the field with the increasing interest of the commercial farmers and pro-production government policy. Similarly, the use of chemical pesticides was accelerated during 1983 with the introduction of Metacid. In the beginning, bags of chemical fertilizers were distributed free to the farmers. However, many farmers had buried the bags in their fields to avoid the use of forcefully distributed fertilizers. With time, farmers were motivated to use fertilizers and other related agro-chemicals in their fields after observing good yield of the crops. This practice eventually gave birth to chemical farming and set a new era in production.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"> <img alt="orgrainic" border="1" height="301" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral2012.jpg" vspace="10" width="500" /></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Organic farming is a relatively new practice but enjoys familiarity in the Nepali agriculture sector. Institutionally, the history of organic agriculture in Nepal can be said to have begun with the establishment of the Institute of Sustainable Agriculture Nepal (INSAN) in 1986. This organization was involved in promoting permaculture, a system similar to organic production. Another milestone in organic agriculture in Nepal was the establishment of Appropriate Agricultural Alternatives (AAA) farm in the Kathmandu Valley in 1987 by an American national, Judith Chase. Chase came to Nepal in 1976 and she along with her husband Jim moved to the farm to escape city life. After she started producing organic vegetables, Chase soon realized that she could sell all of her produce to the expatriate community at a premium prices compared to the non-organic fruits and vegetables. For a short while, this remained an isolated effort with no sign of proliferation. However, a niche market for organic products soon witnessed a new wave of development for organic production in the surrounding areas. After 2000, the number of cooperatives and private initiatives for organic farming increased substantially. The Government of Nepal was reluctant to accept the concept of organic agriculture in the beginning. But, after observing the negative impact of agrochemicals on farming, the government decided to take initiatives for the promotion of organic farming. The 10th Plan (NPC, 2002) and Agricultural Policy (MOAC, 2004), for the first time, had spelt out policy statements regarding the promotion of organic agriculture in the country.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Certification of organic products was initiated in 1996 in Nepal. However, the national norms and standards required for production, inspection and certification of organic products have not yet been materialized at the government level. Some internationally recognized certifying agencies and locally authorized organic inspectors have made their presence felt in Nepal to work on organic product certification. At present, Onecert–Asia, Lacon Quality, NASAA-Australia, Eco-cert France, IMO and Indocert provide organic certificates as per NOP, EEC, NPOP and JAS-based standards in tea, coffee, medicinal and aromatic plants, fertilizers and natural crude herbs etc for the export market. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Recently, the government sanctioned a National Technical Standards for Organic Agriculture System 2064 BS which is expected to bring about changes in the production and marketing of organic products. In comparison, other recognized standards have made unseen mistakes in Nepali organic standards due to the lack of knowledge of proper rules and regulations and systems such as Participatory Guarantee System (PGS), Geographical Indication of the Product (GIP) and Internal Control System (ICS) etc. Similarly, organic farmers depend on large quantities of farmyard manure and compost but organic inputs such as bio-fertilizers, manure and organic pesticides are not easily available. The lack of appropriate and adaptive technologies such as consistency, incentives for farmers to turn to organic methods, efficient agronomic alternatives for managing soil, nutrient and pest are some of the input related problems faced by the organic growers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">The marketing of organic vegetables, fruits and other products is a daunting task for the organic growers. Although some supermarkets have started selling organic vegetables, there is a lack of pricing mechanism. Prices are generally fixed by the traders/collectors who procure vegetables from the growers and supply them to the available niche markets. A majority of farmers is interested in adopting organic farming practices if the government is willing to provide subsidies in farming, processing and certification. Similarly, the number of farmers willing to adopt organic farming has increased in rural as well as urban settings.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Consumers have a belief that organic food is healthier, less polluted and more natural than their conventional counterparts. Many consumers are of the view that the quality of organic products is good and that’s why these products are expensive. Most of them are willing to pay 10-15 per cent more for organic products while they are also ready to pay 20-30 per cent more if the organic products are branded. Organic products are usually sold directly by the farmers themselves or at select shops and outlets. Due to the lack of financial support, organic farmers rely solely on the consumers’ willingness to pay higher prices which compensate for lower yields and higher production costs associated with the organic practice. Though a very small scale operation, the organic industry holds much promise and has a long way to go in Nepal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">Devkota is an Agriculturist and Organic Inspector. He can be contacted via email at rajendra_certi@yahoo.com</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'organicThe ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today', 'sortorder' => '666', '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) 2 => array( 'Article' => array( 'id' => '776', 'article_category_id' => '41', 'title' => 'Sectoral December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="airindia" border="1" height="136" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airindia(1).jpg" vspace="10" width="400" /></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;">India’s Airline Brands Connecting Kathmandu <br /> </span></span></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;"><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: ">The Nepali sky has witnessed an increasing traffic from airline companies of India connecting India to Nepal.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: black;">t was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">Nepal’s civil aviation industry started after the national flag carrier, the Royal Nepal Airlines Corporation (RNAC) was established in 1958. The RNAC, which was renamed as the Nepal Airlines Corporation (NAC) a few years ago, began its services by flying to a few domestic destinations. Later, its services were extended to such Indian cities as Patna, Calcutta and Delhi. Hence nationals of both India and Nepal have had an opportunity to fly to each other’s country for a few decades now. Over the past decade, however, the Nepali sky has witnessed an increasing traffic of Indian Airlines connecting India to Nepal. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">At present, there are four Indian airline brands connecting India to Kathmandu. They are: Air India, Indigo, Spice Jet and Jet Airways. All of them are Low Cost Carriers (LCCs). </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Air India is India’s national flag carrier and a part the Air India Limited (AIL), a company owned by the Government of India. Air India Express is the airline’s international low-cost subsidiary established in 2005. At present, Air India flies to and from 27 international destinations in 19 countries including Nepal. It operates 18 scheduled flights to Kathmandu per week, including two flights from New Delhi daily, and four flights from Kolkata per week. It also operates scheduled passenger services, mainly to the Persian Gulf and South East Asia. At present, Air India Express (AIE) has a fleet of 21 aircraft. These aircraft have around 180 seats each and offer budget travel. AIE gives its passengers all essential on-board services needed for a comfortable flight. Passengers can also avail themselves of free standardised meals and limited on-board entertainment. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">IndiGo is a popular, private, and low-cost airline established in August 2006. IndiGo has grown faster than any other LCCs in South Asia because of its efficient operations and low fares. In order to maintain the fares low, IndiGo’s flights offer only economy class seating, a complimentary mineral water, and no in-flight entertainment and allow only one free check-in baggage. On IndiGo flights, snacks, meals and drinks are available as buy-on-board options. IndiGo operates flights to five international destinations - Bangkok, Dubai, Kathmandu, Muscat and Singapore. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">IndiGO started flying to Nepal in October 2012. At present, it operates seven flights connecting Delhi to Kathmandu per week. Its fares start from NPR 8,420. The company plans to increase the number of flights to its existing destinations and start flying to new destinations in Nepal. IndiGo flights have an average occupancy of 99 percent. Schemes are not an attraction for this airline because, according to the company, passengers prefer low-cost fares to schemes as the latter often come with a string of terms and conditions attached to them. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">SpiceJet is a low-cost airline which began its services in May 2005. It has a share of 19 percent in the Indian market at present. SpiceJet flies to 32 domestic destinations and makes two international flights -- to Colombo and Kathmandu. SpiceJet sent its first flight to Nepal in October 2010. The airline currently operates 11 flights connecting Kathmandu per week. In the peak season, however, it has two flights a day. With starting fares of NPR 3,400 (one way) and NPR 8,000 (round trip), it offers only the economy class travel. This airline has average flight occupancy of 85 percent. SpiceJet provides sandwiches, cookies, flavored nuts, soft drinks and juices as buy-on-board options. The passengers also get complimentary mineral water. </span></span><br /> <br /> <br /> <img alt="Jet airways" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airplane001.jpg" vspace="10" width="400" /></p> <p> <span style="font-size:14px;"><span style="color: black;">Jet Airways currently operates a fleet of 99 aircraft, which include 10 Boeing 777-300 ER aircraft, 11 Airbus A330-200 aircraft, 60 Next Generation Boeing 737-700/800/900 aircraft, and 18 modern ATR 72-500 turboprop aircraft. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">With an average fleet age of 6.06 years, the airline has one of the youngest fleets in the world. Jet Airways flights to 73 destinations span in India and beyond. The company launched its first flight to Kathmandu on 14th May 2004. It operates 21 flights per week with two daily flights from Kathmandu to New Delhi and one daily flight from Kathmandu to Mumbai. Inclusive of all taxes, Jet Airways’ fare from Kathmandu to Delhi is USD 130 (one way) and from Kathmandu to Mumbai is USD 260 (one way). Jet Airways operates with two travel classes - Premiere and Economy - on the Kathmandu-India sector where it has average occupancy of 90 per cent. Jet Airways offers connectivity to its international and domestic network via Mumbai and Delhi. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Delhi seems to be the most popular destination for the Indian flights that fly out of Kathmandu, because of its close proximity to all the major Indian cities. However, other Indian cities like Mumbai, Kolkata, Bangalore, Goa, Chennai and Varanasi are also on demand. Bangalore is mostly on demand because of the education opportunities it provides to Nepali students. Tourism continues to be a major factor behind the increasing air traffic between the two countries. However, Indian nationals also visit Nepal and vice versa for health, business, and religious purposes. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Market competition increases when more airlines start flying to the same destinations. This competition compels the airlines to lower their fares, causing a decrease in their revenue. This is why the airline brands flying to Kathmandu have a tough competition among themselves. “The competition is tough but it also has to be healthy,” says Joy Dewan, GSA, SpiceJet. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">There are a few problems that the Indian airlines also have to face in Nepal. “The increasing fuel costs add to the overall high cost of operation, which naturally impacts the airline’s bottom line,” points out Samir Chada, Country Manager, Jet Airways, as a major problem for Jet Airways and other airlines currently flying to Nepal. Similarly Dewan sees high ground handling charges for navigation and landing as the major problems. Airlines have requested the airport authorities to reduce the charges. The authorities are expected to consider the demand positively. Similarly, the lack of enough space at Nepal’s only international airport and the lack of opportunity for night flights are the other problems that the Indian airlines have been facing.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'It was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier.', 'sortorder' => '665', '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) 3 => array( 'Article' => array( 'id' => '774', 'article_category_id' => '40', 'title' => 'Learning : The Ropes December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <span style="font-size:12px;"><img alt="learningtheropes" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rashesh.jpg" vspace="10" width="338" /><br /> <br /> <br /> <img alt="telephone" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camels.jpg" vspace="10" width="249" /><br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: ">By Rashesh Vaidya</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: "> </span></span></p> <p class="Pa9"> <strong><span style="font-size:12px;"><span style="color: black;">Camels and Eagles </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: ">The rating system identifies the problematic banks which are in need of increased supervision.</span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span class="A4">A </span><span style="color: black;">commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. Their survival depends upon their operating performance.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Commercial banks are the most regulated of all the institutions in the financial system because of the direct impact of their activities on the economy. Every commercial bank is regulated and governed by their regulator i.e. the Nepal Rastra Bank (NRB), the country’s central bank. The NRB inspects and supervises (on-site and off-site) the banks and financial institutions (BFIs) to ensure that the banks operate in a safe and sound manner. Sections 49(1) and 49(2) and 52(1) to 52(5) of the Bank and Financial Institution Act (BAFIA), 2006 and sections 76 to 88 of the Nepal Rastra Bank Act, 2006 have given full authority to the NRB to direct, supervise and inspect the BFIs it has issued licenses to. </span></span><span style="font-size:12px;"> <span style="color: black;"><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For this purpose, the regulators have developed a uniform numerical rating system called CAMELS Rating, which is based on the financial statements of the banks and on-site examinations. The Bank Supervision Department of NRB can carry out on-site examination of commercial banks in Nepal by sending examination teams to the commercial banks. Onsite examination can be either corporate level covering all aspects of the functioning of the bank or can be a targeted branch-level inspection. On completion of the on-site –examination, examiners perform CAMELS rating of the bank. This rating is exclusively used for supervisory purpose and is not revealed to the general public. </span></span><span style="font-size:12px;"> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The examiners or inspection team evaluates a bank’s health on the basis of the overall rating based on capital adequacy, assets quality, management quality, earning ability, liquidity position and sensitivity to market risks (systematic risks). The Federal Reserve Regulators in the USA developed the numerical CAMELS rating system in the early 1970s to help structure their bank examination process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The BFIs are categorised into different groups based on their overall strength, quality and operating soundness. The rating system identifies the problematic banks which are in need of increased supervision. In the CAMELS rating system, each bank is assigned two sets of ratings:</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Performance Ratings, which comprise six individual ratings that address each of the CAMELS components; and</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;"> 2. An overall Composite Rating, which is a single rating based on a comprehensive assessment of the bank’s overall condition.Both the ratings are scored on a numerical scale of 1 to 5 in the ascending order of supervisory concern where “1” represents the best rating and “5” the worst. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Here is a description of the rating scores for each of the six components: </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa7" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Rating 1 (A) indicates very strong performance </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 2 (B) indicates above-average performance that adequately provides for a safe and sound operation of the BFIs.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 3 (C) indicates performance that is flawed to some degree.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 4 (D) indicates unsatisfactory performance which, if left unchecked, could threaten the solvency of the BFIs.</span> <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Rating 5 (E) indicates very unsatisfactory performance and calls for immediate remedial attention for the survival of the BFIs. </span></span></p> <p class="Default"> <span style="font-size:12px;"><br /> <span style="color: black;">The rating of banks can be further developed by giving a score to each component of the CAMELS, known as the Composite CAMELS Rating Score. The Composite CAMELS Rating can be calculated as:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Composite CAMELS Rating= C(0.25)+A(0.25)+M(0.25)+E(0.10)+ L(0.10)+S(0.05)</span> <br /> </span></p> <p> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the above six parameters can be weighted on a scale of 1 to 100 and contains a number of sub-parameters with individual weightage. The banks should be rated on a five-point scale (A to E) based on the lines of the international CAMELS rating model.</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The CAMELS system evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Capital Adequacy: Capital adequacy has been the main pillar of existence of any bank. Banks have to maintain a proper mix of different types of capitals to avoid pressure on their dividend policies and inadequacy of total capital funds against the risk exposure. Capital adequacy is measured by the ratio of capital to risk-weighted assets (CRAR). A sound capital base strengthens the confidence of depositors.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: One of the indicators for asset quality is the ratio of non-performing loans to total loans (Gross Non-Performing Assets - GNPA). The gross non-performing loans to gross advances ratio is more indicative of the quality of credit decisions made by bankers. A higher GNPA is indicative of poor credit decision-making.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Management: The ratio of non-interest expenditures to total assets can be one of the measures to assess the working of the management. This variable, which includes a variety of expenses, such as payroll, workers’ compensation and training investment, reflects the management policy stance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Earnings: It can be measured as the return on asset ratio.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Liquidity: The cash maintained by a bank and balances with the central bank to the total asset ratio is an indicator of the bank’s liquidity. In general, banks with a larger volume of liquid assets are perceived safe, since these assets would allow them to meet unexpected withdrawals.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Section 38 of BAFIA, 2006 provides for maintaining a good liquidity position by the BFIs. Commercial banks are required to maintain CRR (cash reserve ratio) at 5 per cent of their total deposits. The NRB monitors the CRR weekly, and the liquidity profile on a quarterly basis.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Sensitivity to Market Risks/Systems and Control: Risks associated with adverse movements in the exchange rates (including gold positions), interest rates, liquidity and investment in equity are covered under market risk management. A bank faces market risks either from its investments in government securities and bonds or from the exchange rate risk that persist in matching position. The market risk is managed by the banks’ Asset and Liability Committee (ALCO) which assesses policies and levels of risk appetite.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">However, the CAMELS approach has inherent indeterminacy and subjectivity. There can be instances when an examination of the accounting records cannot decide whether to give an average or below average score. The ‘good’ and ‘bad’ indicators are easy to spot, but the ‘in-betweens’ are not. This is a problem of indeterminacy. But when bank inspectors are forced to make a judgment, it leads to the second problem of subjectivity and hence these ratings could come up with differing levels of expectations and perspectives. Among the six variables, ‘M’ has been missing - the one which assesses the management quality and corporate governance. This has been a paradox because most of the failures of the banks are related with the quality and efficiency of their management. The problem arises while trying to quantify the management quality in the due course of analyzing and evaluating the performance of the BFIs. Thus, the central bank of Taiwan, has been using CARSEL instead of CAMELS to measure the management ability and sensitivity to market to fullfil the Regulatory Compliance and Stability criteria, respectively.</span><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="camels" height="389" src="http://newbusinessage.com/ckfinder/userfiles/Images/camelsan.jpg" width="500" /></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:12px;"><span style="color: black;">About EAGLES</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The EAGLES system is able to measure and compare banks’ performance in a more determinate, objective and consistent manner. The name is derived from the key success factors confronting banks today, i.e. Earning ability, Asset quality, Growth, Liquidity, Equity and Strategy. This approach has been pioneered and has gained credibility among the banking community and fund management industry in Asia, for competition analysis and investment planning, respectively. The authenticity and popularity of EAGLES increased after it was able to predict the Asian financial crisis of the 1980s.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">The effective management of a bank strategy is indicated by the Strategic Response Quotient (SRQ). It is an intriguing ratio because it assesses the management’s ability to lend, garner deposits, generate fee-based income and manage the operating cost. An appropriate balance of the three core banking activities will depend on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, the total operating cost minus fee income). The higher figure the better combined with excellent risk controls. <br /> <br /> <br /> <img alt="eagles" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl.jpg" vspace="10" width="429" /><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">EAGLES evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Earning Ability: Earning ability is shown by three noteworthy indicators – Return on Assets (ROA), Return on Shareholders’ Fund (ROSF) and Income/Overheads Ratio (IOR). The importance of IOR is usually not well understood. The main point lies in that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is shown by three indicators - ROA, Return on Net worth (RONW) and IOR. Usually, the importance of IOR is that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: Asset quality is best assessed by on-site inspection of the bank’s loan portfolio. If this is not possible, asset quality can be measured by the level of bad debt provisions, that is, bad and doubtful debts (BDD) as a percentage of total loans. A conservative approach will dictate that the quantum of provision to err on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is best judged by the level of bad debt provisions, that is, bad and doubtful debts as a percentage of total loans. A conservative approach will dictate that the quantum of provision is on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Growth: Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank is suffering from low interest margins. For some banks, lower interest margins could hamper their overall profitability.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank suffers from low interest margins.<br /> <br /> <br /> <br /> <img alt="composite" border="1" height="524" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/composite.jpg" vspace="10" width="500" /></span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Liquidity: Liquidity can be described as the ability of a bank to have sufficient funds to meet cash demands for loans, deposit withdrawals and operating expenses. For this reason, a balance should be made between the amount of deposits garnered and the quantum of loans extended. The indicator is the deposit-to-loan ratio or credit-deposit ratio (CD Ratio). It is important for a bank, therefore, to maintain a balance between the amounts of deposits garnered and the quantum of loans extended. Also, investment to deposit ratio is used as an efficient indicator of liquidity.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Equity: Equity level and capital adequacy have a profound impact on the bank. There is an international guideline (Basel II) that stipulates a bank must have a minimum capital equivalent to 8 per cent of the risk adjusted assets. Even the central bank of Nepal, the NRB, has mentioned a comfort zone of 6 and 10 per cent of core capital and total capital funds, respectively, based on the risk-weight assets (percent). Many banks are restricted to open additional branches unless they meet the minimum capital requirements.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Similarly, sections 31(1) and (2) of BAFIA, 2006 have also categorized the financial institutions into four classes, namely: A, B, C and D based on their minimum capital requirements. And sections 42(1) to 42(5) have clearly explained the provision of capital adequacy for the BFIs in Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Strategy: The effective management of a bank’s strategy is indicated by the strategic response quotient (SRQ). It assesses the management’s ability to lend, garner deposits, generate fee based income and manage the operating cost. As to what is an appropriate balance of the three core banking activities depends on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, total operating cost minus fee income). The higher figure the better combined with excellent risk controls.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the six parameters is divided into sub-parameters for effective evaluation. The EAGLES rating, unlike CAMELS, is based purely on arithmetical ratios and hence does not involve grades or ratings. Thus, there is no subjectivity involved in EAGLES and banks are judges purely on the ratio outputs and ranked highest to lowest based on these parameters. Each bank is ranked highest to lowest on each of the sub-parameters. The bank with higher ranks on more sub-parameters will be ranked the highest in that particular parameter. Accumulating all the parameters, the bank that gets the highest rank on more parameters stands on the top of the list.</span><br /> <br /> <img alt="camsel" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl(1).jpg" vspace="10" width="429" /><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">About MACRO</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">MACRO is a rating system formerly used by examiners to evaluate the safety and soundness of savings institutions. MACRO is an acronym for the five elements that were evaluated: Management, Assets quality, Capital adequacy, Risk management and Operating results. Based on the examiner’s evaluation, each element would be rated on a scale of 1 to 5, and the institution would be assigned an overall MACRO rating of 1 to 5. The indications of MACRO rating were:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The MACRO Rating System was used by the Federal Thrift Examiners from (exact date) 1984 to August 15, 1994, before it was replaced by the CAMELS Rating System.</span><br /> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Vaidya is a Researcher associated with New Business Age (P) Ltd. He can be contacted at rashesh_vaidya@hotmail.com</span></b> <br /> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-01-22', 'keywords' => '', 'description' => 'A commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. Their survival depends upon their operating performance.', 'sortorder' => '664', '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) 4 => array( 'Article' => array( 'id' => '773', 'article_category_id' => '57', 'title' => 'Brand Talk December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> 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QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:12px;"><span myriad="" style="font-family: "><img alt="brandtalk" border="1" height="97" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk(1).jpg" vspace="10" width="180" /><br /> By Sajag Karki</span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;">Formula One Grand Prix <br style="mso-special-character:line-break" /> <br /> <br /> <img align="left" alt="formula one december 2012" border="1" height="221" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/grandprix(1).jpg" vspace="10" width="258" /></span></strong><span style="font-size:12px;"><span class="A28"><span style="color: windowtext;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1.<br style="mso-special-character:line-break" /> </span></span></span></p> <p class="Default"> <span style="font-size:12px;">Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span class="A4">T</span>he Indian Grand Prix was back again with much anticipation from its eager fans. It is part of the FIA Formula One (F1) World Championship where thunderous roars of engines race amidst thousands of fans who let their heart race. Calling it a mere car race would not justify the highly skilled drivers behind those wheels. It is the highest class of single-seater auto racing popular with its high end niche clientele. <br /> <br /> Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. This time around, the lucky sponsor for the event was Airtel and the company expected to strengthen its brand via the event. Some other sponsors were Red Bull, Petronas, BMW, Mercedes and Shell. Red Bull, an instant energy drink, is rightly placed in a heart throbbing event such as the F1. The organizers and all stakeholders were all set to cash in on the grand prix by cross selling Delhi as a travel destination making it a holiday package deal. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p> <span style="font-size:12px;">F1 has been in action since 1950 when the first world championship race was held. Michael Schumacher and Alberto Ascari are a few names that have risen to fame by winning Formula One Championships. These names are almost synonymous with the mega event. F1 as a brand is glamorous, rich and entertaining. It caters to a young yet sophisticated audience that is interested in adventure sports. It is associated with the fastest car makers of the world put together in one hot spot with daredevil drivers that blaze at the speed of light. It can also be regarded as a highly technologically advanced system of interlinked connectivity among the driver, the pit crew and the strategic team.</span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1. Also, the pit crew is an integral part of the grand prix brand. It involves the mechanics who refuel, put new tires, repair and maintain cars during the race. Without them, the show would not go on and the drivers would stand no chance of completing the race. Such is the value of the pit crew that the Indian Grand Prix had a campaign revolved around it. They announced a competition in which people could get a chance to be part of the pit crew if they won the contest. The pit crew campaign fulfilled the ultimate fantasy of Grand Prix fans. Being in the center of where all the action is, being part of the pit crew can be a dream come true. This is an effective and creative approach to promote the event as it creates anticipation value to the super lucky fans. The lucky ones who get a chance to be with the pit crew will be loyal customers of the brand and will cherish the moment throughout their lives by spreading good words to others. </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">Hence, the campaign kicked off very well and can be regarded as one of the successful advertising campaigns ever. There are around 68 circuits of F1 all over the world on which super fast cars race. Formula One is a profitable revenue generating brand for all the parties involved - teams get a slice of money from sponsor logos on their cars whereas television channels make profit from broadcasting the races. As for the spectators, they get to witness the most amazing event of their lifetime. </span></p> <p class="Default"> </p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="ralley" border="1" height="142" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ralley.jpg" vspace="10" width="400" /></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span style="line-height: 115%;">Karki can be reached at sajag_karki@hotmail. com. The article is based on research and author’s practical experience as a marketing and advertising professional.</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span style="line-height: 115%;"> </span></span></strong></p> <p class="MsoNormal"> <span style="font-size:12px;"><span style="line-height: 115%;"> </span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1.', 'sortorder' => '663', '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' => '772', 'article_category_id' => '47', 'title' => 'Deepak Prakash Baskota', 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mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Personality</span></span></strong></span></p> <p class="MsoNormal"> </p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;">By Bivek Dhakal<br /> <br /> <br /> <img alt="deepakbaskota" border="1" height="448" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/deepakprakashbaskota.jpg" vspace="10" width="300" /><br /> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A59"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">The Guardian of Nepali Cooperatives</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams. <br /> </span></span></span></p> <p class="Default"> <span style="font-size:14px;"><span class="A4">V</span><span style="color: black;">isit cc’s home at Manbhawan, Lalitpur, and you are surely to receive a hearty welcome with warm cups of ‘special’ tea grown in his own Kanchanjunga Tea Estate. A well-known name in Nepal’s cooperatives sector, Baskota is buoyed up by the saying “Water the root, enjoy the fruit”. Recuperating from an accident he met with during a recent visit to London, Baskota feels life has given him another chance to serve the nation. A former State Minister for Home Affairs, Baskota, now 68, is no more into active politics. But he is actively involved in the management of various institutions such as Kanchanjangha Tea Estate and Research Center (the first Certified Organic Garden), Panchthar Multiple Campus, Naya Namuna Secondary School, Phidim, and Nepal Organic Foundation. “The work I have been doing for society is my way of doing politics,” he says.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota’s inexhaustible zeal for creativity and active life does not let him feel ‘old’ though he is already in his late sixties. “Age should not have its face lifted, but it should rather teach the world to admire wrinkles as the etchings of experience and the firm line of character,” he shares cheerfully. He takes satisfaction in the fact that he is the founding chairman of National Cooperative Development Board (NCDB), National Cooperative Federation (NCF), and also the president of Himalayan Orthodox Tea Producers’ Association, and the Tea Development Alliance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota was brought up by his mother at his birthplace, a remote village in Panchthar district. He learnt to read and write through non-formal education in the village itself. “I was only 12 when my mother passed away. It was my brother who guided me and boosted my morale to tread the rocky roads lying ahead in my life,” Baskota reminisces.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota spent his early young days rambling in the wilderness under the serene sky of his village. It was a time of complete freedom for him. Later, as time passed, something inside him urged him to get formal education. He then enrolled at Phidim High School in the district.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“Passing the SLC exam, also known as the Iron Gate, was a challenge. But I did it with ease,” he goes down memory lane. Hale and hearty Baskota takes a balanced diet, desists from eating meat items and meditates every day. He believes that it’s his positive attitude and ardent love for the motherland that make him feel he has miles to go in life. Baskota finds the slow growth of agriculture, purportedly the backbone of Nepal’s economy, distressing. He observes that most of the co-operatives in Nepal are related to agriculture and are thus the best friends of farmers. “It will take a long time to establish the cooperative sector as the real backbone of our economy, if the right action plans are not formulated immediately,” says Baskota.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota joined politics at an early age. Back then in his village, Baskota was doing both teaching and learning simultaneously. Along with venturing into the spheres of politics and business, it was the love for his roots — the birth place - that motivated him to build a school there. At 21, he was included in the voters’ list and was also elected the Village Panchyat Chief. Baskota remembers an important event in life, which has left a deep impact somewhere on his mind. “While pursuing my Bachelor’s Degree, I got rusticated for three years because of my political beliefs. As a result, I had to discontinue my studies,” he flips back an important page of his life. His political path was shaped after he joined the Nepal Student Union (NSU), the student wing of the Nepali Congress. The topsy-turvy ride of his life took an unprecedented turn when he dedicated himself to the Cooperative Movement in the country.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“For me, politics is to make good policies and to work for the welfare of society,” he says. It was in 1996 that he got the post of State Minster for Home Affairs. According to Baskota, it was the seminal role he had played in the drafting of the Cooperatives Act and the acknowledgement of the same by the then Prime Minister Girija Prasad Koirala that landed him the important government position. Late Koirala always encouraged and motivated him to continue his good work, Baskota still remembers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">According to Baskota, the same act governs the cooperative sector even today. “I don’t call the present chaotic political situation a practice of true and good politics,” he admits with a deep disappointment. Baskota’s creativity in work, led him to develop Kanchanjunga Tea Estate (KTE) in 1982. He is proud to claim that the flourishing tea business in the east today was his initiative. Since its establishment, KTE has given jobs to more than 500 local farmer families. Baskota has dedicated 17 long years of his life to the National Cooperative Society (NCS) formed in 1993. He is still actively working as a Past President of NCS. He also founded Nepal Maharshi Vedic Foundation, recently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota believes that a person’s age is no barrier to work as long as s/he is healthy – mentally as well as physically. Updated with the latest management strategies, he borrows Mahesh Yogi’s words, “For an effective result, we should monitor for four hours and work for two.” He believes that one should be clear about his vision to reach the desired goal. According to Baskota, to start a new business, a manager should be loyal to his duties and employees need to abide by the rules and accomplish given responsibilities on time. “If both the manager and the employee work in equilibrium a good management is definitely possible”, Baskota shares.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Given the nation’s recent chaotic situation, he thinks, every citizen should have peace of mind first. Baskota says that, it is the stereotypical teaching methodology in our schools that makes the curriculum and learning experience boring. His recent trip to London made him realize that, all the learnt knowledge will bear no fruit without a practical education. “On the one hand, we lack enough skilled human resource, and on the other, our talented youth are brain drained,” he complains. Baskota believes that practical education should be given to all citizens. For him resolution is a must to accomplish every duty.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">As a very sane piece of advice for the youths, Baskota says; “It’s the youth who carry the thoughts, vision and leadership needed for change. They should hence set their aims in lives at an early age and prepare for every rocky road ahead”. The new generation can learn the importance of patriotism and simplicity from him. Patriot at heart, Baskota wishes to see the nation prosper; and maintains that it is achievable through the development of agriculture sector. “A number of young Nepali talents are abroad at present. If we can bring them back to the country and persuade them to contribute in the field, it will be more fruitful for our economy,” Baskota believes. He also urges the youngsters to start meditating while still young.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">“I use the lessons from my experience and strongly believe that hard work and sacrifice is a must to climb up every rung of success,” Baskota says. Keeping intact with the zeal while still aging, he hates to waste time idle and instead likes to go through books and to meditate. He says his work, which includes occasional field visits to his various offices, keeps him busy. He loves travelling and has already been to many parts of the country. People close to him call him the ‘Father of Nepal Cooperative Movement’ and it gives him a warm satisfaction.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;"> </span></span></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <strong><span style="font-size:14px;">PERSONAL SIDE </span></strong></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <span style="font-size:14px;"> </span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Philosophy: </span><span class="A62">Let’s not harm others and perform our duties with loyalty. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Music: </span><span class="A62">A good listener and prefers patriotic songs. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Sports: </span><span class="A62">Not so keen about sports, but keeps himself updated in the sector. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Travelling: </span><span class="A62">An ardent traveler. If in sound health, he only stays home for two/three days and travels the other days </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Foods: </span><span class="A62">He prefers vegetarian food. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Pet: </span><span class="A62">Has kept a dog at his home on the request of his children. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Brands: </span><span class="A62">Prefers local brands. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A61"><span style="font-family: "Calibri","sans-serif";">Socialization</span></span><span class="A62"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">: Attends most of the functions he is invited to.</span></span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams.', 'sortorder' => '662', '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' => '771', 'article_category_id' => '48', 'title' => 'No Laughing Matter December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"><img alt="nolaughingmatter" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(3).jpg" vspace="10" width="338" /><br /> By Madan Lamsal</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Gangnam Baburam Style<br /> <br /> </span></span></strong><span style="font-size:14px;"><span class="A13"><img alt="gangnam" border="1" height="436" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gangnam.jpg" vspace="10" width="600" /><br /> </span></span></p> <p class="Default" style="text-align:justify;line-height:10.05pt"> <span style="font-size:14px;"><span class="A4"><span style="color: windowtext;">T</span></span><span style="color: windowtext;">he only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><br /> In fact, the Nepali PM and Korean Pop star have many similarities. To increase viewership, as Psy appears on TV shows worldwide, our BRB stages TV shows like address to the nation very often and his efficient private secretariat makes sure that every move of him is recorded and posted to media. As the short form of Psy of Korea, people have started to call the pop star ‘Psy-Ko’, whereas BRB is already recognized at home as a ‘Psycho’ for his weird manners, permanent wear of anger on his face and schizophrenic self-righteousness. Perhaps the most notable similarity between Psy-Ko and Psycho is in their perspectives to view capitalists. While the Psy-Ko has made mockery of the hypocrisy of Gangnam aristocrats of Korea presenting them as riding on an non-existent horse, through dance metaphor, BRB back home has murdered many who he thought were capitalists. Who knows what he exactly plans next in this particular regard!</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">Despite so many similarities, it is truly unfair for BRB to go the opposite direction of Psy’s popularity chart. It truly warrants a deeper inquiry into such debacle of BRB’s popularity. Zoologists who know which creature is worth what and Hindu mythologists who know who should ride what animal as bahan (carrier) agree here that, this difference in popularity could have been caused by their difference in selecting the creature as means of their respective message carriers. Psy-Ko has chosen an imaginary horse and his every dance step represents how he is holding the reigns of a galloping horse, at different movements and speeds. Instead, our BRB for long has chosen a frog, leaping stochastically, which he can neither ride nor reign in.</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">If BRB is really dying for a Psy like popularity and his permanent anger is due to his failure to achieve this, he actually can work on it. First, he does not need to limit himself to politics and the country’s prime minister. He can officially handover all those responsibilities to his wife Hisila, as he has already done so unofficially. The advantage is that, at present there is no constitutional restriction in doing so in the present day Nepal as there is no effective constitution in place. Therefore, it is an opportune moment for this transfer of power as well. Then, he should be able to devote more time for brand endorsement as Psy-Ko is reportedly endorsing new models of Samsung’s range of Kim-chi refrigerators. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">BRB just has to consolidate what he has already begun as the brand ambassador of Mustang four-wheelers immediately after he became prime minister. He can well be the brand ambassador of Samsung products in Nepal; as the franchisee of the brand here is the same business house that produces Mustang. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">The reason for the popularity of the Gangnam Style is not the fact that the Western world understood the meaning and the language of the song that implicitly ridicules the western-style consumerism. The truth is that the world just danced to its tune, without any idea about what that song is all about. On this count, BRB seems to have understood the underlying message clearly. So he is singing anti-capitalist and anti-democratic rap in a way that the West does not understand at all, but the tune that goes with the song is so hypnotizing for them that they are all dancing to BRB’s tune as well. <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%;">More interestingly, even the Nepali people are dancing to BRB’s tune despite the fact that they understand the terrifying message of benevolent dictatorship inherent in these songs. The music that goes along is such that it makes them oblivious of the message that BRB has artfully weaved in his rap. So, BRB can now smile on this count of success, at least.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'The only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end.', 'sortorder' => '661', '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) 7 => array( 'Article' => array( 'id' => '770', 'article_category_id' => '46', 'title' => 'Interview December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> 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mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="Pa18"> <span style="font-size:12px;"><strong><strong><span style="font-size:12px;"><span class="A17"><img alt="intrview december 2012" border="1" height="351" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenchini.jpg" vspace="10" width="203" /><br /> <br /> Nepal Country Director </span></span></strong></strong></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A56">Kenichi Yokoyama </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Asian Development Bank<br /> <br /> <br /> </span></span></span></strong></p> <p> </p> <p class="MsoNormal"> <span style="font-size:12px;"><strong><span class="A63"><br /> ‘We have been actively involved <span style="line-height: 115%; font-family: "Calibri","sans-serif";">in the energy sector’</span></span><span style="font-size:12px;"><span class="A63"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <br /> </span></span></span></strong></span></p> <p> <span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span><span style="font-size:12px;"> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. Excerpts: </span></span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="Default" style="margin-top:5.0pt;text-align:justify;line-height:10.05pt"> <strong><span style="font-size:12px;"><span style="color: windowtext;">Melamchi, the ADB-financed water supply project, is in a new controversy now after the Chinese contractor left the work. How will the project move ahead now? </span></span></strong><br /> <span style="font-size:12px;"><span style="color: windowtext;"> </span></span></p> <p> <span style="font-size:12px;">ADB is committed to supporting the construction of the Melamchi tunnel work, the water treatment plant and the distribution system. With a population of around three million, the Kathmandu Valley has been facing an acute water shortage. This is a huge developmental constraint. We have been facilitating the Nepal government in the completion of the tunnel and other works on time. </span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;">It is unfortunate that the Chinese contractor had to leave the project because of some issues related to work progress. Now, we are supporting the government to go for immediate rebidding. The government is looking for first class contractors. Such contractors from China, Korea, India, France and other European countries have shown interest in the project. We hope that the government will be able to hire a new contractor by March 2013 and complete the project by March 2016. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;">But this has increased the cost of the project and delayed it further. Will the project complete within the new deadline?</span></strong></p> <p class="Default"> <span style="font-size:12px;">The topmost priority for the government is to identify a qualified contractor with high experience in similar tunnel works. Although there are concerns about the cost, we have to think about the seriousness of the water shortage problem in Kathmandu which calls for urgent attention. We have to ensure that the Melamchi project is completed on time.<br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;">Despite the many ups and downs seen over the almost past seven years, ADB remains associated with the project. The only reason for this association is that we feel that Melamchi is an important project. We have been holding regular discussions with the Ministry of Urban Development on the specific actions to be taken to take the project forward, including the swift selection of an internationally reputed, committed, dedicated and efficient contractor who can build a high quality infrastructure. Given the importance of the Melamchi project in addressing the water demand of the 2.6 million people living in the Kathmandu Valley, ADB remains fully committed to <span style="color: black;">providing the necessary support to the Government of Nepal to complete the project by early 2016 or earlier. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB’s recent fund for water projects in Nepal is said to be aimed at improving irrigation and prevent water-induced disasters. How is it different from other water projects?<br /> </span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">These projects aim to bring about higher rural livelihood. The government is seeking support for rapid agricultural transformation. In that context, we are supporting irrigation and water disaster mitigation risk management projects. We are building on the achievements made thus far. In irrigation, Nepal has comparative advantage in having irrigation systems managed by farmers. Building on this, ADB is supporting agriculture development for making it more profitable and commercial so that the farmers can increase their income.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Nowadays, effective water management is a critical challenge for many countries. Particularly in the dry season, many countries are facing a shortage of water supply. Nepal, too, needs an effective water management system. The country ought to fulfill additional industrial needs while protecting the conventional water users. An efficient and equitable distribution of irrigation water is also pretty much needed to increase the farmers’ income.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Once again, ADB recently listed the West Seti Project among the newly proposed ones. How do you want to participate in this project?</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">It’s not the West Seti, but the Upper Seti project, located in Tanahun district, that ADB is supporting. Actually, we are submitting a proposal for this project to the ADB Board early next year. The name of the project is Tanahu Hydropower Project. It is a 140MW storage project. It could help address the power shortage of not only Kathmandu but the country as a whole.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ABD seems to have planned to involve itself quite heavily in the energy sector through new projects like Tanahu hydro and continue with other ongoing energy sector programs. What is the strategy? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Our assistance strategy is to support the government to address the most critical development constraints including infrastructure, its management system, and delivery of effective public service to the needy people including the poorest. Addressing the critical infrastructure bottlenecks is of high priority. The country is facing acute power shortage. Electricity is available only six hours a day in the dry season. How can industries come to Nepal and operate in such a situation? ADB has been actively involved in the energy sector with previous assistance in Kali Gandaki A and Khimti Hydropower projects, which account for some 30 percent of the country’s generation capacity at the moment. The Tanahu project, which is a storage project, will add additional 140 MWand can provide a stable power supply during the dry season.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">We will support the efficient implementation of the Tanahu Hydro Project. There are two other ongoing projects in transmission and distribution, respectively. We are also supporting NEA in its institutional reforms which includes enhancing its financial position by increasing tariff, reducing distribution loss and providing electricity to private industries and local stakeholders more efficiently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">Many ADB-supported projects – mainly those in the agriculture sector - are discontinued after the completion of the first phase. Why? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">Our programs are aimed at demonstrating how development can be pursued most effectively. For example, there was a community ground water project where a community ground water group was set up and provided with shallow tube-well systems. The beneficiaries can now do triple cropping with tube-well irrigation with proper maintenance of the tube-wells, which they are able to manage. Likewise, projects such as community irrigation and commercial agriculture are helping establish sustainable development systems. The government can replicate similar projects.<br /> <br /> </span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">It is said that $ 15.3 million that ADB had allocated for various projects such as commercial agriculture, community irrigation, skill development programs, etc, could not be used. What is the reality? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">The projects need to follow a specific timeline. There are also cases where the actual cost of implementation is lower than the initial projection. For example, in one of the strategic road projects, the bidding price was lower than the estimated price, thanks to the competition and devaluation of the Nepali Rupee, resulting in substantial savings. In the irrigation sector, too, the project cost is often lower than the estimated cost because of competitive bidding. There are some cases where the project implementing agency has limited absorptive capacity. Overall, we have identified $15 million savings this year, but we are also discussing with the government that these savings could be used for other projects in Nepal, such as additional financing requirement of the Melamchi project. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">What would be your investment portfolio for the next couple of years for Nepal? Will it increase? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The allocation of the Asian Development Fund (ADF) is decided biannually, and the amount for the year 2013 -14 is to be finalized at the end of this year. At this moment, we expect it to be at least about $ 250 million per annum. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span><br /> <span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please highlight ADB’s present development assistance priorities for Nepal? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The thrust of ADB’s ongoing country partnership strategy for Nepal (2010-2013) is to help sustain the hard-won gains of the country’s peace process by promoting broad-based inclusive economic growth, inclusive social development, governance and capacity building, as well as climate change adaptation and environmental sustainability. </span><br /> </span></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB’s assistance supports Nepal in different sectors such as agriculture and natural resources, education, water supply and other municipal infrastructures and services, transport, information and communication technology and finance and energy. We support these operations through the promotion of gender equality and social inclusion, regional cooperation and integration, public private partnerships, along with greater engagement of the civil society and NGOs. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">Our new country partnership strategy for Nepal is being formulated in consultation with the Nepal Government. ADB’s support will focus on addressing the country’s development constraints including energy, transport, urban and rural infrastructures and skill development. To support these priorities, ADB will also promote governance, private sector development, regional integration, gender and social inclusion and climate change adaption. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please briefly describe ADB’s assistance in the agriculture sector? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">ADB has been Nepal’s main development partner in agriculture. Agriculture remains the largest component of ADB’s assistance to Nepal. ADB has supported in increasing the production of crops and livestock, raising agricultural income and creating employment opportunities for rural people. ADB’s assistance to Nepal includes support for agricultural credit, small farmer development, livestock, irrigation, agricultural roads, forestry, and crop diversification. ADB is also supporting the government’s preparation for the Agriculture Development Strategy that will set out the long-term vision and strategy for the agriculture sector for the next 20 years, and priority programs for the next 10 years. </span></span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;"> </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">What is the recent development in ADB’s funding for the transport sector? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">We have been supporting the construction of strategic roads network. Similarly, we are supporting the Sub-regional Transport Enhancement Project which was approved in 2010. All contracts have been signed for this project and the work progress is about 30 per cent. A new transport project of about $100 million is envisaged for 2013. We are also planning another project based on a new lending modality called the multi-tranche financing facility for 2014 for the transport sector. The idea is to provide a long-term financing framework of $200- 250 million, based on which individual sub- loans will be launched. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB is preparing to provide support for setting up a new CTEVT- like structure under the Ministry of Education. Would you please highlight the program?</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">ADB is not providing assistance to a new CTEVT- like structure under the Ministry of Education. However, ADB will support the Government of Nepal, through the proposed Skills Development Project to develop a market responsive and social- and gender-responsive Technical Education and Vocational Training (TEVT) by assisting the implementation of policy, institutional and operational reforms, delivery of demand-oriented skills training, short-term market oriented skills training focusing on excluded groups, and effective project management and monitoring and evaluation.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">For the last few years, ADB, DFID and WB had started to implement synchronized programs to avoid duplication. Why have you abandoned this practice now? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">We have been continuously working together with the World Bank, DFID and JICA, who are our co-members in the Nepal Portfolio Performance Review process. The government is taking the lead, and a meeting is held annually to discuss and resolve issues to enhance project implementation performance. Issues like public finance, management, procurement, human resource management and management of the development regions. These issues are critically influencing the implementation of the developmental projects. Implementation of the concept of e-bidding for infrastructure works is almost complete. This allows bidders to submit their bids through internet. This can substantially enhance the transparency and efficiency of the bidding process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For new development programs, a close coordination and collaboration among the development partners is maintained as an established practice in project preparation and appraisal, to avoid any duplication. Efforts are also being made to develop a common sector roadmap or result framework and define programs within the framework and pursuing the possibility of co-financing as much as possible.</span><br /> <br /> <br /> </span></p> <p> <strong><span style="font-size:12px;"><span style="color: black;">Despite great donor involvement in programs like the School Sector Reform, the achievement has been negligible, mainly converting government schools into community-run ones. What is the reason? </span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <br /> <span style="font-size:12px;"><span style="color: black;">In the school sector, we have to take into account that we have started from a very low base. Nepal has significant challenges such as difficult geography and remoteness in the mountain region. I don’t agree that the achievement has been negligible. If you look at the statistics, primary school enrollment was barely 60 percent in 1990; it is 95 percent now - a significant change brought about by education programs. However, it is also true that some significant challenges still remain, such as the quality of education and a high percentage of dropout. Prudent financial management of the education development fund, too, is an issue. Building on the progress made, I believe these constraints can also be addressed gradually. We have a donor co-ordination mechanism, which enables all the donors to work together to make the most efficient progress by avoiding duplication.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB has supported to modernize Nepal’s capital market. What are the latest developments in this regard?</span> </span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB is supporting Nepal’s efforts to develop the capital and bond markets to attract and promote private investment. For this, we have an ongoing Capital Markets and Infrastructure Capacity Support Project. Under the project, a team of consultants is being selected. There are two components of this project. The first is to support the capital market development, particularly the bond market. The second one aims to develop an enabling environment for public private partnership (PPP), identify investors, design and carry out feasibility studies. We hope to mobilize the consultants by early 2013. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">We are also discussing with the Government of Nepal the opportunity for ADB to issue local currency bonds that will help provide long-term financing for private infrastructure investment and also help develop the country’s bond market. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How do you view the progress of ADB’s projects in Nepal? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The country assistance program evaluation (CAPE) conducted by ADB’s Operations Evaluation Department a few years back found that overall, ADB’s lending program had a positive impact socially, environmentally and economically. These projects have helped reduce not only poverty but also gender disparity and social exclusion by benefiting the poor.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Some of ADB’s programs are directly targeted at the poor and some are indirectly targeted, but the ultimate objective is poverty reduction. Results can be seen from the assistance that ADB has been providing over the years. For instance, the transport system in the country has greatly improved — the main strategic road network as well as the rural roads connecting the remote parts of the country. This has helped improve public service delivery and livelihoods in these areas. ADB’s assistance has also contributed in improving the living standards of the rural communities through the provision of improved water supply and sanitation facilities. However, we recognize that the assistance we provide needs to be more effective in terms of reaching the poor and vulnerable and sustaining these development benefits.</span><br /> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How have you viewed Nepal’s inability to bring about a full-fledged budget at the beginning of the fiscal year? How has it affected your support? </span></span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">Although the government could not bring a full budget, a one-third interim budget was provided. We are working with the government so that the developmental activities are least affected in the given context. As far as the ongoing projects supported by ADB and other donors are concerned, the ordinance (budget) has a special provision to allow the government to provide enough funds through budgetary reallocation. Nevertheless, we remain concerned how the necessary funds would be allocated in a smooth and timely manner for efficient project implementation under the present circumstance. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">What are the challenges facing the development projects in Nepal? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">In general, projects in Nepal face the challenge of timely implementation due to the country’s difficult topography and remoteness of many districts. Poor infrastructures and limited human resource capacities are the other challenges. In some cases, implementation of the projects has been affected by local strikes as well. </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The political transition process has been slow and is still fraught with risks and challenges for development activities. In particular, the absence of elected local bodies since July 2002 has been a major impediment to governance, service delivery, and development works at the local level.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">In addition, labour unrest in the fragile political environment, coupled with acute power shortage, has constrained the revival of key sectors of the economy and private investments. Thus, improving basic infrastructure and strengthening governance and public and market institutions is very crucial for Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Despite these challenges, the performance of ADB’s project portfolio has improved. This also demonstrates the hard efforts by the government agencies that implement the ADB-financed projects. While the overall performance still remains below ADB’s wide average, I am hopeful that this progressive improvement will continue under the strong partnership with ADB.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <span style="font-size:12px;"><span style="color: black;">How do you view the current economic situation of Nepal?</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span style="line-height: 115%; color: black;">Despite the difficult political environment and the global economic slowdown, Nepal has been able to preserve a reasonable macroeconomic stability with a moderate and steady economic growth. We are pleased to note that the government’s and Nepal Rastra Bank’s proactive policy measures on the vulnerability of the banking sector and rising inflation have eased the problems in recent months, although the risks remain. The external position, too, has remained stable with the widening trade deficit being offset by sustained increase in remittance inflows and tourism receipts. However, exports continue to be sluggish due to the long-term structural weaknesses in the economy. Although agricultural growth could slow down in FY 2013 because of the late monsoon and shortage of chemical fertilizers, we believe that Nepal will be able to maintain a moderate growth supported by the service sector.</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. 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</w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Interesting Cover Story <br /> <br /> <img alt="Feedback December 2012" border="1" height="405" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/newbusinessagefeedback.jpg" vspace="10" width="277" /><br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The issue that Nubiz chose for the November issue of its cover story was very interesting and out of the box. We all have witnessed a growth in the number of corporate buildings in the country in recent times but we haven’t really stopped and taken a moment to think why it is happening. The positive message that your cover story gives is that the Nepali corporate people have begun to see presentation as an important factor in their business. I also enjoyed reading about the sizes of investment made in these buildings. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sachin Manandhar, New Road, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">More Indigenous Stories? </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am a regular reader of Nubiz and think it is high time that the magazine started focusing on indigenous businessmen and their success stories rather than printing a number of visiting business people interviews in one issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sabita Basnet, Jawalakhel, Lalitpur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Cycling Thrills <br /> <br /> <img alt="cycling trhills" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cyclingfeedback.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The story on cycling interested me this time more than the other articles. I’m a young businessman who had been, for some time, looking for a write-up on one of the best workouts – cycling. I liked the story even more when I discovered, courtesy your story, that cycling skills could be applied to business as well. I also appreciate the information about the prices of good bi-cycles,cycling gear and the accessories. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Som B Tamang, Bhaktapur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Quality Coke <br /> <br /> <img alt="Feedback December 2012" border="1" height="337" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qualitycokefeedback.jpg" vspace="10" width="195" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">In your last issue, the interview of Phil Humphreys, Chief Operating Officer at Coca- Cola Sabco got my attention. Thank you for highlighting one of the important soft drinks in Nepal. There is a high demand of non alcoholic energy drinks in Nepal. Since I am a retailer of soft drinks in Kathmandu, I can figure out how big these products are demanded. Moreover, I am a fond of drinking coke and all I concern for quality product. The Coca- Cola company among other soft drinks companies is been repeatedly targeted by the media for adulteration. The success of the company lies in the quality of the products they produce. I am very happy to know that the Officer is very much concerned on the quality products which people can rely on. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Bibek Thapa, Sinamangal, Kathamandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Credit Appreciated </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I enjoyed the November issue cover story on corporate buildings, particularly because I am a student of architecture. The selection of people whose interviews accompanied the cover story was well-balanced. However, what I liked the most about the story was the credit given to the architects. When we pass by these buildings, we often wonder who their architects could be. Nubiz has answered our curiosity through the cover story. I appreciate that. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Ramila Chitrakar, Pulchowk, Lalitpur<br /> <br /> <br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Nepal, A Revolution Factory </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am not a big fan of political articles. But the article under your regular political column was rather interesting this time. The article is to the point, bold, and, convincing. While it has answered some of the questions I have always held in my mind, it has also provoked my thoughts and compelled me to think further on the issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sangeeta Pandey, New Baneshwor, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal"> <strong> Corrigendum<br /> </strong><br /> Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar.<br /> Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.<br /> <br /> <br /> We regret the misprint and the inconvenience caused to concerned people, companies as well as to our readers. - <br /> <br /> <br /> Editor</p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar. Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.', 'sortorder' => '659', '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) 9 => array( 'Article' => array( 'id' => '768', 'article_category_id' => '40', 'title' => 'Cover Story December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--></p> <p> <strong><span style="font-size:14px;"><span class="A13">By Gaurav Aryal (With inputs from Rashesh Vaidya, Sushila Budhathoki, Abha Dhital and Bivek Dhakal)</span></span><span style="font-size:14px;"> </span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(22, 144, 186);">Nepali Economy</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Before and After Maoist Insurgency</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory15.jpg" vspace="10" width="400" /><br /> </span></span></strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.</span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">N</span><span style="color: rgb(34, 30, 31);">epal is yet to witness a ‘healthy’ growth rate, which has so far fluctuated between 3.3 and 4.5 percent in this millennium, with the exception of 6.10 percent in 2008. Perhaps nobody is happy with the country’s slow growth rate, but the economists are probably the most worried lot. They lament the fact that the country’s economy has continued the downward trend even after the peace deal between the government and the Maoist guerrillas signed on November 21, 2006. A majority of Nepali economists cite the lack of new investments as the major reason for this poor show of the Nepali economy. They blame an ‘unfavourable investment climate’ created by the political uncertainty for the lack of new investments – foreign as well as domestic. However, it is not that every sector slackened over the past one and a half decades. Some sectors have witnessed encouraging growth rates. (it would be better if you could cite some examples)</span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="258" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/agriculturalproduction.jpg" vspace="10" width="400" /><br /> <br /> <br /> <br /> <span style="color: rgb(34, 30, 31);">Despite the political upheavals which include a decade-long armed insurgency, sectors such as telecommunications, education, information technology, road construction, and remittance have registered significant growths over this period. In the education sector, the literacy rate has continued a steady growth. This is mainly because of the rise in private sector investment in education, and the top priority attached to the sector by the government which allocates the largest share of the national budget to education. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="244" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totaltourist.jpg" vspace="10" width="400" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Remittance has become the lifeline of the Nepali economy in recent times. Despite huge trade deficits, the country’s Balance of Payment has remained positive, barring some hiccups. The remittance inflow has fuelled the growth of the banking sector and helped in the reduction of poverty and increase in the people’s living standard, believe the economists and experts.<br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="310" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalroadlenght.jpg" vspace="10" width="500" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">However, energy and tourism, arguably the two most prospectful sectors in the country, have not grown as expected. The entry of the private sector through Public Private Partnership (PPP) and Power Purchase Agreement with the state-owned Nepal Electricity Authority (NEA) has shown some hopes in the hydropower sector. However, the hope to resolve the power crisis that has only intensified since 2006 is still out of sight. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="266" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalremittance.jpg" vspace="10" width="500" /></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly tourism, another sector widely tipped as the basis for Nepal’s economic development, could not improve as expected over the years. A veteran of Nepal’s tourism sector and Chairman Emeritus of Hotel Soaltee Crowne Plaza, Prabhakar SJB Rana notes that though the tourism industry gained some ground over the past one decade, “there are plenty of areas where we could not do anything at all”. Rana as well as other analysts attribute this failure mainly to Nepal’s inability to promote and advertise itself as an exciting tourist destination in the world’s tourist originating markets. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="217" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/telephonelandlineexpansion.jpg" vspace="10" width="400" /></span><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists as well as development planners seem to be disappointed with the latest political and economic developments. Deependra Bahadur Kshetry, Vice-chairman of the National Planning Commission, says, “The country is moving backward instead of going forward”. Referring to the difficulties of the current government led by Dr. Baburam Bhattarai in bringing out a full national budget for fiscal year 2012/13, he added, “The kind of hindrance created by the opposition parties in Nepal (in the presentation of the national budget) is seen nowhere in the world.” The size of the budget this year has shrunk compared to that of the previous year. Kshetry blames the ‘non-cooperation’ by the opposition parties for the sluggish growth of the Nepali economy in recent years. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="279" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/landbought.jpg" vspace="10" width="500" /><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Several other analysts echo Kshetry’s concerns and cite the example of the Maoist obstruction to the presentation of the national budget last year by the then government led by CPN-UML leader Jhalanath Khanal. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Good Old 90s</span></span></strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> Mid 1990s was a time when the scenario was much brighter with the economic growth rate hovering around five percent. From 1990, the year democracy was restored to 1995, Nepal’s overall situation improved, according to senior economist Dr Dilli Raj Khanal. But in the years after 1995, the Nepali economy witnessed a slowdown which turned into a negative growth during 2000-2005. Recalling the situation of the 1990s, economist Prof. Dr. Bishwambher Pyakuryal says, “There was devaluation of the Nepali currency, economic imbalance, and unemployment but the economy continued to grow - albeit at a modest rate - even during the insurgency in the late 1990s. The donors were supporting the development projects; ongoing projects were being given continuity. But, the donors cut their financial support to Nepal by 48 percent in the last fiscal year, compared to the previous year.”</span></span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> </span></span><br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="247" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/goverment.jpg" vspace="10" width="400" /></span> <br /> Dr. Khanal adds, “Nepal’s economic growth rate, which was already slow, further deteriorated during the period of 2000 - 2005. The Maoist insurgency, which escalated during these years, is to blame to a great extent for today’s flagging economy.” Another economist, Dr Chiranjibi Nepal observes, “Although there was little economic progress from 1996 to 2000, the country was faring well, so to speak. But after 2000, there was a massive decline in economic activities, followed by the closure of several industries and slowdown in the manufacturing sector. The cumulative negative impact of all this on the economy was too heavy.” </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GDP.jpg" vspace="10" width="400" /><br /> <br /> <br /> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lankan Comparison </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists and development experts often compare the economic situations of Nepal and Sri Lanka, for both countries have gone through violent armed insurgencies in recent history. When Nepal was passing through an armed Maoist conflict, Sri Lanka was going through the LTTE violence. In fact, Sri Lanka’s insurgency-related problems were far bigger than those of Nepal, in terms of both size and scale. For example, the Sri Lankan conflict took the life of its then head of the state and aeroplanes parked at the international airport in the capital were blown off in LTTE attacks. Nothing of that sort happened in Nepal. (The massacre of King Birendra and his family was not a terrorist act.)</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Dr. Nepal says, “It is amazing that Sri Lanka achieved five percent growth rate even when the armed conflict there was in full swing. What’s more, the island country’s growth rate crossed seven percent after the LTTE violence was brought to an end. In stark contrast, Nepal has continued with its poor show in terms of economic progress even after so many years of the start of the peace process.”</span></span><span style="font-size:14px;"> </span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> Former finance minister Dr. Prakash Chandra Lohani explains the reasons. “Political uncertainty and chaos has been at the root of the sorry state of the Nepali economy. It’s unfortunate that the same reasons still prevail and are hindering Nepal’s economic progress,” he says. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">The lack of any worth-noting investment in the major sectors of the economy has been another hurdle to Nepal’s economic progress. Neither domestic nor foreign investment worth mentioning has been made since the start of the peace process in the country. According to Dr. Pyakuryal, no significant amount of foreign direct investment (FDI) has come to Nepal over this period because of the feeling of insecurity and lack of confidence in the government. </span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"> <br /> </span><br /> <span style="font-size:14px;"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="255" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/budget.jpg" vspace="10" width="400" /><br /> <br /> </span> <span style="color: rgb(34, 30, 31);">However, all hopes are not lost for Nepal. Analysts still see the possibility of a double digit growth for the Nepali economy, provided that the state can ensure political stability and policy predictability for foreign as well as domestic investors. Some instances in the recent past support this optimism. For example, a number of foreign investors flocked Nepal – some of them wanted to explore investment opportunities while others came with concrete proposals in their hands – immediately after the government and the Maoist guerrillas signed the comprehensive peace accord on November 21, 2006. Similarly, many foreign investors applied and got the permission to conduct detailed surveys for developing a number of hydropower projects of different capacities. But many of these investors haven’t been able to go ahead with their projects, thanks to the hurdles posed by different vested interest groups. Successive governments over the years have not been able to deal effectively with these ‘project spoilers’, perhaps because of the uncertainty looming large over their own future.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Human Development Index</span> </span></strong><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s Human Development Index (HDI) value for 2011 is 0.458 and the country is positioned 157th out of 187 countries included in the Index. According to a report of UNDP, between 1990 and 2011, Nepal’s HDI value increased from 0.340 in 1990 to 0.509 in 2006 and 0.458 in 2011.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The analysts say remittance has a lot to do with poverty reduction and consequent improvement in HDI over the years. According to the Human Development Report 2011, life expectancy at birth in 1995 was 57.5 years and it increased to 65.6 in 2005 and to 68.8 in 2011. Improved health condition due to availability of health services and improved awareness are considered as contributing factors for increased life expectancy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/electricity.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The role of remittance in Nepali economy is increasing continuously. When most of the sector of the economy are showing downward trend, remittance inflow has constantly increased. This on the other hand has kept the Nepali economy going, say analysts. Remittance inflow that was Rs 239.388 billion in the fiscal year 1995/96 made a steep rise to Rs 413.428 billion in 2000/01 and to Rs 430.396 billion in 2001/02. Though the following five years till 2004/05 saw a near stagnation in remittance inflow, it registered a sharp rise to Rs 1246.423 billion in 2010/11. The trend shows that it is likely to keep on growing in the years to come too.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The remittance inflow in 1995/96 was equivalent to 1.79 percent of the GDP. That ratio shot up to 10.97 percent in 2001/02 and 18.69 per cent in 2010/11, according to the statistics provided by Nepal Rastra Bank. <br /> <br /> Remittance is credited to be one of the most important contributor to reduction of poverty incidence which, according to the Nepal Living Standards Survey III (NLSS-III), published in 2011, stands at 25.2 per cent, down from 31 percent a decade earlier.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Number of Nepali youth going abroad for employment increased during the insurgency and in the following years. Upon publication of the NLSS-II which showed poverty reduced to 31 percent from 42 percent shown in the NLSS-I in 1996, analysts had expressed fear that the poverty incidence may shoot back to 42 percent or above if the peace process started by then encouraged the migrant workers to go back to the village and discouraged further migration out of the village. But it seems that the outflow of the people from the villages is not likely to be reversed in the foreseeable future.</span><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <br /> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="162" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/human.jpg" vspace="10" width="500" /><br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Trade </span></span></strong><br /> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has continuously been in deficit in the absence of low industrial base. Measures for trade promotion have not brought significant improvement. Trade analysts say that easy availability of cheap Chinese goods has displaced many industries though it has helped in improving the lifestyle of the people. Nepal’s readymade garments industry (one of the major export industries) lost its American and European market due to the combination of two reasons that struck it simultaneously. One, the quota facility it enjoyed in these markets till late 1990s was lost with the phase out of the multi-fibre agreement in international trade. Second, the severe labour unrest instigated by the Maoists during the insurgency as well as after they came overground following the success of Jana Andolan II, disrupted the supply chain that forced the buyers to search other sources of supply.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to data from Trade and Export Promotion Centre (TEPC) and NRB, between fiscal years 1995/96 and 2011/12, it was only in 1999/2000 and 2000/01, the trade was measured surplus. The surplus in 1999/2000 and 2000/01 was by Rs 18.43 billion with India and Rs 40.24 billion with other countries and by Rs 19.18 billion with India and Rs 40.85 billion with other countries respectively.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has been concentrating more and more in India in the recent years. While the share of countries other than India in Nepal’s total international trade was higher than with India till fiscal year 2001/02, then after India’s share started to be higher than that of other countries. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><br /> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Government Budget </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Capital expenditure in the government budget during the insurgency (from 1995/96 till 1998/99) was low and almost stable. But it was higher than the recurrent expenditure. However, in years after 1999/2000, recurrent expenditure has zoomed up while capital expenditure remained almost stagnant until the fiscal year 2005/06. One of the reasons behind such scenario was concentrated priorities of the government to calm the heightening conflict. For that purpose, expenditure was diverted to investment in security purpose; as a result, development projects were affected. It was also complained that the environment was not favourable for successful completion of the projects by the project executors during the conflict era. In the last six years recurrent expenditure has been growing substantially, reads the data provided by the Office of the Comptroller General.</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Analysing this, Prof. Dr. Bishwambher Pyakuryal says, after the peace process started, many projects were either postponed or discontinued because of lack of trust in the government by donors. For example, last year the donors decreased their financial support by 48 per cent. Deficit budget is financed through foreign loan and internal loan. The amount of foreign borrowings in 2000/2001 (Rs 12.044 billion) was almost equal to the borrowings in 2010/11 (Rs 12.075 billion) while it decreased to Rs 4.546 billion in 2002/03. Similarly, the internal borrowing reached a record high in 2010/11 with Rs 42.515 billion. In the fiscal year 2009/10 it was Rs 29.914 billion and in 2006/07 it was Rs 17.892 million.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Roads </span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> One of the areas where Nepal registered a good growth was in the expansion of roads network. The total length of roads has doubled over the fifteen years period between 1996 and 2012. The growth had slowed down when the conflict was at its worst. However, the growth never really ceased. Many remote parts of Nepal have been connected by road over these years. The growth is particularly in the length of fair weather roads. One reason for this increasing trend is initiative taken by local people. Growth is seen also in the length of gravelled roads that have helped in improving accessibility. In the recent years it can be noticed that the length of black-topped roads has outpaced other kinds of roads.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Electricity </span></span></strong><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">Electricity shortage has hamstrung industrial growth and made city life miserable. And the history reveals very interesting facts. In 1990, the installed capacity of hydropower generation in the country was 0.73 million MW which increased to 0.86 million MW in 1995/96 which gives an addition of 0.15 million MW within six years. This increased to 1.76 million MW in 2005/2006 – an increase of 0.9 million MW in ten years. Now in 2012 it stands at 2.36 million MW.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Telecommunication </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There has been a good increase in the telephone coverage across the country over the last 15 years. And this expansion is speedier in cellular mobile phones. According to the census 2011, 7.37 per cent of Nepali population uses landline telephone though this is heavily concentrated in urban areas where 22.66 per cent population uses it. In rural areas only 3.77 per cent of the population there has landline telephone. Similarly 64.63 per cent of total population of Nepal uses cellular mobile phone. This ratio is 84.07 per cent in urban areas and 59.98 per cent in rural areas. According to the census 2011 report published in November 2012.</span></span><br /> </p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The telephone sector suffered a lot during the insurgency. For example, many telephone towers were blown up by Maoist insurgents. However, this sector gained the most after the peace process started.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Agriculture </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Agriculture sector saw stagnant trend during the period between 1995/96- 2011/12. The cash crops sub-sector did better – the production of cash crops doubled during the period. Within the cash crop subsector, the major crops that recorded substantial growth were tea, coffee and cardamom. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to Sheela Thapa, Deputy Director at AEC (Agro Enterprise Center), consistent growth in the agricultural production was mainly because of the good weather and high rate of seed replacement. She says, “We don’t have pest problems. Farmers are increasingly using hybrid seeds as well as improved seeds which have positive impact in the production figures.” </span></span></p> <p> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Within this period, the year 2008 was the best in terms of weather and the availability of fertilizers while the drought and flood in 2006/ 07 resulted in a slump in agricultural production. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Durga Prasad Upreti, Senior Economist at Agricultural Commodity Export Promotion Program says though there were no direct effects of armed conflict or the subsequent peace process in agricultural production, the country has lagged behind six to seven years in terms of agricultural sector development due to the conflict. He attributes the subsistence farming system for no effect of the conflict or the subsequent peace process in agriculture. According to him, had there been commercial farming with large scale farms producing the goods for the market, Nepal’s agricultural sector would have certainly suffered huge losses due to that conflict. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Irrigation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There were noticeable changes in the irrigation sector with the start of Maoist civil war in 1995/96. The hilly region saw massive decline in the growth of additional land irrigated. About 10,600 hectares of additional land were brought under irrigation in 1995/96, but it was only 1,620 hectares in 2006/07 and only 1,345 hectares in the first nine months of the fiscal year 2011/12. In Terai region, 36,084 hectares additional land was brought under irrigation in 1995/96. It was 16,782 hectares in 2005/06 and 16,101 hectares in the first nine months of the fiscal year 2011/12. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly, the method of irrigation has also been varied since 1995/96 with the increase in the use of ground water system. The canal water irrigation system was the main source of irrigation, irrigating 33,898 additional land in 1995/96, 5,460 hectare in 2006/07 and 12,935 hectares in the first nine months of the fiscal year 2011/ 12. On the other hand, the ground water irrigation system was 12,231 hectares in 1995/96, 21,024 hectares in 2006/07 and 4,512 hectares in the first nine months of the fiscal year 2011/12 respectively. According to the Economy Survey 2011/12, about 67 per cent of the total agricultural land is covered by irrigation.</span> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing sector was the greatest sufferer due to the conflict and it is still the same. The problem started to be more pronounced from the year 2003/04 since when there was massive decline is recorded in the production of manufactured goods. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education </span></span></strong></p> <p class="MsoNormal"> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education sector too was badly affected by the conflict that forced many schools to close down, particularly in remote rural areas, and the students there were forced to join the Maoist army. However, that triggered the private sector to open new schools and colleges (mainly plus two colleges) in the cities, particularly in the capital. The conflict also encouraged the students to go abroad for studies. Now, colleges in Nepal have started getting affiliation with foreign universities and offering their courses here.</span> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to the latest National Census 2011, the country’s literacy rate stood 65.9 percent, up from the 54.1 percent in 2001. However, this trend indicates that that it will take over three decades for Nepal to achieve the Millennium Development Goal (MDG) of 100 percent literacy, whereas that goal is actually set for 2015. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">National Census-2011 </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Overall literacy rate (age-5 and above) =65.9% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Male literacy=75.1% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Female literacy=57.4% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Highest Literacy Rate (Kathmandu=86.3%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Lowest Literacy Rate (Rautahat=41.7%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education Above SLC=10.2% (Total Pop.) </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism</span> </span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism industry was not affected in the initial years of the armed conflict. So, till the end of the millennium, Nepal got good number of foreign tourists. One reason for that was the Visit Nepal Year campaign of 1998. According to the given data, it was after the millennium the tourism sector in Nepal witness a negative growth for few years. The government declared the year 2011 as ‘Nepal Tourism Year’ expecting similar effects as those of Visit Nepal Year -1998, but it was largely a failed exercise. The tourist arrival in that year was 736,215, much less than the expected one million, though nearly double the number of 1996 or 2006.</span><br /> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Civil Aviation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Decade-long conflict adversely affected civil aviation industry as well. Many Air traffic control towers were destroyed in the conflict. For example, the ‘West Locator Tower-Dharke’ was completely destroyed and it is still in the dilapidated state.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Another effect of the conflict was in the international flight movement to and from Kathmandu. Driven out of their villages, Nepali youth started going abroad for work and that increased the demand for international flights. Consequently foreign airlines started increasing their flights to Kathmandu. However, Nepal’s flag carrier Nepal Airline Corporation could not benefit from this as it suffered from lack of aircraft. Consequently, Nepal could not derive as much benefit as could have from this boom in international air traffic.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">Air operator’s certificate </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Total AOC issued – 69 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Valid AOC – 39 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Invalid and Cancelled –30 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Airline in Operation –34 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">AOC Valid but Not in Operation – 5 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Helicopter Operator with Valid AOC –8 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Fixed Wing Operator with Valid AOC –14 </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Aviation Sports with Valid AOC –17</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We must strengthen our democracy’</span></strong></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="227" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PRABHAKAR-SJB-RANA.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PRABHAKAR SJB RANA </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">Chairman Emeritus </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Soaltee Hotel Ltd, Crowne Plaza Kathmandu</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lanka, too, suffered from an armed insurgency which was more intense and persisted for a longer period than the Maoist conflict in Nepal. But Sri Lanka has been doing well in recent times, following the end of the violence there. In comparison, Nepal is not doing that well though the decade-long conflict was said have ended six years ago. In my view, our socio-economic condition is going downward at present. To become a prosperous nation with robust economy, we must groom and strengthen our democracy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">As a matter of fact, the economy and social factors are inseparable and proportional to each other. At present, the inflation is on the rise and the main factor behind the gloomy picture is the decreasing exports. The political instability has held the nation a hostage. On the one hand, there is a positive progress in the tourism sector, while on the other, we haven’t made much difference. According to the October statistics, the international tourism market has witnessed a fall. So, we must acknowledge the fact that it’s high time that we became self-dependent and started thinking how to raise our market at the global level. <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Peace process did not bring optimism for investment’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-PRAKASH-CHANDRA-LOHANI.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR PRAKASH CHANDRA LOHANI </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> The average growth rate of the Nepali economy was around five percent during the 1990-2000 decade, despite the beginning of the decade-long Maoist civil war in 1996. However, after the peace process, there was a slowdown in the economy, mainly because of the lack of new investments. One reason for this might be there were an increasing number of improper investments, misuse of money and leakage in investments.</p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Post the peace process, the government had no plan for investment and it could not guarantee the investors for business in Nepal. There were ongoing big budget programmes but with no productivity. A lot of money was wasted in unproductive sectors which led to the failure of Nepali economy to achieve even the minimum growth.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The peace process, unlike the people’s expectations, did not bring optimism and as a result, the economy could not prosper in the post-conflict period. Uncertainty and political unrest were the major reasons behind this. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Now, the country has no regular income source because of high rate of unemployment. Young people are wandering all over the world like never before - only to earn. Unless they are employed, the country cannot generate income. If we want to reform our economy we need to minimize the political risks. Drafting the new constitution and creating conducive environment for investors will surely bring positive changes in the Nepali economy.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Intra- party consensus on economic issues’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="225" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PROF-DR-BISHWAMBHER-PYAKURYAL.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PROF DR BISHWAMBHER PYAKURYAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Historically there seems to have been positive relation between economic development and political stability in Nepal. However, it is difficult to find the exact relation in the current scenario. It is mainly because Nepal could not prosper after the peace process when compared to the time of conflict. For example, Iraq, a country in Western Asia is achieving a double digit growth despite such a shaking unrest. We don’t find a relation between political instability and economic growth there.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s growth rate was four percent during the years 1997- 2003 and three percent during 2003- 2008. Before the Maoist war, the average growth rate was four percent, but it decreased by one percent after the peace process. During the insurgency, there was an increase in unemployment, devaluation of the Nepali currency, economic imbalance etc but the economic growth was not that uncertain and many development projects were going on. However, after the peace process, many projects were either postponed or discontinued because of the lack of trust in the government. Last year only, donors decreased their assistance by 48 per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Political stability is supposedly the backbone of economic stability. Therefore, politicians should understand that politicization of economic agendas is never fruitful. With the erosion of political credibility, the trend of Nepalis investing outside the country has been on the rise. The government has fallen short of motivating and inspiring the private sector. Even more alarming, perhaps, is the ever rising exodus of the productive population – the age group of 16 to 29 – for foreign employment. Remittance, a not-so-dependable source in today’s global politico-economy, has kept the Nepali economy afloat so far.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The common people do not care which party or person is in power; all that they care about, perhaps, is how the inattention to the country’s economic agendas is affecting their lives. Now the economic situation is unpredictable. If this situation continues, the possibilities of less production, labour migration, capital flight, uncertainty, insecurity for investors will rise for sure. Economic issues should not become the victim of anybody’s vested political interest. We can have a continuous growth in the economy if the political leaders are ready for it. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There should be an inter-party consensus on high priority sectors such as health and education. This has become very urgent and it’s high time that the politicians felt this urgency. There should be consensus at the policy level for the implementation of the economic agendas. This is the only way to regain the people’s support and trust which is very vital for sustaining the political change and preventing economy flight. Our policies and legal framework, too, should be predictable. I wonder why our politicians couldn’t learn to agree on the common economic agendas. However, I am optimistic that they will, someday.<br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Stable government is a must for development’</span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <br /> <img alt="cover story december 2012" border="1" height="257" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-CHIRANJIBI-NEPAL.jpg" vspace="10" width="200" /><br /> </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR CHIRANJIBI NEPAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economic activities in Nepal were highly affected during the years 1996- 2000, leading to a low economic growth. The economy’s downward spiral started in 1996, and after the year 2001, the changes became noticeable with the growth turning negative. It was when Nepal started being compared with conflict-hit countries such as Burundi and North Korea.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The worst-hit sectors were industry and manufacturing, declining from 16 per cent in 2001 to six per cent in 2006. This massive decline in economic activities and closure of the industries hit the economy hard. The resulting negative growth introduced foreign employment as a major business. Weak export and nil employment were the main features of the economy back then. The trend of foreign employment peaked while export saw a massive decline from 2000 to 2006. The contribution of remittance to the GDP was higher than that of total export. After 2006, the situation was expected to improve. But it did not, with the economic growth rate hovering around barely above six per cent. The growth rate saw a downward trend again in the years 2008-2012, with an average of three per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal is losing its international credibility, thanks to the current political mismanagement. A clear indicator for this is the decline in the annual foreign direct investment (FDI) inflow which has decreased from Rs 9 billion nine years back to around Rs 7 billion at present. For survival, the country depends as much on remittance as the Netherlands once relied on its oil resource. If the remittance inflow follows a downward trend, what will be the future of Nepal?</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance is simply undependable as a means to sustain the economy in the long run. Also, its inflow which depends on a number of external factors is unpredictable. It is a kind of slow poison which ultimately kills a nation in the course of time. The government has no strategies to generate employment in the country. When there is no productivity, how can we have growth? This is why our international trade comprises of 85 per cent import and a mere 15 per cent export. There is no fixed time for presenting the country’s annual budget, which has been delayed over and again. Meanwhile, the budget deficit has reached Rs 3. 87billion.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">It seems amazing that Sri- Lanka, which was growing at about five percent during the LTTE conflict, has been able to achieve a growth rate of more than seven per cent post the conflict. But Nepal, on the other hand, has failed to achieve any impressive growth rate even after the peace deal. I don’t understand why Nepal hasn’t witnessed a healthy economic growth though the decade-long armed insurgency here ended six years ago. Our major problem, perhaps, has been unstable government. Moreover, economic growth also depends on policy consistency and stability; Nepal lacks long-term government policies.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Nepal has huge prospects in many sectors, including hydropower and tourism, which await their effective exploitation. For the past few years, Nepal’s average annual hydropower generation capacity has been only six mega-watts. At this rate, it will take us a century to produce 600 MW of hydropower. Our total hydropower potential is up to 63,000 MW. I am confident that we can bring about impressive changes over the next five years – there is no need to wait for another 25 years as suggested by some politicians - if we have a government stability and policy consistency. <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We lack clear economic policies’</span></span></strong></p> <p class="MsoNormal"> <img alt="cover story december 2012" border="1" height="222" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-DILLIRAJ-KHANAL.jpg" vspace="10" width="200" /></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR DILLIRAJ KHANAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Compared to other Asian countries, Nepal always has had a slow growth rate. Nepal’s economy started slowing down further after 1995; the effects of this were quite visible during the years 2000-2005. The armed Maoist insurgency certainly had some impact on the Nepali economy, but it was only a marginal impact.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Unlike in many African nations which have been through conflicts, the negative impacts of the Maoist insurgency on Nepal’s economy became more perceptible after the beginning of the peace process. Nepal hasn’t seen the kind of economic growth which normally follows the establishment of peace after a long period of conflict in any country. This is mainly because we could not give priority to our economic issues.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The fact that the political parties in Nepal cannot agree on even presenting the country’s full national budget on time speaks volumes about our current problems. The country could not get its annual budget on time, except for one fiscal year, after the start of the peace process in 2006. It is unfortunate that the politicians have failed to focus on the country’s economic agendas over this period. Their concern for the worsening economy is limited to slogans and speeches only. In reality, their only concern is how to get the reins of power. Power is what they have been fighting for all these years, after the signing of the peace deal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">We don’t have the pre-requisite for development, either. For example, we lack the infrastructures that are a must for a big-budget project to run smoothly. We haven’t been able to encourage local as well as foreign investors to invest in the country. High transaction costs, power shortage and water scarcity have made it further difficult to sustain the industry. In addition, the investors find the overall environment in the country not conducive for investment.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There is uncertainty in the global environment and the political instability in Nepal has made achieving economic prosperity further difficult. My research on finding the sources of economic growth also suggests the need to have proper economy and to make good policies to implement them. If we do it, we can have high growth rate in coming 10 years- and we don’t need to wait for 2030. Nepal can benefit from the development of global economic hubs like China and India as well. We could increase our income by five times what we earn today. We can have better economy than the newly emerged economies like Malaysia, UAE and other Gulf countries.</span> <br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.', 'sortorder' => '658', '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) 10 => array( 'Article' => array( 'id' => '767', 'article_category_id' => '52', 'title' => 'From The Editor December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> 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<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The Baseless Rate</span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="From The Editor" border="1" height="242" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/NRB.jpg" vspace="10" width="380" /><br /> </span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: rgb(34, 30, 31);">n the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance. In other words, it is a mere paper, not a policy. It is because if the banks were to treat this as a mere reference rate on lending, as the NRB claims, the rationale of the whole exercise, as it is, would be futile. If the NRB intended to make the circular mandatory but remained short of doing so in apprehension of reprisals, it is on the wrong plank of policy formulation. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The formulae suggested by our central bank through this circular to calculate the cost of fund for lending make us believe that the rate is similar to the ‘base rate’ of the Reserve Bank of India that came into effect in July 2010 or the Discount Rate of the US Federal Reserve that has been there for years. Central banks enforce such base rates to prevent the systemic failure of financial institutions, if the latter indulge in deficit-driven transactions for a long period of time. But in our case, there are only a few instances where Class ‘A’ banks have actually incurred losses by resorting to competitive lending rates, which are below the actual cost of fund.</span></span><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">If the idea behind the NRB’s base rate circular is to keep the interest rate regime transparent, then it may be taken positively. However, the transparency component has already been incorporated in the concept of quarterly publication of the financial statements of the banks and financial institutions. Therefore, this circular without teeth was an unnecessary exercise.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">In fact, central banks which have to handle a financial system with abundant liquidity often enforce base rates to prevent banks from resorting to cheaper lending rates to attract or retain clients. Also, such rates are applicable where the interest on lending, like in the US, is very low - at times below 3-4 percent per annum. Or, in the case of the 2010 Indian economy which was feared to be over-heated. But Nepal’s banking system at present has no such issues. The system, more often than not, remains cash-strapped. As a result, the banks’ interest rates are usually high - at times as high as 20 to 22 percent. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Besides, the practice of central banks fixing base rates has become an outdated and anti-free-market concept over the past couple of years. If a particular bank opts to lend at a cheaper rate with low profit margin, it may earn even more out of the sheer volume of the transactions. Therefore, it is up to the business manager of a bank to decide what market strategy to adopt and at what price to sell its products. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"> <span style="color: rgb(34, 30, 31);">The NRB’s circular to the banks to publish their base rates on a monthly basis is an additional cost burden on them. Not only that, barring the banks in all circumstances from lending at rates lower than the base rate is barring them from the freedom of portfolio and treasury management. The interest rates on lending to a variety of projects (like SME loan, consumer financing and mega-project financing) are bound to be starkly different. Therefore, an efficient bank may like to finance at lower interest rates the projects that give it a better mileage in the market, though not a direct profit, and compensate for the ‘loss’ by lending to projects where it may be able to charge higher interest rates. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <span style="line-height: 115%; color: rgb(34, 30, 31);">In this exercise of base rate policy, the intentions of quite a few stakeholders got badly exposed. The NRB’s actual intention was to make it mandatory, not because it would do any good to the system, but because the regulator perhaps wanted to show that it still has some controlling powers over the financial sector. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> It was clear that some established bank were in favour of the circular whereas the new ones, whose costs of fund are likely to run high if calculated according to NRB guidelines, were averse to it. But, the new banks could not muster the courage to say that the circular was an unnecessary exercise. The NRB, on the other hand, could not justify its half-hearted approach in introducing it. </span><br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'In the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance.', 'sortorder' => '657', '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) 11 => array( 'Article' => array( 'id' => '766', 'article_category_id' => '45', 'title' => 'Corporate Movements November 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="Pa17"> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="november 2012" border="1" height="120" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate(2).jpg" vspace="10" width="223" /><br /> <br /> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Newcomers </span></strong></p> <p class="Default"> <br /> <img alt="abhinav" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHINAV-N-RANA.jpg" vspace="10" width="94" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">ABHINAV N RANA has joined Hotel Tibet International as Vice President – Operations. Earlier, he was the Acting General Manager of Hotel Radisson Kathmandu.</span><br /> <br /> <br /> <img alt="govinda" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GOVINDA-GURUNG.jpg" vspace="10" width="98" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">GOVINDA GURUNG has joined Civil Bank Limited as Senior Executive Officer. Earlier, he was Deputy General Manager at Mega Bank Limited. </span></p> <p class="Default"> <br /> <img alt="arun risal" border="1" height="110" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ARJUN-RISAL.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">ARJUN RISAL has joined Century Commercial Bank as Branch Manager, Birtamod branch. Earlier, he was Branch Manager at Bank of Asia, Dharan branch</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Promotions at Hotel Radisson<br /> <br /> <br /> <img alt="umesh bhatta" border="1" height="109" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/UMESH-BHATTA.jpg" vspace="10" width="89" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">UMESH BHATTA has been promoted as Senior Banquet Manager of Hotel Radisson Kathmandu. Earlier, he was Banquet Manager at the hotel. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="sweta" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SWETA-SHRESTHA.jpg" vspace="10" width="87" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SWETA SHRESTHA has been promoted as Sales Manager. Earlier, she was Asst. Manager – Sales & Marketing at the hotel. </span></p> <p class="Default"> <br /> <img alt="mukesh" border="1" height="88" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/MUKESH-PRASAD.jpg" vspace="10" width="72" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">MUKESH PRASAD YADAV has been promoted as Asst. Chief Engineer. Earlier, he was Senior Shift Engineer at the hotel. </span></p> <p class="Default"> <br /> <img alt="lok raj dhungana" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LOK-RAJ-DHUNGANA.jpg" vspace="10" width="89" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">LOK RAJ DHUNGANA has been promoted as Asst. Manager – Account Department. Earlier, he was Account Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="poonam" border="1" height="99" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/POONAM-MANANDHAR.jpg" vspace="10" width="70" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">POONAM MANANDHAR has been promoted as Asst. Manager – Sales. Earlier, she was Sales Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="karuna" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/KARUNA-MANANDHAR.jpg" vspace="10" width="77" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">KARUNA MANANDHAR has been promoted as Asst. Manager – Public Relationship and Publicity. Earlier, she was Executive – Public Relationship (PR) at the hotel.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Transfers at Civil Bank Limited<br /> <br /> <br /> <img alt="suraj" border="1" height="111" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-BICKRAM-SHAHI.jpg" vspace="10" width="98" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">SURAJ BICKRAM SHAHI has been transferred as Head of Promotion, Publicity & Retail Services Marketing Department at Civil Bank Limited. Earlier, he was Chief e-Banking Officer. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="abhijeet" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHIJEET-SHRESTHA.jpg" vspace="10" width="88" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">ABHIJEET SHRESTHA has been transferred as Chief Human Resources Officer. Earlier, he was Head of Promotion & Publicity and Research & Development Department. </span></p> <p class="Default"> <br /> <img alt="diwas karki" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DIWAS-KARKI.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">DIWAS KARKI has been transferred as Chief e-Banking Officer. Earlier, he was Chief Human Resources Officer.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Newcomers at Samsara Money Transfer<br /> <br /> <img alt="jeewan" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JEEWAN-BABU-SHRESTHA.jpg" vspace="10" width="86" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">JEEWAN BABU SHRESTHA has been appointed as the Executive Vice Chairman of Samsara Money Transfer Private Limited. Earlier, he was the CEO of Hama Merchant and Finance Ltd. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <img alt="suraj chettri" border="1" height="106" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-CHHETRI.jpg" vspace="10" width="88" /></span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SURAJ CHHETRI has been appointed as Director – Marketing and Business Development. Earlier, he was Head – Marketing at International Money Express (IME) Pvt Ltd. </span></p> <p class="Default"> </p> <p class="Default"> <img alt="jagat" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JAGAT-PRASAD-RIJAL.jpg" vspace="10" width="91" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">JAGAT PRASAD RIJAL has been appointed as Director – Operation and Accounts. Earlier, he was Assistant Manager – Accounts at International Money Express (IME) Pvt Ltd.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Government Appointments<br /> <br /> <br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">BHANU KANDEL has been appointed as the Chairman of Nepal Auditing Standard Board for three years. He is a Chartered Accountant by profession. <br /> <br /> <br /> <img alt="laxman" border="1" height="116" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LAXMAN-HUMAGAIN.jpg" vspace="10" width="96" /><br /> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">LAXMAN HUMAGAIN has been appointed as the General Manager of Nepal Television (NTV) for four years through free competition. Earlier, he was Senior News Editor at NTV.</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span class="A10"><span style="line-height: 115%; font-family: ">Note: </span></span><span class="A10"><span color:="" style="line-height: 115%; font-family: ">If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage. com. 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Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><img alt="german ambassador" border="1" height="261" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/german.jpg" vspace="10" width="344" /><br /> <strong>German Ambassador Frank Meyke with Vice President of Nepal Paramananda Jha at the reception held to celebrate the Day of German Unity.</strong></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"><br /> <br /> <img alt="wto" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/WTO.jpg" vspace="10" width="135" /><br /> </span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">WTO Assistance on Herb Exports</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The World Trade Organization (WTO) is providing financial assistance to the government to ease the exports of Nepali medicinal herbs to the international market. "The Enhanced Integrated Framework (EIF) of WTO has assured us assistance for the international marketing of herbs," informed Toya Narayan Gyawali, Joint Secretary at the Ministry of Commerce and Supply (MoCS). Nepal Trade Integration Strategy (NTIS) 2010 is gearing to submit a proposal to the EIF in order to get its assistance for improvement of forward and backward linkages. The financial aid received from EIF will be utilised for enhancement of international market prospects, to increase the capacity of farmers and entrepreneurs, and for designing of products and packaging. After ginger and pashmina, the Nepali medicinal herb is the third product to seek EIF assistance to prosper linkages. The ministry is looking for EIF assistance to propel Nepali medicinal herbs and the Government of Nepal has already received Rs 110 million from EIF to enhance production and processing of ginger, Gyawali said. According to the statistics of Trade and Export Promotion Centre (TEPC), Nepal exported medicinal herbs worth Rs 710 million in fiscal year 2010/11. Nepali medicinal herbs have found a few lucrative destinations for the exports in USA, France, Germany, Vietnam, Singapore, Japan, Italy, Russia, Belgium and South Korea.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Foreign Investors Upbeat about Hydropower Sector</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Federation of Nepalese Chambers of Commerce and Industry (FNCCI) have informed that investors from Korea, Philippines and Taiwan have shown interest to invest in the hydropower sector. "The recently concluded three-day regional conference of Asia- Pacific Chambers of Commerce and Industry (CACCI) provided a platform to know about the foreign investors' interest in Nepal's hydropower sector,” said Gyanendra Lal Pradhan, Chairperson of Energy Committee at FNCCI. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">President Dr Ram Baran Yadav had inaugurated the conference and acknowledged the private sector's role in strengthening the country´s economy. He further made an appeal to all the business leaders to invest in Nepal. "The conference is fruitful not just for Nepal but also for the entire region," said Suraj Vaidya, President of the FNCCI. At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector. His investment would be in Upper Mai Hydroelectric Project (9.98 MW), which is being developed by High Himalaya Hydro Company. Top–notch businessmen of the region, who gathered in Kathmandu for the 26th conference of CACCI, admitted there were structural problems in Nepal´s hydropower sector. “There are security risks at the project sites in Nepal. The volatile political situation is always a big threat for us to work,” said Dilip Singh, General Manager of Himal Hydropower Company, during a panel discussion.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Four Hydro Projects’ PDA to be Signed</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Investment Board (IB) is all set to sign Project Development Agreement (PDA) with four hydropower projects. According to a release from the Board, a meeting held between the Board and project promoters concentrated on the legal provisions of the agreement. Earlier, the Board had handed over the draft of the agreement over to the project promoters. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The promoters, who have been demanding the Board for the PDA for some time now, expressed their individual views on the shortcomings of the draft in the meeting. The project promoters said that the indecisiveness of the government is impeding the projects. "The interruption in the PDA has delayed the construction of the project by one and a half years," said one of the promoters. He further said that the tender process for constructing road to the project site has also been interrupted due to the delay in PDA. The Board is preparing to sign PDA with Tamakoshi III (650 MW), Upper Karnali (900 MW), Upper Marsyangdi (600 MW) and Arun -III (900 MW) hydro projects. The government took more than two years to prepare the draft of the PDA. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The signing of the PDA will facilitate the production of 3,000 MW electricity from four big projects put forth by the board. The government has prepared the draft after foreign investors expressed their insecurities over their investment. The investors have grown insecure owing to the frequent changes in laws and policies regarding hydropower. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government had taken the cabinet decision in April 2010 regarding the preparation of the PDA draft of the projects and appointed Harvard Smith, a British law consultant for the purpose. The PDA model incorporates the provisions for free energy, incentives for the state, facilities to be provided by the state, and security among various other aspects.</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Cabinet Shuffles Secretaries</span></span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government has promoted some joint secretaries and transferred secretaries at various ministries and government offices through a cabinet meeting held on October 18.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><img alt="cabinet" border="1" height="370" 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mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Non-life Insurance Companies Register 11 Per Cent Profit</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. It is a good profit and companies who have managed their managerial cost well have made encouraging profit,” said Binod Aryal, Executive Director of the Insurance Board (IB).</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year, Sagarmatha Insurance (SI) made the highest profit among non-life insurance companies. SI made a profit of more than 20 per cent of its total insurance premium collected. The company earned Rs 641.9 million out of which its profit amounted to Rs 131.7 million.</span></p> <p> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Bharat Basnyat, CEO of the company said the managerial cost of the company is less than nine per cent of the total insurance premium collected and that enabled the company to make high profit. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">According to the IB, the profit of non-life insurance companies has been increasing since the last two years. In fiscal year 2010/11, these companies’ profit increased by 16 per cent compared to the previous fiscal year. Likewise, in fiscal year 2011/12, the profit increased by 33 per cent compared to the fiscal year 2010/11.</span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">In fiscal year 2011/12, the profit of non-life insurance companies increased by 33 per cent compared to the fiscal year 2010/11.</span></span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro""> <br /> <br /> <img alt="JCB" border="1" height="170" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JCB.jpg" vspace="10" width="309" /><br /> </span></span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JCB Operator Meet in Dhangadhi</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">M.A.W. Enterprises Pvt Ltd JCB Division, a sole distributor of JCB construction and heavy equipment, organized an “Operator Meet” in Dhangadhi on 3 October. “The main objective behind this event is to educate and update operators about proactive maintenance,” said the Marketing Manager of JCB Division. He added, “This type of training is beneficial to operators and machine owners as well.” </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Operators were educated and made aware about operating machine safely and in a trouble-free manner so that they can increase the life of their machines. They were also educated about taking care of their machines in order to minimize the unforeseen breakdowns arising in the future. Benefits of using genuine parts against spurious parts were also shared with the operators.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <br /> <img alt="hasyayatra" border="1" height="169" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hasyayatra.jpg" vspace="10" width="133" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">IME Haasya Yatra</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">IME's direct marketing campaign "IME Haasya Yatra...Byroad ko Batoma" organized in association with Global IME Bank in promotion of Indo- Nepal remittance service continued in western Nepal in the month of October as well. The Roadshow with popular comedians Deepak Raj Giri and Deepa Shree Niraula showcased their performances in Salyan on October 1st, Tulsipur on October 2nd, Surkhet on October 3rd, Nepalgunj and Gularia on October 4th, Dhangadi on October 6th, Dadeldhura and Baitadi on October 7th, Mangalsen on October 8th, Sandikharka and Tamghas on October 11th, Tansen on October 12th, Syangja on October 13th, Baglung on October 14th and finally in Damauli on October 15th.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JMT and Norvic Host World Heart Day 2012 Programme</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">Jayanti Memorial Trust (JMT) and Norvic International Hospital hosted a World Heart Day 2012 programme on 29 September. JMT has been actively contributing to the nation’s social service sector from the past decade by sponsoring treatment for less fortunate cardiac patients, raising public awareness on cardio and cardiac diseases, conducting free heart camps for the screening of any possible prevalent cardio or cardiac diseases and Continuing Medical Education (CME) for the national cardiologists with the support from International experts. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Apart from counseling and providing guidance to less fortunate cardiac patients at Gangalal National Heart Centre and Manamohan Cardio Thoracic Centre through its social service room, JMT has also collaborated with various organization and institution such as Banks, Hotels, Hospitals, Alumni etc in building awareness regarding various forms of cardio and cardiac diseases, through screensavers, awareness posters and radio jingles. JMT has been conducting programs on the occasion of the World Heart Day with Norvic International Hospital in the past as well.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="seeingisbelieving" border="1" height="107" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/worldsightday.jpg" vspace="10" width="198" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Celebrates World Sight Day</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">mark World Sight Day 2012, Standard Chartered Bank Nepal Limited organised various initiatives aimed at building awareness among the people. World Sight Day is celebrated annually on the second Thursday of October to raise awareness of visual impairment. The Bank is also in the process of entering into agreements with Tilganga Institute of Ophthalmology (TIO) and other Eye Hospitals to sponsor cataract surgeries targeting underprivileged and economically backward people of Nepal. </span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Earlier, with a view to reinforce the Seeing is Believing agenda in Nepal, Standard Chartered Group had extended a financial assistance of US$ 1.1 million for construction of Biratnagar Eye Hospital in Biratnagar under the Eastern Region Eye Care Programme. SCB Nepal, in the year 2011, signed an agreement with TIO to sponsor 1,000 cataract surgeries between 2011/12. SCB Nepal has so far been instrumental in restoration of sights of over 6,000 poor and underprivileged people since the launch of the campaign in year 2003. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">‘Seeing is Believing’ is a global initiative to help tackle avoidable blindness, and is a collaboration between Standard Chartered and the International Agency for Prevention of Blindness (IAPB). To date, Seeing is Believing has raised over US$ 50 million for blindness initiatives and plans to raise a further US$ 50 million by 2020. Seeing is Believing is the single largest contributor to the development of Vision 2020 programmes through IAPB. As part of the Seeing is Believing programme, Standard Chartered pledges to match all donations until the target of US$ 100 million is reached.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="yamaha" border="1" height="71" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamaha(1).jpg" vspace="10" width="324" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Yamaha Safe Riding Science</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Yamaha organized ‘Yamaha Safe Riding Science (YSRS)’ at Kings College, Babarmahal on Oct 1. More than 60 students participated in the workshop. The objective of the one-day program was to increase road safety awareness for bike riders through theoretical and practical sessions by trained YSRS instructors. Students were informed about causes of accidents, precautions to take while riding, proper riding posture and other similar issues.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="standard chartered" border="1" height="178" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/standardcharteredbank.jpg" vspace="10" width="271" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Bank Awards Scholarships</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">In line with the Bank’s focus on youth and education, Standard Chartered Bank Nepal found an good opportunity through VISCOSS – Nepal (Village School-College Students Scholarship Project – Nepal), to reach the village schools and be able to support the deserving students of Shree Mahendra Shanti High School, Balkot, Bhaktapur. The Bank has been providing scholarship to 15 deserving students of this school since 2002 and it awarded the scholarships to meritorious students for academic year 2068/69. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Diwakar Poudel, Head of Corporate Affairs of the Bank, gave away the scholarships at a function organized at the school. Dipak Kafle, the District Education Officer, was also present on the occasion and gave away other various prizes to students during the function. Speaking on the occasion, Poudel congratulated the recipients of the scholarships and encouraged them to grow up to be responsible citizens of the country. He also assured the school to provide other feasible support in the coming year. The Bank earlier had provided the school with 20 units of computers for facilitating computer education to the students. The Principal of the school thanked the Bank and VISCOSS Nepal for the support being provided to the school and the children.</span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '0000-00-00', 'keywords' => '', 'description' => 'In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. 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style="line-height: 115%;">Corporate</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;"><img alt="qatar" border="1" height="81" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qatar(7).jpg" vspace="10" width="284" /><br /> Qatar Airways Introduces New Payment Options</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The new solution offers greater flexibility to passengers who can now create bookings online and pay for these bookings in cash at a local Qatar Airways reservations and ticketing office. The payment must be completed within 24 hours of creating the booking on www.qatarairways.com. Once payment for the booking is made, passengers can then check-in online and also select their preferred seat and meals. Passengers who prefer to pay with credit cards can still complete their travel arrangements online.<br /> <br /> Qatar Airways Chief Executive Officer Akbar Al Baker said that the new feature was introduced to give passengers more payment choices. “Our passengers want to be able to book online 24/7 and instantly access our latest offers. So, this solution is both user friendly and gives passengers greater flexibility.” </span> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Doha-based Qatar Airways recently launched its new-look, customer-focused, interactive website, designed for a complete user-friendly experience. The website ensures seamless, easy and quick navigation through various pages, making booking with Qatar Airways effortless. Clicking on the interactive route map, passengers can easily choose their next travel destination and directly proceed to booking. In addition to getting updated on their current flight status, passengers can select additional services with various hotel and car partners and even book a holiday package.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> <img alt="anichyoing" border="1" height="138" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anichyong(1).jpg" vspace="10" width="268" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Ani Choying Drolma and Shristi Shrestha Brand Ambassadors of BB Airways</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="line-height: 115%;"> </span>BB Airways brought beauty and Buddha together signing Miss Nepal 2012 Shristi Shrestha, and singer and philanthropist Ani Choying Drolma as its brand ambassadors. “Drolma is an icon of Buddhism in modern Nepal and Shrestha represents the beauty of Nepal,” said Shishir Bhatta, the Managing Director of BB Airways. He added, “It goes with our motto of combining spiritualism with modernity.” </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">BB Airways is promoted by Non-resident Nepali entrepreneur Bhaban Bhatta who owns numerous businesses in Japan and Nepal. He is the treasurer of the International Coordination Council of Non-Resident Nepali Association and has been Japan chairman of the association.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><strong><span class="A12">Oktoberfest at Radisson </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><br /> </span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Radisson Hotel hosted Oktoberfest at its newest outlet, The Terrace Garden, on Fridays and October 12 and 13. The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">“Oktoberfest at Radisson is for tourists to make them feel at home during the festive season and to promote our newly opened outlet The Terrace Garden which has a seating capacity of 70 people,” said Kabir Jung Thapa, Director of Food and Beverage at Radisson, adding, “The buffet includes imported meat items, mostly sausages with varieties of bread.” </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Starters, soups, live barbeque, carving station and desserts included German potato salad, mixed grain salad; roasted beetroot, walnut and goat cheese salad, red slow salad, homemade Sauerkraut, Sauerkraut Beer Soup with Frankfurters, Gammon with grain mustard, Frankfurter, Bratwurst and Whitwurst, Getreide Meal Laib (meat loaf), barbeque pork ribs, Bratwurst, Dark Beer marinated barbeque chicken, Speck Kuchen (Bacon Cake), Chicken Paprikash, Grilled Snapper with almond butter, Bavarian Cream with Plum Compote, Apple and Rum Custard Cake. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;">The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;"> <br /> <img alt="everest bank" border="1" height="87" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/everestbank.jpg" vspace="10" width="281" /><br /> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Everest Bank Announces 17 % Net Profit</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Board of Directors of Everest Bank Limited, in a Board Meeting held on 20 September, approved and signed the audited Balance Sheet for the year ended Asadh 2069. The Board noted that the Bank has highest EPS (Earning per Share) of Rs 88.55 among all the Banks in the country; highest reserves (as percentage of Paid-Up Capital) at 228 per cent and one of the lowest NPA. It further noted that the net profit of the Bank has gone up by 17 per cent to Rs 109.05 crores. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">he Board also noted that as part of its innovative services, the Bank has recently opened five automatic Cash Deposit Kiosks and started trial innovative banking services through mobile phones (branded as Mobile ATM).<br /> <br /> <br /> </span></span></p> <p> </p> <p> </p> <p> <span style="font-size:14px;"><img alt="fiat" border="1" height="147" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/fiat(1).jpg" vspace="10" width="150" /><br /> </span></p> <p> </p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Fiat Free Check-up Camp<br /> <br /> </span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Brother Motors Pvt Ltd, the sole distributor of FIAT cars for Nepal, organized Free Check-up Camp for all FIAT cars on 2nd and 3rd of October in their modern service center situated at Basundhara, Kathmandu. All FIAT customers had free vehicle check-up, special discounts on top up of oils, coolants, battery fluids, spare parts and labour charges. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Batas Brothers Motors Pvt Ltd has been distributing FIAT cars in Nepal and the popular models are Linea and Punto. Deputy GM Alok Josee said due to the growing popularity of FIAT vehicles, Batas Organization has been doing various activities and events to provide added services to its valued customers.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Kwiks" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kwiks.jpg" vspace="10" width="230" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Kwiks Cheeseballs Celebrates 25 Years</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><span style="line-height: 115%; font-family: "><br /> </span>To celebrate the unique taste of Kwiks Cheeseballs, Chaudhary Group launched a celebration campaign on its 25th anniversary. The Group launched the campaign with the slogan “Making people lick their fingers for last 25 years.”</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Bank of Kathmandu" border="1" height="186" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bok(1).jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">BoK AGM Approves 21.32 % Cash Dividend</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The 18th Annual General Meeting (AGM) of Bank of Kathmandu (BoK) Ltd held on 12th October approved five percent Bonus Share and 21.32 per cent Cash Dividend to its valued Shareholders. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">While highlighting the Bank’s overall progress in the Fiscal year 2068/069, Chairman of the Bank Narendra Kumar Basnyat stated that the bank managed to earn Operating Profit of Rs 883 million out of which Net Profit stood at Rs 607.7 million in the fiscal year. The total deposits at the end of the fiscal year 2068/069 summed to Rs 24.99 billion, an increment of 18.90 per cent in comparison to corresponding figure of last fiscal year. Similarly, loans and advances increased by 7.59 per cent at the end of the fiscal year 2068/069 with total lending of Rs 19.32 billion. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">During this period, the Bank also added four new branches which put the total number of its branches at 45. Moreover, the bank also runs seven extension counters throughout the country. Apart from this, the customers can utilize the facility of its network from 54 ATM counters. During the FY, the bank introduced attractive new products and services catering to different segments of customers and was actively involved in microfinance projects in various parts of the country, thus improving the microfinance business.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="harrison" border="1" height="146" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cacci.jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Harrison Wins CACCI – FNCCI Annual Golf Challenge</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Keith Harrison won the CACCI – FNCCI Annual Golf Challenge at Gokarna Golf Club. Harrison playing with 4 handicap scored 37 Stableford points to win the tournament over Deepak Rajbhandari and Rene Vijay Einhaus by two strokes. Deepak Rajbhandari finished runner-up on the count back whereas Rene Vijay Einhaus, 1 handicap Golfer got the best gross award with three over gross score (33 gross points). </span></span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rita Thapa bagged the best lady golfer award with the score of 27 points. Subodh Thapa won the group category among the CACCI members with 33 points and Pradeep Kumar Shrestha was Runner-up. Stephan Wong was winner among international participants of CACCI members. Prabhakar Adhikari received closest to the pin award, TG Shrestha got the longest drive prize and Rene Vijay Einhaus won most birdies award with five birdies. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 54 players took part in the tournament organized by Confederation of Asia- Pacific Chamber of Commerce and Industries (CACCI) and Federation of Nepalese Chamber of Commerce and Industries (FNCCI). The tournament was played under Stableford format with 3/4 handicap.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Batas Appointed PETRONAS Distributor</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Organization has been appointed the sole selling distributor of PETRONAS Lubricants (India) Pvt Ltd for Nepal, a wholly owned subsidiary of PETRONAS that stated lubricants operation in India in 2006. The objective of entering Nepal lubricant market is to give bring value position to its valued consumers and customers viz technology, high performance engine oils Euro IV & Euro V, higher drain intervals and eco friendly oils thus conserving the natural resources and huge savings to the consumer –high performance oils, said the company. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">PETRONAS Lubricants (India) Pvt Ltd is rated as the fastest growing lubricant company in India. It also plans to introduce a complete range of oils – mach-5 range for cars, URANIA for DEO range and sprinta range for MCO including SELENIA range of products and AKROS for tractors. 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5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "><img alt="bajajtantra" border="1" height="117" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajaj(1).jpg" vspace="10" width="208" /><br /> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Weekly Winners of Bajajtantra</span></span></span></strong></p> <p class="Default" style="line-height:10.05pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Hansraj Hulaschand and company, an authorized distributor of Bajaj motorbikes in Nepal, announced its fourth week winners of Bajajtantra - its latest offer scheme on the auspicious occasion of Dashain and Tihar 2069. List of prizes, names of the winners and their coupon numbers were as follows: </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Under this exciting offer that carried an equally exciting catchphrase ‘Vote kaslai, aafailai’, people could win an instant cash discount up to Rs 1 lakh through scratch at the time of buying any Bajaj bike and every week, seven consumers could participate on the scheme offer and win above mentioned gifts by voting for their desired prizes through lucky draw.<br /> <br /> <img alt="bajajyatra" border="1" height="228" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajtantra.jpg" vspace="10" width="500" /><br /> <br /> <br /> <br /> <br /> <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="springwood" border="1" height="160" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/spring.jpg" vspace="10" width="325" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Springwood Youthful Moments Declares Winners</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">‘Springwood Youthful Moments’, an online contest was hosted by Surya Nepal Pvt Ltd (SNPL) for its “Springwood” range of men’s garments. This contest began on 16th of July and ended on 9th of October. The participants had to take a photograph that depicted fun and exciting moments in their lives and submit it to enter the contest via an app created for Springwood’s Facebook Page. Those generating maximum likes on their uploaded photograph, were due to received gifts from Springwood. Those who sported Springwood garments for the photograph were given benefit of extra 10 per cent credit in the contest. The contest garnered huge popularity on the Springwood fan page on Facebook, which now boasts 10,149 fans. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 59 participants were shortlisted and Ganesh Gurung (with 732 likes on his picture) bagged the first prize of a Springwood gift voucher worth Rs 15,000. The 2nd position went to Avishek Mali (572 likes on his picture), who received a Rs 10,000 gift voucher and the 3rd position was won by Ratna Khadka (539 likes on his picture), who received a Rs 5,000 voucher. The consolation prizes of gift vouchers worth Rs 2000 each were won by Gopal Acharya, Carol Kanodia, Nikita Saraf, Yelin Hyoju, Swastik Raj Banjara, Anusha Shrestha and Jagannath Luitel.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <img alt="rana" border="1" height="214" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rana(1).jpg" vspace="10" width="256" /></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Rana Wins Indian Ambassador's Cup</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Robin Rana won the Indian Ambassador's Cup Golf Tournament at Gokarna Golf Club. Rana playing with 14 handicap edged out Subodh Thapa by one point. Rana scored 42 stableford points to win the trophy; he got 21 points on the front nine and brought an identical score on the back nine. Thapa playing with 18 handicap scored 41 points, 21 points on the front nine and 20 points on the back nine to finish as the Runner-up. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rene Vijay Einhaus won the best gross award with 33 gross points. Rekha Ghimire bagged Ladies trophy with 30 points and Kesang Lama finished second in the ladies with 29 points. KNS Thapa was the winner among the senior golfers aged 65 and above and Victory SJB Rana came second among the seniors. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 64 golfers took part in the tournament played under stableford format with full handicap (maximum allowance 18). Indian Ambassador Jayanta Prasad, Chief of Army Staff Gaurav SJB Rana, and Vice President - Technical of Surya Nepal Pvt Ltd Sanjiv Gandhi gave away the prizes to the winners. Captain of the Gokarna Golf Club, Joseph Nathan was also present on the occasion.<br /> <br /> <br /> <br /> <strong><img alt="visa" border="1" height="100" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/visa.jpg" vspace="10" width="144" /><br /> </strong></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Visa Cards Discounts at Bhatbhateni</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bhatbhateni Superstore provided discounts up to 10 per cent to the customers who pay their bills by Visa debit or credit card on the occasion of Dashain and Tihar. The Store provided this discount in association with Visa Worldwide. The discount could be availed at all six outlets of Bhatbhateni at Maharajganj, Patan, Bauddha, Koteswor and Bhatbhateni in Kathmandu valley and also in Pokhara. Buyers received the discount instantaneously upon paying the bill with Visa cards. The scheme started on 16 October and was valid for a month.<br /> <br /> <br /> <img alt="bajaj discover" border="1" height="137" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajbike.jpg" vspace="10" width="217" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Bajaj Discover World’s Largest Selling Motorcycle</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bajaj informed that its motorcycle Bajaj Discover became the world’s largest selling motorcycle. The company claimed that this was the result of successful technical and marketing aspects of Discover. The company recently launched Discover 125 ST, the latest model of Discover in the market.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/marathon.jpg" vspace="10" width="240" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Sixth Real Kathmandu Marathon</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The 6th Real Kathmandu Marathon for this year was held on the 13 October. The theme of this year’s marathon was “Live Green, Breathe Clean”. The marathon had several categories such as Full and Half Marathons as well as Open, School and Wheelchair Events. The marathon started at 6:00 am from Dashrath Rangashala, Tripureswor amidst a huge number of excited participants. Taking all the race categories in consideration, there were 2,000 participants in total from all walks of life.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="real" border="1" height="139" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/real.jpg" vspace="10" width="208" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Real School of Nepal-2012</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Grand Finale of Real School of Nepal-2012 was held on 25 September. The five regional champions that competed in the Grand Finale were Eureka Residential Higher Secondary School from Dharan, Gandaki Higher Secondary Boarding school from Pokhara, Budhanilkantha Public Boarding School from Kathmandu, Sainik Awashiya Mahavidyalaya from Bhaktapur and Ideal Model Higher Secondary School from Lalitpur. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The winner of the Real School of Nepal 2012 was Ideal Model Higher Secondary School from Lalitpur. Eureka Residential Higher Secondary School from Dharan and Sainik Awashiya Mahavidayala from Bhaktapur were declared 1st and 2nd runner up respectively.</span></span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '2012-12-21', 'keywords' => '', 'description' => 'Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office.', 'sortorder' => '653', 'image' => null, 'article_date' => '0000-00-00 00:00:00', 'homepage' => false, 'breaking_news' => false, 'main_news' => false, 'in_scroller' => false, 'user_id' => '0' ) ) ) $current_user = null $logged_in = false $xml = falseinclude - 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
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Earlier, he was Deputy General Manager at Mega Bank Limited. <br style="mso-special-character:line-break" /> <br /> <br /> <img alt="pachauri" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/pachauri.jpg" vspace="10" width="150" /><br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SP PACHAURI has been appointed as CEO of United Telecom Ltd replacing immediate past CEO Arun Gupta. Earlier, Pachauri was HR Director at Mahanagar Telephone Nigam Ltd (MTNL) India. <br style="mso-special-character:line-break" /> <br /> <br /> <br style="mso-special-character:line-break" /> </span></p> <p class="Pa52" style="margin-top:11.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">SYED MAHMOOD AHMAD has joined as CEO of Surya Nepal Pvt Ltd replacing Sanjiv Keshava. Earlier, Ahmad was Executive Vice President, Marketing, Tobacco Division at ITC Limited India.<br style="mso-special-character:line-break" /> <br /> </span><br style="mso-special-character:line-break" /> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:"><img alt="ravikapila" border="1" height="125" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ravikapila.jpg" vspace="10" width="105" /><br /> RAVI KAPILA has been appointed as the General Manager of The Everest Hotel. He has over 32 years of experience in hospitality industry and has worked in brands such as Taj, Ravada and Holiday Inn. </span></p> <p class="Default"> <br /> </p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt">RAJU KIRAN has been appointed as the Corporate General Manager of KGH Group of Hotels & Resorts. Kiran has over 32 years of experience as a Senior Manager in five star hotels in Nepal and abroad. </span></p> <p class="Default" style="margin-top:8.0pt;line-height:10.05pt"> <span style="font-size:10.0pt"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">RAJENDRA BAHADUR SINGH has been appointed as the Managing Director of Simrik Air. Singh is also one of the promoters of the company.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">New Comers at Nepal Purwadhar Bikash Company Ltd (NPBCL) </span></b></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="ranjeeta" border="1" height="187" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ranjeeta.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">RANJEETA SHRESHTA joined NPBCL as Junior Finance Officer. Earlier, she had worked for various projects under International Development Project, Nepal. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="shudipa" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/shudipa.jpg" vspace="10" width="150" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SHUDIPA SHRESTHA RAJBHANDARI joined NPBCL as Senior Administrator. Earlier, she had worked for the Nepal Flood Recovery Program (NFRP) under USAID, Nepal.</span></p> <p class="Default"> <img alt="subarna" border="1" height="188" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUBARNA.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SUBARNA LAL BAJRACHARYA has joined NPBCL as CEO. Earlier, he was Contract Specialist at USAID. </span></p> <p class="Default"> </p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">BHANU KADEL has joined NPBCL as Finance Manager. Earlier, he was CEO at Rising Development Bank. </span></p> <p class="Default"> <br /> <img alt="subarna" border="1" height="182" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sanjaya(1).jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SANJAY NEUPANE has joined NPBCL as Marketing Manager. Earlier, he was Associate director of sales at Hotel Soaltee . </span></p> <p class="Default"> <br /> <img alt="sureshdecember2012" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/suresh.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt">SURESH MANADHAR has joined NPBCL as Chief Admin Officer. Earlier, he had worked with Centre for Economic Development and Administration (CEDA) for 25 years. </span></p> <p class="Default"> <br /> <img alt="rajeena" border="1" height="184" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rejeena.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%">REJEENA SHRESTHA joined NPBCL as Senior Accountant this November. Earlier, she had worked with Rishi Exim International.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%"> </span></p> <p class="Pa18"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size: 10.0pt;mso-bidi-font-family:">Government Appointments </span></b></p> <p class="MsoNormal"> <img alt="fatta" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/FATTA.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">DR FATTA BAHADU KC has been reappointed as the Chairman of Beema Samiti.</span><br /> <br /> <img alt="madan" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MADAN.jpg" vspace="10" width="150" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">MADAN KHAREL has been appointed as the General Manager of Nepal Airlines Corporation (NAC). <br /> <br /> </span></p> <p class="Pa18"> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Promotions </span></strong></p> <p class="MsoNormal"> <img alt="ajay" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ajay.jpg" vspace="10" width="150" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">AJAY KUMAR MISHRA has been promoted as CEO of Prudential Finance Company Ltd (PFCL). Earlier, he was General Manager at PFCL.</span><br /> <br /> <img alt="som" border="1" height="185" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SOM.jpg" vspace="10" width="150" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">SOM BAHADUR THAPA has been promoted to the position of Executive Chef of Radisson Hotel, Kathmandu. Earlier, Thapa was working as a Group Executive Chef in Iririki Island resort & Spa and Grand Hotel & Casino, Vanuatu – Australia before he joined Radisson as the Executive Sous Chef.</span></p> <p class="MsoNormal"> <b style="mso-bidi-font-weight:normal"><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:"> </span></b></p> <p class="MsoNormal"> <span class="A2"><b style="mso-bidi-font-weight:normal"><span mso-bidi-font-family:="" myriad="" style="font-size:8.0pt;line-height:115%;font-family:">Note: If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@ newbusinessage. com. 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<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"><img alt="sectorl 2012" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/december.jpg" vspace="10" width="338" /><br /> </span></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"><br /> By Rajendra Prasad Devkota</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Organic Agriculture in Nepal</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Organic farming is a relatively new practice, but it enjoys familiarity in the Nepali agriculture sector.</span></span></span></strong></p> <p class="Default"> <strong><span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <img align="left" alt="organic" border="1" height="220" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/organic.jpg" vspace="10" width="171" /></span></span></span></strong><span style="font-size:14px;"><span class="A4">T</span><span style="color: black;">he ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today. Most vulnerable among the rural poor in Nepal are those with small landholdings and landless farm workers living in ecologically fragile areas, such as high hills, mountains and low lands. Most of these areas lack basic transport, communication and social infrastructure. Households in such areas have limited assets and livelihood opportunities. They tend to have low levels of education, large families and strong traditional and cultural values.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: black;">Nepali farmers depend on predominantly traditional and subsistence agriculture where cereals dominate the cropping pattern and cultivation practices depend on monsoon rain. The use of improved seed and compost/farm yard manure is still very low while the use of chemical fertilizers is high but lower than neighbouring countries. Mechanization in agriculture is at a very low level and only 21 per cent of the total area is under cultivation. Almost 64 per cent of agricultural households that have land own a plough that is used to cultivate the land using bullocks. The existing number of livestock is one of the highest per capita and per unit area of cultivated land in Asia. However, livestock productivity is very low due to poor grazing land, crop bio by-products, forest biomass, secondary plant resides and shortage of feed. </span></span></p> <p class="Default"> <span style="font-size:14px;"><img align="left" alt="vegetables" border="1" height="193" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral1245.jpg" vspace="10" width="310" /> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: black;">Natural resources such as soil, water and forests are considered as sources of livelihood in Nepal. Declining fertile land due to town planning, mass deforestation, soil erosion and problem of food security etc boosts migration to the cities. Increased requirement of agricultural land due to continuous population growth has led to increase in land use intensity and cultivation of marginal land, very often on steep slopes and soils of low fertility. </span></span><span style="font-size:14px;"> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Intensive synthetic chemical based farming started since the 1980s and chemical fertilizers were imported to the field with the increasing interest of the commercial farmers and pro-production government policy. Similarly, the use of chemical pesticides was accelerated during 1983 with the introduction of Metacid. In the beginning, bags of chemical fertilizers were distributed free to the farmers. However, many farmers had buried the bags in their fields to avoid the use of forcefully distributed fertilizers. With time, farmers were motivated to use fertilizers and other related agro-chemicals in their fields after observing good yield of the crops. This practice eventually gave birth to chemical farming and set a new era in production.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"> <img alt="orgrainic" border="1" height="301" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral2012.jpg" vspace="10" width="500" /></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Organic farming is a relatively new practice but enjoys familiarity in the Nepali agriculture sector. Institutionally, the history of organic agriculture in Nepal can be said to have begun with the establishment of the Institute of Sustainable Agriculture Nepal (INSAN) in 1986. This organization was involved in promoting permaculture, a system similar to organic production. Another milestone in organic agriculture in Nepal was the establishment of Appropriate Agricultural Alternatives (AAA) farm in the Kathmandu Valley in 1987 by an American national, Judith Chase. Chase came to Nepal in 1976 and she along with her husband Jim moved to the farm to escape city life. After she started producing organic vegetables, Chase soon realized that she could sell all of her produce to the expatriate community at a premium prices compared to the non-organic fruits and vegetables. For a short while, this remained an isolated effort with no sign of proliferation. However, a niche market for organic products soon witnessed a new wave of development for organic production in the surrounding areas. After 2000, the number of cooperatives and private initiatives for organic farming increased substantially. The Government of Nepal was reluctant to accept the concept of organic agriculture in the beginning. But, after observing the negative impact of agrochemicals on farming, the government decided to take initiatives for the promotion of organic farming. The 10th Plan (NPC, 2002) and Agricultural Policy (MOAC, 2004), for the first time, had spelt out policy statements regarding the promotion of organic agriculture in the country.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Certification of organic products was initiated in 1996 in Nepal. However, the national norms and standards required for production, inspection and certification of organic products have not yet been materialized at the government level. Some internationally recognized certifying agencies and locally authorized organic inspectors have made their presence felt in Nepal to work on organic product certification. At present, Onecert–Asia, Lacon Quality, NASAA-Australia, Eco-cert France, IMO and Indocert provide organic certificates as per NOP, EEC, NPOP and JAS-based standards in tea, coffee, medicinal and aromatic plants, fertilizers and natural crude herbs etc for the export market. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Recently, the government sanctioned a National Technical Standards for Organic Agriculture System 2064 BS which is expected to bring about changes in the production and marketing of organic products. In comparison, other recognized standards have made unseen mistakes in Nepali organic standards due to the lack of knowledge of proper rules and regulations and systems such as Participatory Guarantee System (PGS), Geographical Indication of the Product (GIP) and Internal Control System (ICS) etc. Similarly, organic farmers depend on large quantities of farmyard manure and compost but organic inputs such as bio-fertilizers, manure and organic pesticides are not easily available. The lack of appropriate and adaptive technologies such as consistency, incentives for farmers to turn to organic methods, efficient agronomic alternatives for managing soil, nutrient and pest are some of the input related problems faced by the organic growers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">The marketing of organic vegetables, fruits and other products is a daunting task for the organic growers. Although some supermarkets have started selling organic vegetables, there is a lack of pricing mechanism. Prices are generally fixed by the traders/collectors who procure vegetables from the growers and supply them to the available niche markets. A majority of farmers is interested in adopting organic farming practices if the government is willing to provide subsidies in farming, processing and certification. Similarly, the number of farmers willing to adopt organic farming has increased in rural as well as urban settings.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Consumers have a belief that organic food is healthier, less polluted and more natural than their conventional counterparts. Many consumers are of the view that the quality of organic products is good and that’s why these products are expensive. Most of them are willing to pay 10-15 per cent more for organic products while they are also ready to pay 20-30 per cent more if the organic products are branded. Organic products are usually sold directly by the farmers themselves or at select shops and outlets. Due to the lack of financial support, organic farmers rely solely on the consumers’ willingness to pay higher prices which compensate for lower yields and higher production costs associated with the organic practice. Though a very small scale operation, the organic industry holds much promise and has a long way to go in Nepal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">Devkota is an Agriculturist and Organic Inspector. He can be contacted via email at rajendra_certi@yahoo.com</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'organicThe ever-increasing demand for food, fodder, fuel and fiber as consequences of the rapidly increasing population of the world is one of the most important global issues today', 'sortorder' => '666', '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) 2 => array( 'Article' => array( 'id' => '776', 'article_category_id' => '41', 'title' => 'Sectoral December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="airindia" border="1" height="136" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airindia(1).jpg" vspace="10" width="400" /></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;">India’s Airline Brands Connecting Kathmandu <br /> </span></span></p> <p class="Pa9"> <span style="font-size:14px;"><span style="color: black;"><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: ">The Nepali sky has witnessed an increasing traffic from airline companies of India connecting India to Nepal.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: black;">t was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">Nepal’s civil aviation industry started after the national flag carrier, the Royal Nepal Airlines Corporation (RNAC) was established in 1958. The RNAC, which was renamed as the Nepal Airlines Corporation (NAC) a few years ago, began its services by flying to a few domestic destinations. Later, its services were extended to such Indian cities as Patna, Calcutta and Delhi. Hence nationals of both India and Nepal have had an opportunity to fly to each other’s country for a few decades now. Over the past decade, however, the Nepali sky has witnessed an increasing traffic of Indian Airlines connecting India to Nepal. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">At present, there are four Indian airline brands connecting India to Kathmandu. They are: Air India, Indigo, Spice Jet and Jet Airways. All of them are Low Cost Carriers (LCCs). </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Air India is India’s national flag carrier and a part the Air India Limited (AIL), a company owned by the Government of India. Air India Express is the airline’s international low-cost subsidiary established in 2005. At present, Air India flies to and from 27 international destinations in 19 countries including Nepal. It operates 18 scheduled flights to Kathmandu per week, including two flights from New Delhi daily, and four flights from Kolkata per week. It also operates scheduled passenger services, mainly to the Persian Gulf and South East Asia. At present, Air India Express (AIE) has a fleet of 21 aircraft. These aircraft have around 180 seats each and offer budget travel. AIE gives its passengers all essential on-board services needed for a comfortable flight. Passengers can also avail themselves of free standardised meals and limited on-board entertainment. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">IndiGo is a popular, private, and low-cost airline established in August 2006. IndiGo has grown faster than any other LCCs in South Asia because of its efficient operations and low fares. In order to maintain the fares low, IndiGo’s flights offer only economy class seating, a complimentary mineral water, and no in-flight entertainment and allow only one free check-in baggage. On IndiGo flights, snacks, meals and drinks are available as buy-on-board options. IndiGo operates flights to five international destinations - Bangkok, Dubai, Kathmandu, Muscat and Singapore. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">IndiGO started flying to Nepal in October 2012. At present, it operates seven flights connecting Delhi to Kathmandu per week. Its fares start from NPR 8,420. The company plans to increase the number of flights to its existing destinations and start flying to new destinations in Nepal. IndiGo flights have an average occupancy of 99 percent. Schemes are not an attraction for this airline because, according to the company, passengers prefer low-cost fares to schemes as the latter often come with a string of terms and conditions attached to them. </span></span></p> <p> <span style="font-size:14px;"><span style="color: black;">SpiceJet is a low-cost airline which began its services in May 2005. It has a share of 19 percent in the Indian market at present. SpiceJet flies to 32 domestic destinations and makes two international flights -- to Colombo and Kathmandu. SpiceJet sent its first flight to Nepal in October 2010. The airline currently operates 11 flights connecting Kathmandu per week. In the peak season, however, it has two flights a day. With starting fares of NPR 3,400 (one way) and NPR 8,000 (round trip), it offers only the economy class travel. This airline has average flight occupancy of 85 percent. SpiceJet provides sandwiches, cookies, flavored nuts, soft drinks and juices as buy-on-board options. The passengers also get complimentary mineral water. </span></span><br /> <br /> <br /> <img alt="Jet airways" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/airplane001.jpg" vspace="10" width="400" /></p> <p> <span style="font-size:14px;"><span style="color: black;">Jet Airways currently operates a fleet of 99 aircraft, which include 10 Boeing 777-300 ER aircraft, 11 Airbus A330-200 aircraft, 60 Next Generation Boeing 737-700/800/900 aircraft, and 18 modern ATR 72-500 turboprop aircraft. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">With an average fleet age of 6.06 years, the airline has one of the youngest fleets in the world. Jet Airways flights to 73 destinations span in India and beyond. The company launched its first flight to Kathmandu on 14th May 2004. It operates 21 flights per week with two daily flights from Kathmandu to New Delhi and one daily flight from Kathmandu to Mumbai. Inclusive of all taxes, Jet Airways’ fare from Kathmandu to Delhi is USD 130 (one way) and from Kathmandu to Mumbai is USD 260 (one way). Jet Airways operates with two travel classes - Premiere and Economy - on the Kathmandu-India sector where it has average occupancy of 90 per cent. Jet Airways offers connectivity to its international and domestic network via Mumbai and Delhi. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Delhi seems to be the most popular destination for the Indian flights that fly out of Kathmandu, because of its close proximity to all the major Indian cities. However, other Indian cities like Mumbai, Kolkata, Bangalore, Goa, Chennai and Varanasi are also on demand. Bangalore is mostly on demand because of the education opportunities it provides to Nepali students. Tourism continues to be a major factor behind the increasing air traffic between the two countries. However, Indian nationals also visit Nepal and vice versa for health, business, and religious purposes. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: black;">Market competition increases when more airlines start flying to the same destinations. This competition compels the airlines to lower their fares, causing a decrease in their revenue. This is why the airline brands flying to Kathmandu have a tough competition among themselves. “The competition is tough but it also has to be healthy,” says Joy Dewan, GSA, SpiceJet. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">There are a few problems that the Indian airlines also have to face in Nepal. “The increasing fuel costs add to the overall high cost of operation, which naturally impacts the airline’s bottom line,” points out Samir Chada, Country Manager, Jet Airways, as a major problem for Jet Airways and other airlines currently flying to Nepal. Similarly Dewan sees high ground handling charges for navigation and landing as the major problems. Airlines have requested the airport authorities to reduce the charges. The authorities are expected to consider the demand positively. Similarly, the lack of enough space at Nepal’s only international airport and the lack of opportunity for night flights are the other problems that the Indian airlines have been facing.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'It was in the early 20th century when countries embraced air transport as a means to travel from one part of the world to another. India was one of the first countries in Asia and in the world to opt for civil aviation. Tata Airlines, which started its services in 1932, became a public limited company in 1946 under the name Air India. After acquiring 49 percent shares of the airline, the Government of India granted it the permission to operate international services as the designated national flag carrier.', 'sortorder' => '665', '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) 3 => array( 'Article' => array( 'id' => '774', 'article_category_id' => '40', 'title' => 'Learning : The Ropes December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <span style="font-size:12px;"><img alt="learningtheropes" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rashesh.jpg" vspace="10" width="338" /><br /> <br /> <br /> <img alt="telephone" border="1" height="165" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camels.jpg" vspace="10" width="249" /><br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: ">By Rashesh Vaidya</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span color:="" myriad="" style="font-family: "> </span></span></p> <p class="Pa9"> <strong><span style="font-size:12px;"><span style="color: black;">Camels and Eagles </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: ">The rating system identifies the problematic banks which are in need of increased supervision.</span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A28"><span style="line-height: 115%; font-family: "> </span></span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span class="A4">A </span><span style="color: black;">commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. Their survival depends upon their operating performance.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Commercial banks are the most regulated of all the institutions in the financial system because of the direct impact of their activities on the economy. Every commercial bank is regulated and governed by their regulator i.e. the Nepal Rastra Bank (NRB), the country’s central bank. The NRB inspects and supervises (on-site and off-site) the banks and financial institutions (BFIs) to ensure that the banks operate in a safe and sound manner. Sections 49(1) and 49(2) and 52(1) to 52(5) of the Bank and Financial Institution Act (BAFIA), 2006 and sections 76 to 88 of the Nepal Rastra Bank Act, 2006 have given full authority to the NRB to direct, supervise and inspect the BFIs it has issued licenses to. </span></span><span style="font-size:12px;"> <span style="color: black;"><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For this purpose, the regulators have developed a uniform numerical rating system called CAMELS Rating, which is based on the financial statements of the banks and on-site examinations. The Bank Supervision Department of NRB can carry out on-site examination of commercial banks in Nepal by sending examination teams to the commercial banks. Onsite examination can be either corporate level covering all aspects of the functioning of the bank or can be a targeted branch-level inspection. On completion of the on-site –examination, examiners perform CAMELS rating of the bank. This rating is exclusively used for supervisory purpose and is not revealed to the general public. </span></span><span style="font-size:12px;"> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The examiners or inspection team evaluates a bank’s health on the basis of the overall rating based on capital adequacy, assets quality, management quality, earning ability, liquidity position and sensitivity to market risks (systematic risks). The Federal Reserve Regulators in the USA developed the numerical CAMELS rating system in the early 1970s to help structure their bank examination process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The BFIs are categorised into different groups based on their overall strength, quality and operating soundness. The rating system identifies the problematic banks which are in need of increased supervision. In the CAMELS rating system, each bank is assigned two sets of ratings:</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Performance Ratings, which comprise six individual ratings that address each of the CAMELS components; and</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;"> 2. An overall Composite Rating, which is a single rating based on a comprehensive assessment of the bank’s overall condition.Both the ratings are scored on a numerical scale of 1 to 5 in the ascending order of supervisory concern where “1” represents the best rating and “5” the worst. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Here is a description of the rating scores for each of the six components: </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa7" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Rating 1 (A) indicates very strong performance </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 2 (B) indicates above-average performance that adequately provides for a safe and sound operation of the BFIs.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 3 (C) indicates performance that is flawed to some degree.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Rating 4 (D) indicates unsatisfactory performance which, if left unchecked, could threaten the solvency of the BFIs.</span> <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">Rating 5 (E) indicates very unsatisfactory performance and calls for immediate remedial attention for the survival of the BFIs. </span></span></p> <p class="Default"> <span style="font-size:12px;"><br /> <span style="color: black;">The rating of banks can be further developed by giving a score to each component of the CAMELS, known as the Composite CAMELS Rating Score. The Composite CAMELS Rating can be calculated as:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Composite CAMELS Rating= C(0.25)+A(0.25)+M(0.25)+E(0.10)+ L(0.10)+S(0.05)</span> <br /> </span></p> <p> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the above six parameters can be weighted on a scale of 1 to 100 and contains a number of sub-parameters with individual weightage. The banks should be rated on a five-point scale (A to E) based on the lines of the international CAMELS rating model.</span><br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The CAMELS system evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;"> 1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Capital Adequacy: Capital adequacy has been the main pillar of existence of any bank. Banks have to maintain a proper mix of different types of capitals to avoid pressure on their dividend policies and inadequacy of total capital funds against the risk exposure. Capital adequacy is measured by the ratio of capital to risk-weighted assets (CRAR). A sound capital base strengthens the confidence of depositors.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: One of the indicators for asset quality is the ratio of non-performing loans to total loans (Gross Non-Performing Assets - GNPA). The gross non-performing loans to gross advances ratio is more indicative of the quality of credit decisions made by bankers. A higher GNPA is indicative of poor credit decision-making.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Management: The ratio of non-interest expenditures to total assets can be one of the measures to assess the working of the management. This variable, which includes a variety of expenses, such as payroll, workers’ compensation and training investment, reflects the management policy stance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Earnings: It can be measured as the return on asset ratio.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Liquidity: The cash maintained by a bank and balances with the central bank to the total asset ratio is an indicator of the bank’s liquidity. In general, banks with a larger volume of liquid assets are perceived safe, since these assets would allow them to meet unexpected withdrawals.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Section 38 of BAFIA, 2006 provides for maintaining a good liquidity position by the BFIs. Commercial banks are required to maintain CRR (cash reserve ratio) at 5 per cent of their total deposits. The NRB monitors the CRR weekly, and the liquidity profile on a quarterly basis.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Sensitivity to Market Risks/Systems and Control: Risks associated with adverse movements in the exchange rates (including gold positions), interest rates, liquidity and investment in equity are covered under market risk management. A bank faces market risks either from its investments in government securities and bonds or from the exchange rate risk that persist in matching position. The market risk is managed by the banks’ Asset and Liability Committee (ALCO) which assesses policies and levels of risk appetite.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">However, the CAMELS approach has inherent indeterminacy and subjectivity. There can be instances when an examination of the accounting records cannot decide whether to give an average or below average score. The ‘good’ and ‘bad’ indicators are easy to spot, but the ‘in-betweens’ are not. This is a problem of indeterminacy. But when bank inspectors are forced to make a judgment, it leads to the second problem of subjectivity and hence these ratings could come up with differing levels of expectations and perspectives. Among the six variables, ‘M’ has been missing - the one which assesses the management quality and corporate governance. This has been a paradox because most of the failures of the banks are related with the quality and efficiency of their management. The problem arises while trying to quantify the management quality in the due course of analyzing and evaluating the performance of the BFIs. Thus, the central bank of Taiwan, has been using CARSEL instead of CAMELS to measure the management ability and sensitivity to market to fullfil the Regulatory Compliance and Stability criteria, respectively.</span><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="camels" height="389" src="http://newbusinessage.com/ckfinder/userfiles/Images/camelsan.jpg" width="500" /></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:12px;"><span style="color: black;">About EAGLES</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The EAGLES system is able to measure and compare banks’ performance in a more determinate, objective and consistent manner. The name is derived from the key success factors confronting banks today, i.e. Earning ability, Asset quality, Growth, Liquidity, Equity and Strategy. This approach has been pioneered and has gained credibility among the banking community and fund management industry in Asia, for competition analysis and investment planning, respectively. The authenticity and popularity of EAGLES increased after it was able to predict the Asian financial crisis of the 1980s.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">The effective management of a bank strategy is indicated by the Strategic Response Quotient (SRQ). It is an intriguing ratio because it assesses the management’s ability to lend, garner deposits, generate fee-based income and manage the operating cost. An appropriate balance of the three core banking activities will depend on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, the total operating cost minus fee income). The higher figure the better combined with excellent risk controls. <br /> <br /> <br /> <img alt="eagles" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl.jpg" vspace="10" width="429" /><br /> </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">EAGLES evaluates banks on the following six parameters:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">1.<span font-size-adjust:="" font-stretch:="" font-style:="" font-variant:="" font-weight:="" line-height:="" new="" style="font-family: " times=""> </span></span><span style="color: black;">Earning Ability: Earning ability is shown by three noteworthy indicators – Return on Assets (ROA), Return on Shareholders’ Fund (ROSF) and Income/Overheads Ratio (IOR). The importance of IOR is usually not well understood. The main point lies in that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is shown by three indicators - ROA, Return on Net worth (RONW) and IOR. Usually, the importance of IOR is that income depends on external market forces, while overheads is highly influenced by internal staffing. So, the bank must know how to adjust the staffing according to the market demand for its products and services.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">2. Asset Quality: Asset quality is best assessed by on-site inspection of the bank’s loan portfolio. If this is not possible, asset quality can be measured by the level of bad debt provisions, that is, bad and doubtful debts (BDD) as a percentage of total loans. A conservative approach will dictate that the quantum of provision to err on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">This is best judged by the level of bad debt provisions, that is, bad and doubtful debts as a percentage of total loans. A conservative approach will dictate that the quantum of provision is on the high side is rather low.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">3. Growth: Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank is suffering from low interest margins. For some banks, lower interest margins could hamper their overall profitability.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Growth rates of loans and core deposits are the most important indicators of how a bank wants to position itself in the market. A high growth loan book without a corresponding growth in the deposit base signifies an intention to increase interest margins. A higher deposit growth without a corresponding growth in loans means that the bank suffers from low interest margins.<br /> <br /> <br /> <br /> <img alt="composite" border="1" height="524" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/composite.jpg" vspace="10" width="500" /></span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">4. Liquidity: Liquidity can be described as the ability of a bank to have sufficient funds to meet cash demands for loans, deposit withdrawals and operating expenses. For this reason, a balance should be made between the amount of deposits garnered and the quantum of loans extended. The indicator is the deposit-to-loan ratio or credit-deposit ratio (CD Ratio). It is important for a bank, therefore, to maintain a balance between the amounts of deposits garnered and the quantum of loans extended. Also, investment to deposit ratio is used as an efficient indicator of liquidity.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">5. Equity: Equity level and capital adequacy have a profound impact on the bank. There is an international guideline (Basel II) that stipulates a bank must have a minimum capital equivalent to 8 per cent of the risk adjusted assets. Even the central bank of Nepal, the NRB, has mentioned a comfort zone of 6 and 10 per cent of core capital and total capital funds, respectively, based on the risk-weight assets (percent). Many banks are restricted to open additional branches unless they meet the minimum capital requirements.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Similarly, sections 31(1) and (2) of BAFIA, 2006 have also categorized the financial institutions into four classes, namely: A, B, C and D based on their minimum capital requirements. And sections 42(1) to 42(5) have clearly explained the provision of capital adequacy for the BFIs in Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">6. Strategy: The effective management of a bank’s strategy is indicated by the strategic response quotient (SRQ). It assesses the management’s ability to lend, garner deposits, generate fee based income and manage the operating cost. As to what is an appropriate balance of the three core banking activities depends on the bank’s strategy. The SRQ is obtained by dividing the interest margin by net operating cost (that is, total operating cost minus fee income). The higher figure the better combined with excellent risk controls.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Each of the six parameters is divided into sub-parameters for effective evaluation. The EAGLES rating, unlike CAMELS, is based purely on arithmetical ratios and hence does not involve grades or ratings. Thus, there is no subjectivity involved in EAGLES and banks are judges purely on the ratio outputs and ranked highest to lowest based on these parameters. Each bank is ranked highest to lowest on each of the sub-parameters. The bank with higher ranks on more sub-parameters will be ranked the highest in that particular parameter. Accumulating all the parameters, the bank that gets the highest rank on more parameters stands on the top of the list.</span><br /> <br /> <img alt="camsel" border="1" height="560" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/camesl(1).jpg" vspace="10" width="429" /><br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">About MACRO</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">MACRO is a rating system formerly used by examiners to evaluate the safety and soundness of savings institutions. MACRO is an acronym for the five elements that were evaluated: Management, Assets quality, Capital adequacy, Risk management and Operating results. Based on the examiner’s evaluation, each element would be rated on a scale of 1 to 5, and the institution would be assigned an overall MACRO rating of 1 to 5. The indications of MACRO rating were:</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The MACRO Rating System was used by the Federal Thrift Examiners from (exact date) 1984 to August 15, 1994, before it was replaced by the CAMELS Rating System.</span><br /> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><b style="mso-bidi-font-weight:normal"><span style="line-height: 115%; color: black;">Vaidya is a Researcher associated with New Business Age (P) Ltd. He can be contacted at rashesh_vaidya@hotmail.com</span></b> <br /> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-01-22', 'keywords' => '', 'description' => 'A commercial bank’s performance can be measured in terms of its ability to meet the expectations of its owners, employees, depositors and borrowers. A bank’s performance can be evaluated by analysing its financial reports- report of condition and report of income. The bank’s management has to protect the interests of all concerned parties - creditors, owners and others. They have to ensure minimum operating efficiency and keep the bank’s risks at a minimum level. 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QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:12px;"><span myriad="" style="font-family: "><img alt="brandtalk" border="1" height="97" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/brandtalk(1).jpg" vspace="10" width="180" /><br /> By Sajag Karki</span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;">Formula One Grand Prix <br style="mso-special-character:line-break" /> <br /> <br /> <img align="left" alt="formula one december 2012" border="1" height="221" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/grandprix(1).jpg" vspace="10" width="258" /></span></strong><span style="font-size:12px;"><span class="A28"><span style="color: windowtext;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1.<br style="mso-special-character:line-break" /> </span></span></span></p> <p class="Default"> <span style="font-size:12px;">Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. <br /> </span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:12px;"><span class="A4">T</span>he Indian Grand Prix was back again with much anticipation from its eager fans. It is part of the FIA Formula One (F1) World Championship where thunderous roars of engines race amidst thousands of fans who let their heart race. Calling it a mere car race would not justify the highly skilled drivers behind those wheels. It is the highest class of single-seater auto racing popular with its high end niche clientele. <br /> <br /> Bagging a sponsorship is akin to winning a battle for any company apparently because of the unprecedented mileage the event provides. This time around, the lucky sponsor for the event was Airtel and the company expected to strengthen its brand via the event. Some other sponsors were Red Bull, Petronas, BMW, Mercedes and Shell. Red Bull, an instant energy drink, is rightly placed in a heart throbbing event such as the F1. The organizers and all stakeholders were all set to cash in on the grand prix by cross selling Delhi as a travel destination making it a holiday package deal. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p> <span style="font-size:12px;">F1 has been in action since 1950 when the first world championship race was held. Michael Schumacher and Alberto Ascari are a few names that have risen to fame by winning Formula One Championships. These names are almost synonymous with the mega event. F1 as a brand is glamorous, rich and entertaining. It caters to a young yet sophisticated audience that is interested in adventure sports. It is associated with the fastest car makers of the world put together in one hot spot with daredevil drivers that blaze at the speed of light. It can also be regarded as a highly technologically advanced system of interlinked connectivity among the driver, the pit crew and the strategic team.</span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">The speed, glamour, thrilling entertainment quotient and superstar drivers are key associations for F1. Also, the pit crew is an integral part of the grand prix brand. It involves the mechanics who refuel, put new tires, repair and maintain cars during the race. Without them, the show would not go on and the drivers would stand no chance of completing the race. Such is the value of the pit crew that the Indian Grand Prix had a campaign revolved around it. They announced a competition in which people could get a chance to be part of the pit crew if they won the contest. The pit crew campaign fulfilled the ultimate fantasy of Grand Prix fans. Being in the center of where all the action is, being part of the pit crew can be a dream come true. This is an effective and creative approach to promote the event as it creates anticipation value to the super lucky fans. The lucky ones who get a chance to be with the pit crew will be loyal customers of the brand and will cherish the moment throughout their lives by spreading good words to others. </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;">Hence, the campaign kicked off very well and can be regarded as one of the successful advertising campaigns ever. There are around 68 circuits of F1 all over the world on which super fast cars race. Formula One is a profitable revenue generating brand for all the parties involved - teams get a slice of money from sponsor logos on their cars whereas television channels make profit from broadcasting the races. As for the spectators, they get to witness the most amazing event of their lifetime. </span></p> <p class="Default"> </p> <p class="Default"> <strong><span style="font-size:12px;"> <img alt="ralley" border="1" height="142" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ralley.jpg" vspace="10" width="400" /></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span style="line-height: 115%;">Karki can be reached at sajag_karki@hotmail. com. 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mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Personality</span></span></strong></span></p> <p class="MsoNormal"> </p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="font-family: "Myriad Pro","sans-serif"; color: black;">By Bivek Dhakal<br /> <br /> <br /> <img alt="deepakbaskota" border="1" height="448" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/deepakprakashbaskota.jpg" vspace="10" width="300" /><br /> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A59"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">The Guardian of Nepali Cooperatives</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A28"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams. <br /> </span></span></span></p> <p class="Default"> <span style="font-size:14px;"><span class="A4">V</span><span style="color: black;">isit cc’s home at Manbhawan, Lalitpur, and you are surely to receive a hearty welcome with warm cups of ‘special’ tea grown in his own Kanchanjunga Tea Estate. A well-known name in Nepal’s cooperatives sector, Baskota is buoyed up by the saying “Water the root, enjoy the fruit”. Recuperating from an accident he met with during a recent visit to London, Baskota feels life has given him another chance to serve the nation. A former State Minister for Home Affairs, Baskota, now 68, is no more into active politics. But he is actively involved in the management of various institutions such as Kanchanjangha Tea Estate and Research Center (the first Certified Organic Garden), Panchthar Multiple Campus, Naya Namuna Secondary School, Phidim, and Nepal Organic Foundation. “The work I have been doing for society is my way of doing politics,” he says.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota’s inexhaustible zeal for creativity and active life does not let him feel ‘old’ though he is already in his late sixties. “Age should not have its face lifted, but it should rather teach the world to admire wrinkles as the etchings of experience and the firm line of character,” he shares cheerfully. He takes satisfaction in the fact that he is the founding chairman of National Cooperative Development Board (NCDB), National Cooperative Federation (NCF), and also the president of Himalayan Orthodox Tea Producers’ Association, and the Tea Development Alliance.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota was brought up by his mother at his birthplace, a remote village in Panchthar district. He learnt to read and write through non-formal education in the village itself. “I was only 12 when my mother passed away. It was my brother who guided me and boosted my morale to tread the rocky roads lying ahead in my life,” Baskota reminisces.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota spent his early young days rambling in the wilderness under the serene sky of his village. It was a time of complete freedom for him. Later, as time passed, something inside him urged him to get formal education. He then enrolled at Phidim High School in the district.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“Passing the SLC exam, also known as the Iron Gate, was a challenge. But I did it with ease,” he goes down memory lane. Hale and hearty Baskota takes a balanced diet, desists from eating meat items and meditates every day. He believes that it’s his positive attitude and ardent love for the motherland that make him feel he has miles to go in life. Baskota finds the slow growth of agriculture, purportedly the backbone of Nepal’s economy, distressing. He observes that most of the co-operatives in Nepal are related to agriculture and are thus the best friends of farmers. “It will take a long time to establish the cooperative sector as the real backbone of our economy, if the right action plans are not formulated immediately,” says Baskota.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota joined politics at an early age. Back then in his village, Baskota was doing both teaching and learning simultaneously. Along with venturing into the spheres of politics and business, it was the love for his roots — the birth place - that motivated him to build a school there. At 21, he was included in the voters’ list and was also elected the Village Panchyat Chief. Baskota remembers an important event in life, which has left a deep impact somewhere on his mind. “While pursuing my Bachelor’s Degree, I got rusticated for three years because of my political beliefs. As a result, I had to discontinue my studies,” he flips back an important page of his life. His political path was shaped after he joined the Nepal Student Union (NSU), the student wing of the Nepali Congress. The topsy-turvy ride of his life took an unprecedented turn when he dedicated himself to the Cooperative Movement in the country.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">“For me, politics is to make good policies and to work for the welfare of society,” he says. It was in 1996 that he got the post of State Minster for Home Affairs. According to Baskota, it was the seminal role he had played in the drafting of the Cooperatives Act and the acknowledgement of the same by the then Prime Minister Girija Prasad Koirala that landed him the important government position. Late Koirala always encouraged and motivated him to continue his good work, Baskota still remembers.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">According to Baskota, the same act governs the cooperative sector even today. “I don’t call the present chaotic political situation a practice of true and good politics,” he admits with a deep disappointment. Baskota’s creativity in work, led him to develop Kanchanjunga Tea Estate (KTE) in 1982. He is proud to claim that the flourishing tea business in the east today was his initiative. Since its establishment, KTE has given jobs to more than 500 local farmer families. Baskota has dedicated 17 long years of his life to the National Cooperative Society (NCS) formed in 1993. He is still actively working as a Past President of NCS. He also founded Nepal Maharshi Vedic Foundation, recently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Baskota believes that a person’s age is no barrier to work as long as s/he is healthy – mentally as well as physically. Updated with the latest management strategies, he borrows Mahesh Yogi’s words, “For an effective result, we should monitor for four hours and work for two.” He believes that one should be clear about his vision to reach the desired goal. According to Baskota, to start a new business, a manager should be loyal to his duties and employees need to abide by the rules and accomplish given responsibilities on time. “If both the manager and the employee work in equilibrium a good management is definitely possible”, Baskota shares.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">Given the nation’s recent chaotic situation, he thinks, every citizen should have peace of mind first. Baskota says that, it is the stereotypical teaching methodology in our schools that makes the curriculum and learning experience boring. His recent trip to London made him realize that, all the learnt knowledge will bear no fruit without a practical education. “On the one hand, we lack enough skilled human resource, and on the other, our talented youth are brain drained,” he complains. Baskota believes that practical education should be given to all citizens. For him resolution is a must to accomplish every duty.</span> <br /> </span></p> <p class="Default"> <span style="font-size:14px;"><span style="color: black;">As a very sane piece of advice for the youths, Baskota says; “It’s the youth who carry the thoughts, vision and leadership needed for change. They should hence set their aims in lives at an early age and prepare for every rocky road ahead”. The new generation can learn the importance of patriotism and simplicity from him. Patriot at heart, Baskota wishes to see the nation prosper; and maintains that it is achievable through the development of agriculture sector. “A number of young Nepali talents are abroad at present. If we can bring them back to the country and persuade them to contribute in the field, it will be more fruitful for our economy,” Baskota believes. He also urges the youngsters to start meditating while still young.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;">“I use the lessons from my experience and strongly believe that hard work and sacrifice is a must to climb up every rung of success,” Baskota says. Keeping intact with the zeal while still aging, he hates to waste time idle and instead likes to go through books and to meditate. He says his work, which includes occasional field visits to his various offices, keeps him busy. He loves travelling and has already been to many parts of the country. People close to him call him the ‘Father of Nepal Cooperative Movement’ and it gives him a warm satisfaction.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: black;"> </span></span></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <strong><span style="font-size:14px;">PERSONAL SIDE </span></strong></p> <p class="Default" style="margin-top:2.0pt;margin-right:0in;margin-bottom:0in; margin-left:89.0pt;margin-bottom:.0001pt;text-indent:-89.0pt;mso-line-height-alt: 12.05pt"> <span style="font-size:14px;"> </span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Philosophy: </span><span class="A62">Let’s not harm others and perform our duties with loyalty. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Music: </span><span class="A62">A good listener and prefers patriotic songs. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Sports: </span><span class="A62">Not so keen about sports, but keeps himself updated in the sector. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Travelling: </span><span class="A62">An ardent traveler. If in sound health, he only stays home for two/three days and travels the other days </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Foods: </span><span class="A62">He prefers vegetarian food. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Pet: </span><span class="A62">Has kept a dog at his home on the request of his children. </span></span></p> <p class="Pa58" style="margin-top:2.0pt"> <span style="font-size:14px;"><span class="A61">Brands: </span><span class="A62">Prefers local brands. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A61"><span style="font-family: "Calibri","sans-serif";">Socialization</span></span><span class="A62"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">: Attends most of the functions he is invited to.</span></span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Deepak Prakash Baskota, is an epitome for the people who think that grey hairs become barrier for chasing success. In a journey from a politician to entrepreneur he came across numerous challenges but they never deterred his enthusiasm and determination to realize his dreams.', 'sortorder' => '662', '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' => '771', 'article_category_id' => '48', 'title' => 'No Laughing Matter December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"><img alt="nolaughingmatter" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(3).jpg" vspace="10" width="338" /><br /> By Madan Lamsal</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A13"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: black;">Gangnam Baburam Style<br /> <br /> </span></span></strong><span style="font-size:14px;"><span class="A13"><img alt="gangnam" border="1" height="436" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gangnam.jpg" vspace="10" width="600" /><br /> </span></span></p> <p class="Default" style="text-align:justify;line-height:10.05pt"> <span style="font-size:14px;"><span class="A4"><span style="color: windowtext;">T</span></span><span style="color: windowtext;">he only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end. <br /> </span></span></p> <p class="Default"> <span style="font-size:14px;"><br /> In fact, the Nepali PM and Korean Pop star have many similarities. To increase viewership, as Psy appears on TV shows worldwide, our BRB stages TV shows like address to the nation very often and his efficient private secretariat makes sure that every move of him is recorded and posted to media. As the short form of Psy of Korea, people have started to call the pop star ‘Psy-Ko’, whereas BRB is already recognized at home as a ‘Psycho’ for his weird manners, permanent wear of anger on his face and schizophrenic self-righteousness. Perhaps the most notable similarity between Psy-Ko and Psycho is in their perspectives to view capitalists. While the Psy-Ko has made mockery of the hypocrisy of Gangnam aristocrats of Korea presenting them as riding on an non-existent horse, through dance metaphor, BRB back home has murdered many who he thought were capitalists. Who knows what he exactly plans next in this particular regard!</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">Despite so many similarities, it is truly unfair for BRB to go the opposite direction of Psy’s popularity chart. It truly warrants a deeper inquiry into such debacle of BRB’s popularity. Zoologists who know which creature is worth what and Hindu mythologists who know who should ride what animal as bahan (carrier) agree here that, this difference in popularity could have been caused by their difference in selecting the creature as means of their respective message carriers. Psy-Ko has chosen an imaginary horse and his every dance step represents how he is holding the reigns of a galloping horse, at different movements and speeds. Instead, our BRB for long has chosen a frog, leaping stochastically, which he can neither ride nor reign in.</span><span style="font-size:14px;"> <br /> </span></p> <p class="Default"> <span style="font-size:14px;">If BRB is really dying for a Psy like popularity and his permanent anger is due to his failure to achieve this, he actually can work on it. First, he does not need to limit himself to politics and the country’s prime minister. He can officially handover all those responsibilities to his wife Hisila, as he has already done so unofficially. The advantage is that, at present there is no constitutional restriction in doing so in the present day Nepal as there is no effective constitution in place. Therefore, it is an opportune moment for this transfer of power as well. Then, he should be able to devote more time for brand endorsement as Psy-Ko is reportedly endorsing new models of Samsung’s range of Kim-chi refrigerators. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">BRB just has to consolidate what he has already begun as the brand ambassador of Mustang four-wheelers immediately after he became prime minister. He can well be the brand ambassador of Samsung products in Nepal; as the franchisee of the brand here is the same business house that produces Mustang. <br /> </span></p> <p class="Default"> <span style="font-size:14px;">The reason for the popularity of the Gangnam Style is not the fact that the Western world understood the meaning and the language of the song that implicitly ridicules the western-style consumerism. The truth is that the world just danced to its tune, without any idea about what that song is all about. On this count, BRB seems to have understood the underlying message clearly. So he is singing anti-capitalist and anti-democratic rap in a way that the West does not understand at all, but the tune that goes with the song is so hypnotizing for them that they are all dancing to BRB’s tune as well. <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%;">More interestingly, even the Nepali people are dancing to BRB’s tune despite the fact that they understand the terrifying message of benevolent dictatorship inherent in these songs. The music that goes along is such that it makes them oblivious of the message that BRB has artfully weaved in his rap. So, BRB can now smile on this count of success, at least.</span></span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'The only person who has turned absolutely jealous over the viral fever like spread of popularity of the Gangnam Style dance of South Korean pop star Park Jae-sang, popularly known as Psy, is our own Prime Minister Dr BRB. BRB’s impatience and anger have doubled since he heard that British Prime Minster Cameroon too has learnt these 1X1X2=1X3 dance steps, and the Gangnam video broke all previous records with close to 900 million views on YouTube by November end.', 'sortorder' => '661', '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) 7 => array( 'Article' => array( 'id' => '770', 'article_category_id' => '46', 'title' => 'Interview December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> 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mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="Pa18"> <span style="font-size:12px;"><strong><strong><span style="font-size:12px;"><span class="A17"><img alt="intrview december 2012" border="1" height="351" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kenchini.jpg" vspace="10" width="203" /><br /> <br /> Nepal Country Director </span></span></strong></strong></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A56">Kenichi Yokoyama </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Asian Development Bank<br /> <br /> <br /> </span></span></span></strong></p> <p> </p> <p class="MsoNormal"> <span style="font-size:12px;"><strong><span class="A63"><br /> ‘We have been actively involved <span style="line-height: 115%; font-family: "Calibri","sans-serif";">in the energy sector’</span></span><span style="font-size:12px;"><span class="A63"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> <br /> </span></span></span></strong></span></p> <p> <span style="font-size:12px;"><span class="A17"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span><span style="font-size:12px;"> </span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. Excerpts: </span></span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span class="A64"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="Default" style="margin-top:5.0pt;text-align:justify;line-height:10.05pt"> <strong><span style="font-size:12px;"><span style="color: windowtext;">Melamchi, the ADB-financed water supply project, is in a new controversy now after the Chinese contractor left the work. How will the project move ahead now? </span></span></strong><br /> <span style="font-size:12px;"><span style="color: windowtext;"> </span></span></p> <p> <span style="font-size:12px;">ADB is committed to supporting the construction of the Melamchi tunnel work, the water treatment plant and the distribution system. With a population of around three million, the Kathmandu Valley has been facing an acute water shortage. This is a huge developmental constraint. We have been facilitating the Nepal government in the completion of the tunnel and other works on time. </span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;">It is unfortunate that the Chinese contractor had to leave the project because of some issues related to work progress. Now, we are supporting the government to go for immediate rebidding. The government is looking for first class contractors. Such contractors from China, Korea, India, France and other European countries have shown interest in the project. We hope that the government will be able to hire a new contractor by March 2013 and complete the project by March 2016. </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;">But this has increased the cost of the project and delayed it further. Will the project complete within the new deadline?</span></strong></p> <p class="Default"> <span style="font-size:12px;">The topmost priority for the government is to identify a qualified contractor with high experience in similar tunnel works. Although there are concerns about the cost, we have to think about the seriousness of the water shortage problem in Kathmandu which calls for urgent attention. We have to ensure that the Melamchi project is completed on time.<br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;">Despite the many ups and downs seen over the almost past seven years, ADB remains associated with the project. The only reason for this association is that we feel that Melamchi is an important project. We have been holding regular discussions with the Ministry of Urban Development on the specific actions to be taken to take the project forward, including the swift selection of an internationally reputed, committed, dedicated and efficient contractor who can build a high quality infrastructure. Given the importance of the Melamchi project in addressing the water demand of the 2.6 million people living in the Kathmandu Valley, ADB remains fully committed to <span style="color: black;">providing the necessary support to the Government of Nepal to complete the project by early 2016 or earlier. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB’s recent fund for water projects in Nepal is said to be aimed at improving irrigation and prevent water-induced disasters. How is it different from other water projects?<br /> </span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">These projects aim to bring about higher rural livelihood. The government is seeking support for rapid agricultural transformation. In that context, we are supporting irrigation and water disaster mitigation risk management projects. We are building on the achievements made thus far. In irrigation, Nepal has comparative advantage in having irrigation systems managed by farmers. Building on this, ADB is supporting agriculture development for making it more profitable and commercial so that the farmers can increase their income.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:12px;"><span style="color: black;">Nowadays, effective water management is a critical challenge for many countries. Particularly in the dry season, many countries are facing a shortage of water supply. Nepal, too, needs an effective water management system. The country ought to fulfill additional industrial needs while protecting the conventional water users. An efficient and equitable distribution of irrigation water is also pretty much needed to increase the farmers’ income.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><strong><span style="font-size:12px;"> </span></strong></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Once again, ADB recently listed the West Seti Project among the newly proposed ones. How do you want to participate in this project?</span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">It’s not the West Seti, but the Upper Seti project, located in Tanahun district, that ADB is supporting. Actually, we are submitting a proposal for this project to the ADB Board early next year. The name of the project is Tanahu Hydropower Project. It is a 140MW storage project. It could help address the power shortage of not only Kathmandu but the country as a whole.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ABD seems to have planned to involve itself quite heavily in the energy sector through new projects like Tanahu hydro and continue with other ongoing energy sector programs. What is the strategy? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Our assistance strategy is to support the government to address the most critical development constraints including infrastructure, its management system, and delivery of effective public service to the needy people including the poorest. Addressing the critical infrastructure bottlenecks is of high priority. The country is facing acute power shortage. Electricity is available only six hours a day in the dry season. How can industries come to Nepal and operate in such a situation? ADB has been actively involved in the energy sector with previous assistance in Kali Gandaki A and Khimti Hydropower projects, which account for some 30 percent of the country’s generation capacity at the moment. The Tanahu project, which is a storage project, will add additional 140 MWand can provide a stable power supply during the dry season.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">We will support the efficient implementation of the Tanahu Hydro Project. There are two other ongoing projects in transmission and distribution, respectively. We are also supporting NEA in its institutional reforms which includes enhancing its financial position by increasing tariff, reducing distribution loss and providing electricity to private industries and local stakeholders more efficiently.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">Many ADB-supported projects – mainly those in the agriculture sector - are discontinued after the completion of the first phase. Why? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">Our programs are aimed at demonstrating how development can be pursued most effectively. For example, there was a community ground water project where a community ground water group was set up and provided with shallow tube-well systems. The beneficiaries can now do triple cropping with tube-well irrigation with proper maintenance of the tube-wells, which they are able to manage. Likewise, projects such as community irrigation and commercial agriculture are helping establish sustainable development systems. The government can replicate similar projects.<br /> <br /> </span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">It is said that $ 15.3 million that ADB had allocated for various projects such as commercial agriculture, community irrigation, skill development programs, etc, could not be used. What is the reality? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">The projects need to follow a specific timeline. There are also cases where the actual cost of implementation is lower than the initial projection. For example, in one of the strategic road projects, the bidding price was lower than the estimated price, thanks to the competition and devaluation of the Nepali Rupee, resulting in substantial savings. In the irrigation sector, too, the project cost is often lower than the estimated cost because of competitive bidding. There are some cases where the project implementing agency has limited absorptive capacity. Overall, we have identified $15 million savings this year, but we are also discussing with the government that these savings could be used for other projects in Nepal, such as additional financing requirement of the Melamchi project. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">What would be your investment portfolio for the next couple of years for Nepal? Will it increase? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The allocation of the Asian Development Fund (ADF) is decided biannually, and the amount for the year 2013 -14 is to be finalized at the end of this year. At this moment, we expect it to be at least about $ 250 million per annum. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span><br /> <span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please highlight ADB’s present development assistance priorities for Nepal? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">The thrust of ADB’s ongoing country partnership strategy for Nepal (2010-2013) is to help sustain the hard-won gains of the country’s peace process by promoting broad-based inclusive economic growth, inclusive social development, governance and capacity building, as well as climate change adaptation and environmental sustainability. </span><br /> </span></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB’s assistance supports Nepal in different sectors such as agriculture and natural resources, education, water supply and other municipal infrastructures and services, transport, information and communication technology and finance and energy. We support these operations through the promotion of gender equality and social inclusion, regional cooperation and integration, public private partnerships, along with greater engagement of the civil society and NGOs. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">Our new country partnership strategy for Nepal is being formulated in consultation with the Nepal Government. ADB’s support will focus on addressing the country’s development constraints including energy, transport, urban and rural infrastructures and skill development. To support these priorities, ADB will also promote governance, private sector development, regional integration, gender and social inclusion and climate change adaption. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">Could you please briefly describe ADB’s assistance in the agriculture sector? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">ADB has been Nepal’s main development partner in agriculture. Agriculture remains the largest component of ADB’s assistance to Nepal. ADB has supported in increasing the production of crops and livestock, raising agricultural income and creating employment opportunities for rural people. ADB’s assistance to Nepal includes support for agricultural credit, small farmer development, livestock, irrigation, agricultural roads, forestry, and crop diversification. ADB is also supporting the government’s preparation for the Agriculture Development Strategy that will set out the long-term vision and strategy for the agriculture sector for the next 20 years, and priority programs for the next 10 years. </span></span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;"> </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">What is the recent development in ADB’s funding for the transport sector? </span></span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong><span style="font-size:12px;"><span style="color: black;">We have been supporting the construction of strategic roads network. Similarly, we are supporting the Sub-regional Transport Enhancement Project which was approved in 2010. All contracts have been signed for this project and the work progress is about 30 per cent. A new transport project of about $100 million is envisaged for 2013. We are also planning another project based on a new lending modality called the multi-tranche financing facility for 2014 for the transport sector. The idea is to provide a long-term financing framework of $200- 250 million, based on which individual sub- loans will be launched. </span></span></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB is preparing to provide support for setting up a new CTEVT- like structure under the Ministry of Education. Would you please highlight the program?</span> <br /> </span></strong></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">ADB is not providing assistance to a new CTEVT- like structure under the Ministry of Education. However, ADB will support the Government of Nepal, through the proposed Skills Development Project to develop a market responsive and social- and gender-responsive Technical Education and Vocational Training (TEVT) by assisting the implementation of policy, institutional and operational reforms, delivery of demand-oriented skills training, short-term market oriented skills training focusing on excluded groups, and effective project management and monitoring and evaluation.<br /> <br /> </span> <br /> </span></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">For the last few years, ADB, DFID and WB had started to implement synchronized programs to avoid duplication. Why have you abandoned this practice now? </span></span></strong><br /> <br /> <span style="font-size:12px;"><span style="color: black;">We have been continuously working together with the World Bank, DFID and JICA, who are our co-members in the Nepal Portfolio Performance Review process. The government is taking the lead, and a meeting is held annually to discuss and resolve issues to enhance project implementation performance. Issues like public finance, management, procurement, human resource management and management of the development regions. These issues are critically influencing the implementation of the developmental projects. Implementation of the concept of e-bidding for infrastructure works is almost complete. This allows bidders to submit their bids through internet. This can substantially enhance the transparency and efficiency of the bidding process.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">For new development programs, a close coordination and collaboration among the development partners is maintained as an established practice in project preparation and appraisal, to avoid any duplication. Efforts are also being made to develop a common sector roadmap or result framework and define programs within the framework and pursuing the possibility of co-financing as much as possible.</span><br /> <br /> <br /> </span></p> <p> <strong><span style="font-size:12px;"><span style="color: black;">Despite great donor involvement in programs like the School Sector Reform, the achievement has been negligible, mainly converting government schools into community-run ones. What is the reason? </span></span></strong></p> <p class="Default"> <span style="font-size:12px;"> </span></p> <p class="Default"> <br /> <span style="font-size:12px;"><span style="color: black;">In the school sector, we have to take into account that we have started from a very low base. Nepal has significant challenges such as difficult geography and remoteness in the mountain region. I don’t agree that the achievement has been negligible. If you look at the statistics, primary school enrollment was barely 60 percent in 1990; it is 95 percent now - a significant change brought about by education programs. However, it is also true that some significant challenges still remain, such as the quality of education and a high percentage of dropout. Prudent financial management of the education development fund, too, is an issue. Building on the progress made, I believe these constraints can also be addressed gradually. We have a donor co-ordination mechanism, which enables all the donors to work together to make the most efficient progress by avoiding duplication.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"><br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">ADB has supported to modernize Nepal’s capital market. What are the latest developments in this regard?</span> </span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">ADB is supporting Nepal’s efforts to develop the capital and bond markets to attract and promote private investment. For this, we have an ongoing Capital Markets and Infrastructure Capacity Support Project. Under the project, a team of consultants is being selected. There are two components of this project. The first is to support the capital market development, particularly the bond market. The second one aims to develop an enabling environment for public private partnership (PPP), identify investors, design and carry out feasibility studies. We hope to mobilize the consultants by early 2013. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <span style="font-size:12px;"> </span><span style="font-size:12px;"><span style="color: black;">We are also discussing with the Government of Nepal the opportunity for ADB to issue local currency bonds that will help provide long-term financing for private infrastructure investment and also help develop the country’s bond market. </span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How do you view the progress of ADB’s projects in Nepal? </span></span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> </p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The country assistance program evaluation (CAPE) conducted by ADB’s Operations Evaluation Department a few years back found that overall, ADB’s lending program had a positive impact socially, environmentally and economically. These projects have helped reduce not only poverty but also gender disparity and social exclusion by benefiting the poor.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Some of ADB’s programs are directly targeted at the poor and some are indirectly targeted, but the ultimate objective is poverty reduction. Results can be seen from the assistance that ADB has been providing over the years. For instance, the transport system in the country has greatly improved — the main strategic road network as well as the rural roads connecting the remote parts of the country. This has helped improve public service delivery and livelihoods in these areas. ADB’s assistance has also contributed in improving the living standards of the rural communities through the provision of improved water supply and sanitation facilities. However, we recognize that the assistance we provide needs to be more effective in terms of reaching the poor and vulnerable and sustaining these development benefits.</span><br /> </span></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <strong><span style="font-size:12px;"><span style="color: black;">How have you viewed Nepal’s inability to bring about a full-fledged budget at the beginning of the fiscal year? How has it affected your support? </span></span></strong></p> <p> <span style="font-size:12px;"><span style="color: black;">Although the government could not bring a full budget, a one-third interim budget was provided. We are working with the government so that the developmental activities are least affected in the given context. As far as the ongoing projects supported by ADB and other donors are concerned, the ordinance (budget) has a special provision to allow the government to provide enough funds through budgetary reallocation. Nevertheless, we remain concerned how the necessary funds would be allocated in a smooth and timely manner for efficient project implementation under the present circumstance. </span></span><span style="font-size:12px;"> </span></p> <p class="Default"> <strong><span style="font-size:12px;"> <br /> </span></strong></p> <p class="Default"> <strong><span style="font-size:12px;"><span style="color: black;">What are the challenges facing the development projects in Nepal? </span></span></strong><span style="font-size:12px;"><br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:12px;"><span style="color: black;">In general, projects in Nepal face the challenge of timely implementation due to the country’s difficult topography and remoteness of many districts. Poor infrastructures and limited human resource capacities are the other challenges. In some cases, implementation of the projects has been affected by local strikes as well. </span></span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">The political transition process has been slow and is still fraught with risks and challenges for development activities. In particular, the absence of elected local bodies since July 2002 has been a major impediment to governance, service delivery, and development works at the local level.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">In addition, labour unrest in the fragile political environment, coupled with acute power shortage, has constrained the revival of key sectors of the economy and private investments. Thus, improving basic infrastructure and strengthening governance and public and market institutions is very crucial for Nepal.</span> <br /> </span></p> <p class="Default"> <span style="font-size:12px;"><span style="color: black;">Despite these challenges, the performance of ADB’s project portfolio has improved. This also demonstrates the hard efforts by the government agencies that implement the ADB-financed projects. While the overall performance still remains below ADB’s wide average, I am hopeful that this progressive improvement will continue under the strong partnership with ADB.</span></span></p> <p class="Default"> <strong><span style="font-size:12px;"> </span></strong></p> <p class="Pa24" style="margin-top:5.0pt;text-align:justify"> <span style="font-size:12px;"><span style="color: black;">How do you view the current economic situation of Nepal?</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"><span style="line-height: 115%; color: black;">Despite the difficult political environment and the global economic slowdown, Nepal has been able to preserve a reasonable macroeconomic stability with a moderate and steady economic growth. We are pleased to note that the government’s and Nepal Rastra Bank’s proactive policy measures on the vulnerability of the banking sector and rising inflation have eased the problems in recent months, although the risks remain. The external position, too, has remained stable with the widening trade deficit being offset by sustained increase in remittance inflows and tourism receipts. However, exports continue to be sluggish due to the long-term structural weaknesses in the economy. Although agricultural growth could slow down in FY 2013 because of the late monsoon and shortage of chemical fertilizers, we believe that Nepal will be able to maintain a moderate growth supported by the service sector.</span></span></p> <p class="MsoNormal"> <span style="font-size:12px;"> </span></p>', 'published' => true, 'created' => '2013-01-22', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Kenichi Yokoyama is Nepal Country Director for the Asian Development Bank (ADB), a Manila-based multilateral development finance institution dedicated to alleviating poverty in Asia and the Pacific. Yokoyama was serving as the principal water resources specialist at ADB´s South Asia department before he assumed current responsibilities on March 26, 2012. In an interview with New Business Age, Yokoyama sheds light on the ADB-funded projects in the water, energy, agriculture and other sectors in Nepal. 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</w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Interesting Cover Story <br /> <br /> <img alt="Feedback December 2012" border="1" height="405" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/newbusinessagefeedback.jpg" vspace="10" width="277" /><br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The issue that Nubiz chose for the November issue of its cover story was very interesting and out of the box. We all have witnessed a growth in the number of corporate buildings in the country in recent times but we haven’t really stopped and taken a moment to think why it is happening. The positive message that your cover story gives is that the Nepali corporate people have begun to see presentation as an important factor in their business. I also enjoyed reading about the sizes of investment made in these buildings. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sachin Manandhar, New Road, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">More Indigenous Stories? </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am a regular reader of Nubiz and think it is high time that the magazine started focusing on indigenous businessmen and their success stories rather than printing a number of visiting business people interviews in one issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sabita Basnet, Jawalakhel, Lalitpur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Cycling Thrills <br /> <br /> <img alt="cycling trhills" border="1" height="206" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cyclingfeedback.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">The story on cycling interested me this time more than the other articles. I’m a young businessman who had been, for some time, looking for a write-up on one of the best workouts – cycling. I liked the story even more when I discovered, courtesy your story, that cycling skills could be applied to business as well. I also appreciate the information about the prices of good bi-cycles,cycling gear and the accessories. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Som B Tamang, Bhaktapur</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Quality Coke <br /> <br /> <img alt="Feedback December 2012" border="1" height="337" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qualitycokefeedback.jpg" vspace="10" width="195" /></span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">In your last issue, the interview of Phil Humphreys, Chief Operating Officer at Coca- Cola Sabco got my attention. Thank you for highlighting one of the important soft drinks in Nepal. There is a high demand of non alcoholic energy drinks in Nepal. Since I am a retailer of soft drinks in Kathmandu, I can figure out how big these products are demanded. Moreover, I am a fond of drinking coke and all I concern for quality product. The Coca- Cola company among other soft drinks companies is been repeatedly targeted by the media for adulteration. The success of the company lies in the quality of the products they produce. I am very happy to know that the Officer is very much concerned on the quality products which people can rely on. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Bibek Thapa, Sinamangal, Kathamandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Credit Appreciated </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I enjoyed the November issue cover story on corporate buildings, particularly because I am a student of architecture. The selection of people whose interviews accompanied the cover story was well-balanced. However, what I liked the most about the story was the credit given to the architects. When we pass by these buildings, we often wonder who their architects could be. Nubiz has answered our curiosity through the cover story. I appreciate that. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Ramila Chitrakar, Pulchowk, Lalitpur<br /> <br /> <br /> </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;mso-line-height-alt:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:18.0pt;mso-bidi-font-size: 11.0pt;font-family:">Nepal, A Revolution Factory </span></p> <p class="MsoNormal" style="margin-top:5.0pt;margin-right:0in;margin-bottom:0in; margin-left:0in;margin-bottom:.0001pt;line-height:10.05pt;mso-layout-grid-align: none;text-autospace:none"> <span myriad="" style="font-size:10.0pt;font-family:">I am not a big fan of political articles. But the article under your regular political column was rather interesting this time. The article is to the point, bold, and, convincing. While it has answered some of the questions I have always held in my mind, it has also provoked my thoughts and compelled me to think further on the issue. <br /> <br /> </span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:">Sangeeta Pandey, New Baneshwor, Kathmandu</span></p> <p class="MsoNormal"> <span mso-bidi-font-family:="" myriad="" style="font-size:9.0pt;mso-bidi-font-size:11.0pt; line-height:115%;font-family:"> </span></p> <p class="MsoNormal"> <strong> Corrigendum<br /> </strong><br /> Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar.<br /> Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.<br /> <br /> <br /> We regret the misprint and the inconvenience caused to concerned people, companies as well as to our readers. - <br /> <br /> <br /> Editor</p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Under the ‘Corporate Movements’ section of November 2012 issue of New Business Age, Poonam Shrestha’s name was inadvertently published as Poonam Manandhar. Madhu Sudan Giri, Suman Maharjan, Ramesh Shrestha, Alok Baral, Gov inda Shrestha and Luv Dhoj KC who joined Sumy Distillery Pvt Ltd on their respective positions were not earlier associated with the United Spirits Nepal Pvt Ltd as mentioned in the October 2012 issue of New Business Age under the ‘Corporate Movements’section.', 'sortorder' => '659', '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) 9 => array( 'Article' => array( 'id' => '768', 'article_category_id' => '40', 'title' => 'Cover Story December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--></p> <p> <strong><span style="font-size:14px;"><span class="A13">By Gaurav Aryal (With inputs from Rashesh Vaidya, Sushila Budhathoki, Abha Dhital and Bivek Dhakal)</span></span><span style="font-size:14px;"> </span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(22, 144, 186);">Nepali Economy</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Before and After Maoist Insurgency</span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory15.jpg" vspace="10" width="400" /><br /> </span></span></strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.</span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">N</span><span style="color: rgb(34, 30, 31);">epal is yet to witness a ‘healthy’ growth rate, which has so far fluctuated between 3.3 and 4.5 percent in this millennium, with the exception of 6.10 percent in 2008. Perhaps nobody is happy with the country’s slow growth rate, but the economists are probably the most worried lot. They lament the fact that the country’s economy has continued the downward trend even after the peace deal between the government and the Maoist guerrillas signed on November 21, 2006. A majority of Nepali economists cite the lack of new investments as the major reason for this poor show of the Nepali economy. They blame an ‘unfavourable investment climate’ created by the political uncertainty for the lack of new investments – foreign as well as domestic. However, it is not that every sector slackened over the past one and a half decades. Some sectors have witnessed encouraging growth rates. (it would be better if you could cite some examples)</span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="258" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/agriculturalproduction.jpg" vspace="10" width="400" /><br /> <br /> <br /> <br /> <span style="color: rgb(34, 30, 31);">Despite the political upheavals which include a decade-long armed insurgency, sectors such as telecommunications, education, information technology, road construction, and remittance have registered significant growths over this period. In the education sector, the literacy rate has continued a steady growth. This is mainly because of the rise in private sector investment in education, and the top priority attached to the sector by the government which allocates the largest share of the national budget to education. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="244" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totaltourist.jpg" vspace="10" width="400" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Remittance has become the lifeline of the Nepali economy in recent times. Despite huge trade deficits, the country’s Balance of Payment has remained positive, barring some hiccups. The remittance inflow has fuelled the growth of the banking sector and helped in the reduction of poverty and increase in the people’s living standard, believe the economists and experts.<br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="310" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalroadlenght.jpg" vspace="10" width="500" /></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">However, energy and tourism, arguably the two most prospectful sectors in the country, have not grown as expected. The entry of the private sector through Public Private Partnership (PPP) and Power Purchase Agreement with the state-owned Nepal Electricity Authority (NEA) has shown some hopes in the hydropower sector. However, the hope to resolve the power crisis that has only intensified since 2006 is still out of sight. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="266" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/totalremittance.jpg" vspace="10" width="500" /></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly tourism, another sector widely tipped as the basis for Nepal’s economic development, could not improve as expected over the years. A veteran of Nepal’s tourism sector and Chairman Emeritus of Hotel Soaltee Crowne Plaza, Prabhakar SJB Rana notes that though the tourism industry gained some ground over the past one decade, “there are plenty of areas where we could not do anything at all”. Rana as well as other analysts attribute this failure mainly to Nepal’s inability to promote and advertise itself as an exciting tourist destination in the world’s tourist originating markets. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="217" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/telephonelandlineexpansion.jpg" vspace="10" width="400" /></span><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists as well as development planners seem to be disappointed with the latest political and economic developments. Deependra Bahadur Kshetry, Vice-chairman of the National Planning Commission, says, “The country is moving backward instead of going forward”. Referring to the difficulties of the current government led by Dr. Baburam Bhattarai in bringing out a full national budget for fiscal year 2012/13, he added, “The kind of hindrance created by the opposition parties in Nepal (in the presentation of the national budget) is seen nowhere in the world.” The size of the budget this year has shrunk compared to that of the previous year. Kshetry blames the ‘non-cooperation’ by the opposition parties for the sluggish growth of the Nepali economy in recent years. <br /> <br /> </span></span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="279" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/landbought.jpg" vspace="10" width="500" /><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Several other analysts echo Kshetry’s concerns and cite the example of the Maoist obstruction to the presentation of the national budget last year by the then government led by CPN-UML leader Jhalanath Khanal. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Good Old 90s</span></span></strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> Mid 1990s was a time when the scenario was much brighter with the economic growth rate hovering around five percent. From 1990, the year democracy was restored to 1995, Nepal’s overall situation improved, according to senior economist Dr Dilli Raj Khanal. But in the years after 1995, the Nepali economy witnessed a slowdown which turned into a negative growth during 2000-2005. Recalling the situation of the 1990s, economist Prof. Dr. Bishwambher Pyakuryal says, “There was devaluation of the Nepali currency, economic imbalance, and unemployment but the economy continued to grow - albeit at a modest rate - even during the insurgency in the late 1990s. The donors were supporting the development projects; ongoing projects were being given continuity. But, the donors cut their financial support to Nepal by 48 percent in the last fiscal year, compared to the previous year.”</span></span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> <br /> </span></span><br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="247" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/goverment.jpg" vspace="10" width="400" /></span> <br /> Dr. Khanal adds, “Nepal’s economic growth rate, which was already slow, further deteriorated during the period of 2000 - 2005. The Maoist insurgency, which escalated during these years, is to blame to a great extent for today’s flagging economy.” Another economist, Dr Chiranjibi Nepal observes, “Although there was little economic progress from 1996 to 2000, the country was faring well, so to speak. But after 2000, there was a massive decline in economic activities, followed by the closure of several industries and slowdown in the manufacturing sector. The cumulative negative impact of all this on the economy was too heavy.” </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="240" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GDP.jpg" vspace="10" width="400" /><br /> <br /> <br /> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lankan Comparison </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economists and development experts often compare the economic situations of Nepal and Sri Lanka, for both countries have gone through violent armed insurgencies in recent history. When Nepal was passing through an armed Maoist conflict, Sri Lanka was going through the LTTE violence. In fact, Sri Lanka’s insurgency-related problems were far bigger than those of Nepal, in terms of both size and scale. For example, the Sri Lankan conflict took the life of its then head of the state and aeroplanes parked at the international airport in the capital were blown off in LTTE attacks. Nothing of that sort happened in Nepal. (The massacre of King Birendra and his family was not a terrorist act.)</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Dr. Nepal says, “It is amazing that Sri Lanka achieved five percent growth rate even when the armed conflict there was in full swing. What’s more, the island country’s growth rate crossed seven percent after the LTTE violence was brought to an end. In stark contrast, Nepal has continued with its poor show in terms of economic progress even after so many years of the start of the peace process.”</span></span><span style="font-size:14px;"> </span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> Former finance minister Dr. Prakash Chandra Lohani explains the reasons. “Political uncertainty and chaos has been at the root of the sorry state of the Nepali economy. It’s unfortunate that the same reasons still prevail and are hindering Nepal’s economic progress,” he says. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">The lack of any worth-noting investment in the major sectors of the economy has been another hurdle to Nepal’s economic progress. Neither domestic nor foreign investment worth mentioning has been made since the start of the peace process in the country. According to Dr. Pyakuryal, no significant amount of foreign direct investment (FDI) has come to Nepal over this period because of the feeling of insecurity and lack of confidence in the government. </span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"> <br /> </span><br /> <span style="font-size:14px;"><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="255" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/budget.jpg" vspace="10" width="400" /><br /> <br /> </span> <span style="color: rgb(34, 30, 31);">However, all hopes are not lost for Nepal. Analysts still see the possibility of a double digit growth for the Nepali economy, provided that the state can ensure political stability and policy predictability for foreign as well as domestic investors. Some instances in the recent past support this optimism. For example, a number of foreign investors flocked Nepal – some of them wanted to explore investment opportunities while others came with concrete proposals in their hands – immediately after the government and the Maoist guerrillas signed the comprehensive peace accord on November 21, 2006. Similarly, many foreign investors applied and got the permission to conduct detailed surveys for developing a number of hydropower projects of different capacities. But many of these investors haven’t been able to go ahead with their projects, thanks to the hurdles posed by different vested interest groups. Successive governments over the years have not been able to deal effectively with these ‘project spoilers’, perhaps because of the uncertainty looming large over their own future.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Human Development Index</span> </span></strong><br /> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s Human Development Index (HDI) value for 2011 is 0.458 and the country is positioned 157th out of 187 countries included in the Index. According to a report of UNDP, between 1990 and 2011, Nepal’s HDI value increased from 0.340 in 1990 to 0.509 in 2006 and 0.458 in 2011.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The analysts say remittance has a lot to do with poverty reduction and consequent improvement in HDI over the years. According to the Human Development Report 2011, life expectancy at birth in 1995 was 57.5 years and it increased to 65.6 in 2005 and to 68.8 in 2011. Improved health condition due to availability of health services and improved awareness are considered as contributing factors for increased life expectancy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/electricity.jpg" vspace="10" width="500" /></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The role of remittance in Nepali economy is increasing continuously. When most of the sector of the economy are showing downward trend, remittance inflow has constantly increased. This on the other hand has kept the Nepali economy going, say analysts. Remittance inflow that was Rs 239.388 billion in the fiscal year 1995/96 made a steep rise to Rs 413.428 billion in 2000/01 and to Rs 430.396 billion in 2001/02. Though the following five years till 2004/05 saw a near stagnation in remittance inflow, it registered a sharp rise to Rs 1246.423 billion in 2010/11. The trend shows that it is likely to keep on growing in the years to come too.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The remittance inflow in 1995/96 was equivalent to 1.79 percent of the GDP. That ratio shot up to 10.97 percent in 2001/02 and 18.69 per cent in 2010/11, according to the statistics provided by Nepal Rastra Bank. <br /> <br /> Remittance is credited to be one of the most important contributor to reduction of poverty incidence which, according to the Nepal Living Standards Survey III (NLSS-III), published in 2011, stands at 25.2 per cent, down from 31 percent a decade earlier.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Number of Nepali youth going abroad for employment increased during the insurgency and in the following years. Upon publication of the NLSS-II which showed poverty reduced to 31 percent from 42 percent shown in the NLSS-I in 1996, analysts had expressed fear that the poverty incidence may shoot back to 42 percent or above if the peace process started by then encouraged the migrant workers to go back to the village and discouraged further migration out of the village. But it seems that the outflow of the people from the villages is not likely to be reversed in the foreseeable future.</span><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <br /> </span><span style="font-size:14px;"><img alt="cover story december 2012" border="1" height="162" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/human.jpg" vspace="10" width="500" /><br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Trade </span></span></strong><br /> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has continuously been in deficit in the absence of low industrial base. Measures for trade promotion have not brought significant improvement. Trade analysts say that easy availability of cheap Chinese goods has displaced many industries though it has helped in improving the lifestyle of the people. Nepal’s readymade garments industry (one of the major export industries) lost its American and European market due to the combination of two reasons that struck it simultaneously. One, the quota facility it enjoyed in these markets till late 1990s was lost with the phase out of the multi-fibre agreement in international trade. Second, the severe labour unrest instigated by the Maoists during the insurgency as well as after they came overground following the success of Jana Andolan II, disrupted the supply chain that forced the buyers to search other sources of supply.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to data from Trade and Export Promotion Centre (TEPC) and NRB, between fiscal years 1995/96 and 2011/12, it was only in 1999/2000 and 2000/01, the trade was measured surplus. The surplus in 1999/2000 and 2000/01 was by Rs 18.43 billion with India and Rs 40.24 billion with other countries and by Rs 19.18 billion with India and Rs 40.85 billion with other countries respectively.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s international trade has been concentrating more and more in India in the recent years. While the share of countries other than India in Nepal’s total international trade was higher than with India till fiscal year 2001/02, then after India’s share started to be higher than that of other countries. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><br /> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Government Budget </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="Pa8" style="text-align:justify;text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Capital expenditure in the government budget during the insurgency (from 1995/96 till 1998/99) was low and almost stable. But it was higher than the recurrent expenditure. However, in years after 1999/2000, recurrent expenditure has zoomed up while capital expenditure remained almost stagnant until the fiscal year 2005/06. One of the reasons behind such scenario was concentrated priorities of the government to calm the heightening conflict. For that purpose, expenditure was diverted to investment in security purpose; as a result, development projects were affected. It was also complained that the environment was not favourable for successful completion of the projects by the project executors during the conflict era. In the last six years recurrent expenditure has been growing substantially, reads the data provided by the Office of the Comptroller General.</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Analysing this, Prof. Dr. Bishwambher Pyakuryal says, after the peace process started, many projects were either postponed or discontinued because of lack of trust in the government by donors. For example, last year the donors decreased their financial support by 48 per cent. Deficit budget is financed through foreign loan and internal loan. The amount of foreign borrowings in 2000/2001 (Rs 12.044 billion) was almost equal to the borrowings in 2010/11 (Rs 12.075 billion) while it decreased to Rs 4.546 billion in 2002/03. Similarly, the internal borrowing reached a record high in 2010/11 with Rs 42.515 billion. In the fiscal year 2009/10 it was Rs 29.914 billion and in 2006/07 it was Rs 17.892 million.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Roads </span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><br /> One of the areas where Nepal registered a good growth was in the expansion of roads network. The total length of roads has doubled over the fifteen years period between 1996 and 2012. The growth had slowed down when the conflict was at its worst. However, the growth never really ceased. Many remote parts of Nepal have been connected by road over these years. The growth is particularly in the length of fair weather roads. One reason for this increasing trend is initiative taken by local people. Growth is seen also in the length of gravelled roads that have helped in improving accessibility. In the recent years it can be noticed that the length of black-topped roads has outpaced other kinds of roads.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Electricity </span></span></strong><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">Electricity shortage has hamstrung industrial growth and made city life miserable. And the history reveals very interesting facts. In 1990, the installed capacity of hydropower generation in the country was 0.73 million MW which increased to 0.86 million MW in 1995/96 which gives an addition of 0.15 million MW within six years. This increased to 1.76 million MW in 2005/2006 – an increase of 0.9 million MW in ten years. Now in 2012 it stands at 2.36 million MW.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Telecommunication </span></span></strong></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There has been a good increase in the telephone coverage across the country over the last 15 years. And this expansion is speedier in cellular mobile phones. According to the census 2011, 7.37 per cent of Nepali population uses landline telephone though this is heavily concentrated in urban areas where 22.66 per cent population uses it. In rural areas only 3.77 per cent of the population there has landline telephone. Similarly 64.63 per cent of total population of Nepal uses cellular mobile phone. This ratio is 84.07 per cent in urban areas and 59.98 per cent in rural areas. According to the census 2011 report published in November 2012.</span></span><br /> </p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The telephone sector suffered a lot during the insurgency. For example, many telephone towers were blown up by Maoist insurgents. However, this sector gained the most after the peace process started.</span></span></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"> </span><span style="color: rgb(34, 30, 31);">Agriculture </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Agriculture sector saw stagnant trend during the period between 1995/96- 2011/12. The cash crops sub-sector did better – the production of cash crops doubled during the period. Within the cash crop subsector, the major crops that recorded substantial growth were tea, coffee and cardamom. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to Sheela Thapa, Deputy Director at AEC (Agro Enterprise Center), consistent growth in the agricultural production was mainly because of the good weather and high rate of seed replacement. She says, “We don’t have pest problems. Farmers are increasingly using hybrid seeds as well as improved seeds which have positive impact in the production figures.” </span></span></p> <p> <span style="font-size:14px;"><br /> <span style="color: rgb(34, 30, 31);">Within this period, the year 2008 was the best in terms of weather and the availability of fertilizers while the drought and flood in 2006/ 07 resulted in a slump in agricultural production. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Durga Prasad Upreti, Senior Economist at Agricultural Commodity Export Promotion Program says though there were no direct effects of armed conflict or the subsequent peace process in agricultural production, the country has lagged behind six to seven years in terms of agricultural sector development due to the conflict. He attributes the subsistence farming system for no effect of the conflict or the subsequent peace process in agriculture. According to him, had there been commercial farming with large scale farms producing the goods for the market, Nepal’s agricultural sector would have certainly suffered huge losses due to that conflict. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Irrigation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">There were noticeable changes in the irrigation sector with the start of Maoist civil war in 1995/96. The hilly region saw massive decline in the growth of additional land irrigated. About 10,600 hectares of additional land were brought under irrigation in 1995/96, but it was only 1,620 hectares in 2006/07 and only 1,345 hectares in the first nine months of the fiscal year 2011/12. In Terai region, 36,084 hectares additional land was brought under irrigation in 1995/96. It was 16,782 hectares in 2005/06 and 16,101 hectares in the first nine months of the fiscal year 2011/12. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Similarly, the method of irrigation has also been varied since 1995/96 with the increase in the use of ground water system. The canal water irrigation system was the main source of irrigation, irrigating 33,898 additional land in 1995/96, 5,460 hectare in 2006/07 and 12,935 hectares in the first nine months of the fiscal year 2011/ 12. On the other hand, the ground water irrigation system was 12,231 hectares in 1995/96, 21,024 hectares in 2006/07 and 4,512 hectares in the first nine months of the fiscal year 2011/12 respectively. According to the Economy Survey 2011/12, about 67 per cent of the total agricultural land is covered by irrigation.</span> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"> </span></strong></p> <p class="Pa13" style="margin-top:5.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing</span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Manufacturing sector was the greatest sufferer due to the conflict and it is still the same. The problem started to be more pronounced from the year 2003/04 since when there was massive decline is recorded in the production of manufactured goods. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education </span></span></strong></p> <p class="MsoNormal"> <br /> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education sector too was badly affected by the conflict that forced many schools to close down, particularly in remote rural areas, and the students there were forced to join the Maoist army. However, that triggered the private sector to open new schools and colleges (mainly plus two colleges) in the cities, particularly in the capital. The conflict also encouraged the students to go abroad for studies. Now, colleges in Nepal have started getting affiliation with foreign universities and offering their courses here.</span> <br /> </span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">According to the latest National Census 2011, the country’s literacy rate stood 65.9 percent, up from the 54.1 percent in 2001. However, this trend indicates that that it will take over three decades for Nepal to achieve the Millennium Development Goal (MDG) of 100 percent literacy, whereas that goal is actually set for 2015. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">National Census-2011 </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Overall literacy rate (age-5 and above) =65.9% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Male literacy=75.1% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Female literacy=57.4% </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Highest Literacy Rate (Kathmandu=86.3%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Lowest Literacy Rate (Rautahat=41.7%) </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Education Above SLC=10.2% (Total Pop.) </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism</span> </span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Tourism industry was not affected in the initial years of the armed conflict. So, till the end of the millennium, Nepal got good number of foreign tourists. One reason for that was the Visit Nepal Year campaign of 1998. According to the given data, it was after the millennium the tourism sector in Nepal witness a negative growth for few years. The government declared the year 2011 as ‘Nepal Tourism Year’ expecting similar effects as those of Visit Nepal Year -1998, but it was largely a failed exercise. The tourist arrival in that year was 736,215, much less than the expected one million, though nearly double the number of 1996 or 2006.</span><br /> <br /> </span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Civil Aviation </span></span></strong><span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Decade-long conflict adversely affected civil aviation industry as well. Many Air traffic control towers were destroyed in the conflict. For example, the ‘West Locator Tower-Dharke’ was completely destroyed and it is still in the dilapidated state.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Another effect of the conflict was in the international flight movement to and from Kathmandu. Driven out of their villages, Nepali youth started going abroad for work and that increased the demand for international flights. Consequently foreign airlines started increasing their flights to Kathmandu. However, Nepal’s flag carrier Nepal Airline Corporation could not benefit from this as it suffered from lack of aircraft. Consequently, Nepal could not derive as much benefit as could have from this boom in international air traffic.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span></p> <p class="Pa13" style="margin-top:5.0pt"> <strong><span style="font-size:14px;"><span class="A0">Air operator’s certificate </span></span></strong></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Total AOC issued – 69 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Valid AOC – 39 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Invalid and Cancelled –30 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Airline in Operation –34 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">AOC Valid but Not in Operation – 5 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Helicopter Operator with Valid AOC –8 </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Fixed Wing Operator with Valid AOC –14 </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Aviation Sports with Valid AOC –17</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We must strengthen our democracy’</span></strong></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="227" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PRABHAKAR-SJB-RANA.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PRABHAKAR SJB RANA </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">Chairman Emeritus </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Soaltee Hotel Ltd, Crowne Plaza Kathmandu</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Sri Lanka, too, suffered from an armed insurgency which was more intense and persisted for a longer period than the Maoist conflict in Nepal. But Sri Lanka has been doing well in recent times, following the end of the violence there. In comparison, Nepal is not doing that well though the decade-long conflict was said have ended six years ago. In my view, our socio-economic condition is going downward at present. To become a prosperous nation with robust economy, we must groom and strengthen our democracy.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">As a matter of fact, the economy and social factors are inseparable and proportional to each other. At present, the inflation is on the rise and the main factor behind the gloomy picture is the decreasing exports. The political instability has held the nation a hostage. On the one hand, there is a positive progress in the tourism sector, while on the other, we haven’t made much difference. According to the October statistics, the international tourism market has witnessed a fall. So, we must acknowledge the fact that it’s high time that we became self-dependent and started thinking how to raise our market at the global level. <br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Peace process did not bring optimism for investment’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="205" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-PRAKASH-CHANDRA-LOHANI.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR PRAKASH CHANDRA LOHANI </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> The average growth rate of the Nepali economy was around five percent during the 1990-2000 decade, despite the beginning of the decade-long Maoist civil war in 1996. However, after the peace process, there was a slowdown in the economy, mainly because of the lack of new investments. One reason for this might be there were an increasing number of improper investments, misuse of money and leakage in investments.</p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Post the peace process, the government had no plan for investment and it could not guarantee the investors for business in Nepal. There were ongoing big budget programmes but with no productivity. A lot of money was wasted in unproductive sectors which led to the failure of Nepali economy to achieve even the minimum growth.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The peace process, unlike the people’s expectations, did not bring optimism and as a result, the economy could not prosper in the post-conflict period. Uncertainty and political unrest were the major reasons behind this. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Now, the country has no regular income source because of high rate of unemployment. Young people are wandering all over the world like never before - only to earn. Unless they are employed, the country cannot generate income. If we want to reform our economy we need to minimize the political risks. Drafting the new constitution and creating conducive environment for investors will surely bring positive changes in the Nepali economy.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Intra- party consensus on economic issues’</span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <img alt="cover story december 2012" border="1" height="225" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/PROF-DR-BISHWAMBHER-PYAKURYAL.jpg" vspace="10" width="200" /></span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">PROF DR BISHWAMBHER PYAKURYAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</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 class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Historically there seems to have been positive relation between economic development and political stability in Nepal. However, it is difficult to find the exact relation in the current scenario. It is mainly because Nepal could not prosper after the peace process when compared to the time of conflict. For example, Iraq, a country in Western Asia is achieving a double digit growth despite such a shaking unrest. We don’t find a relation between political instability and economic growth there.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal’s growth rate was four percent during the years 1997- 2003 and three percent during 2003- 2008. Before the Maoist war, the average growth rate was four percent, but it decreased by one percent after the peace process. During the insurgency, there was an increase in unemployment, devaluation of the Nepali currency, economic imbalance etc but the economic growth was not that uncertain and many development projects were going on. However, after the peace process, many projects were either postponed or discontinued because of the lack of trust in the government. Last year only, donors decreased their assistance by 48 per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Political stability is supposedly the backbone of economic stability. Therefore, politicians should understand that politicization of economic agendas is never fruitful. With the erosion of political credibility, the trend of Nepalis investing outside the country has been on the rise. The government has fallen short of motivating and inspiring the private sector. Even more alarming, perhaps, is the ever rising exodus of the productive population – the age group of 16 to 29 – for foreign employment. Remittance, a not-so-dependable source in today’s global politico-economy, has kept the Nepali economy afloat so far.</span> <br /> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The common people do not care which party or person is in power; all that they care about, perhaps, is how the inattention to the country’s economic agendas is affecting their lives. Now the economic situation is unpredictable. If this situation continues, the possibilities of less production, labour migration, capital flight, uncertainty, insecurity for investors will rise for sure. Economic issues should not become the victim of anybody’s vested political interest. We can have a continuous growth in the economy if the political leaders are ready for it. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There should be an inter-party consensus on high priority sectors such as health and education. This has become very urgent and it’s high time that the politicians felt this urgency. There should be consensus at the policy level for the implementation of the economic agendas. This is the only way to regain the people’s support and trust which is very vital for sustaining the political change and preventing economy flight. Our policies and legal framework, too, should be predictable. I wonder why our politicians couldn’t learn to agree on the common economic agendas. However, I am optimistic that they will, someday.<br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:16px;"><strong><span color:="" myriad="" style="line-height: 115%; font-family: ">‘Stable government is a must for development’</span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span color:="" myriad="" style="line-height: 115%; font-family: "> <br /> <img alt="cover story december 2012" border="1" height="257" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-CHIRANJIBI-NEPAL.jpg" vspace="10" width="200" /><br /> </span></span></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR CHIRANJIBI NEPAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Economic activities in Nepal were highly affected during the years 1996- 2000, leading to a low economic growth. The economy’s downward spiral started in 1996, and after the year 2001, the changes became noticeable with the growth turning negative. It was when Nepal started being compared with conflict-hit countries such as Burundi and North Korea.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The worst-hit sectors were industry and manufacturing, declining from 16 per cent in 2001 to six per cent in 2006. This massive decline in economic activities and closure of the industries hit the economy hard. The resulting negative growth introduced foreign employment as a major business. Weak export and nil employment were the main features of the economy back then. The trend of foreign employment peaked while export saw a massive decline from 2000 to 2006. The contribution of remittance to the GDP was higher than that of total export. After 2006, the situation was expected to improve. But it did not, with the economic growth rate hovering around barely above six per cent. The growth rate saw a downward trend again in the years 2008-2012, with an average of three per cent.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Nepal is losing its international credibility, thanks to the current political mismanagement. A clear indicator for this is the decline in the annual foreign direct investment (FDI) inflow which has decreased from Rs 9 billion nine years back to around Rs 7 billion at present. For survival, the country depends as much on remittance as the Netherlands once relied on its oil resource. If the remittance inflow follows a downward trend, what will be the future of Nepal?</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Remittance is simply undependable as a means to sustain the economy in the long run. Also, its inflow which depends on a number of external factors is unpredictable. It is a kind of slow poison which ultimately kills a nation in the course of time. The government has no strategies to generate employment in the country. When there is no productivity, how can we have growth? This is why our international trade comprises of 85 per cent import and a mere 15 per cent export. There is no fixed time for presenting the country’s annual budget, which has been delayed over and again. Meanwhile, the budget deficit has reached Rs 3. 87billion.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">It seems amazing that Sri- Lanka, which was growing at about five percent during the LTTE conflict, has been able to achieve a growth rate of more than seven per cent post the conflict. But Nepal, on the other hand, has failed to achieve any impressive growth rate even after the peace deal. I don’t understand why Nepal hasn’t witnessed a healthy economic growth though the decade-long armed insurgency here ended six years ago. Our major problem, perhaps, has been unstable government. Moreover, economic growth also depends on policy consistency and stability; Nepal lacks long-term government policies.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Nepal has huge prospects in many sectors, including hydropower and tourism, which await their effective exploitation. For the past few years, Nepal’s average annual hydropower generation capacity has been only six mega-watts. At this rate, it will take us a century to produce 600 MW of hydropower. Our total hydropower potential is up to 63,000 MW. I am confident that we can bring about impressive changes over the next five years – there is no need to wait for another 25 years as suggested by some politicians - if we have a government stability and policy consistency. <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:16px;"><span color:="" myriad="" style="line-height: 115%; font-family: ">‘We lack clear economic policies’</span></span></strong></p> <p class="MsoNormal"> <img alt="cover story december 2012" border="1" height="222" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DR-DILLIRAJ-KHANAL.jpg" vspace="10" width="200" /></p> <p class="Pa0"> <span style="font-size:14px;"><span class="A0">DR DILLIRAJ KHANAL </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: ">Economist</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A0"><span style="line-height: 115%; font-family: "> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Compared to other Asian countries, Nepal always has had a slow growth rate. Nepal’s economy started slowing down further after 1995; the effects of this were quite visible during the years 2000-2005. The armed Maoist insurgency certainly had some impact on the Nepali economy, but it was only a marginal impact.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Unlike in many African nations which have been through conflicts, the negative impacts of the Maoist insurgency on Nepal’s economy became more perceptible after the beginning of the peace process. Nepal hasn’t seen the kind of economic growth which normally follows the establishment of peace after a long period of conflict in any country. This is mainly because we could not give priority to our economic issues.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The fact that the political parties in Nepal cannot agree on even presenting the country’s full national budget on time speaks volumes about our current problems. The country could not get its annual budget on time, except for one fiscal year, after the start of the peace process in 2006. It is unfortunate that the politicians have failed to focus on the country’s economic agendas over this period. Their concern for the worsening economy is limited to slogans and speeches only. In reality, their only concern is how to get the reins of power. Power is what they have been fighting for all these years, after the signing of the peace deal.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">We don’t have the pre-requisite for development, either. For example, we lack the infrastructures that are a must for a big-budget project to run smoothly. We haven’t been able to encourage local as well as foreign investors to invest in the country. High transaction costs, power shortage and water scarcity have made it further difficult to sustain the industry. In addition, the investors find the overall environment in the country not conducive for investment.</span> <br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">There is uncertainty in the global environment and the political instability in Nepal has made achieving economic prosperity further difficult. My research on finding the sources of economic growth also suggests the need to have proper economy and to make good policies to implement them. If we do it, we can have high growth rate in coming 10 years- and we don’t need to wait for 2030. Nepal can benefit from the development of global economic hubs like China and India as well. We could increase our income by five times what we earn today. We can have better economy than the newly emerged economies like Malaysia, UAE and other Gulf countries.</span> <br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'Five years before the Maoist insurgency started in Nepal in 1996, Nepal’s GDP growth rate was approximately 5.34 percent per annum. The growth rate plunged to 3.36 percent per annum in 2006, the year the underground Maoists came over-ground following the success of the peaceful April Uprising (Jana Andolan II) and the subsequent restoration of the dissolved House of Representatives in April 2006. The economy’s growth rate kept fluctuating over the next five years till 2011.', 'sortorder' => '658', '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) 10 => array( 'Article' => array( 'id' => '767', 'article_category_id' => '52', 'title' => 'From The Editor December 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p> </p> <p> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> 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<w:LsdException Locked="false" Priority="39" QFormat="true" Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The Baseless Rate</span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="From The Editor" border="1" height="242" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/NRB.jpg" vspace="10" width="380" /><br /> </span></span></p> <p class="Pa7" style="text-align:justify"> <span style="font-size:14px;"><span class="A4">I</span><span style="color: rgb(34, 30, 31);">n the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance. In other words, it is a mere paper, not a policy. It is because if the banks were to treat this as a mere reference rate on lending, as the NRB claims, the rationale of the whole exercise, as it is, would be futile. If the NRB intended to make the circular mandatory but remained short of doing so in apprehension of reprisals, it is on the wrong plank of policy formulation. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The formulae suggested by our central bank through this circular to calculate the cost of fund for lending make us believe that the rate is similar to the ‘base rate’ of the Reserve Bank of India that came into effect in July 2010 or the Discount Rate of the US Federal Reserve that has been there for years. Central banks enforce such base rates to prevent the systemic failure of financial institutions, if the latter indulge in deficit-driven transactions for a long period of time. But in our case, there are only a few instances where Class ‘A’ banks have actually incurred losses by resorting to competitive lending rates, which are below the actual cost of fund.</span></span><span style="font-size:14px;"><br /> <br /> <span style="color: rgb(34, 30, 31);">If the idea behind the NRB’s base rate circular is to keep the interest rate regime transparent, then it may be taken positively. However, the transparency component has already been incorporated in the concept of quarterly publication of the financial statements of the banks and financial institutions. Therefore, this circular without teeth was an unnecessary exercise.</span></span><span style="font-size:14px;"><br /> <br /> </span><span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">In fact, central banks which have to handle a financial system with abundant liquidity often enforce base rates to prevent banks from resorting to cheaper lending rates to attract or retain clients. Also, such rates are applicable where the interest on lending, like in the US, is very low - at times below 3-4 percent per annum. Or, in the case of the 2010 Indian economy which was feared to be over-heated. But Nepal’s banking system at present has no such issues. The system, more often than not, remains cash-strapped. As a result, the banks’ interest rates are usually high - at times as high as 20 to 22 percent. </span></span><span style="font-size:14px;"> </span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Besides, the practice of central banks fixing base rates has become an outdated and anti-free-market concept over the past couple of years. If a particular bank opts to lend at a cheaper rate with low profit margin, it may earn even more out of the sheer volume of the transactions. Therefore, it is up to the business manager of a bank to decide what market strategy to adopt and at what price to sell its products. </span></span></p> <p class="Pa8" style="text-align:justify"> <span style="font-size:14px;"> <span style="color: rgb(34, 30, 31);">The NRB’s circular to the banks to publish their base rates on a monthly basis is an additional cost burden on them. Not only that, barring the banks in all circumstances from lending at rates lower than the base rate is barring them from the freedom of portfolio and treasury management. The interest rates on lending to a variety of projects (like SME loan, consumer financing and mega-project financing) are bound to be starkly different. Therefore, an efficient bank may like to finance at lower interest rates the projects that give it a better mileage in the market, though not a direct profit, and compensate for the ‘loss’ by lending to projects where it may be able to charge higher interest rates. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> <span style="line-height: 115%; color: rgb(34, 30, 31);">In this exercise of base rate policy, the intentions of quite a few stakeholders got badly exposed. The NRB’s actual intention was to make it mandatory, not because it would do any good to the system, but because the regulator perhaps wanted to show that it still has some controlling powers over the financial sector. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> It was clear that some established bank were in favour of the circular whereas the new ones, whose costs of fund are likely to run high if calculated according to NRB guidelines, were averse to it. But, the new banks could not muster the courage to say that the circular was an unnecessary exercise. The NRB, on the other hand, could not justify its half-hearted approach in introducing it. </span><br /> </span></p>', 'published' => true, 'created' => '2013-01-04', 'modified' => '2013-02-07', 'keywords' => '', 'description' => 'In the second week of November, the Nepal Rastra Bank (NRB) issued a base rate circular targeting the commercial banks. The circular, however, has taken only a recommendatory rather than a mandatory stance as regards its compliance.', 'sortorder' => '657', '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) 11 => array( 'Article' => array( 'id' => '766', 'article_category_id' => '45', 'title' => 'Corporate Movements November 2012', 'sub_title' => '', 'summary' => null, 'content' => '<p class="Pa17"> <!--[if gte mso 9]><xml> <w:WordDocument> <w:View>Normal</w:View> <w:Zoom>0</w:Zoom> <w:TrackMoves/> <w:TrackFormatting/> <w:PunctuationKerning/> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:DoNotPromoteQF/> <w:LidThemeOther>EN-US</w:LidThemeOther> <w:LidThemeAsian>X-NONE</w:LidThemeAsian> <w:LidThemeComplexScript>X-NONE</w:LidThemeComplexScript> <w:Compatibility> <w:BreakWrappedTables/> <w:SnapToGridInCell/> <w:WrapTextWithPunct/> <w:UseAsianBreakRules/> <w:DontGrowAutofit/> <w:SplitPgBreakAndParaMark/> <w:DontVertAlignCellWithSp/> <w:DontBreakConstrainedForcedTables/> <w:DontVertAlignInTxbx/> <w:Word11KerningPairs/> <w:CachedColBalance/> </w:Compatibility> <w:BrowserLevel>MicrosoftInternetExplorer4</w:BrowserLevel> <m:mathPr> <m:mathFont m:val="Cambria Math"/> <m:brkBin m:val="before"/> <m:brkBinSub m:val="--"/> <m:smallFrac m:val="off"/> <m:dispDef/> <m:lMargin m:val="0"/> <m:rMargin m:val="0"/> <m:defJc m:val="centerGroup"/> <m:wrapIndent m:val="1440"/> <m:intLim m:val="subSup"/> <m:naryLim m:val="undOvr"/> </m:mathPr></w:WordDocument> </xml><![endif]--> <img alt="november 2012" border="1" height="120" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/corporate(2).jpg" vspace="10" width="223" /><br /> <br /> <strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Newcomers </span></strong></p> <p class="Default"> <br /> <img alt="abhinav" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHINAV-N-RANA.jpg" vspace="10" width="94" /></p> <p class="Default"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">ABHINAV N RANA has joined Hotel Tibet International as Vice President – Operations. Earlier, he was the Acting General Manager of Hotel Radisson Kathmandu.</span><br /> <br /> <br /> <img alt="govinda" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/GOVINDA-GURUNG.jpg" vspace="10" width="98" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">GOVINDA GURUNG has joined Civil Bank Limited as Senior Executive Officer. Earlier, he was Deputy General Manager at Mega Bank Limited. </span></p> <p class="Default"> <br /> <img alt="arun risal" border="1" height="110" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ARJUN-RISAL.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">ARJUN RISAL has joined Century Commercial Bank as Branch Manager, Birtamod branch. Earlier, he was Branch Manager at Bank of Asia, Dharan branch</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Promotions at Hotel Radisson<br /> <br /> <br /> <img alt="umesh bhatta" border="1" height="109" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/UMESH-BHATTA.jpg" vspace="10" width="89" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">UMESH BHATTA has been promoted as Senior Banquet Manager of Hotel Radisson Kathmandu. Earlier, he was Banquet Manager at the hotel. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="sweta" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SWETA-SHRESTHA.jpg" vspace="10" width="87" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SWETA SHRESTHA has been promoted as Sales Manager. Earlier, she was Asst. Manager – Sales & Marketing at the hotel. </span></p> <p class="Default"> <br /> <img alt="mukesh" border="1" height="88" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/MUKESH-PRASAD.jpg" vspace="10" width="72" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">MUKESH PRASAD YADAV has been promoted as Asst. Chief Engineer. Earlier, he was Senior Shift Engineer at the hotel. </span></p> <p class="Default"> <br /> <img alt="lok raj dhungana" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LOK-RAJ-DHUNGANA.jpg" vspace="10" width="89" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">LOK RAJ DHUNGANA has been promoted as Asst. Manager – Account Department. Earlier, he was Account Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="poonam" border="1" height="99" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/POONAM-MANANDHAR.jpg" vspace="10" width="70" /></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">POONAM MANANDHAR has been promoted as Asst. Manager – Sales. Earlier, she was Sales Executive at the hotel. </span></p> <p class="Default"> <br /> <img alt="karuna" border="1" height="105" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/KARUNA-MANANDHAR.jpg" vspace="10" width="77" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">KARUNA MANANDHAR has been promoted as Asst. Manager – Public Relationship and Publicity. Earlier, she was Executive – Public Relationship (PR) at the hotel.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Transfers at Civil Bank Limited<br /> <br /> <br /> <img alt="suraj" border="1" height="111" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-BICKRAM-SHAHI.jpg" vspace="10" width="98" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">SURAJ BICKRAM SHAHI has been transferred as Head of Promotion, Publicity & Retail Services Marketing Department at Civil Bank Limited. Earlier, he was Chief e-Banking Officer. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <br /> <img alt="abhijeet" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/ABHIJEET-SHRESTHA.jpg" vspace="10" width="88" /><br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">ABHIJEET SHRESTHA has been transferred as Chief Human Resources Officer. Earlier, he was Head of Promotion & Publicity and Research & Development Department. </span></p> <p class="Default"> <br /> <img alt="diwas karki" border="1" height="114" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DIWAS-KARKI.jpg" vspace="10" width="94" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">DIWAS KARKI has been transferred as Chief e-Banking Officer. Earlier, he was Chief Human Resources Officer.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Newcomers at Samsara Money Transfer<br /> <br /> <img alt="jeewan" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JEEWAN-BABU-SHRESTHA.jpg" vspace="10" width="86" /><br /> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">JEEWAN BABU SHRESTHA has been appointed as the Executive Vice Chairman of Samsara Money Transfer Private Limited. Earlier, he was the CEO of Hama Merchant and Finance Ltd. </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> </span></p> <p class="Default" style="margin-top:5.0pt;line-height:10.05pt"> <span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times=""> <img alt="suraj chettri" border="1" height="106" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/SURAJ-CHHETRI.jpg" vspace="10" width="88" /></span></p> <p class="Pa16" style="margin-top:5.0pt"> <span style="font-size:10.0pt; color:#221E1F">SURAJ CHHETRI has been appointed as Director – Marketing and Business Development. Earlier, he was Head – Marketing at International Money Express (IME) Pvt Ltd. </span></p> <p class="Default"> </p> <p class="Default"> <img alt="jagat" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JAGAT-PRASAD-RIJAL.jpg" vspace="10" width="91" /></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F">JAGAT PRASAD RIJAL has been appointed as Director – Operation and Accounts. Earlier, he was Assistant Manager – Accounts at International Money Express (IME) Pvt Ltd.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;color:#221E1F"> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">Government Appointments<br /> <br /> <br /> </span></p> <p class="Pa16" style="margin-top:5.0pt"> <span myriad="" style="font-size:10.0pt; mso-bidi-font-family:">BHANU KANDEL has been appointed as the Chairman of Nepal Auditing Standard Board for three years. He is a Chartered Accountant by profession. <br /> <br /> <br /> <img alt="laxman" border="1" height="116" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/LAXMAN-HUMAGAIN.jpg" vspace="10" width="96" /><br /> </span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: ">LAXMAN HUMAGAIN has been appointed as the General Manager of Nepal Television (NTV) for four years through free competition. Earlier, he was Senior News Editor at NTV.</span></p> <p class="MsoNormal"> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "> </span></p> <p class="MsoNormal"> <span style="font-size:16px;"><span class="A10"><span style="line-height: 115%; font-family: ">Note: </span></span><span class="A10"><span color:="" style="line-height: 115%; font-family: ">If you have new Appointments, Promotions, Transfers and Rejoining in your organisation, send us the details with a picture of the employee concerned. Our email address: editor@newbusinessage. com. 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Name="TOC Heading"/> </w:LatentStyles> </xml><![endif]--><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><img alt="german ambassador" border="1" height="261" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/german.jpg" vspace="10" width="344" /><br /> <strong>German Ambassador Frank Meyke with Vice President of Nepal Paramananda Jha at the reception held to celebrate the Day of German Unity.</strong></span></span></p> <p> </p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"><br /> <br /> <img alt="wto" border="1" height="104" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/WTO.jpg" vspace="10" width="135" /><br /> </span></span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">WTO Assistance on Herb Exports</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The World Trade Organization (WTO) is providing financial assistance to the government to ease the exports of Nepali medicinal herbs to the international market. "The Enhanced Integrated Framework (EIF) of WTO has assured us assistance for the international marketing of herbs," informed Toya Narayan Gyawali, Joint Secretary at the Ministry of Commerce and Supply (MoCS). Nepal Trade Integration Strategy (NTIS) 2010 is gearing to submit a proposal to the EIF in order to get its assistance for improvement of forward and backward linkages. The financial aid received from EIF will be utilised for enhancement of international market prospects, to increase the capacity of farmers and entrepreneurs, and for designing of products and packaging. After ginger and pashmina, the Nepali medicinal herb is the third product to seek EIF assistance to prosper linkages. The ministry is looking for EIF assistance to propel Nepali medicinal herbs and the Government of Nepal has already received Rs 110 million from EIF to enhance production and processing of ginger, Gyawali said. According to the statistics of Trade and Export Promotion Centre (TEPC), Nepal exported medicinal herbs worth Rs 710 million in fiscal year 2010/11. Nepali medicinal herbs have found a few lucrative destinations for the exports in USA, France, Germany, Vietnam, Singapore, Japan, Italy, Russia, Belgium and South Korea.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Foreign Investors Upbeat about Hydropower Sector</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Federation of Nepalese Chambers of Commerce and Industry (FNCCI) have informed that investors from Korea, Philippines and Taiwan have shown interest to invest in the hydropower sector. "The recently concluded three-day regional conference of Asia- Pacific Chambers of Commerce and Industry (CACCI) provided a platform to know about the foreign investors' interest in Nepal's hydropower sector,” said Gyanendra Lal Pradhan, Chairperson of Energy Committee at FNCCI. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">President Dr Ram Baran Yadav had inaugurated the conference and acknowledged the private sector's role in strengthening the country´s economy. He further made an appeal to all the business leaders to invest in Nepal. "The conference is fruitful not just for Nepal but also for the entire region," said Suraj Vaidya, President of the FNCCI. At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector. His investment would be in Upper Mai Hydroelectric Project (9.98 MW), which is being developed by High Himalaya Hydro Company. Top–notch businessmen of the region, who gathered in Kathmandu for the 26th conference of CACCI, admitted there were structural problems in Nepal´s hydropower sector. “There are security risks at the project sites in Nepal. The volatile political situation is always a big threat for us to work,” said Dilip Singh, General Manager of Himal Hydropower Company, during a panel discussion.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">At the conference, Benedict V Yujuico, an investor from Philippines and the President of CACCI, said he is investing US$ 5 million in Nepal´s hydropower sector.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%; font-family: "Calibri","sans-serif";"> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Four Hydro Projects’ PDA to be Signed</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Investment Board (IB) is all set to sign Project Development Agreement (PDA) with four hydropower projects. According to a release from the Board, a meeting held between the Board and project promoters concentrated on the legal provisions of the agreement. Earlier, the Board had handed over the draft of the agreement over to the project promoters. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The promoters, who have been demanding the Board for the PDA for some time now, expressed their individual views on the shortcomings of the draft in the meeting. The project promoters said that the indecisiveness of the government is impeding the projects. "The interruption in the PDA has delayed the construction of the project by one and a half years," said one of the promoters. He further said that the tender process for constructing road to the project site has also been interrupted due to the delay in PDA. The Board is preparing to sign PDA with Tamakoshi III (650 MW), Upper Karnali (900 MW), Upper Marsyangdi (600 MW) and Arun -III (900 MW) hydro projects. The government took more than two years to prepare the draft of the PDA. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The signing of the PDA will facilitate the production of 3,000 MW electricity from four big projects put forth by the board. The government has prepared the draft after foreign investors expressed their insecurities over their investment. The investors have grown insecure owing to the frequent changes in laws and policies regarding hydropower. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government had taken the cabinet decision in April 2010 regarding the preparation of the PDA draft of the projects and appointed Harvard Smith, a British law consultant for the purpose. The PDA model incorporates the provisions for free energy, incentives for the state, facilities to be provided by the state, and security among various other aspects.</span></span></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></strong></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: "Calibri","sans-serif";">Cabinet Shuffles Secretaries</span></span></span></strong></p> <p class="MsoNormal"> </p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The government has promoted some joint secretaries and transferred secretaries at various ministries and government offices through a cabinet meeting held on October 18.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"> </span><img alt="cabinet" border="1" height="370" 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mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Non-life Insurance Companies Register 11 Per Cent Profit</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. It is a good profit and companies who have managed their managerial cost well have made encouraging profit,” said Binod Aryal, Executive Director of the Insurance Board (IB).</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">In the last fiscal year, Sagarmatha Insurance (SI) made the highest profit among non-life insurance companies. SI made a profit of more than 20 per cent of its total insurance premium collected. The company earned Rs 641.9 million out of which its profit amounted to Rs 131.7 million.</span></p> <p> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Bharat Basnyat, CEO of the company said the managerial cost of the company is less than nine per cent of the total insurance premium collected and that enabled the company to make high profit. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">According to the IB, the profit of non-life insurance companies has been increasing since the last two years. In fiscal year 2010/11, these companies’ profit increased by 16 per cent compared to the previous fiscal year. Likewise, in fiscal year 2011/12, the profit increased by 33 per cent compared to the fiscal year 2010/11.</span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">In fiscal year 2011/12, the profit of non-life insurance companies increased by 33 per cent compared to the fiscal year 2010/11.</span></span></p> <p class="MsoNormal"> <span class="A1"><span style="font-size:11.5pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro""> <br /> <br /> <img alt="JCB" border="1" height="170" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/JCB.jpg" vspace="10" width="309" /><br /> </span></span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JCB Operator Meet in Dhangadhi</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">M.A.W. Enterprises Pvt Ltd JCB Division, a sole distributor of JCB construction and heavy equipment, organized an “Operator Meet” in Dhangadhi on 3 October. “The main objective behind this event is to educate and update operators about proactive maintenance,” said the Marketing Manager of JCB Division. He added, “This type of training is beneficial to operators and machine owners as well.” </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Operators were educated and made aware about operating machine safely and in a trouble-free manner so that they can increase the life of their machines. They were also educated about taking care of their machines in order to minimize the unforeseen breakdowns arising in the future. Benefits of using genuine parts against spurious parts were also shared with the operators.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <br /> <img alt="hasyayatra" border="1" height="169" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hasyayatra.jpg" vspace="10" width="133" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">IME Haasya Yatra</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">IME's direct marketing campaign "IME Haasya Yatra...Byroad ko Batoma" organized in association with Global IME Bank in promotion of Indo- Nepal remittance service continued in western Nepal in the month of October as well. The Roadshow with popular comedians Deepak Raj Giri and Deepa Shree Niraula showcased their performances in Salyan on October 1st, Tulsipur on October 2nd, Surkhet on October 3rd, Nepalgunj and Gularia on October 4th, Dhangadi on October 6th, Dadeldhura and Baitadi on October 7th, Mangalsen on October 8th, Sandikharka and Tamghas on October 11th, Tansen on October 12th, Syangja on October 13th, Baglung on October 14th and finally in Damauli on October 15th.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">JMT and Norvic Host World Heart Day 2012 Programme</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">Jayanti Memorial Trust (JMT) and Norvic International Hospital hosted a World Heart Day 2012 programme on 29 September. JMT has been actively contributing to the nation’s social service sector from the past decade by sponsoring treatment for less fortunate cardiac patients, raising public awareness on cardio and cardiac diseases, conducting free heart camps for the screening of any possible prevalent cardio or cardiac diseases and Continuing Medical Education (CME) for the national cardiologists with the support from International experts. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Apart from counseling and providing guidance to less fortunate cardiac patients at Gangalal National Heart Centre and Manamohan Cardio Thoracic Centre through its social service room, JMT has also collaborated with various organization and institution such as Banks, Hotels, Hospitals, Alumni etc in building awareness regarding various forms of cardio and cardiac diseases, through screensavers, awareness posters and radio jingles. JMT has been conducting programs on the occasion of the World Heart Day with Norvic International Hospital in the past as well.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="seeingisbelieving" border="1" height="107" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/worldsightday.jpg" vspace="10" width="198" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Celebrates World Sight Day</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">mark World Sight Day 2012, Standard Chartered Bank Nepal Limited organised various initiatives aimed at building awareness among the people. World Sight Day is celebrated annually on the second Thursday of October to raise awareness of visual impairment. The Bank is also in the process of entering into agreements with Tilganga Institute of Ophthalmology (TIO) and other Eye Hospitals to sponsor cataract surgeries targeting underprivileged and economically backward people of Nepal. </span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:10.0pt; mso-bidi-font-family:"Myriad Pro";color:#221E1F">Earlier, with a view to reinforce the Seeing is Believing agenda in Nepal, Standard Chartered Group had extended a financial assistance of US$ 1.1 million for construction of Biratnagar Eye Hospital in Biratnagar under the Eastern Region Eye Care Programme. SCB Nepal, in the year 2011, signed an agreement with TIO to sponsor 1,000 cataract surgeries between 2011/12. SCB Nepal has so far been instrumental in restoration of sights of over 6,000 poor and underprivileged people since the launch of the campaign in year 2003. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">‘Seeing is Believing’ is a global initiative to help tackle avoidable blindness, and is a collaboration between Standard Chartered and the International Agency for Prevention of Blindness (IAPB). To date, Seeing is Believing has raised over US$ 50 million for blindness initiatives and plans to raise a further US$ 50 million by 2020. Seeing is Believing is the single largest contributor to the development of Vision 2020 programmes through IAPB. As part of the Seeing is Believing programme, Standard Chartered pledges to match all donations until the target of US$ 100 million is reached.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="yamaha" border="1" height="71" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/yamaha(1).jpg" vspace="10" width="324" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Yamaha Safe Riding Science</span></span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Yamaha organized ‘Yamaha Safe Riding Science (YSRS)’ at Kings College, Babarmahal on Oct 1. More than 60 students participated in the workshop. The objective of the one-day program was to increase road safety awareness for bike riders through theoretical and practical sessions by trained YSRS instructors. Students were informed about causes of accidents, precautions to take while riding, proper riding posture and other similar issues.</span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F"> <br /> <img alt="standard chartered" border="1" height="178" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/standardcharteredbank.jpg" vspace="10" width="271" /><br /> </span></p> <p class="MsoNormal"> <span class="A12"><span style="font-size:18.0pt;line-height: 115%;font-family:"Calibri","sans-serif";mso-ascii-theme-font:minor-latin; mso-hansi-theme-font:minor-latin;mso-bidi-font-family:"Myriad Pro"">Standard Chartered Bank Awards Scholarships</span></span></p> <p class="Pa17"> <span style="font-size:10.0pt;mso-bidi-font-family:"Myriad Pro"; color:#221E1F">In line with the Bank’s focus on youth and education, Standard Chartered Bank Nepal found an good opportunity through VISCOSS – Nepal (Village School-College Students Scholarship Project – Nepal), to reach the village schools and be able to support the deserving students of Shree Mahendra Shanti High School, Balkot, Bhaktapur. The Bank has been providing scholarship to 15 deserving students of this school since 2002 and it awarded the scholarships to meritorious students for academic year 2068/69. </span></p> <p class="MsoNormal"> <span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family: "Myriad Pro";color:#221E1F">Diwakar Poudel, Head of Corporate Affairs of the Bank, gave away the scholarships at a function organized at the school. Dipak Kafle, the District Education Officer, was also present on the occasion and gave away other various prizes to students during the function. Speaking on the occasion, Poudel congratulated the recipients of the scholarships and encouraged them to grow up to be responsible citizens of the country. He also assured the school to provide other feasible support in the coming year. The Bank earlier had provided the school with 20 units of computers for facilitating computer education to the students. The Principal of the school thanked the Bank and VISCOSS Nepal for the support being provided to the school and the children.</span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '0000-00-00', 'keywords' => '', 'description' => 'In the last fiscal year 2011/12, the non-life insurance companies have earned 11 per cent net profit out of the total insurance premium collected. "Out of total Rs 6.73 billion insurance premium earned, non-life insurance companies made a profit of Rs 728.6 million. 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style="line-height: 115%;">Corporate</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;"><img alt="qatar" border="1" height="81" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/qatar(7).jpg" vspace="10" width="284" /><br /> Qatar Airways Introduces New Payment Options</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The new solution offers greater flexibility to passengers who can now create bookings online and pay for these bookings in cash at a local Qatar Airways reservations and ticketing office. The payment must be completed within 24 hours of creating the booking on www.qatarairways.com. Once payment for the booking is made, passengers can then check-in online and also select their preferred seat and meals. Passengers who prefer to pay with credit cards can still complete their travel arrangements online.<br /> <br /> Qatar Airways Chief Executive Officer Akbar Al Baker said that the new feature was introduced to give passengers more payment choices. “Our passengers want to be able to book online 24/7 and instantly access our latest offers. So, this solution is both user friendly and gives passengers greater flexibility.” </span> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Doha-based Qatar Airways recently launched its new-look, customer-focused, interactive website, designed for a complete user-friendly experience. The website ensures seamless, easy and quick navigation through various pages, making booking with Qatar Airways effortless. Clicking on the interactive route map, passengers can easily choose their next travel destination and directly proceed to booking. In addition to getting updated on their current flight status, passengers can select additional services with various hotel and car partners and even book a holiday package.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> <img alt="anichyoing" border="1" height="138" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/anichyong(1).jpg" vspace="10" width="268" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Ani Choying Drolma and Shristi Shrestha Brand Ambassadors of BB Airways</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);"><span style="line-height: 115%;"> </span>BB Airways brought beauty and Buddha together signing Miss Nepal 2012 Shristi Shrestha, and singer and philanthropist Ani Choying Drolma as its brand ambassadors. “Drolma is an icon of Buddhism in modern Nepal and Shrestha represents the beauty of Nepal,” said Shishir Bhatta, the Managing Director of BB Airways. He added, “It goes with our motto of combining spiritualism with modernity.” </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">BB Airways is promoted by Non-resident Nepali entrepreneur Bhaban Bhatta who owns numerous businesses in Japan and Nepal. He is the treasurer of the International Coordination Council of Non-Resident Nepali Association and has been Japan chairman of the association.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><br /> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <br /> </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><strong><span class="A12">Oktoberfest at Radisson </span></strong></span></p> <p class="Pa8"> <span style="font-size:14px;"><br /> </span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Radisson Hotel hosted Oktoberfest at its newest outlet, The Terrace Garden, on Fridays and October 12 and 13. The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">“Oktoberfest at Radisson is for tourists to make them feel at home during the festive season and to promote our newly opened outlet The Terrace Garden which has a seating capacity of 70 people,” said Kabir Jung Thapa, Director of Food and Beverage at Radisson, adding, “The buffet includes imported meat items, mostly sausages with varieties of bread.” </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Starters, soups, live barbeque, carving station and desserts included German potato salad, mixed grain salad; roasted beetroot, walnut and goat cheese salad, red slow salad, homemade Sauerkraut, Sauerkraut Beer Soup with Frankfurters, Gammon with grain mustard, Frankfurter, Bratwurst and Whitwurst, Getreide Meal Laib (meat loaf), barbeque pork ribs, Bratwurst, Dark Beer marinated barbeque chicken, Speck Kuchen (Bacon Cake), Chicken Paprikash, Grilled Snapper with almond butter, Bavarian Cream with Plum Compote, Apple and Rum Custard Cake. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;">The celebration included festive specialty buffet from German cuisine for Rs 1,299 plus taxes per person including free flow of Carlsberg beer from 6pm to 10pm.</span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A1"><span style="line-height: 115%;"> <br /> <img alt="everest bank" border="1" height="87" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/everestbank.jpg" vspace="10" width="281" /><br /> </span></span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%;">Everest Bank Announces 17 % Net Profit</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Board of Directors of Everest Bank Limited, in a Board Meeting held on 20 September, approved and signed the audited Balance Sheet for the year ended Asadh 2069. The Board noted that the Bank has highest EPS (Earning per Share) of Rs 88.55 among all the Banks in the country; highest reserves (as percentage of Paid-Up Capital) at 228 per cent and one of the lowest NPA. It further noted that the net profit of the Bank has gone up by 17 per cent to Rs 109.05 crores. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">he Board also noted that as part of its innovative services, the Bank has recently opened five automatic Cash Deposit Kiosks and started trial innovative banking services through mobile phones (branded as Mobile ATM).<br /> <br /> <br /> </span></span></p> <p> </p> <p> </p> <p> <span style="font-size:14px;"><img alt="fiat" border="1" height="147" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/fiat(1).jpg" vspace="10" width="150" /><br /> </span></p> <p> </p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Fiat Free Check-up Camp<br /> <br /> </span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Brother Motors Pvt Ltd, the sole distributor of FIAT cars for Nepal, organized Free Check-up Camp for all FIAT cars on 2nd and 3rd of October in their modern service center situated at Basundhara, Kathmandu. All FIAT customers had free vehicle check-up, special discounts on top up of oils, coolants, battery fluids, spare parts and labour charges. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Batas Brothers Motors Pvt Ltd has been distributing FIAT cars in Nepal and the popular models are Linea and Punto. Deputy GM Alok Josee said due to the growing popularity of FIAT vehicles, Batas Organization has been doing various activities and events to provide added services to its valued customers.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Kwiks" border="1" height="98" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kwiks.jpg" vspace="10" width="230" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Kwiks Cheeseballs Celebrates 25 Years</span></span></strong></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"><span style="line-height: 115%; font-family: "><br /> </span>To celebrate the unique taste of Kwiks Cheeseballs, Chaudhary Group launched a celebration campaign on its 25th anniversary. The Group launched the campaign with the slogan “Making people lick their fingers for last 25 years.”</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="Bank of Kathmandu" border="1" height="186" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bok(1).jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">BoK AGM Approves 21.32 % Cash Dividend</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The 18th Annual General Meeting (AGM) of Bank of Kathmandu (BoK) Ltd held on 12th October approved five percent Bonus Share and 21.32 per cent Cash Dividend to its valued Shareholders. </span></span></p> <p class="Pa18"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">While highlighting the Bank’s overall progress in the Fiscal year 2068/069, Chairman of the Bank Narendra Kumar Basnyat stated that the bank managed to earn Operating Profit of Rs 883 million out of which Net Profit stood at Rs 607.7 million in the fiscal year. The total deposits at the end of the fiscal year 2068/069 summed to Rs 24.99 billion, an increment of 18.90 per cent in comparison to corresponding figure of last fiscal year. Similarly, loans and advances increased by 7.59 per cent at the end of the fiscal year 2068/069 with total lending of Rs 19.32 billion. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">During this period, the Bank also added four new branches which put the total number of its branches at 45. Moreover, the bank also runs seven extension counters throughout the country. Apart from this, the customers can utilize the facility of its network from 54 ATM counters. During the FY, the bank introduced attractive new products and services catering to different segments of customers and was actively involved in microfinance projects in various parts of the country, thus improving the microfinance business.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="harrison" border="1" height="146" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/cacci.jpg" vspace="10" width="406" /><br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Harrison Wins CACCI – FNCCI Annual Golf Challenge</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Keith Harrison won the CACCI – FNCCI Annual Golf Challenge at Gokarna Golf Club. Harrison playing with 4 handicap scored 37 Stableford points to win the tournament over Deepak Rajbhandari and Rene Vijay Einhaus by two strokes. Deepak Rajbhandari finished runner-up on the count back whereas Rene Vijay Einhaus, 1 handicap Golfer got the best gross award with three over gross score (33 gross points). </span></span></p> <p class="Pa18" style="text-indent:14.0pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rita Thapa bagged the best lady golfer award with the score of 27 points. Subodh Thapa won the group category among the CACCI members with 33 points and Pradeep Kumar Shrestha was Runner-up. Stephan Wong was winner among international participants of CACCI members. Prabhakar Adhikari received closest to the pin award, TG Shrestha got the longest drive prize and Rene Vijay Einhaus won most birdies award with five birdies. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 54 players took part in the tournament organized by Confederation of Asia- Pacific Chamber of Commerce and Industries (CACCI) and Federation of Nepalese Chamber of Commerce and Industries (FNCCI). The tournament was played under Stableford format with 3/4 handicap.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><strong><span class="A12"><span style="line-height: 115%; font-family: ">Batas Appointed PETRONAS Distributor</span></span></strong></span></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Batas Organization has been appointed the sole selling distributor of PETRONAS Lubricants (India) Pvt Ltd for Nepal, a wholly owned subsidiary of PETRONAS that stated lubricants operation in India in 2006. The objective of entering Nepal lubricant market is to give bring value position to its valued consumers and customers viz technology, high performance engine oils Euro IV & Euro V, higher drain intervals and eco friendly oils thus conserving the natural resources and huge savings to the consumer –high performance oils, said the company. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">PETRONAS Lubricants (India) Pvt Ltd is rated as the fastest growing lubricant company in India. It also plans to introduce a complete range of oils – mach-5 range for cars, URANIA for DEO range and sprinta range for MCO including SELENIA range of products and AKROS for tractors. 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5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} </style> <![endif]--></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span class="A14"><span style="line-height: 115%; font-family: "><img alt="bajajtantra" border="1" height="117" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajaj(1).jpg" vspace="10" width="208" /><br /> </span></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Weekly Winners of Bajajtantra</span></span></span></strong></p> <p class="Default" style="line-height:10.05pt"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Hansraj Hulaschand and company, an authorized distributor of Bajaj motorbikes in Nepal, announced its fourth week winners of Bajajtantra - its latest offer scheme on the auspicious occasion of Dashain and Tihar 2069. List of prizes, names of the winners and their coupon numbers were as follows: </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Under this exciting offer that carried an equally exciting catchphrase ‘Vote kaslai, aafailai’, people could win an instant cash discount up to Rs 1 lakh through scratch at the time of buying any Bajaj bike and every week, seven consumers could participate on the scheme offer and win above mentioned gifts by voting for their desired prizes through lucky draw.<br /> <br /> <img alt="bajajyatra" border="1" height="228" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajtantra.jpg" vspace="10" width="500" /><br /> <br /> <br /> <br /> <br /> <br /> </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="springwood" border="1" height="160" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/spring.jpg" vspace="10" width="325" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Springwood Youthful Moments Declares Winners</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">‘Springwood Youthful Moments’, an online contest was hosted by Surya Nepal Pvt Ltd (SNPL) for its “Springwood” range of men’s garments. This contest began on 16th of July and ended on 9th of October. The participants had to take a photograph that depicted fun and exciting moments in their lives and submit it to enter the contest via an app created for Springwood’s Facebook Page. Those generating maximum likes on their uploaded photograph, were due to received gifts from Springwood. Those who sported Springwood garments for the photograph were given benefit of extra 10 per cent credit in the contest. The contest garnered huge popularity on the Springwood fan page on Facebook, which now boasts 10,149 fans. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 59 participants were shortlisted and Ganesh Gurung (with 732 likes on his picture) bagged the first prize of a Springwood gift voucher worth Rs 15,000. The 2nd position went to Avishek Mali (572 likes on his picture), who received a Rs 10,000 gift voucher and the 3rd position was won by Ratna Khadka (539 likes on his picture), who received a Rs 5,000 voucher. The consolation prizes of gift vouchers worth Rs 2000 each were won by Gopal Acharya, Carol Kanodia, Nikita Saraf, Yelin Hyoju, Swastik Raj Banjara, Anusha Shrestha and Jagannath Luitel.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <img alt="rana" border="1" height="214" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rana(1).jpg" vspace="10" width="256" /></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Rana Wins Indian Ambassador's Cup</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Robin Rana won the Indian Ambassador's Cup Golf Tournament at Gokarna Golf Club. Rana playing with 14 handicap edged out Subodh Thapa by one point. Rana scored 42 stableford points to win the trophy; he got 21 points on the front nine and brought an identical score on the back nine. Thapa playing with 18 handicap scored 41 points, 21 points on the front nine and 20 points on the back nine to finish as the Runner-up. </span></span></p> <p> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">Rene Vijay Einhaus won the best gross award with 33 gross points. Rekha Ghimire bagged Ladies trophy with 30 points and Kesang Lama finished second in the ladies with 29 points. KNS Thapa was the winner among the senior golfers aged 65 and above and Victory SJB Rana came second among the seniors. </span></span><span style="font-size:14px;"> </span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">A total of 64 golfers took part in the tournament played under stableford format with full handicap (maximum allowance 18). Indian Ambassador Jayanta Prasad, Chief of Army Staff Gaurav SJB Rana, and Vice President - Technical of Surya Nepal Pvt Ltd Sanjiv Gandhi gave away the prizes to the winners. Captain of the Gokarna Golf Club, Joseph Nathan was also present on the occasion.<br /> <br /> <br /> <br /> <strong><img alt="visa" border="1" height="100" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/visa.jpg" vspace="10" width="144" /><br /> </strong></span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Visa Cards Discounts at Bhatbhateni</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bhatbhateni Superstore provided discounts up to 10 per cent to the customers who pay their bills by Visa debit or credit card on the occasion of Dashain and Tihar. The Store provided this discount in association with Visa Worldwide. The discount could be availed at all six outlets of Bhatbhateni at Maharajganj, Patan, Bauddha, Koteswor and Bhatbhateni in Kathmandu valley and also in Pokhara. Buyers received the discount instantaneously upon paying the bill with Visa cards. The scheme started on 16 October and was valid for a month.<br /> <br /> <br /> <img alt="bajaj discover" border="1" height="137" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bajajbike.jpg" vspace="10" width="217" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Bajaj Discover World’s Largest Selling Motorcycle</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">Bajaj informed that its motorcycle Bajaj Discover became the world’s largest selling motorcycle. The company claimed that this was the result of successful technical and marketing aspects of Discover. The company recently launched Discover 125 ST, the latest model of Discover in the market.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="" border="1" height="112" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/marathon.jpg" vspace="10" width="240" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Sixth Real Kathmandu Marathon</span></span></span></strong></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The 6th Real Kathmandu Marathon for this year was held on the 13 October. The theme of this year’s marathon was “Live Green, Breathe Clean”. The marathon had several categories such as Full and Half Marathons as well as Open, School and Wheelchair Events. The marathon started at 6:00 am from Dashrath Rangashala, Tripureswor amidst a huge number of excited participants. Taking all the race categories in consideration, there were 2,000 participants in total from all walks of life.</span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);"> <br /> <img alt="real" border="1" height="139" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/real.jpg" vspace="10" width="208" /><br /> </span></span></p> <p class="MsoNormal"> <strong><span style="font-size:14px;"><span class="A12"><span style="line-height: 115%; font-family: ">Real School of Nepal-2012</span></span></span></strong></p> <p class="Pa17"> <span style="font-size:14px;"><span style="color: rgb(34, 30, 31);">The Grand Finale of Real School of Nepal-2012 was held on 25 September. The five regional champions that competed in the Grand Finale were Eureka Residential Higher Secondary School from Dharan, Gandaki Higher Secondary Boarding school from Pokhara, Budhanilkantha Public Boarding School from Kathmandu, Sainik Awashiya Mahavidyalaya from Bhaktapur and Ideal Model Higher Secondary School from Lalitpur. </span></span></p> <p class="MsoNormal"> <span style="font-size:14px;"><span style="line-height: 115%; color: rgb(34, 30, 31);">The winner of the Real School of Nepal 2012 was Ideal Model Higher Secondary School from Lalitpur. Eureka Residential Higher Secondary School from Dharan and Sainik Awashiya Mahavidayala from Bhaktapur were declared 1st and 2nd runner up respectively.</span></span></p>', 'published' => true, 'created' => '2012-12-21', 'modified' => '2012-12-21', 'keywords' => '', 'description' => 'Qatar Airways announced the introduction of an enhanced booking feature where customers can pay for reservations made on www.qatarairways.com at any Qatar Airways local office.', 'sortorder' => '653', 'image' => null, 'article_date' => '0000-00-00 00:00:00', 'homepage' => false, 'breaking_news' => false, 'main_news' => false, 'in_scroller' => false, 'user_id' => '0' ) ) ) $current_user = null $logged_in = false $xml = falsesimplexml_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
Currency | Unit |
Buy | Sell |
U.S. Dollar | 1 | 121.23 | 121.83 |
European Euro | 1 | 131.65 | 132.31 |
UK Pound Sterling | 1 | 142.47 | 143.18 |
Swiss Franc | 1 | 124.29 | 124.90 |
Australian Dollar | 1 | 71.69 | 72.05 |
Canadian Dollar | 1 | 83.90 | 84.32 |
Japanese Yen | 10 | 10.94 | 11.00 |
Chinese Yuan | 1 | 17.17 | 17.26 |
Saudi Arabian Riyal | 1 | 32.27 | 32.43 |
UAE Dirham | 1 | 33.01 | 33.17 |
Malaysian Ringgit | 1 | 27.36 | 27.50 |
South Korean Won | 100 | 9.77 | 9.82 |
Update: 2020-03-25 | Source: Nepal Rastra Bank (NRB)
Fine Gold | 1 tola | 77000.00 |
Tejabi Gold | 1 tola | 76700.00 |
Silver | 1 tola | 720.00 |
Update : 2020-03-25
Source: Federation of Nepal Gold and Silver Dealers' Association
Petrol | 1 Liter | 106.00 |
Diesel | 1 Liter | 95.00 |
Kerosene | 1 Liter | 95.00 |
LP Gas | 1 Cylinder | 1375.00 |
Update : 2020-03-25