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			'title' => 'Stock Taking November 2012',
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			'content' => '<div>
	<span style="font-size:11.5pt;line-height:
115%;Calibri&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_featured.jpg" vspace="10" width="338" /><br />
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	STOCK TAKING</span></div>
<div>
	<span style="Myriad Pro&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;;color:#221E1F">By Bikram Chitrakar<br />
	<br />
	<br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Market Escalates Ahead of Festivals<br />
	</span></span></strong><span style="font-size:14px;"><span style="line-height: 115%;"><br />
	Traditionally, the stock market falls a bit before the festival season that mark long holidays. However, the Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups.</span></span></div>
<div>
	<br />
	<br />
	<img align="right" alt="" border="1" height="1200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_.jpg" vspace="10" width="434" /><br />
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<div style="text-align:justify">
	<span style="font-size:
59.0pt">D</span><span style="font-size:10.0pt;Myriad Pro&quot;;
color:#221E1F">efying the traditions, the Nepali capital market experienced an increase in the month of Ashwin (mid- September to Mid-November), ahead of the festival of Dashain. Traditionally, the stock market falls a bit before such festivals that mark long holidays. The Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups. The benchmark Nepse index accelerated 11.94 points or 2.81% to close at 424.43 while the session’s high was 427.90 on 7th October and the session’s low was 412.49 on 11th September. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Among the major influences of the period were Nepal Telecom that is listed under the “others” group and ex-dividend date effect of Chilime Hydropower that is listed under “hydropower” group. Ex-dividend effect was also in the insurance sector and that too helped to move the market higher. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">One major development in the market during the review period is that the Citizen Investment Trust (CIT) has asked major institutional investors to join hands with Trust and pool their funds so as to play a more effective role of market maker. </span></div>
<div>
	 </div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;Myriad Pro&quot;;color:#221E1F">Performance by Sector </span></strong></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">During the review period, the hydropower sector added double digits (88.26 points) followed by 88.10 points increase in the others sector to reach at 899.83 and 763.65 points respectively. Insurance sub-index increased 56.07 points or 7.93% to rest at 706.98. Also the hotels and trading sectors increased during the period. Hotels sector went up 19.99 points or 3.57% to 560.12 while trading sector registered the growth of 11.38 points to rest at 174.21. However, banking, development banks and manufacturing sectors plummeted. While manufacturing sector lost 41.33 points or 5.73% to settle at 721.33, the banking sector descended 7 points or 1.97% to 355.41 and the development bank skid 6.27 points or 2.60% to close at 240.8. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Sensitive index that measured the performance of 133 blue chips scrip at the secondary market, surged 4.43 points or 4.06% to 109.03 while, the float index calculated on the basis of real transaction downhill 0.79 points or 2.60% to 30.33. Total of Rs. 1,886,374,657 was realized as the turnover during the review period from 7,111,778 units of shares traded through 31,609 transactions. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">The accompanying figure illustrates sector-wise distribution based on total volume of trade. Banking sector that accounts for the heaviest volume of trade in exchange registered a share of 47.88% of the total trade. Hydropower sector grabbed 20.71% while insurance sector accounted for 15.66% of the trade and rest of the sectors covered the remaining portion. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Technically, the Simple Moving Average (SMA) is outcast as both 30 days SMA and 200 days SMA are dominated by Nepse index. However correction at this level can be expected due to the seasonal cyclical trend. </span></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><span style="font-size:8.0pt;line-height:115%;color:#221E1F">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></strong></div>',
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<p class="Pa1">
	<span style="font-size:16px;"><span style="font-family: ">PFCL: Spreading Wings</span></span></p>
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<![endif]-->	<span style="font-size:14px;"><span style="font-family: ">“The products we offer and our size have made us different from others. Our interest rates are almost equal to that of the commercial banks.” </span></span></p>
<p>
	 </p>
<p class="Default">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="ashok" border="1" height="268" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashok.jpg" vspace="10" width="200" /></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">ASHOK SHERCHAN CEO </span></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">Prabhu Finance Company Limited</span></span></span></p>
<p class="Pa9">
	<span style="font-size:14px;"><span style="font-family: "><br />
	</span><span class="A15"><span style="font-family: ">T</span></span><span color:="" style="font-family: ">he proverb ‘A rolling stone gathers no moss’ matches the credentials of Prabhu Finance Company Limited (PFCL). Within six years of operation, the company has succeeded in holding five per cent market share among 90 finance companies operating in the market. Ashok Sherchan, CEO at PFCL, says, “Our services are the same if compared to other banks and finance companies. The products we offer and our size, however, have made us different from them. Our rate of interest is almost equal to that of the commercial banks for deposits as well as lending.” </span></span></p>
<p>
	<span style="font-size:14px;"><span color:="" style="font-family: ">Established in February 2006, the company – a part of Prabhu Group of Companies – has been categorized as ‘C’ class financial institution by Nepal Rastra Bank. PFCL constitutes around 10 per cent share in total remittance excluding the contribution made by its money transfer agency Prabhu Money Transfer. Seventy per cent share of the company is owned by the promoters while 30 per cent shares are held by public shareholders. The company has approximately Rs 7.5 billion in deposit while having a lending portfolioer of around Rs four billion. According to Sherchan, with a strong presence in lending, the company can now invest millions of rupees even on individuals. </span></span><span style="font-size:14px;"> </span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;<img alt="" border="1" height="297" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus.jpg" vspace="10" width="500" /><br />
	<br />
	<br />
	PFCL targets to work for various groups of people, from business people to individuals at the grass root level. It has special plans to bring underprivileged people into the banking sector that are unable to or hesitate to seek service from commercial banks. The bank is also directly linked to the customers via its remittance business. Sherchan says, “We try to provide loan to everyone and deal with every case equally and positively to make our customers feel at home.” </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Success Mantras </span></span></strong></p>
<p class="Pa10">
	<strong><span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></strong><br />
	<span style="font-size:14px;"><span color:="" style="font-family: ">Besides a Paid-Up capital of Rs 469.2 million, the company has also seen growth in terms of deposit, branch network and loans. The company owes its success to the policy of expanding its branches aggressively in 2007, points out Sherchan. The company now has 37 branches and 150,000 direct account holders all over the country. It targets to expand its number of branches to 41 by the end of current fiscal year, informed Sherchan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Sherchan says, “Although we are a finance company, our ability to expand on number of branches has made us successful.” The company has a mission of encouraging banking habit among the remittance receiving population. When asked about other reasons behind the company’s success, Sherchan points out three things: dedication, dreams and positive attitude. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The dedicated staff have also contributed towards uplifting the status of the company. Sherchan shares, “We have more than 300 employees in Nepal and foreign countries who give their best.” PFCL trains its employees every month and carries out trainings in different countries to enhance their skills. He says, “There is so much to learn in trainings. Because of our portfolio and working system, employees can learn more about the entire banking process like in commercial banks.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The bank is developing the ‘customer first’ culture as one of its business strategies. It is strengthening internal management mechanisms and also making them more customer-oriented. The company is also focused on the customers from remittance business and regularly visits the targeted customers to lure them with different products. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp; <br />
	<img alt="quatarly" border="1" height="287" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/quartaly.jpg" vspace="10" width="261" /><br />
	<br />
	</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Products </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: "><br />
	The bank is prepared to work for different groups of people and it reflects in the various products the company has in its portfolio. There are altogether eight deposit accounts including Mamata Bachat Khata for Children, Bharosha Bhachat Khata for aged people and Sangini Bachat Khata for women, available with attractive interest rates. The bank also provides home loan, education loan and foreign employment loans among a host of many other loans. The company also facilitates loans such as margin loan, consortium loan, personal loan, bank guarantees, bills purchase and working capital loan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Unlike other finance companies, PFCL provides Loans against Share, Gold or fixed deposit. It also provides banking facilities round-the-year with internet and debit card facilities. Besides, there are loans for those opting to start a small business or industry. Sherchan says, “As long as they meet our criteria, we provide loans to each and every individual that approach us. We open account for remittance receivers for a token amount of Rs 51.” PFCL also provides services such as e-banking, SMS banking, SCT debit cards, ABBS facilities and fund transfer for clearing and collection services. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="" border="1" height="446" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/swot.jpg" vspace="10" width="271" /></span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Investment </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">The expansion of the company in terms of its branches has increased the company’s access to all kinds of sectors in remote as well as urban areas. PFCL has invested in small to big budget projects all around the country. Sherchan says, “We have invested in most sectors in Nepal which includes big budget hydropower projects.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has immediate plans to invest in agro business. It has already invested Rs 10 million in Kalaiya this year for small farmers involved in sugarcane cultivation. For another project, the company has distributed cows in five districts to the farmers in collaboration with Dairy Development Corporation. The two projects cost Rs 50 million in total and the investments have brought about positive results and have inspired the company to invest more in the agro sector, says Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">CSR Activities </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has supported literary programs as part of its corporate social responsibility (CSR) activities. The company is also providing scholarship to four underprivileged students from Burtibang in Baglung district to study intermediate level. In Kathmandu too, two students are studying management on a scholarship provided by the company. PFCL also helps one handicapped student from Myagdi. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The company is in the process of becoming a development bank and this promises to benefit the company as finance companies have many limitations when compared to the development banks. Sherchan shares, “There would be no limitation for us once we become a development bank as we can then work aggressively.” </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">The current political situation of the country does not augur well for the economy at large, feels Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">&nbsp;He shares, “There is no demand for fresh loans and we do not have new industries or entrepreneurs coming up. Industrialists are either running away or surviving on the existing industries.” PFCL is trying to increase its contribution in the remittance business and finding various other sectors for investment to deal with the situation.</span></span></p>
<p>
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			'description' => '“The products we offer and our size have made us different from others. Our interest rates are almost equal to that of the commercial banks.”',
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			'title' => 'Visiting Business People November 2012',
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			'content' => '<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We Expect Increased Per Capita Consumption of Plastics in South Asia’<br />
	<br />
	<br />
	<img alt="Jim Becker" border="1" height="283" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/Jimbecker.jpg" vspace="10" width="189" /></span></span></strong></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;">Jim Becker <span style="color: rgb(34, 30, 31);">is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.</span><span style="line-height: 115%;">Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics. The company with its joint venture partners, operates 42 manufacturing and research centres. Chevron Phillips is based in The Woodlands, Texas (north of Houston) and employs over 4,700 employees worldwide. The company, with its joint venture partners, currently has 39 production facilities located in the United States, Colombia, Singapore, China, South Korea, Saudi Arabia, Qatar and Belgium. Agriculture, automobiles, appliances, adhesives and sealants, electronics, medical, household goods, industrial, and textile are some of the areas that are served by the company among numerous others. Singapore is the regional headquarters for its operations in the Asia-Pacific region. Becker was recently in Kathmandu during a day-long seminar organised by the Nepal Plastic Association. In an interview with New Business Age, Becker shared his idea on the Nepali market for his company among various other issues. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
	</span></strong></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">We were invited for the Nepal Plastic Association event here. Nepal is an important market for the Chevron Philips Chemical. This is my first trip to Nepal and I was very pleased to come here and meet some of our customers and interact with the Nepal Plastic Association. <br />
	<br />
	</span><strong><span style="font-size:14px;"><br />
	You are one of the leading exporters of polymers to Nepal. What led you to achieve this position? <br />
	<br />
	</span></strong><span style="font-size:14px;">We started about 20 years ago with fairly low volume which at that time was around 300 tonnes. We worked hard and closely with an agent here in Nepal and now we sell almost 8,000 tonnes in this country. We see it growing further in the future. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What are the products that you are currently exporting to Nepal? <br />
	</span></strong><span style="font-size:14px;"><br />
	We primarily sell high density polyethylene in Nepal. The Marlex Resin, which is the brand name of our product, is well known across Asia. It is the best quality resin in Asia and is used for many different applications. However, in Nepal, it is mainly used to produce pipe - primarily for water transport, and film for plastic shopping bags When it comes to use of plastic products, environmental issues come into consideration. As a producer of polymers, what is your take on it? <br />
	<br />
	</span></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">I am not an expert on technology of sustainability but one of the biggest areas as far as I am concerned is energy consumption. That is one of the major benefits of using plastics. Without plastics, the world would be consuming much more energy because plastics, for example, are much lighter so they make automobiles lighter, packaging lighter, and also make bottles lighter among other things. So, consequently the energy it takes to transport all of these materials is reduced. If your car was heavier it would be much less efficient and would use more energy. The fact that you can make all these things lighter using plastics, is a big benefit. In addition to that, manufacturing polyethylene is more energy efficient in most cases compared with alternatives. If you reduce energy consumption, you reduce greenhouse gas emissions, conserve energy and reduce emissions of all sorts which are good for the environment. <br />
	<br />
	That, to me, is one of the major impacts that plastics have, on in a positive way, on the environment. Another very important benefit is in the food packaging area where you prevent spoilage of food which means more food for the consumer as well as for everyone else. As an industry, we need to work closely with people like those in Nepal Plastics Association to help educate people on the benefits of plastics. It is not something well understood by a lot of people. Therefore, we need to do a good job educating people to make sure they understand the benefits of plastics. </span></div>
<div style="text-indent:14.0pt">
	<strong><span style="font-size:14px;"><br />
	<br />
	How do you see the market in South Asia?</span></strong><span style="font-size:14px;"><br />
	<br />
	The South Asian region has got a strong future that is why it is an important market to us. If you look at the emerging economies in South Asia, people from the lower income level are moving up to the middle income level. This means they are going to consume many more things including more plastics. When you combine that with strong population growth, we think the future of polyethylene and polypropylene looks pretty strong in South Asia. We expect the per capita consumption of plastics in South Asia to increase over the next decades. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">Industrialisation is rather slow in Nepal. How do you see the future in this context and what are your expectations? </span></strong></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;">As I mentioned, we see Nepal as an area of growth for polyethylene. I don’t really know a lot about the specific policies that are being adopted in Nepal to help encourage growth. But we think that we will see the same kind of driving forces that will tend to increase consumption in Nepal similar to what we see in India, China and elsewhere in Asia. Nepal is an important market for us and we expect to be here for a long time. </span></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What is the level of competition you face in Nepal? </span></strong></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">The Marlex brand is very strong and we are very confident about our products and the brand itself. There is competition in Nepal of course but we will keep doing what we have been doing so far. Our basic business model is to establish close relationships with customers and work with them to develop this market. We have a very talented agent here in Nepal who helps us do this and so we plan to keep doing what we have been doing – working with the customers to help this market grow.</span></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We can Help Nepali Tea Earn Credibility in Europe’<br />
	<br />
	<img alt="" border="1" height="317" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dheeraj.jpg" vspace="10" width="190" /><br />
	</span></span></strong></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<span style="font-size:14px;">Dheeraj Rathi <span style="color: rgb(34, 30, 31);">is the Director of South Asia at BM TRADA RKCA Certification Pvt </span>Ltd.<span style="line-height: 115%;"> He has been working for the company since July 2011 and looks after the South Asia operation. BM TRADA is one of the leaders in certifications with a history of more than 75 years in the certification industry across the globe. It has expertise in construction, oil and gas, timber research, sustainable supply chains, food industry and systems design. The company has served about 15,000 organisations in more than 80 countries in systems certifications and management systems design. Rathi heads a team of 18 members and 45 associate auditors and channel partners to serve over a 1,000 clients. He was recently in Nepal to award Chilime Hydropower Company Limited with Quality Management System (QMS) and Environment Management System (EMS) awards. In an Interview with New Business Age, he shared his ideas on certification trends and plans of BM TRADA operations in Nepal. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We have certified Chilime Hydropower Company and I wanted personally to come and be a part of something which I feel is a good cause for the society. In the entire world, this is the first hydropower plant which BM TRADA has certified. Certification for hydropower is something which you can get if you are either in the US or in South Asia. That is something which is very unique. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">Do you think the certification procedure can be customised to suit the local environment? Are there any such practices? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">Customisation is not there because you are actually certifying against the given standards. There are certain standards which are called guidelines. You actually design the process, set a benchmark and tell companies whether they are moving towards that set benchmark. The guidelines report tells us where we are going right or wrong. It does not certify anything. There are certain standards such as Quality Management System, Occupational Health and Safety, Environmental Management System and Food Safety Management System. There are certain clauses which are to be followed. We ensure that the application of those clauses is done in totality. We customise to the extent of understanding the local work culture, however, we don’t customise the standards which are internationally recognised. But at the same time, there are certain companies which are much larger and they should look at customising the quality standards for their needs and getting certified by the third party. We are not here just like any other organisations to sell standards; we want quality and recognition to improve at the international level. These customisations are only helpful for bigger companies and government organisations, for example, banks with 500 branches. Their need is not fulfilled by just one standard only. As an accreditation body, we can work with them to create their own standards, and recognise these on international standards. <br />
	<br />
	<strong><br />
	</strong></span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">In Nepal, ISO certifications are often mistaken to be certificates awarded for the product quality even though they have been awarded for the management and systems implemented. Is BM TRADA planning to carry out educational campaigns for raising awareness?<br />
	<br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">I have been talking to local partners here on this matter. We need to carry out awareness campaigns not just about quality standards. There are fundamentally four different types of standards which we look at: process standard that certifies the process, product standard that certifies the product, people standard that certifies people and management standard that certifies overall management. Especially, ISO 9001:2008 has not been certifying a product but the system that is constantly there to give better&nbsp;quality products. When the system is good, the product quality will obviously be good. There are also certain product certifications that we do. We are planning to work on many training programmes which we will be very happy to share. There are broadly three areas in which we want to provide trainings. One is RMS implementation training on standards, second is RMS implementation training on business system and the third is awareness and skill improvement training on human skills. There are various ISO standards for every skill such as quality skills, marketing skills, personality skills, and communication skills etc which are very important for an organisation to have. We want to conduct trainings on these different areas and around international standards mostly working in tandem with various organisations. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You mentioned about person certification. How are people certified? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">If there is a prospect of personal decision-making in the quality of product, how will you know if the person is competent enough to make that decision? Therefore, we make the basic element of the decision-making. BM TRADA is one of the largest personal certification bodies in the UK for timber quality grading. We design a scheme where a person is being taught how to grade a timber based on various specification of the wood by looking at the wood. When he gives the test result this person’s result is then compared to actual tests and if variation is found to be within amicable number, we issue certification. That certificate is considered in various organisations as certificate of quality. In health care, for example, geriatric nurses can work as qualified nurses anywhere in the world. Their earning can be increased significantly just by a small training. The government should also give some sort of recognition to them. On our part, we can design a scheme to certify these people so that they can get much better accessibility and opportunity. In personal certification, you have to identify that one skill which you want to certify and look at the competency that the person has and certify it. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You said that BM TRADA is planning to be the largest certification body in Nepal. How do you plan to achieve it? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">There are three things that we believe in. Firstly, our focus on integrated management system that is based on quality, healthcare, safety and environment. We have the largest scope, localised partner and the local face of BM TRADA here. Secondly, we will get into food industry such as hotels, restaurants, bakeries, food processing, tea and others. We can help Nepali tea to earn credibility in the European market. A certification logo speaks for itself. Thirdly, we want to focus on forestry supply chain because Nepal would again have a lot of products coming from the forests. There is a lot of scope for improvement in that part of supply chain. You have timber, plywood, paper, honey, perfume and much more. All these things can be certified to get recognition in the global market. We need to train more people in Nepal for this and create employment opportunities here in this country. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the prospects you see in other sectors like tourism and hydropower? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Tourism and power are two sectors we would like to work very closely with. Similarly, trading is another such area. We would like to support a lot of trading organisations who plan to grow big and help their distribution system to grow by certifying their distribution system. A consumer would know that the company with certification will be able to provide good quality products. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the challenges you face here while marketing your brand name as well as the quality certifications? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">The biggest challenge for me is to make people aware that they should meet standards. Once there is awareness, the differentiation between a good and a bad company needs to be explored. Today, international standards are issued by 60 companies but one may want to know which countries these companies operate in and the different certificates they issue. It also matters if these companies have certified big names in the countries they have operated in. Ultimately, it is all about a brand name which people can trust. My challenges are firstly, to make people aware that they need standards and secondly, to differentiate between good and bad. I hope that like-minded people will come together and create an environment to do something substantial here. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the plans of BM TRADA for Nepal? <br />
	<br />
	</span></strong></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">We are actually thinking very seriously about online training so that we can reach remote places as well as train more people. We are planning to invest heavily in the entire South Asian market. We plan to invest on a portal and work on it so that we can increase the quality of manpower in the region.<br />
	<br />
	</span></span></div>
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	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘It’s High Time for Nepal to have More Investors’<br />
	<br />
	<br />
	<img alt="fatma" border="1" height="286" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/fatma.jpg" vspace="10" width="274" /></span></span></strong></div>
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	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;">Professor Dr Fatma Gunseli Malko is the Honorary Consul General of Nepal in Istanbul, Turkey. &nbsp;She hails from Istanbul, Turkey and has completed PhD in Adult Education from Institute of Social Sciences from Marmara University. She was recently in Nepal with a delegation of the Istanbul Chamber of Commerce (ICOC) which is the first formal business delegation from Turkey to Nepal. The Turkish delegation came upon an invitation of Nepal Investment Board (NIB) and with special efforts of Professor Malkoç. Professor Malkoç has worked as a Full Professor in Department of Public Relations, Faculty of Communications in Marmara University, Istanbul. Her teaching faculty ranges from Adult Educations, Adult Psychology to Public Relations and Interpersonal/Institutional Communications among numerous others. In an Interview with New Business Age, Professor Malkoç talked about the potentials of trade and relationship between Turkey and Nepal. Excerpts:</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What brings you to Nepal this time? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">This time, we were in Nepal with the important delegation of the Istanbul Chamber of Commerce (ICOC). I personally believe it is high time to introduce the business community of Turkey to Nepal to bolster ties in trade and bilateral relations. Also, it’s high time for Nepal to have more investors to have rapid development. The construction and power sectors of Turkey are one of the greatest in the world and if Nepal can tap the opportunity, both the countries can have mutual benefit. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Would you share with us about your meetings? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">All of our meetings were fruitful mainly due to the organization and efforts of Radhesh Pant, the CEO of Nepal Investment Board (NIB). We met the Prime Minister and we felt honored with his warm welcome and response. The Prime Minister said that Nepal wants more foreign investment and assured that any type of business would be welcomed from Turkey and support would also be given to Turkish investors. His assurance made the visiting Turkish delegation very happy. We also had a chance to meet the Minister of Industry. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What are your areas of interest to invest in Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">In our talk with Pant, he stressed on sectors like hydropower, infrastructure, agriculture, health, education, mining and also IT in a priority list. These sectors also have good potentials in Turkey. And, in my view, power and infrastructure should be mainly prioritized to invest in Nepal. The frequent electricity cut-off is a nightmare for any of the above mentioned industries. It decreases the efficiency of the factories, and also degrades the quality of life of people. Without infrastructure, power cannot go further at the required pace and better economy leads to the betterment of every life. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What were the decisions made through these meetings? </strong></span></div>
<div>
	<span style="font-size:14px;"><strong><br />
	</strong></span></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We further consulted with C P Khetan, the Consular of Turkey in Nepal and Kishore Maharjan, the CEO of Civil Bank. We further learnt about the banking system in Nepal. Our delegation was also much impressed with the establishment of NIB. We have had the idea that the board will be very beneficial in coming days and it’s a revolutionary one. In the 1960s, Turkey also faced a weak economy and foreign investment led us to the road of prosperity and we hope the same thing will be applicable to Nepal. In our talks with FNCCI, they also prioritized areas of investment in power, tourism and infrastructure. With CNI, we had sector-wise discussion. During the CNI meet, we also signed a Memorandum of Understanding (MOU) and we feel it was one of the concrete developments. We also decided that the Nepali delegation should visit Turkey in the near future, maybe in January 2013. It is also agreed that there should be an exhibition of Turkish products by ICOC in Kathmandu after six months along with a group of Turkish investors. We also met with the Nepal-Turkey Chamber of Commerce and Industry (NTCCI) which visits Turkey every year. This is a very good development which can lead the way for investors by getting to know the country better. An MOU was signed with NTCCI too. I see a bright future of Nepal if there is political stability and strong government. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What could be the area of interest for Turkey’s business community in Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We are thinking in the same direction as NIB. We know each other’s ideas and have mutual trust. From my side, I will try my best to get investment in infrastructure and construction. Whatever NIB’s CEO Pant suggested was very complementary to the potential of Turkey. We are ahead in infrastructure and construction. So, to make tunnels and roads, Turkey has very good investors. We have European quality in moderate Asian prices which will be beneficial for Nepal. Turkey has a lot of experience in hydropower as we have many rivers in Turkey. There are many projects running with latest technologies. If both the hydropower and infrastructure sectors are developed in Nepal, it will be beneficial for other top priority sectors as well. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>We have been enjoying duty free access to US and other few countries. What will be your role to facilitate similarly easier entry for Nepali carpets in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Even though Turkey is one of the best countries for producing quality handmade carpets, Nepali carpets have a big market in Turkey for their design and color. Though there is no economic agreement between Nepal and Turkey so far, I’m trying my best for this. </span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What else are the probable areas of cooperation between Turkey and Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Last year, our Minister of Foreign Affairs visited Nepal and they wanted to start Turkish Airlines service to Nepal via India. But, I think direct flights from Turkey to Nepal will be much more beneficial for both business relations and tourism. So, we have been discussing that there should be a direct flight from Istanbul to Kathmandu. When ICOC and I will be presenting our reports in Turkey, we will definitely highlight this point. Turkey is the gateway to Europe. Qatar Airways is having 4-5 flights a day so I think there is a big demand. It is nice to know that this news has already found space in Turkish newspaper that Nepali business community wants direct flight from Turkey to Nepal. Also, it would a good idea to open an embassy soon to jointly promote economic cooperation between the two countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Being in an influential position, how are you planning to publicize Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I first came to Nepal in 1995-96 as a visiting professor to Kathmandu University. I really love this country and have known Nepal for more than 15 years. We have organized two Nepal Weeks in Turkey and they were big events. All the dancers, musicians and even the royal astrologer Mangal Raj Joshi attended the event. Since I’m a professor, I like to give lectures and I have been giving lectures about Nepal at many places such as Universities, Rotary Clubs, Lions Clubs etc. Now the people in Turkey recognize Nepal when they think about me. I write articles about Nepal in some newspapers and magazines whenever possible. I am interviewed by media people many times. About a year ago, a TV program was made in my house saying “if you can’t go to Nepal we bring Nepal to your House!” since my house is decorated like a small Nepal. I’m proud of representing Nepal as I have created mini Nepal in my house. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What other things are happening and could be done to facilitate the tourism ties between the two countries? <br />
	<br />
	</strong></span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I have told Nepal Tourism Board many times that they should start investing in new markets. It is high time to search for new markets besides the regular ones like some European countries and the US. The efforts of the Ministry of Tourism alone are not enough to promote tourism. It is also the responsibility of the business community and travel agencies in Nepal. They should have good communication with the representatives of Nepal abroad and give necessary support to them. Honorary consulates are very important in this respect. By uniting our strengths, we can do much more to facilitate the tourism ties between Nepal and other countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Since we don’t have enough aircraft with the national carrier, what could be the best way to promote Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Turkish Airlines have a big fleet of aircraft. If Nepal needs more aircraft, there are airline companies in Turkey who can come and invest here. There can be joint ventures as well. We also have private companies with inexpensive airfares and strong market share. Flights from Turkey to Nepal are very expensive at the moment and cost about 800 Euros. This should be made much cheaper to attract more tourists to Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What is the focal point of connecting Nepal and Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Friendly Nepali people and their culture are similar to us. We have similar cultures and family ties are very close like in Nepal. We are also blessed with nature providing variety of outdoor activities just like they are in Nepal. Turkey also has a great and ancient civilization like Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What are the products that are imported in Nepal from Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">There is a government organization in Turkey and they are promoting trade with foreign countries. They have formed a representation in Nepal and they often visit Turkey. The organization mainly deals in suits, shoes, men’s wear, fertilizers, generators, machine-made carpets, electronic items and food items like noodles, biscuits, candies, oil etc with good quality. I recommend Nepal should buy olive oil and wine from Turkey.</span></span></div>',
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			'description' => 'Jim Becker is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics',
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		'Article' => array(
			'id' => '743',
			'article_category_id' => '60',
			'title' => 'Civil Aviation November 2012',
			'sub_title' => '',
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			'content' => '<div class="news-content">
	<div>
		<span style="font-size:20.0pt;line-height:
115%;Calibri">Dragonair Expands Network in Asia<br />
		<img alt="dragon air" border="1" height="63" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dragonair.jpg" vspace="10" width="266" /><br />
		</span><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.</span> <br />
		 </div>
	<div>
		 </div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro">Yangon will become the 10th destination to be launched or resumed by Dragonair since April 2012. Rich in history and culture, Yangon is a fascinating city to visit with its hybrid of local, British, Chinese and Indian influences, and it is home to the largest number of original colonial buildings in the region. Most of Myanmar’s commercial activities are centred in Yangon, reinforcing the city’s importance as a business and communications hub. <br />
		<br />
		The press statement read, “The airline will operate the new service with Airbus A321 aircraft, departing Hong Kong every Monday, Wednesday, Friday and Sunday. As well as connecting passengers from around the world into Myanmar, the latest destination launch will offer passengers from Myanmar greater choice and convenience when connecting to Dragonair’s Mainland China network or the vast international network of its sister airline, Cathay Pacific Airways, through the<br />
		Hong Kong hub.”<br />
		<br />
		Dragonair Chief Executive Officer Patrick Yeung said, “Yangon is an important addition to Dragonair’s expanding network in Asia and launching this new destination will further strengthen Hong Kong’s position as a leading aviation hub. We see tremendous potential in this market with both tourism and commercial activities rapidly gaining momentum. We look forward to carrying more passengers between Hong Kong and Myanmar and helping to promote ties between the two places.”<br />
		<br />
		In addition to the new Yangon service, Dragonair also increased frequencies to a number of destinations in its winter schedule, effective from 28 October. Services to Phnom Penh increased from seven to 10 flights per week, while one extra flight was added to Kota Kinabalu, making a total of six weekly flights to this popular Malaysian holiday destination. Dragonair has also been operating 12 flights per week to Phuket since July, up from the previous 10 weekly flights. In addition,<br />
		the airline resumed services to Haikou on Hainan Island, with a daily flight commencing 28 October.<br />
		<br />
		<br />
		<br />
		</span></div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro"><br />
		</span></div>
	<div>
		<span style="font-size:16px;"><span alt="" border="1" for="" height="125" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf.jpg" style="line-height: 115%;" vspace="10" width="257"><strong>Qatar Airways to Join Oneworld Alliance</strong><br />
		<br />
		<img alt="qatar" border="1" height="255" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/qatar%286%29.jpg" vspace="10" width="426" /><br />
		<br />
		<span style="font-size:14px;">Qatar Airways is set to join Oneworld®, adding one of the world’s fastest growing and most highly rated airlines to the world’s leading quality<br />
		airline alliance. Its election as a Oneworld member designate was announced on October 8 at a press conference in New York – home<br />
		of Oneworld’s central alliance management office – with senior executives of Qatar Airways and the alliance’s established member<br />
		airlines in attendance.<br />
		<br />
		Qatar Airways, named Airline of the Year for the past two years by the Skytrax independent airline quality rating agency, is the first of the three major airlines based in the Gulf to sign for any of the global airline alliances, says the company. The Dohabased airline’s implementation<br />
		into Oneworld is expected to take between 12 and 18 months. The carrier is set to move into a brand new home in 2013 with<br />
		the opening of the New Doha International Airport, designed to strengthen its position as a premium global hub with an<br />
		eventual capacity for 50 million passengers a year.<br />
		<br />
		According to the press statement, as a member of Oneworld, Qatar Airways will fly alongside some of the biggest and best brands in the airline business. “British Airways will serve as its&nbsp; sponsor in joining Oneworld, supported by the central Oneworld alliance team, mentoring the recruit through its alliance implementation programme,” read the statement. Qatar Airways will be Oneworld’s second member airline based in the Middle East, alongside Royal Jordanian, which became the first airline from the region to join any of the global alliances when it boarded Oneworld in 2007. “When<br />
		Qatar Airways becomes part of Oneworld, its customers will gain access to the alliance’s truly global network. The 2.2 million members of its Privilege Club frequent flyer programme will be&nbsp; able to earn and redeem rewards on any of Oneworld’s other carriers, with top tier members able<br />
		to use any of the group’s 550 plus airport lounges, and its network will be covered by Oneworld’s market leading range of alliance fares,” reads the statement. Qatar Airways offered customers in Kathmandu with unbeatable fares to some of the world's best destinations during the festive season of Dashain and Tihar. The offer was valid until 31st October which offered customers the opportunity to travel to a variety of destinations at very<br />
		attractive return and one way fares. According to the airlines, economy class return fare started from Rs 41,300 for London, Rs 47,300 for Paris, Rs 65,300 for Zurich, Rs 47,300 for Frankfurt and Rs 102,000 for New York among other destinations at an attractive fare. Similarly, economy class one way fare started from Rs 23,000 for London, Rs 33,000 for Paris, Rs 44,500 for Zurich, Rs 27,900 for Frankfurt and Rs 61,000 for New York among numerous other destinations.</span> </span><span alt="gulf air" border="1" class="MsoNormal" for="" height="125" hspace="10" list="" name="TOC Heading" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf%281%29.jpg" style="line-height: 115%;" vspace="10" width="257"><span style="line-height: 115%;"> </span></span></span></div>
	<div>
		<span style="font-size:14px;">&nbsp;</span></div>
	<div>
		<span style="font-size:20.0pt;line-height: 115%;Calibri">Etihad Offers Discounted Rates for Pearl Business Class<br />
		<br />
		<img alt="edithad" border="1" height="163" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(3).jpg" vspace="10" width="252" /><br />
		<br />
		</span></div>
	<div>
		 </div>
	<div>
		<span style="font-size:42.5pt;line-height:115%;Myriad Pro">U</span><span style="font-size:10.0pt;line-height:115%;Myriad Pro">AE’s national airline Etihad is offering specially discounted rates for its award winning Pearl Business Class seats for the travel period between 1st November and 12th December. Pearl Business Class promises dining on demand services, with a Food and Beverage Manager for its customers, along with an award winning 6’1” fully-flat bed that comes with in-seat massage, read the press statement issued by the airlines on October 14. Similarly, the airline also has a luxurious Six Senses Spa at its Pearl Business Class Lounge along with accommodations for a stylish car and an Etihad Chauffeur. The offer rates are valid in terms of ticket sales from 12th October to 30th November and are as follows:</span></div>
	<div>
		<br />
		<img alt="etihad" border="1" height="253" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(2).jpg" vspace="10" width="500" /><br />
		<br />
		<br />
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			<span class="A11"><span style="font-size:20.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Gulf Air Tops On-time Punctuality Ranking<br />
			<br />
			<img alt="gulf" border="1" height="125" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/gulf(3).jpg" vspace="10" width="257" /><br />
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		<p class="Default">
			<span class="A35"><span style="font-size:42.5pt;mso-bidi-font-family:&quot;Times New Roman&quot;;mso-bidi-theme-font:
minor-bidi">B</span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi;color:#221E1F">ahrain’s national carrier Gulf Air retained its leading regional position for on-time performance (OTP) in September with 91 per cent flight punctuality. The airline ranked first among its full service competitors and second in the overall list of carriers in the MENA region. <span style="mso-spacerun:yes">&nbsp;</span></span><span style="font-size:10.0pt;color:#221E1F">Statistics released by FlightStats Data, the industry leader in flight information services, revealed that Gulf Air registered on-time punctuality of 91 per cent for its flights arrival for the month of September 2012.</span> </p>
		<p class="Pa18">
			<span style="font-size:10.0pt;color:#221E1F">Gulf Air Chief Executive Officer Samer Majali commented, “Consistently achieving the leading full service on-time punctuality ranking in the region is attributed to the hard work of our operations, and ground staff employees across our network and Gulf Air’s fleet which is now one of the youngest in the region at 4.8 years.”<br />
			</span></p>
		<p class="Default">
			<span style="font-size:10.0pt;color:#221E1F">“We have worked hard to deliver a consistently safe, on-time performance and it is rewarding to see our efforts paying off for our passengers, who enjoy a more efficient travel experience. We look forward to maintaining this excellent record and continuing to operate flights as scheduled providing our customers with the highest levels of service.”</span> </p>
		<p class="MsoNormal">
			<span style="font-size:10.0pt;line-height:115%;color:#221E1F">According to the airlines, Gulf Air has been consistently ranked top for OTP in the region holding the leading position for the quarter, July-September 2012 with an average arrival punctuality of 89.16 per cent, ahead of its main regional competitors.FlightStats has been monitoring airlines’ on-time performance since 2004, tracking over 150,000 flights per day, i.e. nearly 80 per cent of all scheduled passenger flights globally.</span></p>
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			'published' => true,
			'created' => '2012-12-13',
			'modified' => '2013-01-04',
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			'description' => 'Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.',
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		'Article' => array(
			'id' => '742',
			'article_category_id' => '38',
			'title' => 'Teaching Sophistication',
			'sub_title' => '',
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			'content' => '<div>
	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
	<div>
		&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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	Phil Humphreys </span></span><span class="A25"><br />
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115%;font-family:">&nbsp;</span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Phil Humphreys is the Chief Operating Officer of the Northern Division of Coca-Cola Sabco based in Dubai. He joined Coca-Cola Sabco in September 2010. He has a strong background in international FMCG sales and marketing. He has also worked with leading international brands such as Johnnie Walker, Smirnoff, Guinness, and an array of other leading brands within the Diageo and Nestle portfolios. He completed the PED/MBA equivalent programme at IMD, Lausanne, Switzerland as well as various other International Management and Executive Development Programmes. </span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Humphrey’s leadership quality and keen business senses has helped him achieve significant positions in leading global companies. As the Chief Operating Officer at Coca-Cola Sabco (Northern Division), he is currently leading developing markets in the form of the franchises of Vietnam, Cambodia, Nepal, Sri Lanka and Ethiopia. He is also a member of the Coca-Cola Sabco Group Executive Committee. In an interview with New Business Age, Humphrey shared his plans for Coca-Cola Company in Nepal and market strategies among numerous other issues. Excerpts: </span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span new="" style="font-size:
13.0pt;mso-bidi-font-family:" times="">&nbsp;<img alt="phil" border="1" height="300" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil22.jpg" vspace="10" width="393" /></span></p>
<p class="Default">
	<strong><span style="font-size:10.0pt;color:#211D1E">You joined Coca-Cola Sabco in September 2010. How have you made a difference in this period?</span></strong></p>
<p>
	<span style="font-size:10.0pt;color:#211D1E">Nepal is one of the five countries that I am looking after. In Nepal, I inherited an already good business. We took up the business in 2004 and we have had the business as franchise for eight years now. Every year from 2007 onward, we have delivered double digit growth both on the top and bottom lines. One of the things that we talk a lot about Nepal strategy is amazing relationships with people as one of the strengths. We spend a lot of time engaging with Nepali people both at the plant and in the field. We also spend a lot of energy in engaging with our stakeholders and believe in power of relationships. That is one of the things that have really happened in the last two years since I joined the company. As far as engagements go, every year we </span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">measure how engaged our people are. Last year it was incredible 96 per cent, which is the highest in the whole company. Out of 11 countries, there is no other country in Sabco with higher engagement than that. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have an extensive experience in the FMCG field and possess in-depth knowledge of global brand development. How do you view your current experience at Coke?</span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The key thing about the system at Coca – Cola is to work in partnership and collaboration. For example, you can do everything in Nepal from marketing and selling to distribution while Coca-Cola Company owns the brand and does all the corporate marketing. So, one of the things about the system is to collaborate really well and maintain tension in the conversation. You have got to challenge and be there with each other. I had not experienced this kind of a system before and never experienced working for a private company before. Therefore, these are new experiences for me. In Nepal, we have set up two publicly listed companies and majority of shareholding is our own while we do have a number of knowledgeable people as minority shareholders. We are heavily backed by a private company who can make decisions easily. We are part of a public company here and need to make agreement through our annual general meetings. For example, we are building a new plant in Bharatpur which is a US$ 25 million investment. That is about four times the average injection capital that we would put into the country. It is going to be fantastic and I am really excited because it not only creates a lot of new job opportunities but it is also going to give us PET plastic bottles.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;<br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45.jpg" vspace="10" width="432" /><br />
	</span></p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How far have you reached in your expansion plan for Coca-Cola in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We are going through our plans right now and always look at three year plans. We want to be a non alcoholic energy drinks company by 2013. We want retailers, customers and consumers to able to come to us and get anything they want from our portfolio. They can get sparkling drinks right now but they can’t get juice, water and energy drinks. That is going to be part of our expansion in the coming years as we are definitely interested in these areas. We are in discussion with our partner about the possibility at the moment and also looking after the water facility in one of our existing plants. I am expecting to play a much broader role in this non alcoholic drink segment in a year’s time. We have a lot of opportunities as this country is very much an emerging market. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Where will you reach in the next two years after the expansion and all these investments?</span><br />
	</strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We try to think a little further than just one, two or three years. In a country like this, you cannot just look forward to 2013 only. I think that the non alcoholic drinks market in this country is basically worth 25 million cases right now. It would probably grow to become a 200 million case business by 2020. This is a brilliant place to be in for doing business from a consumer perspective even though it is not the easiest place to do business from regulations perspective. But what matters at the end of the day is that Nepali consumers are demanding more from a company like ours. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there a chance that you will start bottling canned beverages here in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	Probably not at the moment because we have various other options that we can look at. The market for canned beverages is still very small. For the next few years, the glass bottle is going to be continuously very important part of the battle between Coke and Pepsi. We are going to make sure that it is affordable and everybody has access to Coca-Cola. Our mantra for the year is ‘within arm’s reach’. Now my dream is to have our quality products in different packaging formats which people can rely on and get those products literally within arm’s reach. That is a big responsibility and most important thing is to do it in a sustainable way. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The overall transaction of your competitor comes more from food business than the sale of cola drinks. Have you ever thought to focus on the food business as well?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We will not be getting into the food business. Anything is possible in terms of partnerships as such but whether Bottlers Nepal Pvt Ltd will ever buy a food company is something I can’t predict about right now. Taking up secondary distribution is possibly an option but it’s definitely not a priority right now. We want to sell Coca-Cola, Sprite, Fanta and Kinley and want to and open as many new outlets as possible to give people an opportunity to retail our products. Food business is not the direction for Coca-Cola Company, it is soft drinks only.</span><br />
	&nbsp; <br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45(1).jpg" vspace="10" width="432" /><br />
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there any negative impact for cola industry in Nepal like in India because of the propaganda against cola from certain quarters? </span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Not at the moment though of course we do need to be careful. There has been some negative publicity against soft drinks but I think there is a great opportunity for us in this industry to come together as non alcoholic beverages industry and actually do some better work right now. I think we always need to be very careful about NGOs’ and public perception of soft drinks but I personally have massive confidence in our products. It is time for educating consumers that Coca-Cola is about health and wellness. The average consumption of Coca-Cola here is nine bottles per capita for an entire year so there is a lot of room. We have a lot to do about giving back to this country - getting involved in education, sustainability and renewable energy. These are the three areas we are going to significantly focus on. I think we will be doing well if we show the government and our consumers that we are a locally responsible business. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have changed the focus of your advertising campaigns from electronic and print media to hoarding boards. What is the targeted outcome that you are looking at? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I am a marketer by background so I love all those stuffs. The time was right for us to do something different few months ago and we started printing Kathmandu around February this year. Everywhere you went, you saw boards with Rs 20 for 350 ml bottle of Coke. Personally, I think it is the right way to go right now for Nepal. I call it visibility but it needs to be the part of the whole 360 degree integrated campaign. You can’t just have it on TV or a single media. I would like people to see our brand wherever they go and not just when they go home and switch on their television sets. You will continue to see a lot of them in the future as well. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new CSR activities that Bottlers Nepal is coming out with? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	We are going to focus particularly on water usage because our water usage ratio is pretty low. The Coca-Cola Company is very happy with us and the team here has done a great job so we will continue to focus on it. That means we are going to give more water back to the ground than we basically take out. So, a good example of this is rainwater harvesting projects that we are doing at number of places in association with the NGOs. We have also organised environment cleaning campaigns. Another thing that we will be doing but have not really started yet is to facilitate solar energy run coolers. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new changes that you are making in different fields of Bottlers Nepal’s operations?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	The big thing is adding a new facility that we have not done for years. We are also going to expand the portfolio of non alcoholic drinks. We will also be putting a lot more people into frontline sales to execute our operations more efficiently. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coke conducted a study recently on shoppers’ loyalty and retail dynamics. What were the findings about the behaviour of Nepali consumers? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We understood a little more about how shoppers shop than we already knew. One of the things we learned a lot about was that Coke clearly stands out when you put Coca-Cola, Sprite or Fanta, particularly Coca-Cola, next to another product which is associated with an occasion. Another aspect about Nepali consumers was that they like simplicity, they don’t like complications. That was a great message, as many times, big company like us tend to over engineer the world. The fact that simplicity of packaging and product never ever changes the taste of the product, was a great finding for us. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How is Coke changing its business strategy in Nepal in regard to these findings? What is the targeted increase in your market share? </span> </strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">I think consumer and meal occasions are changing. My demand is that every eating and drinking outlet I go to should have a poster with Momo or another Nepali dish plus Coke and their combined price. That is really the big change that is currently being done. People always drink Coca-Cola at a little grocery out there but now there is going to be a big shift in the mindset of the consumers. As for market share increase, the general rule for us is we are very happy if we can get one per cent market share rise per year.</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;color:#211D1E">&nbsp;</span></p>
<p class="MsoNormal">
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	<span class="A15"><span style="font-size:59.0pt">F</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">or Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies. <br />
	<br />
	<br />
	And there are festivals like Dashain-Tihar, Chhat, Id and Christmas – they all bring jubilations. The moment is worth being oblivious to everything possible from gloomy outlook of the economy, ever-angry face of your prime minister to virtually doomed future of the country. As Nepalis have long tradition of celebration, they don’t normally need advice on how to take out best from festival celebrations. However, in secular Nepal, these celebrations also have to be aptly fitting. So here are some tips to make these celebrations acceptable across all caste, creed and religion: <br />
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	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-spacerun:yes">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</span>Booze Out : Taking holy bath every morning during the nine days of Navaratri (ir Dashain) and five days of Yama Panchak (Tihar festival that falls after a fortnight of Dashain) are the things of past feudal Nepal. In new Nepal, the tradition of holy water sprinkling has been changed to distilled ‘water’ drinking, uniformly. Old traditional water use was limited only to Hindus, depriving other groups of equal celebration rights. So the new distilled water which is inclusive akin to federal character has replaced the old holy water with vigor and speed. One may or may not be Hindu, put tika or not. But because of this liquid, everybody can equally enjoy the festivities. No need to mention about equally secular feast of food. <br />
	<br />
	Old were the times when certain social groups didn’t eat certain types of meat. Now every meat is acceptable to everyone -- no bars to beef, buff, pork or chicken. This actually adds the pleasure of the festival for reasons of variation in dishes and tastes. So break free, booze out to the fullest. All breathalyzer holding cops will be either of the roads or on similar festive mood as you are. <br />
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	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp; </span>Gamble to the Hilt : Festivals are the time to convert the home living rooms to virtual casinos. For your convenience, the Maoist government has done a cultural revolution by generously reducing the load shedding to 18 hours and then for the festivals to 12 hours a week for festival related cultural activities like gambling, drinking and gang-fighting. Not only that, to extend days of playing dice and card games of marriage, flush or twenty-nine, there will be two days of weekly holidays, beginning soon after Dashain. Moreover, as always, resourceful Nepalis are free to go, at their will, to the casinos so arduously protected by the Maoist cadres.<br />
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	</span></p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Uphold Traditions: Any festival somehow has religious or symbolic value. There used to be Rawan badh street drama, Durga bhajan singings at the neighbourhoods during Dashain or Deusi-bhailo during Tihar. But in essence they were all about making noises to scare away the demons. As that is not suitable for the modern days. Instead, play the music with loudspeakers fully on and dance till midnight so that all the neighbors can also feel that some demons are really on the move. <br />
	<br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Count on the Discounts: Every item you want to buy during these festivals is discounted. Cloth and shoe stores are clearing the stocks and mobile service providers are offering highly discounted rates. Housing companies are coming up with buy-one-get-one offer. So take advantage of this by making an extra bit - send extra SMS, buy extra house or a car. Don’t worry about money. If banks are not lending, find a local cooperative or dhukuti operator. After all, Nepal is the only country where you can get loans for festivals.<br />
	<br style="mso-special-character:line-break" />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Influence Others: If you are in business and want to ensure big returns with small investment, this is the opportunity. Send gift packages, mainly liquor bottles, to government officials, powerful mediapersons or the people who you think may be useful to you. Any gift given during these festivals will never be deemed as graft or bribe but surely work as exactly the same as the latter does.<br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Stay in Liberated Mood : Regardless of inflation, loan or what you do after these festivals, stay cool sipping more chilled beer or whiskey on the rocks and be in full masti mood. </span></p>
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	<span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Happy festival season!</span></p>',
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			'created' => '2012-12-06',
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			'description' => 'For Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies.',
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			'title' => 'Cover Story November 2012',
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			'content' => '<div>
	COVER STORY</div>
<div>
	<span>By Pinaki Roy (with inputs from Sushila Budhathoki, Bivek Dhakal and Abha Dhital)<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="362" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory(3).jpg" vspace="10" width="400" /><br />
	</span></div>
<div>
	 </div>
<div>
	Corporate Buildings</div>
<div>
	<span>Customised Business Premises as Corporate Fad</span></div>
<div>
	 </div>
<div>
	<b>Corporate houses in Nepal are attracted towards having their own buildings with a vision to make business operations easier and less time consuming among a host of other reasons. The trend of getting customized buildings constructed has caught up fast with the corporate entities in the last one-and-a-half decade or so, observe analysts.</b></div>
<div>
	 </div>
<div>
	<span>G</span>etting a building constructed for business purposes is becoming a onetime and long-term investment for the corporate groups in the country. Om Rajbhandary, the Chairman of Brihat Investments Pvt Ltd credits the banking sector for starting the trend. He says, “The banks were among the first ones to have their own buildings constructed while the other sectors followed suit in the last 15 years or so.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	Operating from rented offices is becoming a thing of the past. By having their own buildings, corporate big-wigs are focusing more on creating an impression on their business associates and the clientele at large. People usually perceive a corporate house to be of a certain standard if it owns a building. Kumar Lamsal, the CEO of Sanima Bank believes, “It directly relates to the image of a company that can neither be built nor destroyed in a day.” He explains that though one has to spend a huge amount in constructing own building, “The benefits are for many years to come and the cost will be ultimately compensated in the long run.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	From a global perspective too, the need of the hour for businesses is to opt for high rise buildings. It is more so in the case of Nepal where there is little land to spare in urban areas, especially in Kathmandu, where most corporate houses operate from. The multi-storied corporate buildings serve as easy means to minimize uncontrolled urbanization as well as the completion cost of the buildings. “I believe that the corporate big-wigs building skyscrapers for their organizations is a positive initiation given the rapid flow of unmanaged urbanization in Kathmandu,” says Bishnu Panthee, the Vice President of the Society of Nepalese Architects (SONA). He adds that there aren’t any viable options other than building high rises in the capital as the city needs to adapt to the latest trend and move ahead with the times.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	The charm of working when you are using your own resources makes the working environment more conducive and also boosts the workers’ moral spirit. Working environment plays a vital role in productivity and a good infrastructure certainly leaves a good impression on the minds of the internal as well as external customers. A well furnished and equipped office space helps to maintain reputation and image of the companies. Round the clock CCTV and security system, high speed elevators, fire fighting system, emergency exits, telephone facilities on demand, adequate parking space, power back-up system, earthquake resistant structures and external finishing are features and facilities that the corporate buildings provide.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	There is a deep-rooted concept in the psyche of a regular Nepali that people who have their own houses are stable. “Having own building for corporate and business purpose feels no different and hence, can’t be termed as an exception,” asserts Rajbhandary. He adds, “It is high time indeed for the corporate houses to move on with their own resources.” Lamsal agrees and cites the convenience of conducting business operations from own premises as an overriding reason for the decision to have ‘Alakapuri’, Sanima Bank’s corporate headquarters. He adds, “For a bank, owning a building means a lot and having it has always been one of our priorities. We needed the building to run our business in the most efficient manner possible.”</div>
<div>
	 </div>
<div>
	The trend for owning customized buildings has emerged as a requirement for the Nepali corporate houses. To have your own building makes you feel like you have everything in your business, say experts. “You are comfortable in that building because it’s made as per your requirements and hence, it has become common for corporate houses these days to treat this factor on a prioritized basis.” The sense of pride and ownership in having one’s own office premises is a temptation that most corporate companies are finding hard to resist and one that promises to grow stronger as time passes.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Sanima Bank<br />
	<br />
	<img alt="sanima bank" border="1" height="346" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/sanimabank(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	Commonly known as Sanima Bank building, the ‘Alakapuri’ building is situated in Naxal. Designed by Architect Dr Prakash Bir Singh Tuladhar of New Progressive Designers, it has a contemporary design with structural glazing facade. While Vastu has been adhered to, it also has a fountain and basement parking. This six storied building with a total area of approximately 47,000 sq ft can accommodate up to 300 work station at one time. It also has elevator and automatic sensor doors in each floor. Approximately, Rs 350 million was invested in the building which took three years to complete and came into operation in January this year.</div>
<div>
	 </div>
<div>
	<br />
	 </div>
<div>
	<span>Butwal Power Company<br />
	<br />
	<img alt="butwal power company" border="1" height="149" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/butwal-power-company(1).jpg" vspace="10" width="171" /><br />
	<br />
	</span></div>
<div>
	Butwal Power Company (BPC), located in Buddhanagar, is designed by Innovative Createers Pvt Ltd. This nine storied building with a basement and gross area of 50,000 sq ft can accommodate up to 300 employees. While the building is mostly based on Vastu, it also portrays the Green Building concept with an objective of being LEED (Leadership in Energy and Environment Design) certified project to be issued by USGBC (US Green Building Council). The BPC building has Earth Air Tunnel with solar system for continuous hot/cold air, Wind Turbine (3KW capacity) with battery hybrid system, Anaerobic Sewage Filter System, double glazed window system for energy optimization, deep boring for water supply, and LED lights. Its underground parking system can accommodate up to 50 vehicles at a time. It has two elevators and a terrace garden of approximately 15000 sq ft in area. With open office arrangement, the building also has a pantry in each floor. Approximately, Rs 300 million was invested in the building which took three years to complete and came into operation in August this year.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>Bhat Bhateni Super Market<br />
	<br />
	<img alt="bhat bhateni" border="1" height="290" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bhatbhatenisupermarket(1).jpg" vspace="10" width="338" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Bhat Bhateni Super Market is situated in Tangal. With a total area of 85,000 sq ft, the building has five floors. This Seismic Resistant Structure designed by Tanka Bahadur Shrestha is also based on Vastu. The building that has a massive accommodation capacity was constructed in several phases. It has five escalators and a 13 person capacity elevator. The parking area for customers has room for 75 cars and 400 motorcycles. The building also has a 24 hours generator backup system.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Prabhu Finance Company<br />
	<br />
	<img alt="prabhu" border="1" height="340" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhufinancelimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Prabhu Finance Company Limited located in Lainchaur is designed by Dr Prakash Bir Singh Tuladhar. This contemporary building has six floors and an area of 26,300 sq ft. This building can accommodate up to 250 people at a time. A total of Rs 100 million was invested in the construction of the building that took 18 months to complete. The building has pantry, elevator and a basement parking area.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Shikhar Biz Centre<br />
	<br />
	<img alt="shirkhar" border="1" height="335" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shikarfinancelimited(1).jpg" vspace="10" width="391" /><br />
	<br />
	</span></div>
<div>
	Shikhar Biz Centre situated in the heart of Thapathali boasts of seven floors. Designed by Vastukala Paramarsha, the building is vastu friendly. The design of Shikhar Biz Centre has a contemporary look and the owner Shikhar Insurance operates from the fifth, sixth and seventh floors. With an investment of about Rs 200 million, the building took four years to complete construction. The building has an area of 5500 sq ft and includes a small lawn and underground parking. The building has two elevators, a staircase and an emergency staircase.</div>
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	 </div>
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	<span>Rastriya Banijya Bank<br />
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	<img alt="rastriya banijya bank" border="1" height="411" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rastriyabanijyabank(1).jpg" vspace="10" width="485" /><br />
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	</span></div>
<div>
	The design and supervision of Rastriya Banijya Bank (RBB) was done by Rachana Consulting Architects and Engineers Pvt Ltd. RBB, government owned and the largest commercial bank in Nepal, was established in 1966. According to an RBB source, a French lady was the architect of the building. Located in close proximity to Singha Durbar, the seven storied building has an accommodation capacity of 500 people. With an investment of Rs 110 million, it took two years to complete construction. The main building, built in an area of 11 ropanis, was officially inaugurated in 2055 BS. The building has a parking area, a garden and three big halls. The special feature of building is that all the rooms receive adequate natural light. The Bank also has a cafeteria for the staff and two elevators.<br />
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	 </div>
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	 </div>
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	<span>Lomus Pharmaceuticals<br />
	<br />
	<img alt="lomus" border="1" height="276" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/lomusparmcuticals(1).jpg" vspace="10" width="320" /><br />
	<br />
	</span></div>
<div>
	Bishnu Panthee, the Vice President of Society of Nepalese Architects (SONA) is the architect of Lomus building situated at Lazimpat. While talking about Vastu, minute details have been taken into consideration and the building has a contemporary look. It has three-and-a-half floors with an overall accommodation capacity of 80 people. It took around seven months to complete the construction of the building. Constructed with an investment of about Rs 40 million, the Lomus building built on an area of 20 annas has been in operation since the last seven years. It also boasts of a spacious parking lot and a big hall.<br />
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	 </div>
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	 </div>
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	<span>Siddhartha Insurance<br />
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	<img alt="siddhartha" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/siddharthainsurance(1).jpg" vspace="10" width="431" /><br />
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	</span></div>
<div>
	Vastu Kala Paramarsha designed the building of Siddhartha Insurance Limited located at Babarmahal and is vastu-friendly. The five-storied building has an accommodation capacity of 42 people on each floor. With an investment of approximately Rs 90 million, the construction started in 2066 BS and it took two-and-a-half years to complete. The building came into operation five months ago. The total area of the building is 12000 sq ft and has a double basement parking in addition to two elevators. The fourth and fifth floors of the building are used by Siddhartha Insurance. Similarly, rest of the floors are given on lease. The building has a special ‘Betel Leaf’ shape on the north east direction covering second, third and fourth floors.</div>
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	 </div>
<div>
	<span>NMB Bank<br />
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	<img alt="nmb" border="1" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nmbbanklimited(1).jpg" vspace="10" /><br />
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	</span></div>
<div>
	The building and interior design of NMB Bank located at Babarmahal is done by Architecture Design Firm. The building of NMB is based on vastu and can accommodate around 250 people. The building has five floors and boasts of a contemporary look. It took around one-and-a-half years to complete the building construction, with an investment of Rs 50 million. The total land area of the building is 11529 sq ft with open space covering 6980 sq ft and plinth 4547 sq ft. The bank building has separate parking facilities for two wheelers and four wheelers. Similarly, the building has training and system rooms and has ensured efficient management of space for large number of staff in the main hall. The building also has an elevator.<br />
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	 </div>
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	 </div>
<div>
	<span>Ace Development Bank<br />
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	<img alt="ace" border="1" height="339" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/acedevelopmentbanklimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Ace Development Bank located at Naxal in Kathmandu is designed by Architect Rajesh Shrestha from Vastukala Paramarsha Nepal. From the direction of the floor face to the positioning of different departments, the structure of the building is completely based on the instruction of Vastu expert Madhav Mangal Joshi. The four-storied building accommodates around 120 employees and is built on two ropanis while the total area of the building is 20,000 sq ft. The first phase of the construction was completed in one-and-a-half years which included the basement, ground floor and first floor. The rest of the construction was completed three months ago. The bank has utilized the space to the maximum; there is a basement with parking capacity for 27 cars, a conference hall with 100 people capacity, a garden inside the compound, and a cafeteria for the staff. It has meeting halls in each floor while rain water harvesting system makes the building unique among other corporate buildings.<br />
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	 </div>
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	 </div>
<div>
	<span>Nabil Bank</span></div>
<div>
	<br />
	<img alt="nabil" border="1" height="341" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nabilbanklimited.jpg" vspace="10" width="400" /><br />
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	 </div>
<div>
	Located at Durbarmarg, the heart of Kathmandu, the corporate building of Nabil bank has a combination of modern design and vastu. The building is designed by Design Cell Pvt Ltd and the annex building took about 12 months for the construction. The total area of the building is 53500 sq ft which has six floors including the basement. The bank shifted in the building in November 2010 which accommodates around 320 staff members. There is a roof top garden, two units of elevators and two staircases in the building. Basement parking is only meant for motorbikes while two other parking spaces behind the building are for other vehicles. The basement parking accommodates around 100 motorbikes while 40 big vehicles could be parked over the ground.</div>
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	 </div>
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	 </div>
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	 </div>
<div>
	 </div>
<div>
	<span>Saakha Halls<br />
	<br />
	<img alt="saakha halls" border="1" height="253" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saakhahalls.jpg" vspace="10" width="293" /><br />
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	</span></div>
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	 </div>
<div>
	The five-storied corporate building of Saakha Group located at Tinkune, Kathmandu is built as per pillar system and is contemporary in design. The building is built on 2.5 ropanis while the area of the building stretches about12500 sq ft. Since the building has window glasses on three sides, there is no need to switch on the lights during the day time. The group established their office in this building two years ago that accommodates around 200 people. There is a board meeting room, a visitors room for staff and a business room. Parking facility inside the compound is available with a capacity to accommodate 15 big vehicles and 25 motorbikes. A separate pantry for staff, a 100 KV transformer and lift facility are also part of the building.</div>
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	 </div>
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	 </div>
<div>
	<span>Sarada Group<br />
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	<img alt="sa" border="1" height="278" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saradagroup.jpg" vspace="10" width="400" /><br />
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	<br />
	</span></div>
<div>
	Sarada Group’s corporate building is located at Thapathali. Designed by Architect Rajesh Shrestha of Vastukala Paramarsha, the building is built on an area of two ropanis and stretches to 40000 sq ft. Constructed at a cost of around Rs 100 million, it can accommodate around 300 people. The building has six floors including the basement parking which accommodates around 100 motorbikes and 30 vehicles. There is also a motorbike parking over the ground within the compound area. The group is operating from the third floor of the building since the last three years and has rented other floors to various businesses. It also boasts of an elevator and generator back up.</div>
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	 </div>
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	 </div>
<div>
	<span>United Traders Syndicate<br />
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	<img alt="united" border="1" height="343" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/unitedtradersyndicate.jpg" vspace="10" width="400" /><br />
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	</span></div>
<div>
	The corporate office of United Traders Syndicate, the sole distributor of Toyota vehicles in Nepal, was built more than 45 years ago. The building was further renovated 15 years ago at a cost of around Rs 50 million. Built from Nepali bricks, the building has the look of a typical Nepali house with a modern design. It accommodates around 120 staff members. The five-storied building has different departments in each floor including the Chairman’s office on the third floor, a conference hall on the fourth floor and a monitoring, controlling and processing room (MCP) on the fifth floor. The parking at the building accommodates around 30 big vehicles and 50 motorbikes. The building is built on six ropanis and also features a small garden, a workshop and a sales office.</div>
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	 </div>
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	 </div>
<div>
	<span>Brihat Investment<br />
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	<img alt="brihat" border="1" height="359" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/brihatinvestment.jpg" vspace="10" width="415" /><br />
	</span></div>
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	 </div>
<div>
	The corporate building of Brihat investment is designed by Architect Prathana Vaidya. The company has tried its best to incorporate every possible feature based on vastu from office cabin to its desk position. Contemporary in form, the building has features like duplex unit with eight rooms, two board rooms, executive board room and an executive lounge. Lawns, separate parking areas for motorbikes and cars, pantry and a spacious garden are also part of the building. The 3500 sq ft building took one year to complete with an investment of Rs 40 million. The company shifted in this building in 2010 which also has an elevator facility. Brihat Investment itself designed the building with the concept of an open office plan for easy and cross communication between the departments as well as to take maximum advantage of the natural light.</div>
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	 </div>
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	 </div>
<div>
	<span>NIC Bank<br />
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	<img alt="nicbank" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nicbank.jpg" vspace="10" width="448" /><br />
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	</span></div>
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	 </div>
<div>
	The Biratnagar corporate office of NIC Bank is housed in a classical building on the city’s main road. Internal layout of the building is according to Vaastu and the designing credit goes to Adf Nepal. It is a two-storied building with 17 office rooms including four different halls namely customer services, board room, trade finance and company secretary. The building is built in an area of 7290 sq ft land and the interior of the building measures 6578 sq ft. The parking space at the front is about 750 sq ft which is designated for customers while the parking space behind the building is for the staff. The building has accommodation capacity for 192 employees. There is a small garden and lots of indoor plants in the building.</div>
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<div>
	Disclaimer</div>
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	 </div>
<div>
	The corporate buildings featured in this article were covered as per the following criteria:</div>
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	 </div>
<div>
	<span>1)<span>       </span></span>Only the corporate buildings that were conceptualized by the owning companies/business groups themselves were taken into account.</div>
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	 </div>
<div>
	2) As per the criteria, the companies were expected to have their own corporate offices in the said buildings.</div>
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	 </div>
<div>
	3) Even if some parts of the buildings were rented out/ leased to other businesses, they must largely reflect the identities of the (respective) majority stakeholders.</div>
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	 </div>
<div>
	Additionally, we could only cover a limited number of corporate buildings for a variety of reasons and hence, the article does not represent an exhaustive list of buildings owned by corporate entities that we have in the country.</div>
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<div>
	COVER STORY</div>
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	 </div>
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	 </div>
<div>
	<span>‘It’s the Need for Businesses to Opt for Skyscrapers’</span></div>
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	 </div>
<div>
	<img alt="bishnu" border="1" height="323" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bishnupanday.jpg" vspace="10" width="293" /><br />
	<strong><br />
	</strong></div>
<div>
	<strong><span>BISHNU PANTHEE </span></strong></div>
<div>
	<strong><span>Vice President </span></strong></div>
<div>
	<strong><span>Society of Nepalese Architects (SONA)</span></strong></div>
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	<strong><br />
	</strong></div>
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	 </div>
<div>
	 </div>
<div>
	<strong>How do you comment on the recent trend of corporate houses to have custom built office buildings?</strong></div>
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	 </div>
<div>
	I believe it is a positive initiation given the unmanaged urbanization in Kathmandu. The major factors of zoning and the high and low rise structures, however, should be carefully implemented while constructing custom office buildings. Such initiatives should be approved keeping in mind the safety and security factors first. Nonetheless, there should also be proper implementation of land use maps by abiding the theory of urbanization.</div>
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	 </div>
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	 </div>
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	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Tell us about the experience of SONA while dealing with the corporate houses in such matters?</strong></div>
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	<strong><br />
	</strong></div>
<div>
	The main concern here is the high cost of land in Kathmandu. In rising cities like Kathmandu, such artificial hikes make it difficult for the owners to purchase land for construction. It also adds more challenges on the part of SONA. Being an umbrella association of Nepali architects, SONA has experienced several ups and downs. Sometimes, our designs have also been misused. We use theory, knowledge and modern technologies in our practice. However, we still lag behind when it comes to proper implementation of the same. Ultimately, the high cost of land causes hiccups and the projects become more expensive than is expected.</div>
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	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>So what could be the solutions to minimize the risks?</strong></div>
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	 </div>
<div>
	To begin with, legal measures to control the artificial price of land should be taken into consideration. We haven’t strengthened ourselves technically as well as legally. Therefore, infrastructure development should be well governed and monitored by the authorized policy makers to minimize the risks. As we are rich in antique designs, much research should be done to dig into our architectural history that is unknown to most people.</div>
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	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are the government policies in place given that Kathmandu falls under a fragile seismic zone and is highly prone to earthquakes?</strong></div>
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	<strong><br />
	</strong></div>
<div>
	The government policies don’t reveal much and are also not up to the mark when compared to the global phenomenon. The loose monitoring system and purview sometimes make it so hard for us that we have to take steps to take matters into our own hands. Besides, the lack of tight scrutiny and invigilation cause the projects to fizzle out. Nevertheless, we are doing our best to comply with the basic standards. Regarding the Kathmandu Valley part of the fragile seismic, we believe that there is a solution to every problem. For example, in the case of Japan, there are many high rise buildings and the country is prone to earthquakes. If proper monitoring, quality maintenance, awareness and utilizations are in place, then we can definitely minimize the risks involved.</div>
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	 </div>
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	 </div>
<div>
	<strong>What is your comment on the trend of corporate houses opting to build skyscrapers in the current scenario?</strong></div>
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	 </div>
<div>
	While analyzing the trend from a global perspective, it is the need of the hour for businesses to opt for skyscrapers. In our case, I see the skyscrapers as a welcome respite to the mismanaged urbanization. Additionally, it also minimizes the projects’ completion cost. We don’t have any viable options and must adapt to the latest technologies practiced globally.</div>
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	 </div>
<div>
	 </div>
<div>
	<strong>How is SONA addressing the unethical practices in this business?</strong></div>
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	<strong><br />
	</strong></div>
<div>
	SONA is an independent non-profit and professional association of architects in Nepal. We are the voice for the architects and work to protect their rights. Therefore, we try our best to discourage any unethical practices at all times. We meet and hold discussions within the association as and when any untoward and malicious situation arises. Even though we may not take any official action, we definitely try to expose such practices in the public domain.</div>
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	 </div>
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	 </div>
<div>
	<strong>How do you perceive the artistic choice of the architects themselves while building these corporate offices?</strong></div>
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	 </div>
<div>
	Quite literally, SONA is here to add glitter to gold. An individual architect always strives to seek his/ her identity at some point or the other. It is our responsibility to help realize that vision for every architect. For example, if someone comes with a creative design, then we scrutinize the work and finalize the decision on a bilateral basis. Therefore, the creativity of an architect’s work can be well explored ultimately. The brand value consciousness is also a prime concern for us to safeguard the professional rights and interests of the architects.</div>
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	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are major points to consider for ideal office buildings in commercially burgeoning cities like Kathmandu?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The recently built commercial buildings in Kathmandu should be careful that the historical and cultural importance of antique buildings is not disturbed. In the quest for constructing swanky buildings, the artistic values of endangered heritages must not be compromised with. Taking it as our social responsibility, SONA has discouraged such acts. For example, we have been opposing the construction of high rise buildings around Dharahara, for example, and raising our voice to keep ancient art intact while renovating old temples across Kathmandu.</div>
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	<strong><br />
	</strong></div>
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	<strong><br />
	</strong></div>
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	<strong>Do you think the investments made by corporate houses in constructing own buildings pay them in the long run?</strong></div>
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	 </div>
<div>
	This depends on the will power of the investors to cope with the challenges ahead. Given the uncertain political state of the country and ineffective policies as regards the housing sector, our path is full of thorns. The first and foremost concern is the artificial price of land. Therefore, if these issues are properly addressed, the situation may get better for the corporate houses.<br />
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	 </div>
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	 </div>
<div>
	<strong><span>‘Owning a Building Helps a Corporate House Enhance its Brand Image’<br />
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	</span></strong></div>
<div>
	<strong><br />
	<br />
	<img alt="kumar" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kumar.jpg" vspace="10" width="278" /><br />
	</strong></div>
<div>
	<strong><br />
	</strong></div>
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	<strong><span>KUMAR LAMSAL </span></strong></div>
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	<strong><span>CEO, Sanima Bank</span></strong></div>
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	 </div>
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	 </div>
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	<strong>What is the reason behind naming Sanima Bank’s building ‘Alakapuri’?</strong></div>
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	 </div>
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	It is because Alakapuri refers to the state ruled by Kuber, the lord of wealth. Hence, we decided to name our building after his empire because he is worshipped as an important god when it comes to money and business.</div>
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	 </div>
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	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as the need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	I don’t think it is compulsory or urgent for any of us to own buildings. Constructing own building depends on one’s choice and the kind of business they run. However, I think such a trend has emerged as a requirement for corporate houses where it has become increasingly important to own a building. It is a psychological factor where owning a building makes you feel secure and gives a sense of achievement. You are comfortable in that building because you have made it as per your requirements. Hence, it has become common for corporate houses these days to follow this trend.</div>
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	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Specifically speaking, what is it that led Sanima Bank to construct its own building?</strong></div>
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	 </div>
<div>
	For a bank, owning a building means a lot. It leaves a good impression on the public in terms of an enhanced brand image. A bank usually works for a long term and since we are here in this business for a long time now, having our own building has had been one of our priorities. We needed the building mainly to run the business properly.</div>
<div>
	Could you please tell us about the investment that has been made in the construction of your new premises?</div>
<div>
	We have invested around Rs 34 million on the construction of the building which took three years for its completion.</div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Do you think the investments made in their own buildings pay the corporate houses in the long run?</strong></div>
<div>
	 </div>
<div>
	Constructing your own building itself is a long term investment for the corporate houses. It directly relates to the image of the company that can neither be built nor destroyed in a day. Although our cost is higher in comparison to the cost in the rented building that we operated from earlier, the benefits are for many years to come. We have indeed spent a huge amount in constructing the building but in the long run, that cost will be compensated in due course of time. People usually perceive a corporate house to be enjoying a certain standing if it owns a building. And the good news is; our building has started attracting walk-in clients already.</div>
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	 </div>
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	 </div>
<div>
	<strong>How significant is it for you to have constructed your own corporate building and then conducting business operations from it?</strong></div>
<div>
	 </div>
<div>
	It has been significant for us primarily because we have constructed it as per our demand and design. It is based on our choice and the way the building has been constructed meets our business demand too. We are very happy to be operating from our own office and it has certainly fulfilled our expectations. Its interior design is as good as the exterior design and has more space. It is also an attractive and strong structure while the previous building was small and congested. At the end of the day, it is easier to conduct business operations from ‘Alakapuri’.</div>
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	 </div>
<div>
	 </div>
<div>
	<strong><span>‘It’s High Time for Corporate Houses to have their Own Resources’<br />
	<br />
	<br />
	<img alt="om" border="1" height="338" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/om.jpg" vspace="10" width="294" /><br />
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	</span></strong></div>
<div>
	<strong><span>OM RAJBHANDARY </span></strong></div>
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	<strong><span>Chairman, Brihat Investments Pvt Ltd</span></strong></div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How old is the trend of corporate entities in Nepal moving from rented premises to their own building?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	If we look at the corporate culture in Kathmandu, much of the credit for this trend goes to the banking sector. They initiated it and for around 15 years now, corporate houses started having their own buildings in Kathmandu. Earlier, it was limited because most of the businesses were family-run entities. Most of the corporate houses today boast of their resources within their own premises.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	Yes it is high time for the corporate houses to move on with their own resources. The vital aspects of a business - property, productivity and perception should not be forgotten at any point of time. While on one hand, we lack productive infrastructure, we are keeping a tight vigil even on minor things like the use of electricity and interior designs on the other. For the entrepreneurs to start new businesses, they must increase the size of their functional area to strengthen productivity. If property area and services planning etc are not done properly, the expenses are going to be that much higher. In the present context, these things amount to savings because of the one-time investment one is putting in. Besides, people’s perception of you is different when you are staying in a rental office and don’t have your own resources. According to our traditional concept, we believe that people who own a house are stable in life. Having one’s own space in the office and possessing the premises saves on the rental.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What is it that led Brihat Investment to construct its own corporate office building?</strong></div>
<div>
	 </div>
<div>
	Brihat is striving to construct environment friendly homes to cater the need of people and to help non-hazardous urbanization. Using your own resources makes the working environment more conducive and also boosts the workers’ spirits. That is the main reason for Brihat Investment to construct its own building.</div>
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	 </div>
<div>
	 </div>
<div>
	<strong>What would be an ideal investment for a corporate building?</strong></div>
<div>
	 </div>
<div>
	The cost depends on requirements and clear vision. The specific need of area, infrastructure and manpower should be the prime aspects to take care of rather than the monetary value itself while investing. Even the minute things like color choice, material choice, electricity and interior designs should be well scrutinized to minimize the ultimate cost. The choices should be clear and cost effective. For example, the trend of using LED lights is for a tangible benefit. If we move forward in a balanced way, it will not be a huge financial burden in the long run.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How significant is it for you to have constructed your own building and then conducting business operations from the premises?</strong></div>
<div>
	 </div>
<div>
	When you own a building, all the requirements are met accordingly. People look at safety as the least concerned factor. That is wrong attitude. As Kathmandu lies in an earthquake prone area, certain safety measures should be taken into consideration. The distribution of things according to the need and demand is like an art. Good management is like oxygen, we should have proper utilization of our resources to get palpable benefit. If the structural cost comes around 10- 15 per cent, the cost for safety measures and needed infrastructure only takes an additional three per centof the building cost. Hence, having your own building is of great significance.</div>
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<div>
	<strong>Do you think the investments made in own buildings pay the corporate houses in the long run?</strong></div>
<div>
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<div>
	This highly depends on the political and economic situation of the country. The real estate business is not going well at present as it used to be few years back. In reality, every flourishing business pays back to the society. Here, the fluctuating political situation and unmanaged policy has affected the business a lot. If the period of uncertainty continues, then the entrepreneurs will be forced to switch over to other business. Recently, some big hotels of Kathmandu have been turned into shopping malls and it can be taken as a good example. With regular and periodical review and a long term vision, the investment in owning buildings will certainly pay off for corporate houses in the long run.</div>
<div>
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<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How challenging is it for you to keep abreast with the growing demand for new designs?</strong></div>
<div>
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<div>
	It is challenging but the investors and the designers need to have more healthy discussions on this matter to mitigate those challenges. To me, innovative ideas come first. If a designer is precise about his ideas, he should persuade me to pursue his idea. There should be a fine balance between the designer and the building owners.</div>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="nalin" border="1" height="183" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Nalin-Mandiratta.jpg" vspace="10" width="150" /><br />
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	‘The hospitality industry of Nepal is sure to grow immensely’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Nalin Mandiratta, General Manager of Soaltee Crowne Plaza (SCP), saying that the hospitality industry is surely going to grow by leaps and bounds if the external environment remains stable and the country is able to market its tourism offerings well.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It’s international practice to allow advertising means for market promotion</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Ramesh Kumar Silwal, Vice President of Higher Secondary Schools Association-Nepal (HISSAN), arguing if advertising was not to be allowed then why did the government made the policy to register private schools and colleges under the Company Act.</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It is possible to earn a livelihood by investing in shares alone’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Rajan Lamsal, Share Investor, elaborating that it is indeed possible to manage a livelihood by investing solely in the share market, however, one should devote enough time in it which can be treated as full-time as well as part-time business.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="surendra man shrestha" border="1" height="158" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Surendra-Man-Pradhan.jpg" vspace="10" width="136" /><br />
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	<strong><span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="hum nath gurung" border="1" height="181" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Hum-Nath-Gurung.jpg" vspace="10" width="149" /><br />
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line-height:115%;font-family:"><img alt="feedback" border="1" height="542" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback(3).jpg" vspace="10" width="485" /><br />
	<br />
	Working Class Hero</span></p>
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	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">“But you’re still peasants as far as I can see, a working class hero is something to be….” reads the famous line from singer John Lennon’s song ‘Working Class Hero’. I personally feel that this sharp line in addition refers to the issues of Nepali Labors as picked in the cover story of October’s issue. The bickering and politicization of Nepali trade unions have directly affected foreign investments. It’s also the working labors who are ultimately at the receiving end due to the regular stand-off of their union leaders. As highlighted in the story, the delay in the completion of Upper Karnali Project, frequent strikes, closure of international brands like KFC and Pizza Hut etc have not done any good to Nepal Investment Year 2012/13. It was good to go through the interviews of various people as part of the cover story and learn about their opinions. However, I felt that the interviewees only managed to float lukewarm ideas to overcome the present tumultuous situation of labors in Nepal. I hope that some concrete solutions must be provided at the earliest for safe and sound progress of development activities. </span></p>
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	<span myriad="" style="font-size:10.0pt;
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	</span><strong><span class="A29"><span style="font-size:
9.0pt">Ramesh Koirala, Thimi, Bhaktapur</span></span></strong></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Fun and Frolic at The Last Resort<br />
	<br />
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">The adventure and thrill seeking story about The Last Resort was worth reading. Located only 100 kms from Kathmandu valley, the resort seems to be a perfect place to escape from the hustle and bustle of the capital. This featured story in Corporate Focus column is beautifully written and also has carried informative details about the ways to get there and the activities at The Last Resort. As it is said ‘Do the things, you fear, and the death of fear is certain’, I soon wish to visit the resort and become a ‘Bungee Jumper’ myself. The serene location of the resort in the mountainous terrain of Sindhupalchowk district definitely carries high tourism potential. Besides, it makes all of us proud to know that it is listed as one of the best bungee jumps around the world. I still rue that despite being a permanent resident of Kathmandu valley, I haven’t been to the resort yet.</span></p>
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	</span><strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">B P Dhakal, Sanepa, Lalitpur</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;<br />
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Made in Nepal</span></p>
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	It was sheer delight to visit the third edition of the ‘Made in Nepal Products and Service Expo-2012’ in September. The news coverage of Made in Nepal Expo in your magazine further shed light on the importance of buying and selling Nepali products. The organizers, Nepalese Young Entrepreneurs’ Forum (NYEF), Direction Nepal and the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) should be praised for taking initiative to boost locally manufactured products and promote the service industry. At a time when foreign goods are luring the Nepali market, the expo came up with the theme ‘Our Own’, to target and promote local products under a single roof and minimize people’s attraction towards imported goods. Nepali products with high potential exports such as readymade garments, handicrafts items, footwear, carpet, and Pashmina products needs to be well advertised to the public in the coming days.</span></p>
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	<strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">Koshraj Neupane, Banepa</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Beauty of the Brain<br />
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<p class="Pa16" style="margin-top:5.0pt">
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mso-bidi-font-family:">Woman entrepreneur Seema Golchha’s courage and determination to stand tall in the male dominated sphere of business field is well appreciated. Golchha’s efforts to maintain a fine balance between personal and professional life is praiseworthy as highlighted in the Personality section of the last issue. The women of South Asia are mostly confined within the household while the business activities are taken care of by the men. And so, it was great to read a gritty story about a woman who carved a niche for herself despite all odds. It gives hope to dreamers like me to take bold steps in life and work towards becoming leaders of tomorrow. </span></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
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115%;font-family:"><br />
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	<strong>Corrigendum</strong></p>
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	Mr Hari Karki informed that some of the facts that appeared in his interview in the September 2012 issue of New Business Age, are completely out of context. He further states that he was never involved in Universal Music Company, and it’s his partner in fasttrack.hk (a lifestyle, fashion and entertainment website) who is the ex Universal Music and EMI executive.The error is regretted - Editor</p>
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	<br />
	<span class="A15"><span style="font-size:59.0pt">T</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">he recent activism of regulatory authority of insurance industry of Nepal, the Insurance Board (IB) or Beema Samiti, has created new ripples in the sector. Some of the very bold actions taken against ‘erring’ insurance companies, including the fully government-owned Rastriya Beema Sansthan (RBS), have apparently served to establish that it is not a toothless entity, as seen so for years now. <br style="mso-special-character:line-break" />
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">More interesting drama unfolded when the IB ordered RBS to defer its annual general meeting scheduled for the first week of October and ordered to stop its engineering insurance business the following week. This episode has special significance as the government-owned financial institutions have a history of invariably remaining recalcitrant to the regulatory authorities which has often given ground to the private sector operators to complain of not getting a level-playing field to compete with these ‘protected’ public sector companies. It may be recalled that a number of government-owned large banks were, for all practical purposes, acting beyond the regulatory mechanism of the central bank until their net worth became untenably negative, about a decade or so ago.<br />
	<br />
	At the core of such controversy and temerity to non-compliance to the regulator are the separate Acts that instituted these entities. Still, RBS Act of 1969 is intact. (Similar Acts were there for Banks as well until an Umbrella Act ‘BAFIA’ was enacted in 2006.) This incident also establishes the fact that government should not continue to be one of the competitors in the business where private sector has already made competent market presence. Let’s hope the IB will also force the RBS to speed up the process to split its life and non-life insurance businesses. The only private sector company that was operating both of these businesses has already obliged to IB’s directive whereas RBS is still adamant.</span></p>
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">But the cardinal question here is: Is this all an insurance regulator of the country expected to do? Certainly not! A regulator has a responsibility of evaluating the situation of service availability, and on the basis of such evaluation, creating appropriate legislative and institutional frameworks to ensure a healthy growth of the market as well as a ground for fair play. But, the recent acts of the IB appear more of populist and bullying nature than the ones having long-lasting meaningful impacts. Some of the decisions like limiting the operation expenses of the insurance companies only to 6 percent of their total expenses are unquestionably naïve, to say the least. This favours the old and established companies and puts the new companies in disadvantage while the latters deserve credit for the speedy expansion in the insurance services across the country.</span></p>
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Still, barely six percent of the population that has capacity to buy insurance coverage has got some sort of insurance coverage. The knowledge about the insurance among the masses is negligible and products that are suitable to Nepali context are neither available nor accessible to the potential clients. Nepal’s insurance industry lacks human resource of all levels and we don’t even have a training academy for the sector, so far. <br />
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Though the IB has been repeating its plan to set up such an academy time and again, the plan is still rudimentary at best. Updating several legal arrangements is long overdue. The very Insurance Act has become outdated. It is the responsibility of the regulator to develop a universal framework of evaluation to avoid institution-wide discretionary practices of evaluation and compensation. It is already late to bring in international best practices into our insurance industry. </span></p>',
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	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
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	Newcomers <br />
	<br />
	<br />
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>TULSI RAM GAUTAM</strong> has been appointed Machhapuchchhre Bank Ltd as CEO. Earlier, he was General Manager of Credit Department at Nepal SBI Bank Limited<br />
	<br />
	<br />
	<img alt="" border="1" height="143" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SATISH-NEUPANE.gif" vspace="10" width="117" />. </span></p>
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SATISH NEUPANE</strong> has joined Trade Tower Business Center as Managing Director. Earlier, he was Director at Arun Valley Hydropower Company Ltd.</span> <br />
	<br />
	<br />
	<img alt="" border="1" height="134" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUNIL-KHANAL.gif" vspace="10" width="108" /><br />
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	<br />
	<br />
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><img alt="" border="1" height="157" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/PADAM-RAJ-SHRESTHA.gif" vspace="10" width="126" /></span></p>
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	&nbsp; </p>
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	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Newcomers at Sunny Distillery </span></strong></p>
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	<span style="font-size:10.0pt;
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	<span style="font-size:10.0pt;
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	<strong><br />
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<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
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<p class="MsoNormal">
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<p class="Pa18">
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color:#D8171F">Promotions at Sunrise Bank <br />
	<br />
	<img alt="" border="1" height="148" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ROBIN-NEPAL.gif" vspace="10" width="120" /><br />
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	<br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MANOJ-NEUPANE.gif" vspace="10" width="119" /><br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>MANOJ NEUPANE</strong> has been promoted as Manager, Head – Corporate Banking Department. Earlier, he was Deputy Manager at the bank. </span></p>
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	&nbsp;</p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Promotions at International Money Express (IME) </span></strong></p>
<p class="Pa17" style="margin-top:5.0pt">
	<strong>&nbsp;</strong><br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/BISHAM-POKHAREL.gif" vspace="10" width="119" /><br />
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	<br />
	<img alt="" border="1" height="122" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-PAUDEL.gif" vspace="10" width="99" /><br />
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	<br />
	<br />
	<img alt="" border="1" height="140" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-BAHADUR-KC.gif" vspace="10" width="113" /><br />
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	<br />
	<br />
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<![endif]--><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/sectoral_featured.gif" vspace="10" width="338" /></p>
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	<span class="A14"><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
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<p>
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">There is high demand for Nepalis’ handcrafted jewelries in the international market.</span></span></p>
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	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
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59.0pt">T</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#211D1E">here are many beautiful, interesting, and unusual things in Nepal. The obvious question of “what to buy?” is bound to come to your mind. One of the answers to this could be gems and jewelry. “Most of the tourists visiting Nepal are interested to buy precious and semi-precious stones available in Nepal,” said Ramesh Maharjan, President of Nepal Gems and Jewelry Association. Besides being a fashion trend, it is a financial investment for the future as well, added Maharjan.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="115" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems4.gif" style="margin:10px;padding:10px;" vspace="10" width="137" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Jewelry includes all attractive or appealing decorative objects that can be made with gems along with other precious metals. Mostly, every form of material may be added to make an attractive piece of jewelry. Some common forms of jewelry include anklets, armlets, bracelets, earrings, necklaces, rings (engagement rings, wedding rings, class rings), toe rings and nose-jewels. Brooches, belly chains, head ornaments fit in the category of more uncommon kinds of jewelry. People can express their love by presenting jewelry to their dear ones. Common metals that are utilized in jewelry include gold, platinum and silver.</span> </p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Both younger and elder generations are fond of jewelry collection. “Gone are the days of heavy jewelry trends. These days, people look forward to light and unique designs that are different from other pieces of jewelry,” said Maharjan who is also the owner of R B Diamond House. It caters to a diverse range of customers who look forward to gemstones like diamonds, rubies, sapphires or emeralds in designer jewelry. Turquoise and coral are the most common stones used in Nepali jewelry that it also deals in. Other precious stones common in Nepal include lapis lazuli, tiger-eye, garnet, and agate.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="295" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems1.gif" style="margin:10px;padding:10px;" vspace="10" width="300" /></p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Diamond is the most important precious stone in terms of value that generates a larger volume of revenue and business internationally,” said Mahesh Man Shrestha, owner of Gahana Griha. Even in Nepal, diamond jewelry is more popular and in demand than other gemstones, added Shrestha. Generally, diamonds are the most expensive stones but there are high quality natural color gemstones that command high price per carat like diamonds do. <br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to Maharjan, in today’s market the price per carat for precious gemstones like ruby, emerald and sapphire range from Rs 2,000 to Rs 10,000 while price per carat for semi-precious gemstones cost about the same. There is high demand for Nepalis’ handcrafted jewelries in the international market. “Most of the gems in Nepal are used for silver jewelries that are exported to Europe and America,” said Maharjan. The handcrafted jewelries are very famous and liked by the Europeans and Americans. They are exported in different designs like earrings, rings, necklaces, pendants, bracelets, brooch, bangles, and different articles embedded with precious stones, he added. Some stones like quartz crystal, black tourmaline, moonstone, kyanite and garnet are also used as healing stones. Gemstones are also prescribed by astrologers and are adorned in the belief that they have magical and mystical powers. It is believed that these powers bring happiness, prosperity and overall betterment in a person and his activities.</span> <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<img align="left" alt="" border="1" height="249" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems2.gif" style="margin:10px;padding:10px;" vspace="10" width="239" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">There are many stones in the market these days that even the suppliers are unaware of. Apart from it, there are synthetic gemstones aplenty. Riken Maharjan, a Graduate Gemologist revealed that even today many people do not know that ruby and sapphire are the same stone. The only factor that makes it different is its color where red corundum are called ruby and blue corundum are called sapphire. “Identifying gemstones is a challenge, however, the bigger challenge is to ascertain value associated with different stones,” he said. The value of the stone depends on numerous factors, he added, it is the 4c – color, cut, clarity, and carat for diamonds while for other precious stones it’s the demand, rarity, treatments, imitation etc that count.</span> </p>
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	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Understanding precious stones has come a long way. Earlier, it was difficult for the clients to understand if any red stone would be called ruby and any blue stone would be called sapphire and a colorless stone that dazzled and produced a colorful flash of light was a diamond. However, today with all the technology, research and improvement in science there is a better understanding of stones. According to Maharjan, Nepal has the technology and good professional gem cutters but the sector is suffering because the stones have not been explored well and opened for business.</span> </p>
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	<br />
	<img align="left" alt="" border="1" height="233" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems3.gif" style="margin:10px;padding:10px;" vspace="10" width="227" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Hari Bhakta Adhikari, a senior gems expert shared that Sankhuwasabha, Taplejung, Jajarkot, Manang and Dhading figure among the major gem locations of Nepal. He added that Nepal is a Paradise for gemologists and collectors. “This can boost tourism as well as help in export business. But, it is a pity that despite having huge semi-precious stone mines, Nepal has to import 80 per cent of the stones from India, China, Thailand, Burma and Pakistan,” he said. Entrepreneurs involved with the business shared that they need better facilities from the government and to review the existing import and export policies. Adhikari opined that in India, the government has waived off import fee on gemstones, one of the reasons which has made it very difficult for Nepal to compete with India.</span> </p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Nepal has failed to showcase its potential in the international market. Much of it is due to the lack of skilled manpower that has hit the gems and precious stones sector in the country despite it being rich in mineral resources,” said Adhikari. He opined that the government should develop adequate work force and create mechanism to extract mineral resources to propel growth. From export of 200,000 kg raw gemstone, some 5,000 small gems industries could provide around 25,000 people direct employment and another 100,000 indirect employment, he added. <br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to the Department of Geology, the country has imported around Rs 130.37 billion worth of mines and mineral related goods in fiscal year 2009-10. However, due to lack of well-equipped laboratory that can certify purity of gems and other precious stones, the country has not been able to take advantage from its huge natural resources. According to Riken Maharjan, there are two things the industry keeps in mind – gemstone identification and gemstone grading. The first part is to identify the stone correctly as it makes a huge difference in price depending on the type of gemstone. The market is flooded with precious and semi precious gemstones and it is hard even for experienced eyes to tell the difference without gemological tools.</span> </p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Gemstone and jewelry certification plays a vital role in the business. There are gem labs all over the world that identifies and grades gemstones, however, it’s not an established trend in Nepal yet. R B Diamond Jewelers is taking an initiative to change this by introducing GIA (Gemological Institute of America) Certification for gems and jewelries in the near future. These certificates are internationally recognized and honored and known for its grading precision, technology, research and other important factors.</span> </p>
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&quot;Myriad Pro&quot;;color:#211D1E">“The gems and jewelry industry is an industry of trust. Therefore, it is very important for people in this industry to understand their product, to know what they are selling,” said Maharjan who has been in this business for more than 15 years now. People put their names and huge amount of money on the line. There is a lot to learn about the industry, the stones itself, treatments, grading, imitation, synthetic stones and many other aspects, he added.<br />
	<br />
	<br />
	<br />
	</span></p>',
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			'description' => 'There are many beautiful, interesting, and unusual things in Nepal. The obvious question of “what to buy?” is bound to come to your mind. One of the answers to this could be gems and jewelry. “Most of the tourists visiting Nepal are interested to buy precious and semi-precious stones available in Nepal,” said Ramesh Maharjan, President of Nepal Gems and Jewelry Association. Besides being a fashion trend, it is a financial investment for the future as well, added Maharjan.',
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			'title' => 'Employee Benefits',
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<p class="MsoNormal">
	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
	 </p>
<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
	 </p>
<ul>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	<br />
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<p class="MsoNormal">
	<span class="A14"><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony_featured.gif" vspace="10" width="338" /><br />
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<p>
	 </p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
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<p class="Default">
	<span class="A4"><span style="font-size:
59.0pt">A </span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">cartel is generally understood as the arrangement among producers and suppliers of goods and services to control the production, sales and price so as to restrict competition and obtain monopoly or oligopoly in the market. On the other hand, a syndicate is a self organizing group of individuals, companies or entities formed to transact some specific business or promote their common interests. Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services. Such practices are generally considered as the worst forms of anti-competitive behaviour and condemned by the laws of various countries.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Competition is the cornerstone of open and liberalized economy as the anti-competitive behaviour of the enterprises, industries or traders take a toll on the economic performances of a country by promoting inefficient firms, producers and distributors and punishing the efficient ones. Consumers are compelled to pay higher prices and use low quality goods and services in a situation of anti-competitive markets. In view of this, countries have developed their own competition laws in order to prevent unhealthy business practices. The United States of America has enacted two such basic laws, called anti-trust laws. Named the Sherman Act and the Clayton Act, these are enforceable by the Department of Justice and Federal Trade Commission. Similarly, the European Union has provisions under the Treaty of Rome to maintain fair competition and Australia has its Trade Practices Act 1974. In India, the Monopolies and Restrictive Trade Practices Act was brought out in 1969 and later replaced by the Competition Act in 2002. The Indian Competition Act is quite comprehensive and has provision to constitute the Competition Commission and the Competition Appellate Tribunal among others. The objectives of the act have been defined as: to prevent practices having adverse effect on competition, promote and sustain competition in markets, protect the interest of consumers and ensure freedom of trade carried out by other participants in the market.</span> <br />
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The Competition Promotion and Market Protection Act (CPMPA) was passed by the Parliament of Nepal in 2006 and the Government of Nepal came up with the relevant regulations in 2009. The act basically defines the anti-competitive practices and dealings, and prohibits the anti-competitive agreements between two or more parties with the intention to limit or control competition. Such anti-competitive agreements may be in the form of fixing the sales or purchase price, limiting the quantity of production or sales, market allocation, creating barriers for market entry to the producers and suppliers of similar goods and services, determining the terms and conditions of sales, imposing quota and applying syndicate system in transport and distribution of services. Similarly, the act prohibits the abuse of dominant position by a producer or distributor or their conglomerates with the intent of controlling competition. Besides, merger and acquisition of enterprises with a takeover of more than 50 per cent share and acquisition of more than 40 per cent market share are the prohibited behaviours that have the effect of creating monopoly in the market. Bid rigging, exclusive dealing, market restrictions, tied selling and misleading advertisements are other anti-competitive practices and offences under the competition act.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartels and syndicates are the anti-competitive agreements according to section 3 of the CPMP Act. Such an agreement may be in the written form or as a tacit understanding which is difficult to prove by the document but can be judged from the behaviour and resultant outcomes of such dealings. Let us look at some representative cases in the context of Nepal.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/opec.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation services are a prime example of the most-hit sector by cartels and syndicates. The transporters are usually smart enough to make a hefty profit through the application of syndicates. First, they bond together within the umbrella of their associations that culminates into the federation redoubling the institutional strength to protect and persuade the vested interest of transport operators around the country. Such strength can yield dominant positions in the market collectively and the abuse of such position is imminent. Price fixation, particularly regarding plying on minor roads, application of higher charges on services, queue and rotational system in operation, use of old and worn out vehicles and overload in cargo transportation are some elements associated with the syndicate behaviour of the transporters. The transporters deter the entry of new transport equipments through physical threat or assault in case somebody dared to enter their market or put heavy syndicate charges for such entry. This has put the consumers in worse conditions as they need to pay higher transportation charges, meet with frequent road accidents, and travel in crowded sitting positions in the buses. This sort of practice rewards inefficiency and discourages firms to provide services in an environment of open and healthy competition.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation of petroleum products and their distribution is another sector affected by hardcore cartels and syndicates. Different associations that are in existence demonstrate the collective anti-competitive behaviour of their members. Such a behaviour usually include the pressure or demand for increasing profit margin, cheating in the measurement of volume and weight, raising barriers to the entry of new traders and dealers etc. It was noted that one of the demands of LPG Bottlers Association during their recent strike was against the government’s plan for granting license for a glass bottling plant. Moreover, these associations often exert pressure through the means of strikes, lock-outs and interruptions in services to make the government accept their demands. Any compromise with the demands based on such unlawful means of threat and violence by the associations and its members would reduce the efficiency of the economy and harm the interests of the common consumers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The third cartel group belongs to the distributors and wholesalersof fruits, vegetables and meat products. These are organized groups and have their own associations while their upstream and downstream stakeholders in the supply chain do not have strong enough associations to offset their unruly behaviour. Hence, the farmers are fetching low prices on their products on the one hand and the consumers are forced to pay higher prices at the other to the hefty benefit of those middlemen. A market survey done at the Kalimati Vegetable Market shows that the price paid by the consumers for some vegetable products are 10 times higher than the price paid by the middlemen to the farmers for the same vegetables. This shows the intensity of unfair trade practices, much to the chagrin of law enforcing authorities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel groups in Nepal are found in other sectors as well. For example, there are tacit understanding and clandestine agreements among the importers and distributors of food grains in order to fix price and control supply and raise the price particularly during the festive season of Dashain and Tihar. Sugar industries collude to pay less to the farmers against purchase of canes and fix high prices of sugar for sales to the end consumers with a bigger price arbitrage, while manufacturing industries like cement, noodles and water pipes sell their product at the identical price as a result of tacit understanding among the manufacturers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel is globalizing as well along with the globalization of economies. The famous example of international cartel is the Organization of Petroleum Exporting Countries (OPEC) which has been increasing the world prices of petroleum products at various times by imposing the production quota and fixing of prices. Besides, cartels are noticed in the international production system for steel, fertilizers, rice and other commodities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Thus, in a situation of cartel, producers and suppliers control the production and supply to maintain an artificially high price. This kind of behaviour is supported by a situation where there is less number of suppliers but large number of customers in the markets, market demand is not too variable and individual firms output can be easily monitored by the cartel organizations. The organized behavior of such cartels is pronounced in the syndicated system. The ultimate effect of these anti-competitive practices is that the efficient firms lose to the inefficient firms or suppliers as there are no incentives for bringing down the cost and increasing the quality of goods and services. In such a situation of duopoly or oligopoly, all the firms within the cartel groups benefit by sharing the market without the need of improving efficiencies in production or supply.</span> </p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Perfect competition is an ideal situation that is hard to achieve in any economy. However, it should be the ultimate goal and direction to move forward which can be stepped upon by gradually building on the legal, institutional and human resources base for defying the anti-competitive behaviour. Reining the cartel and syndicate requires comprehensive and concerted approaches from all stakeholders and the effectiveness of law enforcement agencies. The most important factor is the requisition of political will and commitment to establish a competitive and healthy market that could be the precursor to increased trade and foreign direct investment in the country. Many developing countries including Nepal are mired by the dilemma of politics protecting the cartels and syndicates as those who are engaged in anti-competitive practices dole out substantial money to the political parties and their leaders. </span></p>
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	<strong><span style="font-size:8.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Ojha is a Former Secretary, Government of Nepal. The views expressed in the article are personal of the author. </span></strong></p>
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			'title' => 'Stock Taking November 2012',
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	<span style="font-size:11.5pt;line-height:
115%;Calibri&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_featured.jpg" vspace="10" width="338" /><br />
	<br />
	STOCK TAKING</span></div>
<div>
	<span style="Myriad Pro&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;;color:#221E1F">By Bikram Chitrakar<br />
	<br />
	<br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Market Escalates Ahead of Festivals<br />
	</span></span></strong><span style="font-size:14px;"><span style="line-height: 115%;"><br />
	Traditionally, the stock market falls a bit before the festival season that mark long holidays. However, the Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups.</span></span></div>
<div>
	<br />
	<br />
	<img align="right" alt="" border="1" height="1200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_.jpg" vspace="10" width="434" /><br />
	 </div>
<div style="text-align:justify">
	<span style="font-size:
59.0pt">D</span><span style="font-size:10.0pt;Myriad Pro&quot;;
color:#221E1F">efying the traditions, the Nepali capital market experienced an increase in the month of Ashwin (mid- September to Mid-November), ahead of the festival of Dashain. Traditionally, the stock market falls a bit before such festivals that mark long holidays. The Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups. The benchmark Nepse index accelerated 11.94 points or 2.81% to close at 424.43 while the session’s high was 427.90 on 7th October and the session’s low was 412.49 on 11th September. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Among the major influences of the period were Nepal Telecom that is listed under the “others” group and ex-dividend date effect of Chilime Hydropower that is listed under “hydropower” group. Ex-dividend effect was also in the insurance sector and that too helped to move the market higher. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">One major development in the market during the review period is that the Citizen Investment Trust (CIT) has asked major institutional investors to join hands with Trust and pool their funds so as to play a more effective role of market maker. </span></div>
<div>
	 </div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;Myriad Pro&quot;;color:#221E1F">Performance by Sector </span></strong></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">During the review period, the hydropower sector added double digits (88.26 points) followed by 88.10 points increase in the others sector to reach at 899.83 and 763.65 points respectively. Insurance sub-index increased 56.07 points or 7.93% to rest at 706.98. Also the hotels and trading sectors increased during the period. Hotels sector went up 19.99 points or 3.57% to 560.12 while trading sector registered the growth of 11.38 points to rest at 174.21. However, banking, development banks and manufacturing sectors plummeted. While manufacturing sector lost 41.33 points or 5.73% to settle at 721.33, the banking sector descended 7 points or 1.97% to 355.41 and the development bank skid 6.27 points or 2.60% to close at 240.8. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Sensitive index that measured the performance of 133 blue chips scrip at the secondary market, surged 4.43 points or 4.06% to 109.03 while, the float index calculated on the basis of real transaction downhill 0.79 points or 2.60% to 30.33. Total of Rs. 1,886,374,657 was realized as the turnover during the review period from 7,111,778 units of shares traded through 31,609 transactions. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">The accompanying figure illustrates sector-wise distribution based on total volume of trade. Banking sector that accounts for the heaviest volume of trade in exchange registered a share of 47.88% of the total trade. Hydropower sector grabbed 20.71% while insurance sector accounted for 15.66% of the trade and rest of the sectors covered the remaining portion. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Technically, the Simple Moving Average (SMA) is outcast as both 30 days SMA and 200 days SMA are dominated by Nepse index. However correction at this level can be expected due to the seasonal cyclical trend. </span></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><span style="font-size:8.0pt;line-height:115%;color:#221E1F">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></strong></div>',
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			'created' => '2012-12-13',
			'modified' => '2013-01-04',
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			'title' => 'Corporate Focus   November 2012',
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<p class="Pa1">
	<span style="font-size:16px;"><span style="font-family: ">PFCL: Spreading Wings</span></span></p>
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	<span style="font-size:16px;"><span style="font-family: ">&nbsp;</span></span></p>
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<![endif]-->	<span style="font-size:14px;"><span style="font-family: ">“The products we offer and our size have made us different from others. Our interest rates are almost equal to that of the commercial banks.” </span></span></p>
<p>
	 </p>
<p class="Default">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="ashok" border="1" height="268" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashok.jpg" vspace="10" width="200" /></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">ASHOK SHERCHAN CEO </span></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">Prabhu Finance Company Limited</span></span></span></p>
<p class="Pa9">
	<span style="font-size:14px;"><span style="font-family: "><br />
	</span><span class="A15"><span style="font-family: ">T</span></span><span color:="" style="font-family: ">he proverb ‘A rolling stone gathers no moss’ matches the credentials of Prabhu Finance Company Limited (PFCL). Within six years of operation, the company has succeeded in holding five per cent market share among 90 finance companies operating in the market. Ashok Sherchan, CEO at PFCL, says, “Our services are the same if compared to other banks and finance companies. The products we offer and our size, however, have made us different from them. Our rate of interest is almost equal to that of the commercial banks for deposits as well as lending.” </span></span></p>
<p>
	<span style="font-size:14px;"><span color:="" style="font-family: ">Established in February 2006, the company – a part of Prabhu Group of Companies – has been categorized as ‘C’ class financial institution by Nepal Rastra Bank. PFCL constitutes around 10 per cent share in total remittance excluding the contribution made by its money transfer agency Prabhu Money Transfer. Seventy per cent share of the company is owned by the promoters while 30 per cent shares are held by public shareholders. The company has approximately Rs 7.5 billion in deposit while having a lending portfolioer of around Rs four billion. According to Sherchan, with a strong presence in lending, the company can now invest millions of rupees even on individuals. </span></span><span style="font-size:14px;"> </span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;<img alt="" border="1" height="297" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus.jpg" vspace="10" width="500" /><br />
	<br />
	<br />
	PFCL targets to work for various groups of people, from business people to individuals at the grass root level. It has special plans to bring underprivileged people into the banking sector that are unable to or hesitate to seek service from commercial banks. The bank is also directly linked to the customers via its remittance business. Sherchan says, “We try to provide loan to everyone and deal with every case equally and positively to make our customers feel at home.” </span></span></p>
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	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
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	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Success Mantras </span></span></strong></p>
<p class="Pa10">
	<strong><span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></strong><br />
	<span style="font-size:14px;"><span color:="" style="font-family: ">Besides a Paid-Up capital of Rs 469.2 million, the company has also seen growth in terms of deposit, branch network and loans. The company owes its success to the policy of expanding its branches aggressively in 2007, points out Sherchan. The company now has 37 branches and 150,000 direct account holders all over the country. It targets to expand its number of branches to 41 by the end of current fiscal year, informed Sherchan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Sherchan says, “Although we are a finance company, our ability to expand on number of branches has made us successful.” The company has a mission of encouraging banking habit among the remittance receiving population. When asked about other reasons behind the company’s success, Sherchan points out three things: dedication, dreams and positive attitude. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The dedicated staff have also contributed towards uplifting the status of the company. Sherchan shares, “We have more than 300 employees in Nepal and foreign countries who give their best.” PFCL trains its employees every month and carries out trainings in different countries to enhance their skills. He says, “There is so much to learn in trainings. Because of our portfolio and working system, employees can learn more about the entire banking process like in commercial banks.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The bank is developing the ‘customer first’ culture as one of its business strategies. It is strengthening internal management mechanisms and also making them more customer-oriented. The company is also focused on the customers from remittance business and regularly visits the targeted customers to lure them with different products. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp; <br />
	<img alt="quatarly" border="1" height="287" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/quartaly.jpg" vspace="10" width="261" /><br />
	<br />
	</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Products </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: "><br />
	The bank is prepared to work for different groups of people and it reflects in the various products the company has in its portfolio. There are altogether eight deposit accounts including Mamata Bachat Khata for Children, Bharosha Bhachat Khata for aged people and Sangini Bachat Khata for women, available with attractive interest rates. The bank also provides home loan, education loan and foreign employment loans among a host of many other loans. The company also facilitates loans such as margin loan, consortium loan, personal loan, bank guarantees, bills purchase and working capital loan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Unlike other finance companies, PFCL provides Loans against Share, Gold or fixed deposit. It also provides banking facilities round-the-year with internet and debit card facilities. Besides, there are loans for those opting to start a small business or industry. Sherchan says, “As long as they meet our criteria, we provide loans to each and every individual that approach us. We open account for remittance receivers for a token amount of Rs 51.” PFCL also provides services such as e-banking, SMS banking, SCT debit cards, ABBS facilities and fund transfer for clearing and collection services. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="" border="1" height="446" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/swot.jpg" vspace="10" width="271" /></span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Investment </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">The expansion of the company in terms of its branches has increased the company’s access to all kinds of sectors in remote as well as urban areas. PFCL has invested in small to big budget projects all around the country. Sherchan says, “We have invested in most sectors in Nepal which includes big budget hydropower projects.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has immediate plans to invest in agro business. It has already invested Rs 10 million in Kalaiya this year for small farmers involved in sugarcane cultivation. For another project, the company has distributed cows in five districts to the farmers in collaboration with Dairy Development Corporation. The two projects cost Rs 50 million in total and the investments have brought about positive results and have inspired the company to invest more in the agro sector, says Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">CSR Activities </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has supported literary programs as part of its corporate social responsibility (CSR) activities. The company is also providing scholarship to four underprivileged students from Burtibang in Baglung district to study intermediate level. In Kathmandu too, two students are studying management on a scholarship provided by the company. PFCL also helps one handicapped student from Myagdi. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The company is in the process of becoming a development bank and this promises to benefit the company as finance companies have many limitations when compared to the development banks. Sherchan shares, “There would be no limitation for us once we become a development bank as we can then work aggressively.” </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">The current political situation of the country does not augur well for the economy at large, feels Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">&nbsp;He shares, “There is no demand for fresh loans and we do not have new industries or entrepreneurs coming up. Industrialists are either running away or surviving on the existing industries.” PFCL is trying to increase its contribution in the remittance business and finding various other sectors for investment to deal with the situation.</span></span></p>
<p>
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			'description' => '“The products we offer and our size have made us different from others. Our interest rates are almost equal to that of the commercial banks.”',
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			'title' => 'Visiting Business People November 2012',
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			'content' => '<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We Expect Increased Per Capita Consumption of Plastics in South Asia’<br />
	<br />
	<br />
	<img alt="Jim Becker" border="1" height="283" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/Jimbecker.jpg" vspace="10" width="189" /></span></span></strong></div>
<div>
	<span style="font-size:14px;"><br />
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<div>
	<span style="font-size:14px;">Jim Becker <span style="color: rgb(34, 30, 31);">is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.</span><span style="line-height: 115%;">Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics. The company with its joint venture partners, operates 42 manufacturing and research centres. Chevron Phillips is based in The Woodlands, Texas (north of Houston) and employs over 4,700 employees worldwide. The company, with its joint venture partners, currently has 39 production facilities located in the United States, Colombia, Singapore, China, South Korea, Saudi Arabia, Qatar and Belgium. Agriculture, automobiles, appliances, adhesives and sealants, electronics, medical, household goods, industrial, and textile are some of the areas that are served by the company among numerous others. Singapore is the regional headquarters for its operations in the Asia-Pacific region. Becker was recently in Kathmandu during a day-long seminar organised by the Nepal Plastic Association. In an interview with New Business Age, Becker shared his idea on the Nepali market for his company among various other issues. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
	</span></strong></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">We were invited for the Nepal Plastic Association event here. Nepal is an important market for the Chevron Philips Chemical. This is my first trip to Nepal and I was very pleased to come here and meet some of our customers and interact with the Nepal Plastic Association. <br />
	<br />
	</span><strong><span style="font-size:14px;"><br />
	You are one of the leading exporters of polymers to Nepal. What led you to achieve this position? <br />
	<br />
	</span></strong><span style="font-size:14px;">We started about 20 years ago with fairly low volume which at that time was around 300 tonnes. We worked hard and closely with an agent here in Nepal and now we sell almost 8,000 tonnes in this country. We see it growing further in the future. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What are the products that you are currently exporting to Nepal? <br />
	</span></strong><span style="font-size:14px;"><br />
	We primarily sell high density polyethylene in Nepal. The Marlex Resin, which is the brand name of our product, is well known across Asia. It is the best quality resin in Asia and is used for many different applications. However, in Nepal, it is mainly used to produce pipe - primarily for water transport, and film for plastic shopping bags When it comes to use of plastic products, environmental issues come into consideration. As a producer of polymers, what is your take on it? <br />
	<br />
	</span></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">I am not an expert on technology of sustainability but one of the biggest areas as far as I am concerned is energy consumption. That is one of the major benefits of using plastics. Without plastics, the world would be consuming much more energy because plastics, for example, are much lighter so they make automobiles lighter, packaging lighter, and also make bottles lighter among other things. So, consequently the energy it takes to transport all of these materials is reduced. If your car was heavier it would be much less efficient and would use more energy. The fact that you can make all these things lighter using plastics, is a big benefit. In addition to that, manufacturing polyethylene is more energy efficient in most cases compared with alternatives. If you reduce energy consumption, you reduce greenhouse gas emissions, conserve energy and reduce emissions of all sorts which are good for the environment. <br />
	<br />
	That, to me, is one of the major impacts that plastics have, on in a positive way, on the environment. Another very important benefit is in the food packaging area where you prevent spoilage of food which means more food for the consumer as well as for everyone else. As an industry, we need to work closely with people like those in Nepal Plastics Association to help educate people on the benefits of plastics. It is not something well understood by a lot of people. Therefore, we need to do a good job educating people to make sure they understand the benefits of plastics. </span></div>
<div style="text-indent:14.0pt">
	<strong><span style="font-size:14px;"><br />
	<br />
	How do you see the market in South Asia?</span></strong><span style="font-size:14px;"><br />
	<br />
	The South Asian region has got a strong future that is why it is an important market to us. If you look at the emerging economies in South Asia, people from the lower income level are moving up to the middle income level. This means they are going to consume many more things including more plastics. When you combine that with strong population growth, we think the future of polyethylene and polypropylene looks pretty strong in South Asia. We expect the per capita consumption of plastics in South Asia to increase over the next decades. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
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	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">Industrialisation is rather slow in Nepal. How do you see the future in this context and what are your expectations? </span></strong></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;">As I mentioned, we see Nepal as an area of growth for polyethylene. I don’t really know a lot about the specific policies that are being adopted in Nepal to help encourage growth. But we think that we will see the same kind of driving forces that will tend to increase consumption in Nepal similar to what we see in India, China and elsewhere in Asia. Nepal is an important market for us and we expect to be here for a long time. </span></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What is the level of competition you face in Nepal? </span></strong></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">The Marlex brand is very strong and we are very confident about our products and the brand itself. There is competition in Nepal of course but we will keep doing what we have been doing so far. Our basic business model is to establish close relationships with customers and work with them to develop this market. We have a very talented agent here in Nepal who helps us do this and so we plan to keep doing what we have been doing – working with the customers to help this market grow.</span></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
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	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
<div>
	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We can Help Nepali Tea Earn Credibility in Europe’<br />
	<br />
	<img alt="" border="1" height="317" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dheeraj.jpg" vspace="10" width="190" /><br />
	</span></span></strong></div>
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	<strong><span style="font-size:14px;"><br />
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<div>
	<span style="font-size:14px;">Dheeraj Rathi <span style="color: rgb(34, 30, 31);">is the Director of South Asia at BM TRADA RKCA Certification Pvt </span>Ltd.<span style="line-height: 115%;"> He has been working for the company since July 2011 and looks after the South Asia operation. BM TRADA is one of the leaders in certifications with a history of more than 75 years in the certification industry across the globe. It has expertise in construction, oil and gas, timber research, sustainable supply chains, food industry and systems design. The company has served about 15,000 organisations in more than 80 countries in systems certifications and management systems design. Rathi heads a team of 18 members and 45 associate auditors and channel partners to serve over a 1,000 clients. He was recently in Nepal to award Chilime Hydropower Company Limited with Quality Management System (QMS) and Environment Management System (EMS) awards. In an Interview with New Business Age, he shared his ideas on certification trends and plans of BM TRADA operations in Nepal. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We have certified Chilime Hydropower Company and I wanted personally to come and be a part of something which I feel is a good cause for the society. In the entire world, this is the first hydropower plant which BM TRADA has certified. Certification for hydropower is something which you can get if you are either in the US or in South Asia. That is something which is very unique. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">Do you think the certification procedure can be customised to suit the local environment? Are there any such practices? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">Customisation is not there because you are actually certifying against the given standards. There are certain standards which are called guidelines. You actually design the process, set a benchmark and tell companies whether they are moving towards that set benchmark. The guidelines report tells us where we are going right or wrong. It does not certify anything. There are certain standards such as Quality Management System, Occupational Health and Safety, Environmental Management System and Food Safety Management System. There are certain clauses which are to be followed. We ensure that the application of those clauses is done in totality. We customise to the extent of understanding the local work culture, however, we don’t customise the standards which are internationally recognised. But at the same time, there are certain companies which are much larger and they should look at customising the quality standards for their needs and getting certified by the third party. We are not here just like any other organisations to sell standards; we want quality and recognition to improve at the international level. These customisations are only helpful for bigger companies and government organisations, for example, banks with 500 branches. Their need is not fulfilled by just one standard only. As an accreditation body, we can work with them to create their own standards, and recognise these on international standards. <br />
	<br />
	<strong><br />
	</strong></span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">In Nepal, ISO certifications are often mistaken to be certificates awarded for the product quality even though they have been awarded for the management and systems implemented. Is BM TRADA planning to carry out educational campaigns for raising awareness?<br />
	<br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">I have been talking to local partners here on this matter. We need to carry out awareness campaigns not just about quality standards. There are fundamentally four different types of standards which we look at: process standard that certifies the process, product standard that certifies the product, people standard that certifies people and management standard that certifies overall management. Especially, ISO 9001:2008 has not been certifying a product but the system that is constantly there to give better&nbsp;quality products. When the system is good, the product quality will obviously be good. There are also certain product certifications that we do. We are planning to work on many training programmes which we will be very happy to share. There are broadly three areas in which we want to provide trainings. One is RMS implementation training on standards, second is RMS implementation training on business system and the third is awareness and skill improvement training on human skills. There are various ISO standards for every skill such as quality skills, marketing skills, personality skills, and communication skills etc which are very important for an organisation to have. We want to conduct trainings on these different areas and around international standards mostly working in tandem with various organisations. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You mentioned about person certification. How are people certified? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">If there is a prospect of personal decision-making in the quality of product, how will you know if the person is competent enough to make that decision? Therefore, we make the basic element of the decision-making. BM TRADA is one of the largest personal certification bodies in the UK for timber quality grading. We design a scheme where a person is being taught how to grade a timber based on various specification of the wood by looking at the wood. When he gives the test result this person’s result is then compared to actual tests and if variation is found to be within amicable number, we issue certification. That certificate is considered in various organisations as certificate of quality. In health care, for example, geriatric nurses can work as qualified nurses anywhere in the world. Their earning can be increased significantly just by a small training. The government should also give some sort of recognition to them. On our part, we can design a scheme to certify these people so that they can get much better accessibility and opportunity. In personal certification, you have to identify that one skill which you want to certify and look at the competency that the person has and certify it. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You said that BM TRADA is planning to be the largest certification body in Nepal. How do you plan to achieve it? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">There are three things that we believe in. Firstly, our focus on integrated management system that is based on quality, healthcare, safety and environment. We have the largest scope, localised partner and the local face of BM TRADA here. Secondly, we will get into food industry such as hotels, restaurants, bakeries, food processing, tea and others. We can help Nepali tea to earn credibility in the European market. A certification logo speaks for itself. Thirdly, we want to focus on forestry supply chain because Nepal would again have a lot of products coming from the forests. There is a lot of scope for improvement in that part of supply chain. You have timber, plywood, paper, honey, perfume and much more. All these things can be certified to get recognition in the global market. We need to train more people in Nepal for this and create employment opportunities here in this country. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the prospects you see in other sectors like tourism and hydropower? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Tourism and power are two sectors we would like to work very closely with. Similarly, trading is another such area. We would like to support a lot of trading organisations who plan to grow big and help their distribution system to grow by certifying their distribution system. A consumer would know that the company with certification will be able to provide good quality products. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the challenges you face here while marketing your brand name as well as the quality certifications? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">The biggest challenge for me is to make people aware that they should meet standards. Once there is awareness, the differentiation between a good and a bad company needs to be explored. Today, international standards are issued by 60 companies but one may want to know which countries these companies operate in and the different certificates they issue. It also matters if these companies have certified big names in the countries they have operated in. Ultimately, it is all about a brand name which people can trust. My challenges are firstly, to make people aware that they need standards and secondly, to differentiate between good and bad. I hope that like-minded people will come together and create an environment to do something substantial here. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the plans of BM TRADA for Nepal? <br />
	<br />
	</span></strong></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">We are actually thinking very seriously about online training so that we can reach remote places as well as train more people. We are planning to invest heavily in the entire South Asian market. We plan to invest on a portal and work on it so that we can increase the quality of manpower in the region.<br />
	<br />
	</span></span></div>
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	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
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	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘It’s High Time for Nepal to have More Investors’<br />
	<br />
	<br />
	<img alt="fatma" border="1" height="286" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/fatma.jpg" vspace="10" width="274" /></span></span></strong></div>
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	<span style="font-size:14px;"><br />
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<div>
	<span style="font-size:14px;">Professor Dr Fatma Gunseli Malko is the Honorary Consul General of Nepal in Istanbul, Turkey. &nbsp;She hails from Istanbul, Turkey and has completed PhD in Adult Education from Institute of Social Sciences from Marmara University. She was recently in Nepal with a delegation of the Istanbul Chamber of Commerce (ICOC) which is the first formal business delegation from Turkey to Nepal. The Turkish delegation came upon an invitation of Nepal Investment Board (NIB) and with special efforts of Professor Malkoç. Professor Malkoç has worked as a Full Professor in Department of Public Relations, Faculty of Communications in Marmara University, Istanbul. Her teaching faculty ranges from Adult Educations, Adult Psychology to Public Relations and Interpersonal/Institutional Communications among numerous others. In an Interview with New Business Age, Professor Malkoç talked about the potentials of trade and relationship between Turkey and Nepal. Excerpts:</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What brings you to Nepal this time? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">This time, we were in Nepal with the important delegation of the Istanbul Chamber of Commerce (ICOC). I personally believe it is high time to introduce the business community of Turkey to Nepal to bolster ties in trade and bilateral relations. Also, it’s high time for Nepal to have more investors to have rapid development. The construction and power sectors of Turkey are one of the greatest in the world and if Nepal can tap the opportunity, both the countries can have mutual benefit. </span></div>
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	<span style="font-size:14px;"><br />
	</span></div>
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	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Would you share with us about your meetings? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">All of our meetings were fruitful mainly due to the organization and efforts of Radhesh Pant, the CEO of Nepal Investment Board (NIB). We met the Prime Minister and we felt honored with his warm welcome and response. The Prime Minister said that Nepal wants more foreign investment and assured that any type of business would be welcomed from Turkey and support would also be given to Turkish investors. His assurance made the visiting Turkish delegation very happy. We also had a chance to meet the Minister of Industry. </span></div>
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	<span style="font-size:14px;"><br />
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<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What are your areas of interest to invest in Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">In our talk with Pant, he stressed on sectors like hydropower, infrastructure, agriculture, health, education, mining and also IT in a priority list. These sectors also have good potentials in Turkey. And, in my view, power and infrastructure should be mainly prioritized to invest in Nepal. The frequent electricity cut-off is a nightmare for any of the above mentioned industries. It decreases the efficiency of the factories, and also degrades the quality of life of people. Without infrastructure, power cannot go further at the required pace and better economy leads to the betterment of every life. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What were the decisions made through these meetings? </strong></span></div>
<div>
	<span style="font-size:14px;"><strong><br />
	</strong></span></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We further consulted with C P Khetan, the Consular of Turkey in Nepal and Kishore Maharjan, the CEO of Civil Bank. We further learnt about the banking system in Nepal. Our delegation was also much impressed with the establishment of NIB. We have had the idea that the board will be very beneficial in coming days and it’s a revolutionary one. In the 1960s, Turkey also faced a weak economy and foreign investment led us to the road of prosperity and we hope the same thing will be applicable to Nepal. In our talks with FNCCI, they also prioritized areas of investment in power, tourism and infrastructure. With CNI, we had sector-wise discussion. During the CNI meet, we also signed a Memorandum of Understanding (MOU) and we feel it was one of the concrete developments. We also decided that the Nepali delegation should visit Turkey in the near future, maybe in January 2013. It is also agreed that there should be an exhibition of Turkish products by ICOC in Kathmandu after six months along with a group of Turkish investors. We also met with the Nepal-Turkey Chamber of Commerce and Industry (NTCCI) which visits Turkey every year. This is a very good development which can lead the way for investors by getting to know the country better. An MOU was signed with NTCCI too. I see a bright future of Nepal if there is political stability and strong government. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What could be the area of interest for Turkey’s business community in Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We are thinking in the same direction as NIB. We know each other’s ideas and have mutual trust. From my side, I will try my best to get investment in infrastructure and construction. Whatever NIB’s CEO Pant suggested was very complementary to the potential of Turkey. We are ahead in infrastructure and construction. So, to make tunnels and roads, Turkey has very good investors. We have European quality in moderate Asian prices which will be beneficial for Nepal. Turkey has a lot of experience in hydropower as we have many rivers in Turkey. There are many projects running with latest technologies. If both the hydropower and infrastructure sectors are developed in Nepal, it will be beneficial for other top priority sectors as well. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>We have been enjoying duty free access to US and other few countries. What will be your role to facilitate similarly easier entry for Nepali carpets in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Even though Turkey is one of the best countries for producing quality handmade carpets, Nepali carpets have a big market in Turkey for their design and color. Though there is no economic agreement between Nepal and Turkey so far, I’m trying my best for this. </span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What else are the probable areas of cooperation between Turkey and Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Last year, our Minister of Foreign Affairs visited Nepal and they wanted to start Turkish Airlines service to Nepal via India. But, I think direct flights from Turkey to Nepal will be much more beneficial for both business relations and tourism. So, we have been discussing that there should be a direct flight from Istanbul to Kathmandu. When ICOC and I will be presenting our reports in Turkey, we will definitely highlight this point. Turkey is the gateway to Europe. Qatar Airways is having 4-5 flights a day so I think there is a big demand. It is nice to know that this news has already found space in Turkish newspaper that Nepali business community wants direct flight from Turkey to Nepal. Also, it would a good idea to open an embassy soon to jointly promote economic cooperation between the two countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Being in an influential position, how are you planning to publicize Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I first came to Nepal in 1995-96 as a visiting professor to Kathmandu University. I really love this country and have known Nepal for more than 15 years. We have organized two Nepal Weeks in Turkey and they were big events. All the dancers, musicians and even the royal astrologer Mangal Raj Joshi attended the event. Since I’m a professor, I like to give lectures and I have been giving lectures about Nepal at many places such as Universities, Rotary Clubs, Lions Clubs etc. Now the people in Turkey recognize Nepal when they think about me. I write articles about Nepal in some newspapers and magazines whenever possible. I am interviewed by media people many times. About a year ago, a TV program was made in my house saying “if you can’t go to Nepal we bring Nepal to your House!” since my house is decorated like a small Nepal. I’m proud of representing Nepal as I have created mini Nepal in my house. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What other things are happening and could be done to facilitate the tourism ties between the two countries? <br />
	<br />
	</strong></span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I have told Nepal Tourism Board many times that they should start investing in new markets. It is high time to search for new markets besides the regular ones like some European countries and the US. The efforts of the Ministry of Tourism alone are not enough to promote tourism. It is also the responsibility of the business community and travel agencies in Nepal. They should have good communication with the representatives of Nepal abroad and give necessary support to them. Honorary consulates are very important in this respect. By uniting our strengths, we can do much more to facilitate the tourism ties between Nepal and other countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Since we don’t have enough aircraft with the national carrier, what could be the best way to promote Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Turkish Airlines have a big fleet of aircraft. If Nepal needs more aircraft, there are airline companies in Turkey who can come and invest here. There can be joint ventures as well. We also have private companies with inexpensive airfares and strong market share. Flights from Turkey to Nepal are very expensive at the moment and cost about 800 Euros. This should be made much cheaper to attract more tourists to Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What is the focal point of connecting Nepal and Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Friendly Nepali people and their culture are similar to us. We have similar cultures and family ties are very close like in Nepal. We are also blessed with nature providing variety of outdoor activities just like they are in Nepal. Turkey also has a great and ancient civilization like Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What are the products that are imported in Nepal from Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">There is a government organization in Turkey and they are promoting trade with foreign countries. They have formed a representation in Nepal and they often visit Turkey. The organization mainly deals in suits, shoes, men’s wear, fertilizers, generators, machine-made carpets, electronic items and food items like noodles, biscuits, candies, oil etc with good quality. I recommend Nepal should buy olive oil and wine from Turkey.</span></span></div>',
			'published' => true,
			'created' => '2012-12-13',
			'modified' => '2013-01-04',
			'keywords' => '',
			'description' => 'Jim Becker is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics',
			'sortorder' => '635',
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			'article_date' => '0000-00-00 00:00:00',
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	),
	(int) 3 => array(
		'Article' => array(
			'id' => '743',
			'article_category_id' => '60',
			'title' => 'Civil Aviation November 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div class="news-content">
	<div>
		<span style="font-size:20.0pt;line-height:
115%;Calibri">Dragonair Expands Network in Asia<br />
		<img alt="dragon air" border="1" height="63" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dragonair.jpg" vspace="10" width="266" /><br />
		</span><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.</span> <br />
		 </div>
	<div>
		 </div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro">Yangon will become the 10th destination to be launched or resumed by Dragonair since April 2012. Rich in history and culture, Yangon is a fascinating city to visit with its hybrid of local, British, Chinese and Indian influences, and it is home to the largest number of original colonial buildings in the region. Most of Myanmar’s commercial activities are centred in Yangon, reinforcing the city’s importance as a business and communications hub. <br />
		<br />
		The press statement read, “The airline will operate the new service with Airbus A321 aircraft, departing Hong Kong every Monday, Wednesday, Friday and Sunday. As well as connecting passengers from around the world into Myanmar, the latest destination launch will offer passengers from Myanmar greater choice and convenience when connecting to Dragonair’s Mainland China network or the vast international network of its sister airline, Cathay Pacific Airways, through the<br />
		Hong Kong hub.”<br />
		<br />
		Dragonair Chief Executive Officer Patrick Yeung said, “Yangon is an important addition to Dragonair’s expanding network in Asia and launching this new destination will further strengthen Hong Kong’s position as a leading aviation hub. We see tremendous potential in this market with both tourism and commercial activities rapidly gaining momentum. We look forward to carrying more passengers between Hong Kong and Myanmar and helping to promote ties between the two places.”<br />
		<br />
		In addition to the new Yangon service, Dragonair also increased frequencies to a number of destinations in its winter schedule, effective from 28 October. Services to Phnom Penh increased from seven to 10 flights per week, while one extra flight was added to Kota Kinabalu, making a total of six weekly flights to this popular Malaysian holiday destination. Dragonair has also been operating 12 flights per week to Phuket since July, up from the previous 10 weekly flights. In addition,<br />
		the airline resumed services to Haikou on Hainan Island, with a daily flight commencing 28 October.<br />
		<br />
		<br />
		<br />
		</span></div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro"><br />
		</span></div>
	<div>
		<span style="font-size:16px;"><span alt="" border="1" for="" height="125" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf.jpg" style="line-height: 115%;" vspace="10" width="257"><strong>Qatar Airways to Join Oneworld Alliance</strong><br />
		<br />
		<img alt="qatar" border="1" height="255" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/qatar%286%29.jpg" vspace="10" width="426" /><br />
		<br />
		<span style="font-size:14px;">Qatar Airways is set to join Oneworld®, adding one of the world’s fastest growing and most highly rated airlines to the world’s leading quality<br />
		airline alliance. Its election as a Oneworld member designate was announced on October 8 at a press conference in New York – home<br />
		of Oneworld’s central alliance management office – with senior executives of Qatar Airways and the alliance’s established member<br />
		airlines in attendance.<br />
		<br />
		Qatar Airways, named Airline of the Year for the past two years by the Skytrax independent airline quality rating agency, is the first of the three major airlines based in the Gulf to sign for any of the global airline alliances, says the company. The Dohabased airline’s implementation<br />
		into Oneworld is expected to take between 12 and 18 months. The carrier is set to move into a brand new home in 2013 with<br />
		the opening of the New Doha International Airport, designed to strengthen its position as a premium global hub with an<br />
		eventual capacity for 50 million passengers a year.<br />
		<br />
		According to the press statement, as a member of Oneworld, Qatar Airways will fly alongside some of the biggest and best brands in the airline business. “British Airways will serve as its&nbsp; sponsor in joining Oneworld, supported by the central Oneworld alliance team, mentoring the recruit through its alliance implementation programme,” read the statement. Qatar Airways will be Oneworld’s second member airline based in the Middle East, alongside Royal Jordanian, which became the first airline from the region to join any of the global alliances when it boarded Oneworld in 2007. “When<br />
		Qatar Airways becomes part of Oneworld, its customers will gain access to the alliance’s truly global network. The 2.2 million members of its Privilege Club frequent flyer programme will be&nbsp; able to earn and redeem rewards on any of Oneworld’s other carriers, with top tier members able<br />
		to use any of the group’s 550 plus airport lounges, and its network will be covered by Oneworld’s market leading range of alliance fares,” reads the statement. Qatar Airways offered customers in Kathmandu with unbeatable fares to some of the world's best destinations during the festive season of Dashain and Tihar. The offer was valid until 31st October which offered customers the opportunity to travel to a variety of destinations at very<br />
		attractive return and one way fares. According to the airlines, economy class return fare started from Rs 41,300 for London, Rs 47,300 for Paris, Rs 65,300 for Zurich, Rs 47,300 for Frankfurt and Rs 102,000 for New York among other destinations at an attractive fare. Similarly, economy class one way fare started from Rs 23,000 for London, Rs 33,000 for Paris, Rs 44,500 for Zurich, Rs 27,900 for Frankfurt and Rs 61,000 for New York among numerous other destinations.</span> </span><span alt="gulf air" border="1" class="MsoNormal" for="" height="125" hspace="10" list="" name="TOC Heading" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf%281%29.jpg" style="line-height: 115%;" vspace="10" width="257"><span style="line-height: 115%;"> </span></span></span></div>
	<div>
		<span style="font-size:14px;">&nbsp;</span></div>
	<div>
		<span style="font-size:20.0pt;line-height: 115%;Calibri">Etihad Offers Discounted Rates for Pearl Business Class<br />
		<br />
		<img alt="edithad" border="1" height="163" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(3).jpg" vspace="10" width="252" /><br />
		<br />
		</span></div>
	<div>
		 </div>
	<div>
		<span style="font-size:42.5pt;line-height:115%;Myriad Pro">U</span><span style="font-size:10.0pt;line-height:115%;Myriad Pro">AE’s national airline Etihad is offering specially discounted rates for its award winning Pearl Business Class seats for the travel period between 1st November and 12th December. Pearl Business Class promises dining on demand services, with a Food and Beverage Manager for its customers, along with an award winning 6’1” fully-flat bed that comes with in-seat massage, read the press statement issued by the airlines on October 14. Similarly, the airline also has a luxurious Six Senses Spa at its Pearl Business Class Lounge along with accommodations for a stylish car and an Etihad Chauffeur. The offer rates are valid in terms of ticket sales from 12th October to 30th November and are as follows:</span></div>
	<div>
		<br />
		<img alt="etihad" border="1" height="253" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(2).jpg" vspace="10" width="500" /><br />
		<br />
		<br />
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			<span class="A11"><span style="font-size:20.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Gulf Air Tops On-time Punctuality Ranking<br />
			<br />
			<img alt="gulf" border="1" height="125" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/gulf(3).jpg" vspace="10" width="257" /><br />
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			<span class="A35"><span style="font-size:42.5pt;mso-bidi-font-family:&quot;Times New Roman&quot;;mso-bidi-theme-font:
minor-bidi">B</span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi;color:#221E1F">ahrain’s national carrier Gulf Air retained its leading regional position for on-time performance (OTP) in September with 91 per cent flight punctuality. The airline ranked first among its full service competitors and second in the overall list of carriers in the MENA region. <span style="mso-spacerun:yes">&nbsp;</span></span><span style="font-size:10.0pt;color:#221E1F">Statistics released by FlightStats Data, the industry leader in flight information services, revealed that Gulf Air registered on-time punctuality of 91 per cent for its flights arrival for the month of September 2012.</span> </p>
		<p class="Pa18">
			<span style="font-size:10.0pt;color:#221E1F">Gulf Air Chief Executive Officer Samer Majali commented, “Consistently achieving the leading full service on-time punctuality ranking in the region is attributed to the hard work of our operations, and ground staff employees across our network and Gulf Air’s fleet which is now one of the youngest in the region at 4.8 years.”<br />
			</span></p>
		<p class="Default">
			<span style="font-size:10.0pt;color:#221E1F">“We have worked hard to deliver a consistently safe, on-time performance and it is rewarding to see our efforts paying off for our passengers, who enjoy a more efficient travel experience. We look forward to maintaining this excellent record and continuing to operate flights as scheduled providing our customers with the highest levels of service.”</span> </p>
		<p class="MsoNormal">
			<span style="font-size:10.0pt;line-height:115%;color:#221E1F">According to the airlines, Gulf Air has been consistently ranked top for OTP in the region holding the leading position for the quarter, July-September 2012 with an average arrival punctuality of 89.16 per cent, ahead of its main regional competitors.FlightStats has been monitoring airlines’ on-time performance since 2004, tracking over 150,000 flights per day, i.e. nearly 80 per cent of all scheduled passenger flights globally.</span></p>
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			'created' => '2012-12-13',
			'modified' => '2013-01-04',
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			'description' => 'Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.',
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		'Article' => array(
			'id' => '742',
			'article_category_id' => '38',
			'title' => 'Teaching Sophistication',
			'sub_title' => '',
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			'content' => '<div>
	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
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		&nbsp;</div>
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	&nbsp;</p>',
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			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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	<span class="A3"><span style="font-size:16.0pt"><img alt="phil" border="1" height="301" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil11.jpg" vspace="10" width="382" /><br />
	Phil Humphreys </span></span><span class="A25"><br />
	<span style="font-size:14.0pt">Chief Operating Officer </span></span><span class="A25"><br />
	<span myriad="" style="font-size:14.0pt;line-height:
115%;font-family:">Coca-Cola Sabco</span></span></p>
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115%;font-family:">&nbsp;</span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Phil Humphreys is the Chief Operating Officer of the Northern Division of Coca-Cola Sabco based in Dubai. He joined Coca-Cola Sabco in September 2010. He has a strong background in international FMCG sales and marketing. He has also worked with leading international brands such as Johnnie Walker, Smirnoff, Guinness, and an array of other leading brands within the Diageo and Nestle portfolios. He completed the PED/MBA equivalent programme at IMD, Lausanne, Switzerland as well as various other International Management and Executive Development Programmes. </span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Humphrey’s leadership quality and keen business senses has helped him achieve significant positions in leading global companies. As the Chief Operating Officer at Coca-Cola Sabco (Northern Division), he is currently leading developing markets in the form of the franchises of Vietnam, Cambodia, Nepal, Sri Lanka and Ethiopia. He is also a member of the Coca-Cola Sabco Group Executive Committee. In an interview with New Business Age, Humphrey shared his plans for Coca-Cola Company in Nepal and market strategies among numerous other issues. Excerpts: </span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
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	<span new="" style="font-size:
13.0pt;mso-bidi-font-family:" times="">&nbsp;<img alt="phil" border="1" height="300" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil22.jpg" vspace="10" width="393" /></span></p>
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	<strong><span style="font-size:10.0pt;color:#211D1E">You joined Coca-Cola Sabco in September 2010. How have you made a difference in this period?</span></strong></p>
<p>
	<span style="font-size:10.0pt;color:#211D1E">Nepal is one of the five countries that I am looking after. In Nepal, I inherited an already good business. We took up the business in 2004 and we have had the business as franchise for eight years now. Every year from 2007 onward, we have delivered double digit growth both on the top and bottom lines. One of the things that we talk a lot about Nepal strategy is amazing relationships with people as one of the strengths. We spend a lot of time engaging with Nepali people both at the plant and in the field. We also spend a lot of energy in engaging with our stakeholders and believe in power of relationships. That is one of the things that have really happened in the last two years since I joined the company. As far as engagements go, every year we </span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">measure how engaged our people are. Last year it was incredible 96 per cent, which is the highest in the whole company. Out of 11 countries, there is no other country in Sabco with higher engagement than that. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have an extensive experience in the FMCG field and possess in-depth knowledge of global brand development. How do you view your current experience at Coke?</span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The key thing about the system at Coca – Cola is to work in partnership and collaboration. For example, you can do everything in Nepal from marketing and selling to distribution while Coca-Cola Company owns the brand and does all the corporate marketing. So, one of the things about the system is to collaborate really well and maintain tension in the conversation. You have got to challenge and be there with each other. I had not experienced this kind of a system before and never experienced working for a private company before. Therefore, these are new experiences for me. In Nepal, we have set up two publicly listed companies and majority of shareholding is our own while we do have a number of knowledgeable people as minority shareholders. We are heavily backed by a private company who can make decisions easily. We are part of a public company here and need to make agreement through our annual general meetings. For example, we are building a new plant in Bharatpur which is a US$ 25 million investment. That is about four times the average injection capital that we would put into the country. It is going to be fantastic and I am really excited because it not only creates a lot of new job opportunities but it is also going to give us PET plastic bottles.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;<br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45.jpg" vspace="10" width="432" /><br />
	</span></p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How far have you reached in your expansion plan for Coca-Cola in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We are going through our plans right now and always look at three year plans. We want to be a non alcoholic energy drinks company by 2013. We want retailers, customers and consumers to able to come to us and get anything they want from our portfolio. They can get sparkling drinks right now but they can’t get juice, water and energy drinks. That is going to be part of our expansion in the coming years as we are definitely interested in these areas. We are in discussion with our partner about the possibility at the moment and also looking after the water facility in one of our existing plants. I am expecting to play a much broader role in this non alcoholic drink segment in a year’s time. We have a lot of opportunities as this country is very much an emerging market. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Where will you reach in the next two years after the expansion and all these investments?</span><br />
	</strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We try to think a little further than just one, two or three years. In a country like this, you cannot just look forward to 2013 only. I think that the non alcoholic drinks market in this country is basically worth 25 million cases right now. It would probably grow to become a 200 million case business by 2020. This is a brilliant place to be in for doing business from a consumer perspective even though it is not the easiest place to do business from regulations perspective. But what matters at the end of the day is that Nepali consumers are demanding more from a company like ours. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there a chance that you will start bottling canned beverages here in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	Probably not at the moment because we have various other options that we can look at. The market for canned beverages is still very small. For the next few years, the glass bottle is going to be continuously very important part of the battle between Coke and Pepsi. We are going to make sure that it is affordable and everybody has access to Coca-Cola. Our mantra for the year is ‘within arm’s reach’. Now my dream is to have our quality products in different packaging formats which people can rely on and get those products literally within arm’s reach. That is a big responsibility and most important thing is to do it in a sustainable way. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The overall transaction of your competitor comes more from food business than the sale of cola drinks. Have you ever thought to focus on the food business as well?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We will not be getting into the food business. Anything is possible in terms of partnerships as such but whether Bottlers Nepal Pvt Ltd will ever buy a food company is something I can’t predict about right now. Taking up secondary distribution is possibly an option but it’s definitely not a priority right now. We want to sell Coca-Cola, Sprite, Fanta and Kinley and want to and open as many new outlets as possible to give people an opportunity to retail our products. Food business is not the direction for Coca-Cola Company, it is soft drinks only.</span><br />
	&nbsp; <br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45(1).jpg" vspace="10" width="432" /><br />
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there any negative impact for cola industry in Nepal like in India because of the propaganda against cola from certain quarters? </span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Not at the moment though of course we do need to be careful. There has been some negative publicity against soft drinks but I think there is a great opportunity for us in this industry to come together as non alcoholic beverages industry and actually do some better work right now. I think we always need to be very careful about NGOs’ and public perception of soft drinks but I personally have massive confidence in our products. It is time for educating consumers that Coca-Cola is about health and wellness. The average consumption of Coca-Cola here is nine bottles per capita for an entire year so there is a lot of room. We have a lot to do about giving back to this country - getting involved in education, sustainability and renewable energy. These are the three areas we are going to significantly focus on. I think we will be doing well if we show the government and our consumers that we are a locally responsible business. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have changed the focus of your advertising campaigns from electronic and print media to hoarding boards. What is the targeted outcome that you are looking at? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I am a marketer by background so I love all those stuffs. The time was right for us to do something different few months ago and we started printing Kathmandu around February this year. Everywhere you went, you saw boards with Rs 20 for 350 ml bottle of Coke. Personally, I think it is the right way to go right now for Nepal. I call it visibility but it needs to be the part of the whole 360 degree integrated campaign. You can’t just have it on TV or a single media. I would like people to see our brand wherever they go and not just when they go home and switch on their television sets. You will continue to see a lot of them in the future as well. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new CSR activities that Bottlers Nepal is coming out with? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	We are going to focus particularly on water usage because our water usage ratio is pretty low. The Coca-Cola Company is very happy with us and the team here has done a great job so we will continue to focus on it. That means we are going to give more water back to the ground than we basically take out. So, a good example of this is rainwater harvesting projects that we are doing at number of places in association with the NGOs. We have also organised environment cleaning campaigns. Another thing that we will be doing but have not really started yet is to facilitate solar energy run coolers. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new changes that you are making in different fields of Bottlers Nepal’s operations?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	The big thing is adding a new facility that we have not done for years. We are also going to expand the portfolio of non alcoholic drinks. We will also be putting a lot more people into frontline sales to execute our operations more efficiently. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coke conducted a study recently on shoppers’ loyalty and retail dynamics. What were the findings about the behaviour of Nepali consumers? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We understood a little more about how shoppers shop than we already knew. One of the things we learned a lot about was that Coke clearly stands out when you put Coca-Cola, Sprite or Fanta, particularly Coca-Cola, next to another product which is associated with an occasion. Another aspect about Nepali consumers was that they like simplicity, they don’t like complications. That was a great message, as many times, big company like us tend to over engineer the world. The fact that simplicity of packaging and product never ever changes the taste of the product, was a great finding for us. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How is Coke changing its business strategy in Nepal in regard to these findings? What is the targeted increase in your market share? </span> </strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">I think consumer and meal occasions are changing. My demand is that every eating and drinking outlet I go to should have a poster with Momo or another Nepali dish plus Coke and their combined price. That is really the big change that is currently being done. People always drink Coca-Cola at a little grocery out there but now there is going to be a big shift in the mindset of the consumers. As for market share increase, the general rule for us is we are very happy if we can get one per cent market share rise per year.</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;color:#211D1E">&nbsp;</span></p>
<p class="MsoNormal">
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			'description' => 'Phil Humphreys is the Chief Operating Officer of the Northern Division of Coca-Cola Sabco based in Dubai. He joined Coca-Cola Sabco in September 2010. He has a strong background in international FMCG sales and marketing. He has also worked with leading international brands such as Johnnie Walker, Smirnoff, Guinness, and an array of other leading brands within the Diageo and Nestle portfolios. He completed the PED/MBA equivalent programme at IMD, Lausanne, Switzerland as well as various other International Management and Executive Development Programmes.',
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	<span style="font-size:32.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">&nbsp;</span></p>
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	<span class="A15"><span style="font-size:59.0pt">F</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">or Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies. <br />
	<br />
	<br />
	And there are festivals like Dashain-Tihar, Chhat, Id and Christmas – they all bring jubilations. The moment is worth being oblivious to everything possible from gloomy outlook of the economy, ever-angry face of your prime minister to virtually doomed future of the country. As Nepalis have long tradition of celebration, they don’t normally need advice on how to take out best from festival celebrations. However, in secular Nepal, these celebrations also have to be aptly fitting. So here are some tips to make these celebrations acceptable across all caste, creed and religion: <br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
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	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-spacerun:yes">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</span>Booze Out : Taking holy bath every morning during the nine days of Navaratri (ir Dashain) and five days of Yama Panchak (Tihar festival that falls after a fortnight of Dashain) are the things of past feudal Nepal. In new Nepal, the tradition of holy water sprinkling has been changed to distilled ‘water’ drinking, uniformly. Old traditional water use was limited only to Hindus, depriving other groups of equal celebration rights. So the new distilled water which is inclusive akin to federal character has replaced the old holy water with vigor and speed. One may or may not be Hindu, put tika or not. But because of this liquid, everybody can equally enjoy the festivities. No need to mention about equally secular feast of food. <br />
	<br />
	Old were the times when certain social groups didn’t eat certain types of meat. Now every meat is acceptable to everyone -- no bars to beef, buff, pork or chicken. This actually adds the pleasure of the festival for reasons of variation in dishes and tastes. So break free, booze out to the fullest. All breathalyzer holding cops will be either of the roads or on similar festive mood as you are. <br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt;text-indent:-14.0pt">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp; </span>Gamble to the Hilt : Festivals are the time to convert the home living rooms to virtual casinos. For your convenience, the Maoist government has done a cultural revolution by generously reducing the load shedding to 18 hours and then for the festivals to 12 hours a week for festival related cultural activities like gambling, drinking and gang-fighting. Not only that, to extend days of playing dice and card games of marriage, flush or twenty-nine, there will be two days of weekly holidays, beginning soon after Dashain. Moreover, as always, resourceful Nepalis are free to go, at their will, to the casinos so arduously protected by the Maoist cadres.<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Uphold Traditions: Any festival somehow has religious or symbolic value. There used to be Rawan badh street drama, Durga bhajan singings at the neighbourhoods during Dashain or Deusi-bhailo during Tihar. But in essence they were all about making noises to scare away the demons. As that is not suitable for the modern days. Instead, play the music with loudspeakers fully on and dance till midnight so that all the neighbors can also feel that some demons are really on the move. <br />
	<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Count on the Discounts: Every item you want to buy during these festivals is discounted. Cloth and shoe stores are clearing the stocks and mobile service providers are offering highly discounted rates. Housing companies are coming up with buy-one-get-one offer. So take advantage of this by making an extra bit - send extra SMS, buy extra house or a car. Don’t worry about money. If banks are not lending, find a local cooperative or dhukuti operator. After all, Nepal is the only country where you can get loans for festivals.<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Influence Others: If you are in business and want to ensure big returns with small investment, this is the opportunity. Send gift packages, mainly liquor bottles, to government officials, powerful mediapersons or the people who you think may be useful to you. Any gift given during these festivals will never be deemed as graft or bribe but surely work as exactly the same as the latter does.<br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Stay in Liberated Mood : Regardless of inflation, loan or what you do after these festivals, stay cool sipping more chilled beer or whiskey on the rocks and be in full masti mood. </span></p>
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	<span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Happy festival season!</span></p>',
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			'created' => '2012-12-06',
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			'description' => 'For Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies.',
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			'title' => 'Cover Story November 2012',
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			'content' => '<div>
	COVER STORY</div>
<div>
	<span>By Pinaki Roy (with inputs from Sushila Budhathoki, Bivek Dhakal and Abha Dhital)<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="362" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory(3).jpg" vspace="10" width="400" /><br />
	</span></div>
<div>
	 </div>
<div>
	Corporate Buildings</div>
<div>
	<span>Customised Business Premises as Corporate Fad</span></div>
<div>
	 </div>
<div>
	<b>Corporate houses in Nepal are attracted towards having their own buildings with a vision to make business operations easier and less time consuming among a host of other reasons. The trend of getting customized buildings constructed has caught up fast with the corporate entities in the last one-and-a-half decade or so, observe analysts.</b></div>
<div>
	 </div>
<div>
	<span>G</span>etting a building constructed for business purposes is becoming a onetime and long-term investment for the corporate groups in the country. Om Rajbhandary, the Chairman of Brihat Investments Pvt Ltd credits the banking sector for starting the trend. He says, “The banks were among the first ones to have their own buildings constructed while the other sectors followed suit in the last 15 years or so.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	Operating from rented offices is becoming a thing of the past. By having their own buildings, corporate big-wigs are focusing more on creating an impression on their business associates and the clientele at large. People usually perceive a corporate house to be of a certain standard if it owns a building. Kumar Lamsal, the CEO of Sanima Bank believes, “It directly relates to the image of a company that can neither be built nor destroyed in a day.” He explains that though one has to spend a huge amount in constructing own building, “The benefits are for many years to come and the cost will be ultimately compensated in the long run.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	From a global perspective too, the need of the hour for businesses is to opt for high rise buildings. It is more so in the case of Nepal where there is little land to spare in urban areas, especially in Kathmandu, where most corporate houses operate from. The multi-storied corporate buildings serve as easy means to minimize uncontrolled urbanization as well as the completion cost of the buildings. “I believe that the corporate big-wigs building skyscrapers for their organizations is a positive initiation given the rapid flow of unmanaged urbanization in Kathmandu,” says Bishnu Panthee, the Vice President of the Society of Nepalese Architects (SONA). He adds that there aren’t any viable options other than building high rises in the capital as the city needs to adapt to the latest trend and move ahead with the times.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	The charm of working when you are using your own resources makes the working environment more conducive and also boosts the workers’ moral spirit. Working environment plays a vital role in productivity and a good infrastructure certainly leaves a good impression on the minds of the internal as well as external customers. A well furnished and equipped office space helps to maintain reputation and image of the companies. Round the clock CCTV and security system, high speed elevators, fire fighting system, emergency exits, telephone facilities on demand, adequate parking space, power back-up system, earthquake resistant structures and external finishing are features and facilities that the corporate buildings provide.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	There is a deep-rooted concept in the psyche of a regular Nepali that people who have their own houses are stable. “Having own building for corporate and business purpose feels no different and hence, can’t be termed as an exception,” asserts Rajbhandary. He adds, “It is high time indeed for the corporate houses to move on with their own resources.” Lamsal agrees and cites the convenience of conducting business operations from own premises as an overriding reason for the decision to have ‘Alakapuri’, Sanima Bank’s corporate headquarters. He adds, “For a bank, owning a building means a lot and having it has always been one of our priorities. We needed the building to run our business in the most efficient manner possible.”</div>
<div>
	 </div>
<div>
	The trend for owning customized buildings has emerged as a requirement for the Nepali corporate houses. To have your own building makes you feel like you have everything in your business, say experts. “You are comfortable in that building because it’s made as per your requirements and hence, it has become common for corporate houses these days to treat this factor on a prioritized basis.” The sense of pride and ownership in having one’s own office premises is a temptation that most corporate companies are finding hard to resist and one that promises to grow stronger as time passes.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Sanima Bank<br />
	<br />
	<img alt="sanima bank" border="1" height="346" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/sanimabank(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	Commonly known as Sanima Bank building, the ‘Alakapuri’ building is situated in Naxal. Designed by Architect Dr Prakash Bir Singh Tuladhar of New Progressive Designers, it has a contemporary design with structural glazing facade. While Vastu has been adhered to, it also has a fountain and basement parking. This six storied building with a total area of approximately 47,000 sq ft can accommodate up to 300 work station at one time. It also has elevator and automatic sensor doors in each floor. Approximately, Rs 350 million was invested in the building which took three years to complete and came into operation in January this year.</div>
<div>
	 </div>
<div>
	<br />
	 </div>
<div>
	<span>Butwal Power Company<br />
	<br />
	<img alt="butwal power company" border="1" height="149" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/butwal-power-company(1).jpg" vspace="10" width="171" /><br />
	<br />
	</span></div>
<div>
	Butwal Power Company (BPC), located in Buddhanagar, is designed by Innovative Createers Pvt Ltd. This nine storied building with a basement and gross area of 50,000 sq ft can accommodate up to 300 employees. While the building is mostly based on Vastu, it also portrays the Green Building concept with an objective of being LEED (Leadership in Energy and Environment Design) certified project to be issued by USGBC (US Green Building Council). The BPC building has Earth Air Tunnel with solar system for continuous hot/cold air, Wind Turbine (3KW capacity) with battery hybrid system, Anaerobic Sewage Filter System, double glazed window system for energy optimization, deep boring for water supply, and LED lights. Its underground parking system can accommodate up to 50 vehicles at a time. It has two elevators and a terrace garden of approximately 15000 sq ft in area. With open office arrangement, the building also has a pantry in each floor. Approximately, Rs 300 million was invested in the building which took three years to complete and came into operation in August this year.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>Bhat Bhateni Super Market<br />
	<br />
	<img alt="bhat bhateni" border="1" height="290" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bhatbhatenisupermarket(1).jpg" vspace="10" width="338" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Bhat Bhateni Super Market is situated in Tangal. With a total area of 85,000 sq ft, the building has five floors. This Seismic Resistant Structure designed by Tanka Bahadur Shrestha is also based on Vastu. The building that has a massive accommodation capacity was constructed in several phases. It has five escalators and a 13 person capacity elevator. The parking area for customers has room for 75 cars and 400 motorcycles. The building also has a 24 hours generator backup system.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Prabhu Finance Company<br />
	<br />
	<img alt="prabhu" border="1" height="340" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhufinancelimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Prabhu Finance Company Limited located in Lainchaur is designed by Dr Prakash Bir Singh Tuladhar. This contemporary building has six floors and an area of 26,300 sq ft. This building can accommodate up to 250 people at a time. A total of Rs 100 million was invested in the construction of the building that took 18 months to complete. The building has pantry, elevator and a basement parking area.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Shikhar Biz Centre<br />
	<br />
	<img alt="shirkhar" border="1" height="335" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shikarfinancelimited(1).jpg" vspace="10" width="391" /><br />
	<br />
	</span></div>
<div>
	Shikhar Biz Centre situated in the heart of Thapathali boasts of seven floors. Designed by Vastukala Paramarsha, the building is vastu friendly. The design of Shikhar Biz Centre has a contemporary look and the owner Shikhar Insurance operates from the fifth, sixth and seventh floors. With an investment of about Rs 200 million, the building took four years to complete construction. The building has an area of 5500 sq ft and includes a small lawn and underground parking. The building has two elevators, a staircase and an emergency staircase.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>Rastriya Banijya Bank<br />
	<br />
	<img alt="rastriya banijya bank" border="1" height="411" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rastriyabanijyabank(1).jpg" vspace="10" width="485" /><br />
	<br />
	</span></div>
<div>
	The design and supervision of Rastriya Banijya Bank (RBB) was done by Rachana Consulting Architects and Engineers Pvt Ltd. RBB, government owned and the largest commercial bank in Nepal, was established in 1966. According to an RBB source, a French lady was the architect of the building. Located in close proximity to Singha Durbar, the seven storied building has an accommodation capacity of 500 people. With an investment of Rs 110 million, it took two years to complete construction. The main building, built in an area of 11 ropanis, was officially inaugurated in 2055 BS. The building has a parking area, a garden and three big halls. The special feature of building is that all the rooms receive adequate natural light. The Bank also has a cafeteria for the staff and two elevators.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Lomus Pharmaceuticals<br />
	<br />
	<img alt="lomus" border="1" height="276" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/lomusparmcuticals(1).jpg" vspace="10" width="320" /><br />
	<br />
	</span></div>
<div>
	Bishnu Panthee, the Vice President of Society of Nepalese Architects (SONA) is the architect of Lomus building situated at Lazimpat. While talking about Vastu, minute details have been taken into consideration and the building has a contemporary look. It has three-and-a-half floors with an overall accommodation capacity of 80 people. It took around seven months to complete the construction of the building. Constructed with an investment of about Rs 40 million, the Lomus building built on an area of 20 annas has been in operation since the last seven years. It also boasts of a spacious parking lot and a big hall.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Siddhartha Insurance<br />
	<br />
	<img alt="siddhartha" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/siddharthainsurance(1).jpg" vspace="10" width="431" /><br />
	<br />
	</span></div>
<div>
	Vastu Kala Paramarsha designed the building of Siddhartha Insurance Limited located at Babarmahal and is vastu-friendly. The five-storied building has an accommodation capacity of 42 people on each floor. With an investment of approximately Rs 90 million, the construction started in 2066 BS and it took two-and-a-half years to complete. The building came into operation five months ago. The total area of the building is 12000 sq ft and has a double basement parking in addition to two elevators. The fourth and fifth floors of the building are used by Siddhartha Insurance. Similarly, rest of the floors are given on lease. The building has a special ‘Betel Leaf’ shape on the north east direction covering second, third and fourth floors.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>NMB Bank<br />
	<br />
	<img alt="nmb" border="1" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nmbbanklimited(1).jpg" vspace="10" /><br />
	<br />
	<br />
	</span></div>
<div>
	The building and interior design of NMB Bank located at Babarmahal is done by Architecture Design Firm. The building of NMB is based on vastu and can accommodate around 250 people. The building has five floors and boasts of a contemporary look. It took around one-and-a-half years to complete the building construction, with an investment of Rs 50 million. The total land area of the building is 11529 sq ft with open space covering 6980 sq ft and plinth 4547 sq ft. The bank building has separate parking facilities for two wheelers and four wheelers. Similarly, the building has training and system rooms and has ensured efficient management of space for large number of staff in the main hall. The building also has an elevator.<br />
	<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Ace Development Bank<br />
	<br />
	<img alt="ace" border="1" height="339" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/acedevelopmentbanklimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Ace Development Bank located at Naxal in Kathmandu is designed by Architect Rajesh Shrestha from Vastukala Paramarsha Nepal. From the direction of the floor face to the positioning of different departments, the structure of the building is completely based on the instruction of Vastu expert Madhav Mangal Joshi. The four-storied building accommodates around 120 employees and is built on two ropanis while the total area of the building is 20,000 sq ft. The first phase of the construction was completed in one-and-a-half years which included the basement, ground floor and first floor. The rest of the construction was completed three months ago. The bank has utilized the space to the maximum; there is a basement with parking capacity for 27 cars, a conference hall with 100 people capacity, a garden inside the compound, and a cafeteria for the staff. It has meeting halls in each floor while rain water harvesting system makes the building unique among other corporate buildings.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Nabil Bank</span></div>
<div>
	<br />
	<img alt="nabil" border="1" height="341" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nabilbanklimited.jpg" vspace="10" width="400" /><br />
	<br />
	 </div>
<div>
	Located at Durbarmarg, the heart of Kathmandu, the corporate building of Nabil bank has a combination of modern design and vastu. The building is designed by Design Cell Pvt Ltd and the annex building took about 12 months for the construction. The total area of the building is 53500 sq ft which has six floors including the basement. The bank shifted in the building in November 2010 which accommodates around 320 staff members. There is a roof top garden, two units of elevators and two staircases in the building. Basement parking is only meant for motorbikes while two other parking spaces behind the building are for other vehicles. The basement parking accommodates around 100 motorbikes while 40 big vehicles could be parked over the ground.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Saakha Halls<br />
	<br />
	<img alt="saakha halls" border="1" height="253" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saakhahalls.jpg" vspace="10" width="293" /><br />
	<br />
	</span></div>
<div>
	 </div>
<div>
	The five-storied corporate building of Saakha Group located at Tinkune, Kathmandu is built as per pillar system and is contemporary in design. The building is built on 2.5 ropanis while the area of the building stretches about12500 sq ft. Since the building has window glasses on three sides, there is no need to switch on the lights during the day time. The group established their office in this building two years ago that accommodates around 200 people. There is a board meeting room, a visitors room for staff and a business room. Parking facility inside the compound is available with a capacity to accommodate 15 big vehicles and 25 motorbikes. A separate pantry for staff, a 100 KV transformer and lift facility are also part of the building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Sarada Group<br />
	<br />
	<img alt="sa" border="1" height="278" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saradagroup.jpg" vspace="10" width="400" /><br />
	<br />
	<br />
	</span></div>
<div>
	Sarada Group’s corporate building is located at Thapathali. Designed by Architect Rajesh Shrestha of Vastukala Paramarsha, the building is built on an area of two ropanis and stretches to 40000 sq ft. Constructed at a cost of around Rs 100 million, it can accommodate around 300 people. The building has six floors including the basement parking which accommodates around 100 motorbikes and 30 vehicles. There is also a motorbike parking over the ground within the compound area. The group is operating from the third floor of the building since the last three years and has rented other floors to various businesses. It also boasts of an elevator and generator back up.</div>
<div>
	 </div>
<div>
	<br />
	 </div>
<div>
	<span>United Traders Syndicate<br />
	<br />
	<img alt="united" border="1" height="343" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/unitedtradersyndicate.jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate office of United Traders Syndicate, the sole distributor of Toyota vehicles in Nepal, was built more than 45 years ago. The building was further renovated 15 years ago at a cost of around Rs 50 million. Built from Nepali bricks, the building has the look of a typical Nepali house with a modern design. It accommodates around 120 staff members. The five-storied building has different departments in each floor including the Chairman’s office on the third floor, a conference hall on the fourth floor and a monitoring, controlling and processing room (MCP) on the fifth floor. The parking at the building accommodates around 30 big vehicles and 50 motorbikes. The building is built on six ropanis and also features a small garden, a workshop and a sales office.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Brihat Investment<br />
	<br />
	<img alt="brihat" border="1" height="359" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/brihatinvestment.jpg" vspace="10" width="415" /><br />
	</span></div>
<div>
	 </div>
<div>
	The corporate building of Brihat investment is designed by Architect Prathana Vaidya. The company has tried its best to incorporate every possible feature based on vastu from office cabin to its desk position. Contemporary in form, the building has features like duplex unit with eight rooms, two board rooms, executive board room and an executive lounge. Lawns, separate parking areas for motorbikes and cars, pantry and a spacious garden are also part of the building. The 3500 sq ft building took one year to complete with an investment of Rs 40 million. The company shifted in this building in 2010 which also has an elevator facility. Brihat Investment itself designed the building with the concept of an open office plan for easy and cross communication between the departments as well as to take maximum advantage of the natural light.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>NIC Bank<br />
	<br />
	<img alt="nicbank" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nicbank.jpg" vspace="10" width="448" /><br />
	<br />
	<br />
	</span></div>
<div>
	 </div>
<div>
	The Biratnagar corporate office of NIC Bank is housed in a classical building on the city’s main road. Internal layout of the building is according to Vaastu and the designing credit goes to Adf Nepal. It is a two-storied building with 17 office rooms including four different halls namely customer services, board room, trade finance and company secretary. The building is built in an area of 7290 sq ft land and the interior of the building measures 6578 sq ft. The parking space at the front is about 750 sq ft which is designated for customers while the parking space behind the building is for the staff. The building has accommodation capacity for 192 employees. There is a small garden and lots of indoor plants in the building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	Disclaimer</div>
<div>
	 </div>
<div>
	The corporate buildings featured in this article were covered as per the following criteria:</div>
<div>
	 </div>
<div>
	<span>1)<span>       </span></span>Only the corporate buildings that were conceptualized by the owning companies/business groups themselves were taken into account.</div>
<div>
	 </div>
<div>
	2) As per the criteria, the companies were expected to have their own corporate offices in the said buildings.</div>
<div>
	 </div>
<div>
	3) Even if some parts of the buildings were rented out/ leased to other businesses, they must largely reflect the identities of the (respective) majority stakeholders.</div>
<div>
	 </div>
<div>
	Additionally, we could only cover a limited number of corporate buildings for a variety of reasons and hence, the article does not represent an exhaustive list of buildings owned by corporate entities that we have in the country.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	COVER STORY</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>‘It’s the Need for Businesses to Opt for Skyscrapers’</span></div>
<div>
	 </div>
<div>
	<img alt="bishnu" border="1" height="323" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bishnupanday.jpg" vspace="10" width="293" /><br />
	<strong><br />
	</strong></div>
<div>
	<strong><span>BISHNU PANTHEE </span></strong></div>
<div>
	<strong><span>Vice President </span></strong></div>
<div>
	<strong><span>Society of Nepalese Architects (SONA)</span></strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you comment on the recent trend of corporate houses to have custom built office buildings?</strong></div>
<div>
	 </div>
<div>
	I believe it is a positive initiation given the unmanaged urbanization in Kathmandu. The major factors of zoning and the high and low rise structures, however, should be carefully implemented while constructing custom office buildings. Such initiatives should be approved keeping in mind the safety and security factors first. Nonetheless, there should also be proper implementation of land use maps by abiding the theory of urbanization.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Tell us about the experience of SONA while dealing with the corporate houses in such matters?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The main concern here is the high cost of land in Kathmandu. In rising cities like Kathmandu, such artificial hikes make it difficult for the owners to purchase land for construction. It also adds more challenges on the part of SONA. Being an umbrella association of Nepali architects, SONA has experienced several ups and downs. Sometimes, our designs have also been misused. We use theory, knowledge and modern technologies in our practice. However, we still lag behind when it comes to proper implementation of the same. Ultimately, the high cost of land causes hiccups and the projects become more expensive than is expected.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>So what could be the solutions to minimize the risks?</strong></div>
<div>
	 </div>
<div>
	To begin with, legal measures to control the artificial price of land should be taken into consideration. We haven’t strengthened ourselves technically as well as legally. Therefore, infrastructure development should be well governed and monitored by the authorized policy makers to minimize the risks. As we are rich in antique designs, much research should be done to dig into our architectural history that is unknown to most people.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are the government policies in place given that Kathmandu falls under a fragile seismic zone and is highly prone to earthquakes?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The government policies don’t reveal much and are also not up to the mark when compared to the global phenomenon. The loose monitoring system and purview sometimes make it so hard for us that we have to take steps to take matters into our own hands. Besides, the lack of tight scrutiny and invigilation cause the projects to fizzle out. Nevertheless, we are doing our best to comply with the basic standards. Regarding the Kathmandu Valley part of the fragile seismic, we believe that there is a solution to every problem. For example, in the case of Japan, there are many high rise buildings and the country is prone to earthquakes. If proper monitoring, quality maintenance, awareness and utilizations are in place, then we can definitely minimize the risks involved.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What is your comment on the trend of corporate houses opting to build skyscrapers in the current scenario?</strong></div>
<div>
	 </div>
<div>
	While analyzing the trend from a global perspective, it is the need of the hour for businesses to opt for skyscrapers. In our case, I see the skyscrapers as a welcome respite to the mismanaged urbanization. Additionally, it also minimizes the projects’ completion cost. We don’t have any viable options and must adapt to the latest technologies practiced globally.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How is SONA addressing the unethical practices in this business?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	SONA is an independent non-profit and professional association of architects in Nepal. We are the voice for the architects and work to protect their rights. Therefore, we try our best to discourage any unethical practices at all times. We meet and hold discussions within the association as and when any untoward and malicious situation arises. Even though we may not take any official action, we definitely try to expose such practices in the public domain.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you perceive the artistic choice of the architects themselves while building these corporate offices?</strong></div>
<div>
	 </div>
<div>
	Quite literally, SONA is here to add glitter to gold. An individual architect always strives to seek his/ her identity at some point or the other. It is our responsibility to help realize that vision for every architect. For example, if someone comes with a creative design, then we scrutinize the work and finalize the decision on a bilateral basis. Therefore, the creativity of an architect’s work can be well explored ultimately. The brand value consciousness is also a prime concern for us to safeguard the professional rights and interests of the architects.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are major points to consider for ideal office buildings in commercially burgeoning cities like Kathmandu?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The recently built commercial buildings in Kathmandu should be careful that the historical and cultural importance of antique buildings is not disturbed. In the quest for constructing swanky buildings, the artistic values of endangered heritages must not be compromised with. Taking it as our social responsibility, SONA has discouraged such acts. For example, we have been opposing the construction of high rise buildings around Dharahara, for example, and raising our voice to keep ancient art intact while renovating old temples across Kathmandu.</div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Do you think the investments made by corporate houses in constructing own buildings pay them in the long run?</strong></div>
<div>
	 </div>
<div>
	This depends on the will power of the investors to cope with the challenges ahead. Given the uncertain political state of the country and ineffective policies as regards the housing sector, our path is full of thorns. The first and foremost concern is the artificial price of land. Therefore, if these issues are properly addressed, the situation may get better for the corporate houses.<br />
	<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<strong><span>‘Owning a Building Helps a Corporate House Enhance its Brand Image’<br />
	<br />
	</span></strong></div>
<div>
	<strong><br />
	<br />
	<img alt="kumar" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kumar.jpg" vspace="10" width="278" /><br />
	</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><span>KUMAR LAMSAL </span></strong></div>
<div>
	<strong><span>CEO, Sanima Bank</span></strong></div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What is the reason behind naming Sanima Bank’s building ‘Alakapuri’?</strong></div>
<div>
	 </div>
<div>
	It is because Alakapuri refers to the state ruled by Kuber, the lord of wealth. Hence, we decided to name our building after his empire because he is worshipped as an important god when it comes to money and business.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as the need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	I don’t think it is compulsory or urgent for any of us to own buildings. Constructing own building depends on one’s choice and the kind of business they run. However, I think such a trend has emerged as a requirement for corporate houses where it has become increasingly important to own a building. It is a psychological factor where owning a building makes you feel secure and gives a sense of achievement. You are comfortable in that building because you have made it as per your requirements. Hence, it has become common for corporate houses these days to follow this trend.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Specifically speaking, what is it that led Sanima Bank to construct its own building?</strong></div>
<div>
	 </div>
<div>
	For a bank, owning a building means a lot. It leaves a good impression on the public in terms of an enhanced brand image. A bank usually works for a long term and since we are here in this business for a long time now, having our own building has had been one of our priorities. We needed the building mainly to run the business properly.</div>
<div>
	Could you please tell us about the investment that has been made in the construction of your new premises?</div>
<div>
	We have invested around Rs 34 million on the construction of the building which took three years for its completion.</div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Do you think the investments made in their own buildings pay the corporate houses in the long run?</strong></div>
<div>
	 </div>
<div>
	Constructing your own building itself is a long term investment for the corporate houses. It directly relates to the image of the company that can neither be built nor destroyed in a day. Although our cost is higher in comparison to the cost in the rented building that we operated from earlier, the benefits are for many years to come. We have indeed spent a huge amount in constructing the building but in the long run, that cost will be compensated in due course of time. People usually perceive a corporate house to be enjoying a certain standing if it owns a building. And the good news is; our building has started attracting walk-in clients already.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How significant is it for you to have constructed your own corporate building and then conducting business operations from it?</strong></div>
<div>
	 </div>
<div>
	It has been significant for us primarily because we have constructed it as per our demand and design. It is based on our choice and the way the building has been constructed meets our business demand too. We are very happy to be operating from our own office and it has certainly fulfilled our expectations. Its interior design is as good as the exterior design and has more space. It is also an attractive and strong structure while the previous building was small and congested. At the end of the day, it is easier to conduct business operations from ‘Alakapuri’.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><span>‘It’s High Time for Corporate Houses to have their Own Resources’<br />
	<br />
	<br />
	<img alt="om" border="1" height="338" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/om.jpg" vspace="10" width="294" /><br />
	<br />
	</span></strong></div>
<div>
	<strong><span>OM RAJBHANDARY </span></strong></div>
<div>
	<strong><span>Chairman, Brihat Investments Pvt Ltd</span></strong></div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How old is the trend of corporate entities in Nepal moving from rented premises to their own building?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	If we look at the corporate culture in Kathmandu, much of the credit for this trend goes to the banking sector. They initiated it and for around 15 years now, corporate houses started having their own buildings in Kathmandu. Earlier, it was limited because most of the businesses were family-run entities. Most of the corporate houses today boast of their resources within their own premises.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	Yes it is high time for the corporate houses to move on with their own resources. The vital aspects of a business - property, productivity and perception should not be forgotten at any point of time. While on one hand, we lack productive infrastructure, we are keeping a tight vigil even on minor things like the use of electricity and interior designs on the other. For the entrepreneurs to start new businesses, they must increase the size of their functional area to strengthen productivity. If property area and services planning etc are not done properly, the expenses are going to be that much higher. In the present context, these things amount to savings because of the one-time investment one is putting in. Besides, people’s perception of you is different when you are staying in a rental office and don’t have your own resources. According to our traditional concept, we believe that people who own a house are stable in life. Having one’s own space in the office and possessing the premises saves on the rental.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What is it that led Brihat Investment to construct its own corporate office building?</strong></div>
<div>
	 </div>
<div>
	Brihat is striving to construct environment friendly homes to cater the need of people and to help non-hazardous urbanization. Using your own resources makes the working environment more conducive and also boosts the workers’ spirits. That is the main reason for Brihat Investment to construct its own building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What would be an ideal investment for a corporate building?</strong></div>
<div>
	 </div>
<div>
	The cost depends on requirements and clear vision. The specific need of area, infrastructure and manpower should be the prime aspects to take care of rather than the monetary value itself while investing. Even the minute things like color choice, material choice, electricity and interior designs should be well scrutinized to minimize the ultimate cost. The choices should be clear and cost effective. For example, the trend of using LED lights is for a tangible benefit. If we move forward in a balanced way, it will not be a huge financial burden in the long run.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How significant is it for you to have constructed your own building and then conducting business operations from the premises?</strong></div>
<div>
	 </div>
<div>
	When you own a building, all the requirements are met accordingly. People look at safety as the least concerned factor. That is wrong attitude. As Kathmandu lies in an earthquake prone area, certain safety measures should be taken into consideration. The distribution of things according to the need and demand is like an art. Good management is like oxygen, we should have proper utilization of our resources to get palpable benefit. If the structural cost comes around 10- 15 per cent, the cost for safety measures and needed infrastructure only takes an additional three per centof the building cost. Hence, having your own building is of great significance.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>Do you think the investments made in own buildings pay the corporate houses in the long run?</strong></div>
<div>
	 </div>
<div>
	This highly depends on the political and economic situation of the country. The real estate business is not going well at present as it used to be few years back. In reality, every flourishing business pays back to the society. Here, the fluctuating political situation and unmanaged policy has affected the business a lot. If the period of uncertainty continues, then the entrepreneurs will be forced to switch over to other business. Recently, some big hotels of Kathmandu have been turned into shopping malls and it can be taken as a good example. With regular and periodical review and a long term vision, the investment in owning buildings will certainly pay off for corporate houses in the long run.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How challenging is it for you to keep abreast with the growing demand for new designs?</strong></div>
<div>
	 </div>
<div>
	It is challenging but the investors and the designers need to have more healthy discussions on this matter to mitigate those challenges. To me, innovative ideas come first. If a designer is precise about his ideas, he should persuade me to pursue his idea. There should be a fine balance between the designer and the building owners.</div>
<div>
	 </div>',
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			'created' => '2012-12-06',
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			'description' => 'Corporate houses in Nepal are attracted towards having their own buildings with a vision to make business operations easier and less time consuming among a host of other reasons. The trend of getting customized buildings constructed has caught up fast with the corporate entities in the last one-and-a-half decade or so, observe analysts.',
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			'id' => '737',
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			'title' => 'Voices November 2012',
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="nalin" border="1" height="183" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Nalin-Mandiratta.jpg" vspace="10" width="150" /><br />
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	‘The hospitality industry of Nepal is sure to grow immensely’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Nalin Mandiratta, General Manager of Soaltee Crowne Plaza (SCP), saying that the hospitality industry is surely going to grow by leaps and bounds if the external environment remains stable and the country is able to market its tourism offerings well.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It’s international practice to allow advertising means for market promotion</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Ramesh Kumar Silwal, Vice President of Higher Secondary Schools Association-Nepal (HISSAN), arguing if advertising was not to be allowed then why did the government made the policy to register private schools and colleges under the Company Act.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It is possible to earn a livelihood by investing in shares alone’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Rajan Lamsal, Share Investor, elaborating that it is indeed possible to manage a livelihood by investing solely in the share market, however, one should devote enough time in it which can be treated as full-time as well as part-time business.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="surendra man shrestha" border="1" height="158" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Surendra-Man-Pradhan.jpg" vspace="10" width="136" /><br />
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘We have focused on corporate governance for short term objectives</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Surendra Man Pradhan, Chief Executive Officer of Sunrise Bank Limited, reiterating that the company is marching ahead as a fully compliant bank, has already managed to reduce its non-performing loans and plans to minimise it further in the near future.</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="hum nath gurung" border="1" height="181" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Hum-Nath-Gurung.jpg" vspace="10" width="149" /><br />
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘We must fully implement the central bank’s policy on home loans’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Hum Nath Gurung, Deputy General Manager of Everest Bank Ltd, hailing the policy as positive saying that the policy was necessary to stop unhealthy competition and provide impetus to overall development in Nepal’s context.</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It has become essential to do away with Nepal’s pegged exchange rate with India’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Jagdish Prasad Agrawal, Chairman of Nimbus Holdings Pvt Ltd, emphasizing that Nepal Rastra Bank must update the exchange rate for Indian Rupees every three months as it will help ascertain actual exchange rate as well as minimise the crisis related to Indian Rupees availability.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
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line-height:115%;font-family:"><img alt="feedback" border="1" height="542" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback(3).jpg" vspace="10" width="485" /><br />
	<br />
	Working Class Hero</span></p>
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	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">“But you’re still peasants as far as I can see, a working class hero is something to be….” reads the famous line from singer John Lennon’s song ‘Working Class Hero’. I personally feel that this sharp line in addition refers to the issues of Nepali Labors as picked in the cover story of October’s issue. The bickering and politicization of Nepali trade unions have directly affected foreign investments. It’s also the working labors who are ultimately at the receiving end due to the regular stand-off of their union leaders. As highlighted in the story, the delay in the completion of Upper Karnali Project, frequent strikes, closure of international brands like KFC and Pizza Hut etc have not done any good to Nepal Investment Year 2012/13. It was good to go through the interviews of various people as part of the cover story and learn about their opinions. However, I felt that the interviewees only managed to float lukewarm ideas to overcome the present tumultuous situation of labors in Nepal. I hope that some concrete solutions must be provided at the earliest for safe and sound progress of development activities. </span></p>
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	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	</span><strong><span class="A29"><span style="font-size:
9.0pt">Ramesh Koirala, Thimi, Bhaktapur</span></span></strong></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Fun and Frolic at The Last Resort<br />
	<br />
	<img alt="buji" border="1" height="270" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bunji.jpg" vspace="10" width="187" /><br />
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">The adventure and thrill seeking story about The Last Resort was worth reading. Located only 100 kms from Kathmandu valley, the resort seems to be a perfect place to escape from the hustle and bustle of the capital. This featured story in Corporate Focus column is beautifully written and also has carried informative details about the ways to get there and the activities at The Last Resort. As it is said ‘Do the things, you fear, and the death of fear is certain’, I soon wish to visit the resort and become a ‘Bungee Jumper’ myself. The serene location of the resort in the mountainous terrain of Sindhupalchowk district definitely carries high tourism potential. Besides, it makes all of us proud to know that it is listed as one of the best bungee jumps around the world. I still rue that despite being a permanent resident of Kathmandu valley, I haven’t been to the resort yet.</span></p>
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
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	</span><strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">B P Dhakal, Sanepa, Lalitpur</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;<br />
	</span></span></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Made in Nepal</span></p>
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">&nbsp;<br />
	It was sheer delight to visit the third edition of the ‘Made in Nepal Products and Service Expo-2012’ in September. The news coverage of Made in Nepal Expo in your magazine further shed light on the importance of buying and selling Nepali products. The organizers, Nepalese Young Entrepreneurs’ Forum (NYEF), Direction Nepal and the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) should be praised for taking initiative to boost locally manufactured products and promote the service industry. At a time when foreign goods are luring the Nepali market, the expo came up with the theme ‘Our Own’, to target and promote local products under a single roof and minimize people’s attraction towards imported goods. Nepali products with high potential exports such as readymade garments, handicrafts items, footwear, carpet, and Pashmina products needs to be well advertised to the public in the coming days.</span></p>
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	<strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">Koshraj Neupane, Banepa</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Beauty of the Brain<br />
	<br />
	<img alt="brain" border="1" height="376" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/brain.jpg" vspace="10" width="500" /><br />
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<p class="Pa16" style="margin-top:5.0pt">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Woman entrepreneur Seema Golchha’s courage and determination to stand tall in the male dominated sphere of business field is well appreciated. Golchha’s efforts to maintain a fine balance between personal and professional life is praiseworthy as highlighted in the Personality section of the last issue. The women of South Asia are mostly confined within the household while the business activities are taken care of by the men. And so, it was great to read a gritty story about a woman who carved a niche for herself despite all odds. It gives hope to dreamers like me to take bold steps in life and work towards becoming leaders of tomorrow. </span></p>
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	<strong>&nbsp;<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">Byanjana Baral, Koteshwor</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:"><br />
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	<strong>Corrigendum</strong></p>
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	Mr Hari Karki informed that some of the facts that appeared in his interview in the September 2012 issue of New Business Age, are completely out of context. He further states that he was never involved in Universal Music Company, and it’s his partner in fasttrack.hk (a lifestyle, fashion and entertainment website) who is the ex Universal Music and EMI executive.The error is regretted - Editor</p>
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<![endif]-->	<img alt="from the editor" border="1" height="229" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/editor(3).jpg" vspace="10" width="332" /><br />
	<br />
	<span class="A15"><span style="font-size:59.0pt">T</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">he recent activism of regulatory authority of insurance industry of Nepal, the Insurance Board (IB) or Beema Samiti, has created new ripples in the sector. Some of the very bold actions taken against ‘erring’ insurance companies, including the fully government-owned Rastriya Beema Sansthan (RBS), have apparently served to establish that it is not a toothless entity, as seen so for years now. <br style="mso-special-character:line-break" />
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">More interesting drama unfolded when the IB ordered RBS to defer its annual general meeting scheduled for the first week of October and ordered to stop its engineering insurance business the following week. This episode has special significance as the government-owned financial institutions have a history of invariably remaining recalcitrant to the regulatory authorities which has often given ground to the private sector operators to complain of not getting a level-playing field to compete with these ‘protected’ public sector companies. It may be recalled that a number of government-owned large banks were, for all practical purposes, acting beyond the regulatory mechanism of the central bank until their net worth became untenably negative, about a decade or so ago.<br />
	<br />
	At the core of such controversy and temerity to non-compliance to the regulator are the separate Acts that instituted these entities. Still, RBS Act of 1969 is intact. (Similar Acts were there for Banks as well until an Umbrella Act ‘BAFIA’ was enacted in 2006.) This incident also establishes the fact that government should not continue to be one of the competitors in the business where private sector has already made competent market presence. Let’s hope the IB will also force the RBS to speed up the process to split its life and non-life insurance businesses. The only private sector company that was operating both of these businesses has already obliged to IB’s directive whereas RBS is still adamant.</span></p>
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">But the cardinal question here is: Is this all an insurance regulator of the country expected to do? Certainly not! A regulator has a responsibility of evaluating the situation of service availability, and on the basis of such evaluation, creating appropriate legislative and institutional frameworks to ensure a healthy growth of the market as well as a ground for fair play. But, the recent acts of the IB appear more of populist and bullying nature than the ones having long-lasting meaningful impacts. Some of the decisions like limiting the operation expenses of the insurance companies only to 6 percent of their total expenses are unquestionably naïve, to say the least. This favours the old and established companies and puts the new companies in disadvantage while the latters deserve credit for the speedy expansion in the insurance services across the country.</span></p>
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Still, barely six percent of the population that has capacity to buy insurance coverage has got some sort of insurance coverage. The knowledge about the insurance among the masses is negligible and products that are suitable to Nepali context are neither available nor accessible to the potential clients. Nepal’s insurance industry lacks human resource of all levels and we don’t even have a training academy for the sector, so far. <br />
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Though the IB has been repeating its plan to set up such an academy time and again, the plan is still rudimentary at best. Updating several legal arrangements is long overdue. The very Insurance Act has become outdated. It is the responsibility of the regulator to develop a universal framework of evaluation to avoid institution-wide discretionary practices of evaluation and compensation. It is already late to bring in international best practices into our insurance industry. </span></p>',
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	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
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	Newcomers <br />
	<br />
	<br />
	</span></strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>TULSI RAM GAUTAM</strong> has been appointed Machhapuchchhre Bank Ltd as CEO. Earlier, he was General Manager of Credit Department at Nepal SBI Bank Limited<br />
	<br />
	<br />
	<img alt="" border="1" height="143" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SATISH-NEUPANE.gif" vspace="10" width="117" />. </span></p>
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SATISH NEUPANE</strong> has joined Trade Tower Business Center as Managing Director. Earlier, he was Director at Arun Valley Hydropower Company Ltd.</span> <br />
	<br />
	<br />
	<img alt="" border="1" height="134" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUNIL-KHANAL.gif" vspace="10" width="108" /><br />
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SUNIL KHANAL</strong> has joined Trade Tower Business Center as Conference &amp; Event Manager. Earlier, he was F &amp; B Manager at Crowne Plaza Hotel, Dundalk, Ireland.</span> <br />
	<br />
	<br />
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><img alt="" border="1" height="157" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/PADAM-RAJ-SHRESTHA.gif" vspace="10" width="126" /></span></p>
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	&nbsp; </p>
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	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Newcomers at Sunny Distillery </span></strong></p>
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	<span style="font-size:10.0pt;
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	<span style="font-size:10.0pt;
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	<span style="font-size:10.0pt;
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<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>GOVINDA SHRESTHA</strong> has joined the distillery as Senior Sales Officer. Earlier, he was Area In-charge at United Spirits Nepal Pvt Ltd. </span></p>
<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>LUV DHOJ KC </strong>has joined the distillery as Senior Sales Officer. Earlier, he was Area In-charge at United Spirits Nepal Pvt Ltd. </span></p>
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	<strong><br />
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<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Transfers at Prabhu Finance </span></strong></p>
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<p class="MsoNormal">
	<strong><span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
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<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Promotions at Sunrise Bank <br />
	<br />
	<img alt="" border="1" height="148" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ROBIN-NEPAL.gif" vspace="10" width="120" /><br />
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<p class="Pa17" style="margin-top:5.0pt">
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	<br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MANOJ-NEUPANE.gif" vspace="10" width="119" /><br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>MANOJ NEUPANE</strong> has been promoted as Manager, Head – Corporate Banking Department. Earlier, he was Deputy Manager at the bank. </span></p>
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	&nbsp;</p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Promotions at International Money Express (IME) </span></strong></p>
<p class="Pa17" style="margin-top:5.0pt">
	<strong>&nbsp;</strong><br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/BISHAM-POKHAREL.gif" vspace="10" width="119" /><br />
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	<br />
	<img alt="" border="1" height="122" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-PAUDEL.gif" vspace="10" width="99" /><br />
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	<br />
	<br />
	<br />
	<img alt="" border="1" height="140" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-BAHADUR-KC.gif" vspace="10" width="113" /><br />
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	<br />
	<br />
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mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">There is high demand for Nepalis’ handcrafted jewelries in the international market.</span></span></p>
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	<span class="A29"><span style="font-size:15.0pt;line-height:
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59.0pt">T</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#211D1E">here are many beautiful, interesting, and unusual things in Nepal. The obvious question of “what to buy?” is bound to come to your mind. One of the answers to this could be gems and jewelry. “Most of the tourists visiting Nepal are interested to buy precious and semi-precious stones available in Nepal,” said Ramesh Maharjan, President of Nepal Gems and Jewelry Association. Besides being a fashion trend, it is a financial investment for the future as well, added Maharjan.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="115" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems4.gif" style="margin:10px;padding:10px;" vspace="10" width="137" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Jewelry includes all attractive or appealing decorative objects that can be made with gems along with other precious metals. Mostly, every form of material may be added to make an attractive piece of jewelry. Some common forms of jewelry include anklets, armlets, bracelets, earrings, necklaces, rings (engagement rings, wedding rings, class rings), toe rings and nose-jewels. Brooches, belly chains, head ornaments fit in the category of more uncommon kinds of jewelry. People can express their love by presenting jewelry to their dear ones. Common metals that are utilized in jewelry include gold, platinum and silver.</span> </p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Both younger and elder generations are fond of jewelry collection. “Gone are the days of heavy jewelry trends. These days, people look forward to light and unique designs that are different from other pieces of jewelry,” said Maharjan who is also the owner of R B Diamond House. It caters to a diverse range of customers who look forward to gemstones like diamonds, rubies, sapphires or emeralds in designer jewelry. Turquoise and coral are the most common stones used in Nepali jewelry that it also deals in. Other precious stones common in Nepal include lapis lazuli, tiger-eye, garnet, and agate.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="295" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems1.gif" style="margin:10px;padding:10px;" vspace="10" width="300" /></p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Diamond is the most important precious stone in terms of value that generates a larger volume of revenue and business internationally,” said Mahesh Man Shrestha, owner of Gahana Griha. Even in Nepal, diamond jewelry is more popular and in demand than other gemstones, added Shrestha. Generally, diamonds are the most expensive stones but there are high quality natural color gemstones that command high price per carat like diamonds do. <br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to Maharjan, in today’s market the price per carat for precious gemstones like ruby, emerald and sapphire range from Rs 2,000 to Rs 10,000 while price per carat for semi-precious gemstones cost about the same. There is high demand for Nepalis’ handcrafted jewelries in the international market. “Most of the gems in Nepal are used for silver jewelries that are exported to Europe and America,” said Maharjan. The handcrafted jewelries are very famous and liked by the Europeans and Americans. They are exported in different designs like earrings, rings, necklaces, pendants, bracelets, brooch, bangles, and different articles embedded with precious stones, he added. Some stones like quartz crystal, black tourmaline, moonstone, kyanite and garnet are also used as healing stones. Gemstones are also prescribed by astrologers and are adorned in the belief that they have magical and mystical powers. It is believed that these powers bring happiness, prosperity and overall betterment in a person and his activities.</span> <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<img align="left" alt="" border="1" height="249" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems2.gif" style="margin:10px;padding:10px;" vspace="10" width="239" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">There are many stones in the market these days that even the suppliers are unaware of. Apart from it, there are synthetic gemstones aplenty. Riken Maharjan, a Graduate Gemologist revealed that even today many people do not know that ruby and sapphire are the same stone. The only factor that makes it different is its color where red corundum are called ruby and blue corundum are called sapphire. “Identifying gemstones is a challenge, however, the bigger challenge is to ascertain value associated with different stones,” he said. The value of the stone depends on numerous factors, he added, it is the 4c – color, cut, clarity, and carat for diamonds while for other precious stones it’s the demand, rarity, treatments, imitation etc that count.</span> </p>
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	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Understanding precious stones has come a long way. Earlier, it was difficult for the clients to understand if any red stone would be called ruby and any blue stone would be called sapphire and a colorless stone that dazzled and produced a colorful flash of light was a diamond. However, today with all the technology, research and improvement in science there is a better understanding of stones. According to Maharjan, Nepal has the technology and good professional gem cutters but the sector is suffering because the stones have not been explored well and opened for business.</span> </p>
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	<br />
	<img align="left" alt="" border="1" height="233" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems3.gif" style="margin:10px;padding:10px;" vspace="10" width="227" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Hari Bhakta Adhikari, a senior gems expert shared that Sankhuwasabha, Taplejung, Jajarkot, Manang and Dhading figure among the major gem locations of Nepal. He added that Nepal is a Paradise for gemologists and collectors. “This can boost tourism as well as help in export business. But, it is a pity that despite having huge semi-precious stone mines, Nepal has to import 80 per cent of the stones from India, China, Thailand, Burma and Pakistan,” he said. Entrepreneurs involved with the business shared that they need better facilities from the government and to review the existing import and export policies. Adhikari opined that in India, the government has waived off import fee on gemstones, one of the reasons which has made it very difficult for Nepal to compete with India.</span> </p>
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Nepal has failed to showcase its potential in the international market. Much of it is due to the lack of skilled manpower that has hit the gems and precious stones sector in the country despite it being rich in mineral resources,” said Adhikari. He opined that the government should develop adequate work force and create mechanism to extract mineral resources to propel growth. From export of 200,000 kg raw gemstone, some 5,000 small gems industries could provide around 25,000 people direct employment and another 100,000 indirect employment, he added. <br />
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to the Department of Geology, the country has imported around Rs 130.37 billion worth of mines and mineral related goods in fiscal year 2009-10. However, due to lack of well-equipped laboratory that can certify purity of gems and other precious stones, the country has not been able to take advantage from its huge natural resources. According to Riken Maharjan, there are two things the industry keeps in mind – gemstone identification and gemstone grading. The first part is to identify the stone correctly as it makes a huge difference in price depending on the type of gemstone. The market is flooded with precious and semi precious gemstones and it is hard even for experienced eyes to tell the difference without gemological tools.</span> </p>
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Gemstone and jewelry certification plays a vital role in the business. There are gem labs all over the world that identifies and grades gemstones, however, it’s not an established trend in Nepal yet. R B Diamond Jewelers is taking an initiative to change this by introducing GIA (Gemological Institute of America) Certification for gems and jewelries in the near future. These certificates are internationally recognized and honored and known for its grading precision, technology, research and other important factors.</span> </p>
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&quot;Myriad Pro&quot;;color:#211D1E">“The gems and jewelry industry is an industry of trust. Therefore, it is very important for people in this industry to understand their product, to know what they are selling,” said Maharjan who has been in this business for more than 15 years now. People put their names and huge amount of money on the line. There is a lot to learn about the industry, the stones itself, treatments, grading, imitation, synthetic stones and many other aspects, he added.<br />
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	<img alt="hrkurakani" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(2).gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
	 </p>
<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
	 </p>
<ul>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
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<p class="MsoNormal">
	<span class="A14"><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony_featured.gif" vspace="10" width="338" /><br />
	</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">&nbsp;</span></span></p>
<p class="Default">
	<span class="A4"><span style="font-size:
59.0pt">A </span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">cartel is generally understood as the arrangement among producers and suppliers of goods and services to control the production, sales and price so as to restrict competition and obtain monopoly or oligopoly in the market. On the other hand, a syndicate is a self organizing group of individuals, companies or entities formed to transact some specific business or promote their common interests. Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services. Such practices are generally considered as the worst forms of anti-competitive behaviour and condemned by the laws of various countries.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Competition is the cornerstone of open and liberalized economy as the anti-competitive behaviour of the enterprises, industries or traders take a toll on the economic performances of a country by promoting inefficient firms, producers and distributors and punishing the efficient ones. Consumers are compelled to pay higher prices and use low quality goods and services in a situation of anti-competitive markets. In view of this, countries have developed their own competition laws in order to prevent unhealthy business practices. The United States of America has enacted two such basic laws, called anti-trust laws. Named the Sherman Act and the Clayton Act, these are enforceable by the Department of Justice and Federal Trade Commission. Similarly, the European Union has provisions under the Treaty of Rome to maintain fair competition and Australia has its Trade Practices Act 1974. In India, the Monopolies and Restrictive Trade Practices Act was brought out in 1969 and later replaced by the Competition Act in 2002. The Indian Competition Act is quite comprehensive and has provision to constitute the Competition Commission and the Competition Appellate Tribunal among others. The objectives of the act have been defined as: to prevent practices having adverse effect on competition, promote and sustain competition in markets, protect the interest of consumers and ensure freedom of trade carried out by other participants in the market.</span> <br />
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The Competition Promotion and Market Protection Act (CPMPA) was passed by the Parliament of Nepal in 2006 and the Government of Nepal came up with the relevant regulations in 2009. The act basically defines the anti-competitive practices and dealings, and prohibits the anti-competitive agreements between two or more parties with the intention to limit or control competition. Such anti-competitive agreements may be in the form of fixing the sales or purchase price, limiting the quantity of production or sales, market allocation, creating barriers for market entry to the producers and suppliers of similar goods and services, determining the terms and conditions of sales, imposing quota and applying syndicate system in transport and distribution of services. Similarly, the act prohibits the abuse of dominant position by a producer or distributor or their conglomerates with the intent of controlling competition. Besides, merger and acquisition of enterprises with a takeover of more than 50 per cent share and acquisition of more than 40 per cent market share are the prohibited behaviours that have the effect of creating monopoly in the market. Bid rigging, exclusive dealing, market restrictions, tied selling and misleading advertisements are other anti-competitive practices and offences under the competition act.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartels and syndicates are the anti-competitive agreements according to section 3 of the CPMP Act. Such an agreement may be in the written form or as a tacit understanding which is difficult to prove by the document but can be judged from the behaviour and resultant outcomes of such dealings. Let us look at some representative cases in the context of Nepal.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/opec.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation services are a prime example of the most-hit sector by cartels and syndicates. The transporters are usually smart enough to make a hefty profit through the application of syndicates. First, they bond together within the umbrella of their associations that culminates into the federation redoubling the institutional strength to protect and persuade the vested interest of transport operators around the country. Such strength can yield dominant positions in the market collectively and the abuse of such position is imminent. Price fixation, particularly regarding plying on minor roads, application of higher charges on services, queue and rotational system in operation, use of old and worn out vehicles and overload in cargo transportation are some elements associated with the syndicate behaviour of the transporters. The transporters deter the entry of new transport equipments through physical threat or assault in case somebody dared to enter their market or put heavy syndicate charges for such entry. This has put the consumers in worse conditions as they need to pay higher transportation charges, meet with frequent road accidents, and travel in crowded sitting positions in the buses. This sort of practice rewards inefficiency and discourages firms to provide services in an environment of open and healthy competition.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation of petroleum products and their distribution is another sector affected by hardcore cartels and syndicates. Different associations that are in existence demonstrate the collective anti-competitive behaviour of their members. Such a behaviour usually include the pressure or demand for increasing profit margin, cheating in the measurement of volume and weight, raising barriers to the entry of new traders and dealers etc. It was noted that one of the demands of LPG Bottlers Association during their recent strike was against the government’s plan for granting license for a glass bottling plant. Moreover, these associations often exert pressure through the means of strikes, lock-outs and interruptions in services to make the government accept their demands. Any compromise with the demands based on such unlawful means of threat and violence by the associations and its members would reduce the efficiency of the economy and harm the interests of the common consumers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The third cartel group belongs to the distributors and wholesalersof fruits, vegetables and meat products. These are organized groups and have their own associations while their upstream and downstream stakeholders in the supply chain do not have strong enough associations to offset their unruly behaviour. Hence, the farmers are fetching low prices on their products on the one hand and the consumers are forced to pay higher prices at the other to the hefty benefit of those middlemen. A market survey done at the Kalimati Vegetable Market shows that the price paid by the consumers for some vegetable products are 10 times higher than the price paid by the middlemen to the farmers for the same vegetables. This shows the intensity of unfair trade practices, much to the chagrin of law enforcing authorities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel groups in Nepal are found in other sectors as well. For example, there are tacit understanding and clandestine agreements among the importers and distributors of food grains in order to fix price and control supply and raise the price particularly during the festive season of Dashain and Tihar. Sugar industries collude to pay less to the farmers against purchase of canes and fix high prices of sugar for sales to the end consumers with a bigger price arbitrage, while manufacturing industries like cement, noodles and water pipes sell their product at the identical price as a result of tacit understanding among the manufacturers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel is globalizing as well along with the globalization of economies. The famous example of international cartel is the Organization of Petroleum Exporting Countries (OPEC) which has been increasing the world prices of petroleum products at various times by imposing the production quota and fixing of prices. Besides, cartels are noticed in the international production system for steel, fertilizers, rice and other commodities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Thus, in a situation of cartel, producers and suppliers control the production and supply to maintain an artificially high price. This kind of behaviour is supported by a situation where there is less number of suppliers but large number of customers in the markets, market demand is not too variable and individual firms output can be easily monitored by the cartel organizations. The organized behavior of such cartels is pronounced in the syndicated system. The ultimate effect of these anti-competitive practices is that the efficient firms lose to the inefficient firms or suppliers as there are no incentives for bringing down the cost and increasing the quality of goods and services. In such a situation of duopoly or oligopoly, all the firms within the cartel groups benefit by sharing the market without the need of improving efficiencies in production or supply.</span> </p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Perfect competition is an ideal situation that is hard to achieve in any economy. However, it should be the ultimate goal and direction to move forward which can be stepped upon by gradually building on the legal, institutional and human resources base for defying the anti-competitive behaviour. Reining the cartel and syndicate requires comprehensive and concerted approaches from all stakeholders and the effectiveness of law enforcement agencies. The most important factor is the requisition of political will and commitment to establish a competitive and healthy market that could be the precursor to increased trade and foreign direct investment in the country. Many developing countries including Nepal are mired by the dilemma of politics protecting the cartels and syndicates as those who are engaged in anti-competitive practices dole out substantial money to the political parties and their leaders. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="Pa27" style="margin-top:5.0pt">
	<strong><span style="font-size:8.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Ojha is a Former Secretary, Government of Nepal. The views expressed in the article are personal of the author. </span></strong></p>
<p class="Pa27" style="margin-top:5.0pt">
	 </p>
<p class="MsoNormal">
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			'title' => 'Stock Taking November 2012',
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			'content' => '<div>
	<span style="font-size:11.5pt;line-height:
115%;Calibri&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_featured.jpg" vspace="10" width="338" /><br />
	<br />
	STOCK TAKING</span></div>
<div>
	<span style="Myriad Pro&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;;color:#221E1F">By Bikram Chitrakar<br />
	<br />
	<br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Market Escalates Ahead of Festivals<br />
	</span></span></strong><span style="font-size:14px;"><span style="line-height: 115%;"><br />
	Traditionally, the stock market falls a bit before the festival season that mark long holidays. However, the Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups.</span></span></div>
<div>
	<br />
	<br />
	<img align="right" alt="" border="1" height="1200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_.jpg" vspace="10" width="434" /><br />
	 </div>
<div style="text-align:justify">
	<span style="font-size:
59.0pt">D</span><span style="font-size:10.0pt;Myriad Pro&quot;;
color:#221E1F">efying the traditions, the Nepali capital market experienced an increase in the month of Ashwin (mid- September to Mid-November), ahead of the festival of Dashain. Traditionally, the stock market falls a bit before such festivals that mark long holidays. The Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups. The benchmark Nepse index accelerated 11.94 points or 2.81% to close at 424.43 while the session’s high was 427.90 on 7th October and the session’s low was 412.49 on 11th September. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Among the major influences of the period were Nepal Telecom that is listed under the “others” group and ex-dividend date effect of Chilime Hydropower that is listed under “hydropower” group. Ex-dividend effect was also in the insurance sector and that too helped to move the market higher. </span></div>
<div>
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">One major development in the market during the review period is that the Citizen Investment Trust (CIT) has asked major institutional investors to join hands with Trust and pool their funds so as to play a more effective role of market maker. </span></div>
<div>
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<div style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;Myriad Pro&quot;;color:#221E1F">Performance by Sector </span></strong></div>
<div>
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">During the review period, the hydropower sector added double digits (88.26 points) followed by 88.10 points increase in the others sector to reach at 899.83 and 763.65 points respectively. Insurance sub-index increased 56.07 points or 7.93% to rest at 706.98. Also the hotels and trading sectors increased during the period. Hotels sector went up 19.99 points or 3.57% to 560.12 while trading sector registered the growth of 11.38 points to rest at 174.21. However, banking, development banks and manufacturing sectors plummeted. While manufacturing sector lost 41.33 points or 5.73% to settle at 721.33, the banking sector descended 7 points or 1.97% to 355.41 and the development bank skid 6.27 points or 2.60% to close at 240.8. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Sensitive index that measured the performance of 133 blue chips scrip at the secondary market, surged 4.43 points or 4.06% to 109.03 while, the float index calculated on the basis of real transaction downhill 0.79 points or 2.60% to 30.33. Total of Rs. 1,886,374,657 was realized as the turnover during the review period from 7,111,778 units of shares traded through 31,609 transactions. </span></div>
<div>
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">The accompanying figure illustrates sector-wise distribution based on total volume of trade. Banking sector that accounts for the heaviest volume of trade in exchange registered a share of 47.88% of the total trade. Hydropower sector grabbed 20.71% while insurance sector accounted for 15.66% of the trade and rest of the sectors covered the remaining portion. </span></div>
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	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Technically, the Simple Moving Average (SMA) is outcast as both 30 days SMA and 200 days SMA are dominated by Nepse index. However correction at this level can be expected due to the seasonal cyclical trend. </span></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><span style="font-size:8.0pt;line-height:115%;color:#221E1F">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></strong></div>',
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			'description' => 'Traditionally, the stock market falls a bit before the festival season that mark long holidays. However, the Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups.',
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<![endif]-->	<span style="font-size:14px;"><span style="font-family: ">“The products we offer and our size have made us different from others. Our interest rates are almost equal to that of the commercial banks.” </span></span></p>
<p>
	 </p>
<p class="Default">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="ashok" border="1" height="268" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashok.jpg" vspace="10" width="200" /></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">ASHOK SHERCHAN CEO </span></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">Prabhu Finance Company Limited</span></span></span></p>
<p class="Pa9">
	<span style="font-size:14px;"><span style="font-family: "><br />
	</span><span class="A15"><span style="font-family: ">T</span></span><span color:="" style="font-family: ">he proverb ‘A rolling stone gathers no moss’ matches the credentials of Prabhu Finance Company Limited (PFCL). Within six years of operation, the company has succeeded in holding five per cent market share among 90 finance companies operating in the market. Ashok Sherchan, CEO at PFCL, says, “Our services are the same if compared to other banks and finance companies. The products we offer and our size, however, have made us different from them. Our rate of interest is almost equal to that of the commercial banks for deposits as well as lending.” </span></span></p>
<p>
	<span style="font-size:14px;"><span color:="" style="font-family: ">Established in February 2006, the company – a part of Prabhu Group of Companies – has been categorized as ‘C’ class financial institution by Nepal Rastra Bank. PFCL constitutes around 10 per cent share in total remittance excluding the contribution made by its money transfer agency Prabhu Money Transfer. Seventy per cent share of the company is owned by the promoters while 30 per cent shares are held by public shareholders. The company has approximately Rs 7.5 billion in deposit while having a lending portfolioer of around Rs four billion. According to Sherchan, with a strong presence in lending, the company can now invest millions of rupees even on individuals. </span></span><span style="font-size:14px;"> </span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;<img alt="" border="1" height="297" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus.jpg" vspace="10" width="500" /><br />
	<br />
	<br />
	PFCL targets to work for various groups of people, from business people to individuals at the grass root level. It has special plans to bring underprivileged people into the banking sector that are unable to or hesitate to seek service from commercial banks. The bank is also directly linked to the customers via its remittance business. Sherchan says, “We try to provide loan to everyone and deal with every case equally and positively to make our customers feel at home.” </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Success Mantras </span></span></strong></p>
<p class="Pa10">
	<strong><span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></strong><br />
	<span style="font-size:14px;"><span color:="" style="font-family: ">Besides a Paid-Up capital of Rs 469.2 million, the company has also seen growth in terms of deposit, branch network and loans. The company owes its success to the policy of expanding its branches aggressively in 2007, points out Sherchan. The company now has 37 branches and 150,000 direct account holders all over the country. It targets to expand its number of branches to 41 by the end of current fiscal year, informed Sherchan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Sherchan says, “Although we are a finance company, our ability to expand on number of branches has made us successful.” The company has a mission of encouraging banking habit among the remittance receiving population. When asked about other reasons behind the company’s success, Sherchan points out three things: dedication, dreams and positive attitude. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The dedicated staff have also contributed towards uplifting the status of the company. Sherchan shares, “We have more than 300 employees in Nepal and foreign countries who give their best.” PFCL trains its employees every month and carries out trainings in different countries to enhance their skills. He says, “There is so much to learn in trainings. Because of our portfolio and working system, employees can learn more about the entire banking process like in commercial banks.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The bank is developing the ‘customer first’ culture as one of its business strategies. It is strengthening internal management mechanisms and also making them more customer-oriented. The company is also focused on the customers from remittance business and regularly visits the targeted customers to lure them with different products. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp; <br />
	<img alt="quatarly" border="1" height="287" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/quartaly.jpg" vspace="10" width="261" /><br />
	<br />
	</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Products </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: "><br />
	The bank is prepared to work for different groups of people and it reflects in the various products the company has in its portfolio. There are altogether eight deposit accounts including Mamata Bachat Khata for Children, Bharosha Bhachat Khata for aged people and Sangini Bachat Khata for women, available with attractive interest rates. The bank also provides home loan, education loan and foreign employment loans among a host of many other loans. The company also facilitates loans such as margin loan, consortium loan, personal loan, bank guarantees, bills purchase and working capital loan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Unlike other finance companies, PFCL provides Loans against Share, Gold or fixed deposit. It also provides banking facilities round-the-year with internet and debit card facilities. Besides, there are loans for those opting to start a small business or industry. Sherchan says, “As long as they meet our criteria, we provide loans to each and every individual that approach us. We open account for remittance receivers for a token amount of Rs 51.” PFCL also provides services such as e-banking, SMS banking, SCT debit cards, ABBS facilities and fund transfer for clearing and collection services. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="" border="1" height="446" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/swot.jpg" vspace="10" width="271" /></span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Investment </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">The expansion of the company in terms of its branches has increased the company’s access to all kinds of sectors in remote as well as urban areas. PFCL has invested in small to big budget projects all around the country. Sherchan says, “We have invested in most sectors in Nepal which includes big budget hydropower projects.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has immediate plans to invest in agro business. It has already invested Rs 10 million in Kalaiya this year for small farmers involved in sugarcane cultivation. For another project, the company has distributed cows in five districts to the farmers in collaboration with Dairy Development Corporation. The two projects cost Rs 50 million in total and the investments have brought about positive results and have inspired the company to invest more in the agro sector, says Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">CSR Activities </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has supported literary programs as part of its corporate social responsibility (CSR) activities. The company is also providing scholarship to four underprivileged students from Burtibang in Baglung district to study intermediate level. In Kathmandu too, two students are studying management on a scholarship provided by the company. PFCL also helps one handicapped student from Myagdi. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The company is in the process of becoming a development bank and this promises to benefit the company as finance companies have many limitations when compared to the development banks. Sherchan shares, “There would be no limitation for us once we become a development bank as we can then work aggressively.” </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">The current political situation of the country does not augur well for the economy at large, feels Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">&nbsp;He shares, “There is no demand for fresh loans and we do not have new industries or entrepreneurs coming up. Industrialists are either running away or surviving on the existing industries.” PFCL is trying to increase its contribution in the remittance business and finding various other sectors for investment to deal with the situation.</span></span></p>
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			'content' => '<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We Expect Increased Per Capita Consumption of Plastics in South Asia’<br />
	<br />
	<br />
	<img alt="Jim Becker" border="1" height="283" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/Jimbecker.jpg" vspace="10" width="189" /></span></span></strong></div>
<div>
	<span style="font-size:14px;"><br />
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<div>
	<span style="font-size:14px;">Jim Becker <span style="color: rgb(34, 30, 31);">is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.</span><span style="line-height: 115%;">Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics. The company with its joint venture partners, operates 42 manufacturing and research centres. Chevron Phillips is based in The Woodlands, Texas (north of Houston) and employs over 4,700 employees worldwide. The company, with its joint venture partners, currently has 39 production facilities located in the United States, Colombia, Singapore, China, South Korea, Saudi Arabia, Qatar and Belgium. Agriculture, automobiles, appliances, adhesives and sealants, electronics, medical, household goods, industrial, and textile are some of the areas that are served by the company among numerous others. Singapore is the regional headquarters for its operations in the Asia-Pacific region. Becker was recently in Kathmandu during a day-long seminar organised by the Nepal Plastic Association. In an interview with New Business Age, Becker shared his idea on the Nepali market for his company among various other issues. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
	</span></strong></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">We were invited for the Nepal Plastic Association event here. Nepal is an important market for the Chevron Philips Chemical. This is my first trip to Nepal and I was very pleased to come here and meet some of our customers and interact with the Nepal Plastic Association. <br />
	<br />
	</span><strong><span style="font-size:14px;"><br />
	You are one of the leading exporters of polymers to Nepal. What led you to achieve this position? <br />
	<br />
	</span></strong><span style="font-size:14px;">We started about 20 years ago with fairly low volume which at that time was around 300 tonnes. We worked hard and closely with an agent here in Nepal and now we sell almost 8,000 tonnes in this country. We see it growing further in the future. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What are the products that you are currently exporting to Nepal? <br />
	</span></strong><span style="font-size:14px;"><br />
	We primarily sell high density polyethylene in Nepal. The Marlex Resin, which is the brand name of our product, is well known across Asia. It is the best quality resin in Asia and is used for many different applications. However, in Nepal, it is mainly used to produce pipe - primarily for water transport, and film for plastic shopping bags When it comes to use of plastic products, environmental issues come into consideration. As a producer of polymers, what is your take on it? <br />
	<br />
	</span></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">I am not an expert on technology of sustainability but one of the biggest areas as far as I am concerned is energy consumption. That is one of the major benefits of using plastics. Without plastics, the world would be consuming much more energy because plastics, for example, are much lighter so they make automobiles lighter, packaging lighter, and also make bottles lighter among other things. So, consequently the energy it takes to transport all of these materials is reduced. If your car was heavier it would be much less efficient and would use more energy. The fact that you can make all these things lighter using plastics, is a big benefit. In addition to that, manufacturing polyethylene is more energy efficient in most cases compared with alternatives. If you reduce energy consumption, you reduce greenhouse gas emissions, conserve energy and reduce emissions of all sorts which are good for the environment. <br />
	<br />
	That, to me, is one of the major impacts that plastics have, on in a positive way, on the environment. Another very important benefit is in the food packaging area where you prevent spoilage of food which means more food for the consumer as well as for everyone else. As an industry, we need to work closely with people like those in Nepal Plastics Association to help educate people on the benefits of plastics. It is not something well understood by a lot of people. Therefore, we need to do a good job educating people to make sure they understand the benefits of plastics. </span></div>
<div style="text-indent:14.0pt">
	<strong><span style="font-size:14px;"><br />
	<br />
	How do you see the market in South Asia?</span></strong><span style="font-size:14px;"><br />
	<br />
	The South Asian region has got a strong future that is why it is an important market to us. If you look at the emerging economies in South Asia, people from the lower income level are moving up to the middle income level. This means they are going to consume many more things including more plastics. When you combine that with strong population growth, we think the future of polyethylene and polypropylene looks pretty strong in South Asia. We expect the per capita consumption of plastics in South Asia to increase over the next decades. </span></div>
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<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">Industrialisation is rather slow in Nepal. How do you see the future in this context and what are your expectations? </span></strong></div>
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	<span style="font-size:14px;"><br />
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<div>
	<span style="font-size:14px;">As I mentioned, we see Nepal as an area of growth for polyethylene. I don’t really know a lot about the specific policies that are being adopted in Nepal to help encourage growth. But we think that we will see the same kind of driving forces that will tend to increase consumption in Nepal similar to what we see in India, China and elsewhere in Asia. Nepal is an important market for us and we expect to be here for a long time. </span></div>
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	<strong><span style="font-size:14px;"><br />
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	<strong><span style="font-size:14px;"><br />
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<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What is the level of competition you face in Nepal? </span></strong></div>
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	</span></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">The Marlex brand is very strong and we are very confident about our products and the brand itself. There is competition in Nepal of course but we will keep doing what we have been doing so far. Our basic business model is to establish close relationships with customers and work with them to develop this market. We have a very talented agent here in Nepal who helps us do this and so we plan to keep doing what we have been doing – working with the customers to help this market grow.</span></span></div>
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	<span style="font-size:14px;"><br />
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	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
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	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We can Help Nepali Tea Earn Credibility in Europe’<br />
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	<img alt="" border="1" height="317" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dheeraj.jpg" vspace="10" width="190" /><br />
	</span></span></strong></div>
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	<span style="font-size:14px;">Dheeraj Rathi <span style="color: rgb(34, 30, 31);">is the Director of South Asia at BM TRADA RKCA Certification Pvt </span>Ltd.<span style="line-height: 115%;"> He has been working for the company since July 2011 and looks after the South Asia operation. BM TRADA is one of the leaders in certifications with a history of more than 75 years in the certification industry across the globe. It has expertise in construction, oil and gas, timber research, sustainable supply chains, food industry and systems design. The company has served about 15,000 organisations in more than 80 countries in systems certifications and management systems design. Rathi heads a team of 18 members and 45 associate auditors and channel partners to serve over a 1,000 clients. He was recently in Nepal to award Chilime Hydropower Company Limited with Quality Management System (QMS) and Environment Management System (EMS) awards. In an Interview with New Business Age, he shared his ideas on certification trends and plans of BM TRADA operations in Nepal. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
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<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We have certified Chilime Hydropower Company and I wanted personally to come and be a part of something which I feel is a good cause for the society. In the entire world, this is the first hydropower plant which BM TRADA has certified. Certification for hydropower is something which you can get if you are either in the US or in South Asia. That is something which is very unique. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">Do you think the certification procedure can be customised to suit the local environment? Are there any such practices? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">Customisation is not there because you are actually certifying against the given standards. There are certain standards which are called guidelines. You actually design the process, set a benchmark and tell companies whether they are moving towards that set benchmark. The guidelines report tells us where we are going right or wrong. It does not certify anything. There are certain standards such as Quality Management System, Occupational Health and Safety, Environmental Management System and Food Safety Management System. There are certain clauses which are to be followed. We ensure that the application of those clauses is done in totality. We customise to the extent of understanding the local work culture, however, we don’t customise the standards which are internationally recognised. But at the same time, there are certain companies which are much larger and they should look at customising the quality standards for their needs and getting certified by the third party. We are not here just like any other organisations to sell standards; we want quality and recognition to improve at the international level. These customisations are only helpful for bigger companies and government organisations, for example, banks with 500 branches. Their need is not fulfilled by just one standard only. As an accreditation body, we can work with them to create their own standards, and recognise these on international standards. <br />
	<br />
	<strong><br />
	</strong></span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">In Nepal, ISO certifications are often mistaken to be certificates awarded for the product quality even though they have been awarded for the management and systems implemented. Is BM TRADA planning to carry out educational campaigns for raising awareness?<br />
	<br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">I have been talking to local partners here on this matter. We need to carry out awareness campaigns not just about quality standards. There are fundamentally four different types of standards which we look at: process standard that certifies the process, product standard that certifies the product, people standard that certifies people and management standard that certifies overall management. Especially, ISO 9001:2008 has not been certifying a product but the system that is constantly there to give better&nbsp;quality products. When the system is good, the product quality will obviously be good. There are also certain product certifications that we do. We are planning to work on many training programmes which we will be very happy to share. There are broadly three areas in which we want to provide trainings. One is RMS implementation training on standards, second is RMS implementation training on business system and the third is awareness and skill improvement training on human skills. There are various ISO standards for every skill such as quality skills, marketing skills, personality skills, and communication skills etc which are very important for an organisation to have. We want to conduct trainings on these different areas and around international standards mostly working in tandem with various organisations. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You mentioned about person certification. How are people certified? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">If there is a prospect of personal decision-making in the quality of product, how will you know if the person is competent enough to make that decision? Therefore, we make the basic element of the decision-making. BM TRADA is one of the largest personal certification bodies in the UK for timber quality grading. We design a scheme where a person is being taught how to grade a timber based on various specification of the wood by looking at the wood. When he gives the test result this person’s result is then compared to actual tests and if variation is found to be within amicable number, we issue certification. That certificate is considered in various organisations as certificate of quality. In health care, for example, geriatric nurses can work as qualified nurses anywhere in the world. Their earning can be increased significantly just by a small training. The government should also give some sort of recognition to them. On our part, we can design a scheme to certify these people so that they can get much better accessibility and opportunity. In personal certification, you have to identify that one skill which you want to certify and look at the competency that the person has and certify it. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You said that BM TRADA is planning to be the largest certification body in Nepal. How do you plan to achieve it? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">There are three things that we believe in. Firstly, our focus on integrated management system that is based on quality, healthcare, safety and environment. We have the largest scope, localised partner and the local face of BM TRADA here. Secondly, we will get into food industry such as hotels, restaurants, bakeries, food processing, tea and others. We can help Nepali tea to earn credibility in the European market. A certification logo speaks for itself. Thirdly, we want to focus on forestry supply chain because Nepal would again have a lot of products coming from the forests. There is a lot of scope for improvement in that part of supply chain. You have timber, plywood, paper, honey, perfume and much more. All these things can be certified to get recognition in the global market. We need to train more people in Nepal for this and create employment opportunities here in this country. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the prospects you see in other sectors like tourism and hydropower? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Tourism and power are two sectors we would like to work very closely with. Similarly, trading is another such area. We would like to support a lot of trading organisations who plan to grow big and help their distribution system to grow by certifying their distribution system. A consumer would know that the company with certification will be able to provide good quality products. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the challenges you face here while marketing your brand name as well as the quality certifications? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">The biggest challenge for me is to make people aware that they should meet standards. Once there is awareness, the differentiation between a good and a bad company needs to be explored. Today, international standards are issued by 60 companies but one may want to know which countries these companies operate in and the different certificates they issue. It also matters if these companies have certified big names in the countries they have operated in. Ultimately, it is all about a brand name which people can trust. My challenges are firstly, to make people aware that they need standards and secondly, to differentiate between good and bad. I hope that like-minded people will come together and create an environment to do something substantial here. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the plans of BM TRADA for Nepal? <br />
	<br />
	</span></strong></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">We are actually thinking very seriously about online training so that we can reach remote places as well as train more people. We are planning to invest heavily in the entire South Asian market. We plan to invest on a portal and work on it so that we can increase the quality of manpower in the region.<br />
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	<span style="font-size:14px;"><br />
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	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
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	<strong><span style="font-size:14px;"><br />
	</span></strong></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘It’s High Time for Nepal to have More Investors’<br />
	<br />
	<br />
	<img alt="fatma" border="1" height="286" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/fatma.jpg" vspace="10" width="274" /></span></span></strong></div>
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	<span style="font-size:14px;">Professor Dr Fatma Gunseli Malko is the Honorary Consul General of Nepal in Istanbul, Turkey. &nbsp;She hails from Istanbul, Turkey and has completed PhD in Adult Education from Institute of Social Sciences from Marmara University. She was recently in Nepal with a delegation of the Istanbul Chamber of Commerce (ICOC) which is the first formal business delegation from Turkey to Nepal. The Turkish delegation came upon an invitation of Nepal Investment Board (NIB) and with special efforts of Professor Malkoç. Professor Malkoç has worked as a Full Professor in Department of Public Relations, Faculty of Communications in Marmara University, Istanbul. Her teaching faculty ranges from Adult Educations, Adult Psychology to Public Relations and Interpersonal/Institutional Communications among numerous others. In an Interview with New Business Age, Professor Malkoç talked about the potentials of trade and relationship between Turkey and Nepal. Excerpts:</span></div>
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	<span style="font-size:14px;"><br />
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	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What brings you to Nepal this time? </strong></span></div>
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	<span style="font-size:14px;"><br />
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">This time, we were in Nepal with the important delegation of the Istanbul Chamber of Commerce (ICOC). I personally believe it is high time to introduce the business community of Turkey to Nepal to bolster ties in trade and bilateral relations. Also, it’s high time for Nepal to have more investors to have rapid development. The construction and power sectors of Turkey are one of the greatest in the world and if Nepal can tap the opportunity, both the countries can have mutual benefit. </span></div>
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<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Would you share with us about your meetings? </strong></span></div>
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	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">All of our meetings were fruitful mainly due to the organization and efforts of Radhesh Pant, the CEO of Nepal Investment Board (NIB). We met the Prime Minister and we felt honored with his warm welcome and response. The Prime Minister said that Nepal wants more foreign investment and assured that any type of business would be welcomed from Turkey and support would also be given to Turkish investors. His assurance made the visiting Turkish delegation very happy. We also had a chance to meet the Minister of Industry. </span></div>
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<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What are your areas of interest to invest in Nepal? </strong></span></div>
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	<span style="font-size:14px;"><br />
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<div style="text-align:justify">
	<span style="font-size:14px;">In our talk with Pant, he stressed on sectors like hydropower, infrastructure, agriculture, health, education, mining and also IT in a priority list. These sectors also have good potentials in Turkey. And, in my view, power and infrastructure should be mainly prioritized to invest in Nepal. The frequent electricity cut-off is a nightmare for any of the above mentioned industries. It decreases the efficiency of the factories, and also degrades the quality of life of people. Without infrastructure, power cannot go further at the required pace and better economy leads to the betterment of every life. </span></div>
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	<span style="font-size:14px;"><strong>What were the decisions made through these meetings? </strong></span></div>
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	<span style="font-size:14px;"><strong><br />
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We further consulted with C P Khetan, the Consular of Turkey in Nepal and Kishore Maharjan, the CEO of Civil Bank. We further learnt about the banking system in Nepal. Our delegation was also much impressed with the establishment of NIB. We have had the idea that the board will be very beneficial in coming days and it’s a revolutionary one. In the 1960s, Turkey also faced a weak economy and foreign investment led us to the road of prosperity and we hope the same thing will be applicable to Nepal. In our talks with FNCCI, they also prioritized areas of investment in power, tourism and infrastructure. With CNI, we had sector-wise discussion. During the CNI meet, we also signed a Memorandum of Understanding (MOU) and we feel it was one of the concrete developments. We also decided that the Nepali delegation should visit Turkey in the near future, maybe in January 2013. It is also agreed that there should be an exhibition of Turkish products by ICOC in Kathmandu after six months along with a group of Turkish investors. We also met with the Nepal-Turkey Chamber of Commerce and Industry (NTCCI) which visits Turkey every year. This is a very good development which can lead the way for investors by getting to know the country better. An MOU was signed with NTCCI too. I see a bright future of Nepal if there is political stability and strong government. </span></div>
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<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What could be the area of interest for Turkey’s business community in Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We are thinking in the same direction as NIB. We know each other’s ideas and have mutual trust. From my side, I will try my best to get investment in infrastructure and construction. Whatever NIB’s CEO Pant suggested was very complementary to the potential of Turkey. We are ahead in infrastructure and construction. So, to make tunnels and roads, Turkey has very good investors. We have European quality in moderate Asian prices which will be beneficial for Nepal. Turkey has a lot of experience in hydropower as we have many rivers in Turkey. There are many projects running with latest technologies. If both the hydropower and infrastructure sectors are developed in Nepal, it will be beneficial for other top priority sectors as well. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>We have been enjoying duty free access to US and other few countries. What will be your role to facilitate similarly easier entry for Nepali carpets in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Even though Turkey is one of the best countries for producing quality handmade carpets, Nepali carpets have a big market in Turkey for their design and color. Though there is no economic agreement between Nepal and Turkey so far, I’m trying my best for this. </span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What else are the probable areas of cooperation between Turkey and Nepal? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Last year, our Minister of Foreign Affairs visited Nepal and they wanted to start Turkish Airlines service to Nepal via India. But, I think direct flights from Turkey to Nepal will be much more beneficial for both business relations and tourism. So, we have been discussing that there should be a direct flight from Istanbul to Kathmandu. When ICOC and I will be presenting our reports in Turkey, we will definitely highlight this point. Turkey is the gateway to Europe. Qatar Airways is having 4-5 flights a day so I think there is a big demand. It is nice to know that this news has already found space in Turkish newspaper that Nepali business community wants direct flight from Turkey to Nepal. Also, it would a good idea to open an embassy soon to jointly promote economic cooperation between the two countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Being in an influential position, how are you planning to publicize Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I first came to Nepal in 1995-96 as a visiting professor to Kathmandu University. I really love this country and have known Nepal for more than 15 years. We have organized two Nepal Weeks in Turkey and they were big events. All the dancers, musicians and even the royal astrologer Mangal Raj Joshi attended the event. Since I’m a professor, I like to give lectures and I have been giving lectures about Nepal at many places such as Universities, Rotary Clubs, Lions Clubs etc. Now the people in Turkey recognize Nepal when they think about me. I write articles about Nepal in some newspapers and magazines whenever possible. I am interviewed by media people many times. About a year ago, a TV program was made in my house saying “if you can’t go to Nepal we bring Nepal to your House!” since my house is decorated like a small Nepal. I’m proud of representing Nepal as I have created mini Nepal in my house. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What other things are happening and could be done to facilitate the tourism ties between the two countries? <br />
	<br />
	</strong></span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I have told Nepal Tourism Board many times that they should start investing in new markets. It is high time to search for new markets besides the regular ones like some European countries and the US. The efforts of the Ministry of Tourism alone are not enough to promote tourism. It is also the responsibility of the business community and travel agencies in Nepal. They should have good communication with the representatives of Nepal abroad and give necessary support to them. Honorary consulates are very important in this respect. By uniting our strengths, we can do much more to facilitate the tourism ties between Nepal and other countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Since we don’t have enough aircraft with the national carrier, what could be the best way to promote Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Turkish Airlines have a big fleet of aircraft. If Nepal needs more aircraft, there are airline companies in Turkey who can come and invest here. There can be joint ventures as well. We also have private companies with inexpensive airfares and strong market share. Flights from Turkey to Nepal are very expensive at the moment and cost about 800 Euros. This should be made much cheaper to attract more tourists to Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What is the focal point of connecting Nepal and Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Friendly Nepali people and their culture are similar to us. We have similar cultures and family ties are very close like in Nepal. We are also blessed with nature providing variety of outdoor activities just like they are in Nepal. Turkey also has a great and ancient civilization like Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What are the products that are imported in Nepal from Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">There is a government organization in Turkey and they are promoting trade with foreign countries. They have formed a representation in Nepal and they often visit Turkey. The organization mainly deals in suits, shoes, men’s wear, fertilizers, generators, machine-made carpets, electronic items and food items like noodles, biscuits, candies, oil etc with good quality. I recommend Nepal should buy olive oil and wine from Turkey.</span></span></div>',
			'published' => true,
			'created' => '2012-12-13',
			'modified' => '2013-01-04',
			'keywords' => '',
			'description' => 'Jim Becker is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics',
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	),
	(int) 3 => array(
		'Article' => array(
			'id' => '743',
			'article_category_id' => '60',
			'title' => 'Civil Aviation November 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div class="news-content">
	<div>
		<span style="font-size:20.0pt;line-height:
115%;Calibri">Dragonair Expands Network in Asia<br />
		<img alt="dragon air" border="1" height="63" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dragonair.jpg" vspace="10" width="266" /><br />
		</span><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.</span> <br />
		 </div>
	<div>
		 </div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro">Yangon will become the 10th destination to be launched or resumed by Dragonair since April 2012. Rich in history and culture, Yangon is a fascinating city to visit with its hybrid of local, British, Chinese and Indian influences, and it is home to the largest number of original colonial buildings in the region. Most of Myanmar’s commercial activities are centred in Yangon, reinforcing the city’s importance as a business and communications hub. <br />
		<br />
		The press statement read, “The airline will operate the new service with Airbus A321 aircraft, departing Hong Kong every Monday, Wednesday, Friday and Sunday. As well as connecting passengers from around the world into Myanmar, the latest destination launch will offer passengers from Myanmar greater choice and convenience when connecting to Dragonair’s Mainland China network or the vast international network of its sister airline, Cathay Pacific Airways, through the<br />
		Hong Kong hub.”<br />
		<br />
		Dragonair Chief Executive Officer Patrick Yeung said, “Yangon is an important addition to Dragonair’s expanding network in Asia and launching this new destination will further strengthen Hong Kong’s position as a leading aviation hub. We see tremendous potential in this market with both tourism and commercial activities rapidly gaining momentum. We look forward to carrying more passengers between Hong Kong and Myanmar and helping to promote ties between the two places.”<br />
		<br />
		In addition to the new Yangon service, Dragonair also increased frequencies to a number of destinations in its winter schedule, effective from 28 October. Services to Phnom Penh increased from seven to 10 flights per week, while one extra flight was added to Kota Kinabalu, making a total of six weekly flights to this popular Malaysian holiday destination. Dragonair has also been operating 12 flights per week to Phuket since July, up from the previous 10 weekly flights. In addition,<br />
		the airline resumed services to Haikou on Hainan Island, with a daily flight commencing 28 October.<br />
		<br />
		<br />
		<br />
		</span></div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro"><br />
		</span></div>
	<div>
		<span style="font-size:16px;"><span alt="" border="1" for="" height="125" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf.jpg" style="line-height: 115%;" vspace="10" width="257"><strong>Qatar Airways to Join Oneworld Alliance</strong><br />
		<br />
		<img alt="qatar" border="1" height="255" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/qatar%286%29.jpg" vspace="10" width="426" /><br />
		<br />
		<span style="font-size:14px;">Qatar Airways is set to join Oneworld®, adding one of the world’s fastest growing and most highly rated airlines to the world’s leading quality<br />
		airline alliance. Its election as a Oneworld member designate was announced on October 8 at a press conference in New York – home<br />
		of Oneworld’s central alliance management office – with senior executives of Qatar Airways and the alliance’s established member<br />
		airlines in attendance.<br />
		<br />
		Qatar Airways, named Airline of the Year for the past two years by the Skytrax independent airline quality rating agency, is the first of the three major airlines based in the Gulf to sign for any of the global airline alliances, says the company. The Dohabased airline’s implementation<br />
		into Oneworld is expected to take between 12 and 18 months. The carrier is set to move into a brand new home in 2013 with<br />
		the opening of the New Doha International Airport, designed to strengthen its position as a premium global hub with an<br />
		eventual capacity for 50 million passengers a year.<br />
		<br />
		According to the press statement, as a member of Oneworld, Qatar Airways will fly alongside some of the biggest and best brands in the airline business. “British Airways will serve as its&nbsp; sponsor in joining Oneworld, supported by the central Oneworld alliance team, mentoring the recruit through its alliance implementation programme,” read the statement. Qatar Airways will be Oneworld’s second member airline based in the Middle East, alongside Royal Jordanian, which became the first airline from the region to join any of the global alliances when it boarded Oneworld in 2007. “When<br />
		Qatar Airways becomes part of Oneworld, its customers will gain access to the alliance’s truly global network. The 2.2 million members of its Privilege Club frequent flyer programme will be&nbsp; able to earn and redeem rewards on any of Oneworld’s other carriers, with top tier members able<br />
		to use any of the group’s 550 plus airport lounges, and its network will be covered by Oneworld’s market leading range of alliance fares,” reads the statement. Qatar Airways offered customers in Kathmandu with unbeatable fares to some of the world's best destinations during the festive season of Dashain and Tihar. The offer was valid until 31st October which offered customers the opportunity to travel to a variety of destinations at very<br />
		attractive return and one way fares. According to the airlines, economy class return fare started from Rs 41,300 for London, Rs 47,300 for Paris, Rs 65,300 for Zurich, Rs 47,300 for Frankfurt and Rs 102,000 for New York among other destinations at an attractive fare. Similarly, economy class one way fare started from Rs 23,000 for London, Rs 33,000 for Paris, Rs 44,500 for Zurich, Rs 27,900 for Frankfurt and Rs 61,000 for New York among numerous other destinations.</span> </span><span alt="gulf air" border="1" class="MsoNormal" for="" height="125" hspace="10" list="" name="TOC Heading" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf%281%29.jpg" style="line-height: 115%;" vspace="10" width="257"><span style="line-height: 115%;"> </span></span></span></div>
	<div>
		<span style="font-size:14px;">&nbsp;</span></div>
	<div>
		<span style="font-size:20.0pt;line-height: 115%;Calibri">Etihad Offers Discounted Rates for Pearl Business Class<br />
		<br />
		<img alt="edithad" border="1" height="163" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(3).jpg" vspace="10" width="252" /><br />
		<br />
		</span></div>
	<div>
		 </div>
	<div>
		<span style="font-size:42.5pt;line-height:115%;Myriad Pro">U</span><span style="font-size:10.0pt;line-height:115%;Myriad Pro">AE’s national airline Etihad is offering specially discounted rates for its award winning Pearl Business Class seats for the travel period between 1st November and 12th December. Pearl Business Class promises dining on demand services, with a Food and Beverage Manager for its customers, along with an award winning 6’1” fully-flat bed that comes with in-seat massage, read the press statement issued by the airlines on October 14. Similarly, the airline also has a luxurious Six Senses Spa at its Pearl Business Class Lounge along with accommodations for a stylish car and an Etihad Chauffeur. The offer rates are valid in terms of ticket sales from 12th October to 30th November and are as follows:</span></div>
	<div>
		<br />
		<img alt="etihad" border="1" height="253" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(2).jpg" vspace="10" width="500" /><br />
		<br />
		<br />
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			<span class="A11"><span style="font-size:20.0pt;line-height:
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mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Gulf Air Tops On-time Punctuality Ranking<br />
			<br />
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			<span class="A35"><span style="font-size:42.5pt;mso-bidi-font-family:&quot;Times New Roman&quot;;mso-bidi-theme-font:
minor-bidi">B</span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi;color:#221E1F">ahrain’s national carrier Gulf Air retained its leading regional position for on-time performance (OTP) in September with 91 per cent flight punctuality. The airline ranked first among its full service competitors and second in the overall list of carriers in the MENA region. <span style="mso-spacerun:yes">&nbsp;</span></span><span style="font-size:10.0pt;color:#221E1F">Statistics released by FlightStats Data, the industry leader in flight information services, revealed that Gulf Air registered on-time punctuality of 91 per cent for its flights arrival for the month of September 2012.</span> </p>
		<p class="Pa18">
			<span style="font-size:10.0pt;color:#221E1F">Gulf Air Chief Executive Officer Samer Majali commented, “Consistently achieving the leading full service on-time punctuality ranking in the region is attributed to the hard work of our operations, and ground staff employees across our network and Gulf Air’s fleet which is now one of the youngest in the region at 4.8 years.”<br />
			</span></p>
		<p class="Default">
			<span style="font-size:10.0pt;color:#221E1F">“We have worked hard to deliver a consistently safe, on-time performance and it is rewarding to see our efforts paying off for our passengers, who enjoy a more efficient travel experience. We look forward to maintaining this excellent record and continuing to operate flights as scheduled providing our customers with the highest levels of service.”</span> </p>
		<p class="MsoNormal">
			<span style="font-size:10.0pt;line-height:115%;color:#221E1F">According to the airlines, Gulf Air has been consistently ranked top for OTP in the region holding the leading position for the quarter, July-September 2012 with an average arrival punctuality of 89.16 per cent, ahead of its main regional competitors.FlightStats has been monitoring airlines’ on-time performance since 2004, tracking over 150,000 flights per day, i.e. nearly 80 per cent of all scheduled passenger flights globally.</span></p>
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			'description' => 'Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.',
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			'title' => 'Teaching Sophistication',
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	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
	<div>
		&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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<p class="MsoNormal">
	<span class="A3"><span style="font-size:16.0pt"><img alt="phil" border="1" height="301" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil11.jpg" vspace="10" width="382" /><br />
	Phil Humphreys </span></span><span class="A25"><br />
	<span style="font-size:14.0pt">Chief Operating Officer </span></span><span class="A25"><br />
	<span myriad="" style="font-size:14.0pt;line-height:
115%;font-family:">Coca-Cola Sabco</span></span></p>
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	<span class="A25"><span myriad="" style="font-size:14.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Phil Humphreys is the Chief Operating Officer of the Northern Division of Coca-Cola Sabco based in Dubai. He joined Coca-Cola Sabco in September 2010. He has a strong background in international FMCG sales and marketing. He has also worked with leading international brands such as Johnnie Walker, Smirnoff, Guinness, and an array of other leading brands within the Diageo and Nestle portfolios. He completed the PED/MBA equivalent programme at IMD, Lausanne, Switzerland as well as various other International Management and Executive Development Programmes. </span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Humphrey’s leadership quality and keen business senses has helped him achieve significant positions in leading global companies. As the Chief Operating Officer at Coca-Cola Sabco (Northern Division), he is currently leading developing markets in the form of the franchises of Vietnam, Cambodia, Nepal, Sri Lanka and Ethiopia. He is also a member of the Coca-Cola Sabco Group Executive Committee. In an interview with New Business Age, Humphrey shared his plans for Coca-Cola Company in Nepal and market strategies among numerous other issues. Excerpts: </span></span></p>
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	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span new="" style="font-size:
13.0pt;mso-bidi-font-family:" times="">&nbsp;<img alt="phil" border="1" height="300" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil22.jpg" vspace="10" width="393" /></span></p>
<p class="Default">
	<strong><span style="font-size:10.0pt;color:#211D1E">You joined Coca-Cola Sabco in September 2010. How have you made a difference in this period?</span></strong></p>
<p>
	<span style="font-size:10.0pt;color:#211D1E">Nepal is one of the five countries that I am looking after. In Nepal, I inherited an already good business. We took up the business in 2004 and we have had the business as franchise for eight years now. Every year from 2007 onward, we have delivered double digit growth both on the top and bottom lines. One of the things that we talk a lot about Nepal strategy is amazing relationships with people as one of the strengths. We spend a lot of time engaging with Nepali people both at the plant and in the field. We also spend a lot of energy in engaging with our stakeholders and believe in power of relationships. That is one of the things that have really happened in the last two years since I joined the company. As far as engagements go, every year we </span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">measure how engaged our people are. Last year it was incredible 96 per cent, which is the highest in the whole company. Out of 11 countries, there is no other country in Sabco with higher engagement than that. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have an extensive experience in the FMCG field and possess in-depth knowledge of global brand development. How do you view your current experience at Coke?</span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The key thing about the system at Coca – Cola is to work in partnership and collaboration. For example, you can do everything in Nepal from marketing and selling to distribution while Coca-Cola Company owns the brand and does all the corporate marketing. So, one of the things about the system is to collaborate really well and maintain tension in the conversation. You have got to challenge and be there with each other. I had not experienced this kind of a system before and never experienced working for a private company before. Therefore, these are new experiences for me. In Nepal, we have set up two publicly listed companies and majority of shareholding is our own while we do have a number of knowledgeable people as minority shareholders. We are heavily backed by a private company who can make decisions easily. We are part of a public company here and need to make agreement through our annual general meetings. For example, we are building a new plant in Bharatpur which is a US$ 25 million investment. That is about four times the average injection capital that we would put into the country. It is going to be fantastic and I am really excited because it not only creates a lot of new job opportunities but it is also going to give us PET plastic bottles.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;<br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45.jpg" vspace="10" width="432" /><br />
	</span></p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How far have you reached in your expansion plan for Coca-Cola in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We are going through our plans right now and always look at three year plans. We want to be a non alcoholic energy drinks company by 2013. We want retailers, customers and consumers to able to come to us and get anything they want from our portfolio. They can get sparkling drinks right now but they can’t get juice, water and energy drinks. That is going to be part of our expansion in the coming years as we are definitely interested in these areas. We are in discussion with our partner about the possibility at the moment and also looking after the water facility in one of our existing plants. I am expecting to play a much broader role in this non alcoholic drink segment in a year’s time. We have a lot of opportunities as this country is very much an emerging market. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Where will you reach in the next two years after the expansion and all these investments?</span><br />
	</strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We try to think a little further than just one, two or three years. In a country like this, you cannot just look forward to 2013 only. I think that the non alcoholic drinks market in this country is basically worth 25 million cases right now. It would probably grow to become a 200 million case business by 2020. This is a brilliant place to be in for doing business from a consumer perspective even though it is not the easiest place to do business from regulations perspective. But what matters at the end of the day is that Nepali consumers are demanding more from a company like ours. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there a chance that you will start bottling canned beverages here in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	Probably not at the moment because we have various other options that we can look at. The market for canned beverages is still very small. For the next few years, the glass bottle is going to be continuously very important part of the battle between Coke and Pepsi. We are going to make sure that it is affordable and everybody has access to Coca-Cola. Our mantra for the year is ‘within arm’s reach’. Now my dream is to have our quality products in different packaging formats which people can rely on and get those products literally within arm’s reach. That is a big responsibility and most important thing is to do it in a sustainable way. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The overall transaction of your competitor comes more from food business than the sale of cola drinks. Have you ever thought to focus on the food business as well?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We will not be getting into the food business. Anything is possible in terms of partnerships as such but whether Bottlers Nepal Pvt Ltd will ever buy a food company is something I can’t predict about right now. Taking up secondary distribution is possibly an option but it’s definitely not a priority right now. We want to sell Coca-Cola, Sprite, Fanta and Kinley and want to and open as many new outlets as possible to give people an opportunity to retail our products. Food business is not the direction for Coca-Cola Company, it is soft drinks only.</span><br />
	&nbsp; <br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45(1).jpg" vspace="10" width="432" /><br />
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there any negative impact for cola industry in Nepal like in India because of the propaganda against cola from certain quarters? </span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Not at the moment though of course we do need to be careful. There has been some negative publicity against soft drinks but I think there is a great opportunity for us in this industry to come together as non alcoholic beverages industry and actually do some better work right now. I think we always need to be very careful about NGOs’ and public perception of soft drinks but I personally have massive confidence in our products. It is time for educating consumers that Coca-Cola is about health and wellness. The average consumption of Coca-Cola here is nine bottles per capita for an entire year so there is a lot of room. We have a lot to do about giving back to this country - getting involved in education, sustainability and renewable energy. These are the three areas we are going to significantly focus on. I think we will be doing well if we show the government and our consumers that we are a locally responsible business. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have changed the focus of your advertising campaigns from electronic and print media to hoarding boards. What is the targeted outcome that you are looking at? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I am a marketer by background so I love all those stuffs. The time was right for us to do something different few months ago and we started printing Kathmandu around February this year. Everywhere you went, you saw boards with Rs 20 for 350 ml bottle of Coke. Personally, I think it is the right way to go right now for Nepal. I call it visibility but it needs to be the part of the whole 360 degree integrated campaign. You can’t just have it on TV or a single media. I would like people to see our brand wherever they go and not just when they go home and switch on their television sets. You will continue to see a lot of them in the future as well. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new CSR activities that Bottlers Nepal is coming out with? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	We are going to focus particularly on water usage because our water usage ratio is pretty low. The Coca-Cola Company is very happy with us and the team here has done a great job so we will continue to focus on it. That means we are going to give more water back to the ground than we basically take out. So, a good example of this is rainwater harvesting projects that we are doing at number of places in association with the NGOs. We have also organised environment cleaning campaigns. Another thing that we will be doing but have not really started yet is to facilitate solar energy run coolers. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new changes that you are making in different fields of Bottlers Nepal’s operations?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	The big thing is adding a new facility that we have not done for years. We are also going to expand the portfolio of non alcoholic drinks. We will also be putting a lot more people into frontline sales to execute our operations more efficiently. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coke conducted a study recently on shoppers’ loyalty and retail dynamics. What were the findings about the behaviour of Nepali consumers? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We understood a little more about how shoppers shop than we already knew. One of the things we learned a lot about was that Coke clearly stands out when you put Coca-Cola, Sprite or Fanta, particularly Coca-Cola, next to another product which is associated with an occasion. Another aspect about Nepali consumers was that they like simplicity, they don’t like complications. That was a great message, as many times, big company like us tend to over engineer the world. The fact that simplicity of packaging and product never ever changes the taste of the product, was a great finding for us. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How is Coke changing its business strategy in Nepal in regard to these findings? What is the targeted increase in your market share? </span> </strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">I think consumer and meal occasions are changing. My demand is that every eating and drinking outlet I go to should have a poster with Momo or another Nepali dish plus Coke and their combined price. That is really the big change that is currently being done. People always drink Coca-Cola at a little grocery out there but now there is going to be a big shift in the mindset of the consumers. As for market share increase, the general rule for us is we are very happy if we can get one per cent market share rise per year.</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;color:#211D1E">&nbsp;</span></p>
<p class="MsoNormal">
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			'description' => 'Phil Humphreys is the Chief Operating Officer of the Northern Division of Coca-Cola Sabco based in Dubai. He joined Coca-Cola Sabco in September 2010. He has a strong background in international FMCG sales and marketing. He has also worked with leading international brands such as Johnnie Walker, Smirnoff, Guinness, and an array of other leading brands within the Diageo and Nestle portfolios. He completed the PED/MBA equivalent programme at IMD, Lausanne, Switzerland as well as various other International Management and Executive Development Programmes.',
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	<span style="font-size:32.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">&nbsp;</span></p>
<p class="Pa9">
	<span class="A15"><span style="font-size:59.0pt">F</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">or Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies. <br />
	<br />
	<br />
	And there are festivals like Dashain-Tihar, Chhat, Id and Christmas – they all bring jubilations. The moment is worth being oblivious to everything possible from gloomy outlook of the economy, ever-angry face of your prime minister to virtually doomed future of the country. As Nepalis have long tradition of celebration, they don’t normally need advice on how to take out best from festival celebrations. However, in secular Nepal, these celebrations also have to be aptly fitting. So here are some tips to make these celebrations acceptable across all caste, creed and religion: <br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt;text-indent:-14.0pt">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-spacerun:yes">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</span>Booze Out : Taking holy bath every morning during the nine days of Navaratri (ir Dashain) and five days of Yama Panchak (Tihar festival that falls after a fortnight of Dashain) are the things of past feudal Nepal. In new Nepal, the tradition of holy water sprinkling has been changed to distilled ‘water’ drinking, uniformly. Old traditional water use was limited only to Hindus, depriving other groups of equal celebration rights. So the new distilled water which is inclusive akin to federal character has replaced the old holy water with vigor and speed. One may or may not be Hindu, put tika or not. But because of this liquid, everybody can equally enjoy the festivities. No need to mention about equally secular feast of food. <br />
	<br />
	Old were the times when certain social groups didn’t eat certain types of meat. Now every meat is acceptable to everyone -- no bars to beef, buff, pork or chicken. This actually adds the pleasure of the festival for reasons of variation in dishes and tastes. So break free, booze out to the fullest. All breathalyzer holding cops will be either of the roads or on similar festive mood as you are. <br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt;text-indent:-14.0pt">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp; </span>Gamble to the Hilt : Festivals are the time to convert the home living rooms to virtual casinos. For your convenience, the Maoist government has done a cultural revolution by generously reducing the load shedding to 18 hours and then for the festivals to 12 hours a week for festival related cultural activities like gambling, drinking and gang-fighting. Not only that, to extend days of playing dice and card games of marriage, flush or twenty-nine, there will be two days of weekly holidays, beginning soon after Dashain. Moreover, as always, resourceful Nepalis are free to go, at their will, to the casinos so arduously protected by the Maoist cadres.<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Uphold Traditions: Any festival somehow has religious or symbolic value. There used to be Rawan badh street drama, Durga bhajan singings at the neighbourhoods during Dashain or Deusi-bhailo during Tihar. But in essence they were all about making noises to scare away the demons. As that is not suitable for the modern days. Instead, play the music with loudspeakers fully on and dance till midnight so that all the neighbors can also feel that some demons are really on the move. <br />
	<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Count on the Discounts: Every item you want to buy during these festivals is discounted. Cloth and shoe stores are clearing the stocks and mobile service providers are offering highly discounted rates. Housing companies are coming up with buy-one-get-one offer. So take advantage of this by making an extra bit - send extra SMS, buy extra house or a car. Don’t worry about money. If banks are not lending, find a local cooperative or dhukuti operator. After all, Nepal is the only country where you can get loans for festivals.<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Influence Others: If you are in business and want to ensure big returns with small investment, this is the opportunity. Send gift packages, mainly liquor bottles, to government officials, powerful mediapersons or the people who you think may be useful to you. Any gift given during these festivals will never be deemed as graft or bribe but surely work as exactly the same as the latter does.<br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Stay in Liberated Mood : Regardless of inflation, loan or what you do after these festivals, stay cool sipping more chilled beer or whiskey on the rocks and be in full masti mood. </span></p>
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	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Happy festival season!</span></p>',
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			'description' => 'For Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies.',
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			'title' => 'Cover Story November 2012',
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			'content' => '<div>
	COVER STORY</div>
<div>
	<span>By Pinaki Roy (with inputs from Sushila Budhathoki, Bivek Dhakal and Abha Dhital)<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="362" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory(3).jpg" vspace="10" width="400" /><br />
	</span></div>
<div>
	 </div>
<div>
	Corporate Buildings</div>
<div>
	<span>Customised Business Premises as Corporate Fad</span></div>
<div>
	 </div>
<div>
	<b>Corporate houses in Nepal are attracted towards having their own buildings with a vision to make business operations easier and less time consuming among a host of other reasons. The trend of getting customized buildings constructed has caught up fast with the corporate entities in the last one-and-a-half decade or so, observe analysts.</b></div>
<div>
	 </div>
<div>
	<span>G</span>etting a building constructed for business purposes is becoming a onetime and long-term investment for the corporate groups in the country. Om Rajbhandary, the Chairman of Brihat Investments Pvt Ltd credits the banking sector for starting the trend. He says, “The banks were among the first ones to have their own buildings constructed while the other sectors followed suit in the last 15 years or so.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	Operating from rented offices is becoming a thing of the past. By having their own buildings, corporate big-wigs are focusing more on creating an impression on their business associates and the clientele at large. People usually perceive a corporate house to be of a certain standard if it owns a building. Kumar Lamsal, the CEO of Sanima Bank believes, “It directly relates to the image of a company that can neither be built nor destroyed in a day.” He explains that though one has to spend a huge amount in constructing own building, “The benefits are for many years to come and the cost will be ultimately compensated in the long run.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	From a global perspective too, the need of the hour for businesses is to opt for high rise buildings. It is more so in the case of Nepal where there is little land to spare in urban areas, especially in Kathmandu, where most corporate houses operate from. The multi-storied corporate buildings serve as easy means to minimize uncontrolled urbanization as well as the completion cost of the buildings. “I believe that the corporate big-wigs building skyscrapers for their organizations is a positive initiation given the rapid flow of unmanaged urbanization in Kathmandu,” says Bishnu Panthee, the Vice President of the Society of Nepalese Architects (SONA). He adds that there aren’t any viable options other than building high rises in the capital as the city needs to adapt to the latest trend and move ahead with the times.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	The charm of working when you are using your own resources makes the working environment more conducive and also boosts the workers’ moral spirit. Working environment plays a vital role in productivity and a good infrastructure certainly leaves a good impression on the minds of the internal as well as external customers. A well furnished and equipped office space helps to maintain reputation and image of the companies. Round the clock CCTV and security system, high speed elevators, fire fighting system, emergency exits, telephone facilities on demand, adequate parking space, power back-up system, earthquake resistant structures and external finishing are features and facilities that the corporate buildings provide.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	There is a deep-rooted concept in the psyche of a regular Nepali that people who have their own houses are stable. “Having own building for corporate and business purpose feels no different and hence, can’t be termed as an exception,” asserts Rajbhandary. He adds, “It is high time indeed for the corporate houses to move on with their own resources.” Lamsal agrees and cites the convenience of conducting business operations from own premises as an overriding reason for the decision to have ‘Alakapuri’, Sanima Bank’s corporate headquarters. He adds, “For a bank, owning a building means a lot and having it has always been one of our priorities. We needed the building to run our business in the most efficient manner possible.”</div>
<div>
	 </div>
<div>
	The trend for owning customized buildings has emerged as a requirement for the Nepali corporate houses. To have your own building makes you feel like you have everything in your business, say experts. “You are comfortable in that building because it’s made as per your requirements and hence, it has become common for corporate houses these days to treat this factor on a prioritized basis.” The sense of pride and ownership in having one’s own office premises is a temptation that most corporate companies are finding hard to resist and one that promises to grow stronger as time passes.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Sanima Bank<br />
	<br />
	<img alt="sanima bank" border="1" height="346" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/sanimabank(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	Commonly known as Sanima Bank building, the ‘Alakapuri’ building is situated in Naxal. Designed by Architect Dr Prakash Bir Singh Tuladhar of New Progressive Designers, it has a contemporary design with structural glazing facade. While Vastu has been adhered to, it also has a fountain and basement parking. This six storied building with a total area of approximately 47,000 sq ft can accommodate up to 300 work station at one time. It also has elevator and automatic sensor doors in each floor. Approximately, Rs 350 million was invested in the building which took three years to complete and came into operation in January this year.</div>
<div>
	 </div>
<div>
	<br />
	 </div>
<div>
	<span>Butwal Power Company<br />
	<br />
	<img alt="butwal power company" border="1" height="149" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/butwal-power-company(1).jpg" vspace="10" width="171" /><br />
	<br />
	</span></div>
<div>
	Butwal Power Company (BPC), located in Buddhanagar, is designed by Innovative Createers Pvt Ltd. This nine storied building with a basement and gross area of 50,000 sq ft can accommodate up to 300 employees. While the building is mostly based on Vastu, it also portrays the Green Building concept with an objective of being LEED (Leadership in Energy and Environment Design) certified project to be issued by USGBC (US Green Building Council). The BPC building has Earth Air Tunnel with solar system for continuous hot/cold air, Wind Turbine (3KW capacity) with battery hybrid system, Anaerobic Sewage Filter System, double glazed window system for energy optimization, deep boring for water supply, and LED lights. Its underground parking system can accommodate up to 50 vehicles at a time. It has two elevators and a terrace garden of approximately 15000 sq ft in area. With open office arrangement, the building also has a pantry in each floor. Approximately, Rs 300 million was invested in the building which took three years to complete and came into operation in August this year.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>Bhat Bhateni Super Market<br />
	<br />
	<img alt="bhat bhateni" border="1" height="290" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bhatbhatenisupermarket(1).jpg" vspace="10" width="338" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Bhat Bhateni Super Market is situated in Tangal. With a total area of 85,000 sq ft, the building has five floors. This Seismic Resistant Structure designed by Tanka Bahadur Shrestha is also based on Vastu. The building that has a massive accommodation capacity was constructed in several phases. It has five escalators and a 13 person capacity elevator. The parking area for customers has room for 75 cars and 400 motorcycles. The building also has a 24 hours generator backup system.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Prabhu Finance Company<br />
	<br />
	<img alt="prabhu" border="1" height="340" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhufinancelimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Prabhu Finance Company Limited located in Lainchaur is designed by Dr Prakash Bir Singh Tuladhar. This contemporary building has six floors and an area of 26,300 sq ft. This building can accommodate up to 250 people at a time. A total of Rs 100 million was invested in the construction of the building that took 18 months to complete. The building has pantry, elevator and a basement parking area.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Shikhar Biz Centre<br />
	<br />
	<img alt="shirkhar" border="1" height="335" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shikarfinancelimited(1).jpg" vspace="10" width="391" /><br />
	<br />
	</span></div>
<div>
	Shikhar Biz Centre situated in the heart of Thapathali boasts of seven floors. Designed by Vastukala Paramarsha, the building is vastu friendly. The design of Shikhar Biz Centre has a contemporary look and the owner Shikhar Insurance operates from the fifth, sixth and seventh floors. With an investment of about Rs 200 million, the building took four years to complete construction. The building has an area of 5500 sq ft and includes a small lawn and underground parking. The building has two elevators, a staircase and an emergency staircase.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>Rastriya Banijya Bank<br />
	<br />
	<img alt="rastriya banijya bank" border="1" height="411" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rastriyabanijyabank(1).jpg" vspace="10" width="485" /><br />
	<br />
	</span></div>
<div>
	The design and supervision of Rastriya Banijya Bank (RBB) was done by Rachana Consulting Architects and Engineers Pvt Ltd. RBB, government owned and the largest commercial bank in Nepal, was established in 1966. According to an RBB source, a French lady was the architect of the building. Located in close proximity to Singha Durbar, the seven storied building has an accommodation capacity of 500 people. With an investment of Rs 110 million, it took two years to complete construction. The main building, built in an area of 11 ropanis, was officially inaugurated in 2055 BS. The building has a parking area, a garden and three big halls. The special feature of building is that all the rooms receive adequate natural light. The Bank also has a cafeteria for the staff and two elevators.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Lomus Pharmaceuticals<br />
	<br />
	<img alt="lomus" border="1" height="276" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/lomusparmcuticals(1).jpg" vspace="10" width="320" /><br />
	<br />
	</span></div>
<div>
	Bishnu Panthee, the Vice President of Society of Nepalese Architects (SONA) is the architect of Lomus building situated at Lazimpat. While talking about Vastu, minute details have been taken into consideration and the building has a contemporary look. It has three-and-a-half floors with an overall accommodation capacity of 80 people. It took around seven months to complete the construction of the building. Constructed with an investment of about Rs 40 million, the Lomus building built on an area of 20 annas has been in operation since the last seven years. It also boasts of a spacious parking lot and a big hall.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Siddhartha Insurance<br />
	<br />
	<img alt="siddhartha" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/siddharthainsurance(1).jpg" vspace="10" width="431" /><br />
	<br />
	</span></div>
<div>
	Vastu Kala Paramarsha designed the building of Siddhartha Insurance Limited located at Babarmahal and is vastu-friendly. The five-storied building has an accommodation capacity of 42 people on each floor. With an investment of approximately Rs 90 million, the construction started in 2066 BS and it took two-and-a-half years to complete. The building came into operation five months ago. The total area of the building is 12000 sq ft and has a double basement parking in addition to two elevators. The fourth and fifth floors of the building are used by Siddhartha Insurance. Similarly, rest of the floors are given on lease. The building has a special ‘Betel Leaf’ shape on the north east direction covering second, third and fourth floors.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>NMB Bank<br />
	<br />
	<img alt="nmb" border="1" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nmbbanklimited(1).jpg" vspace="10" /><br />
	<br />
	<br />
	</span></div>
<div>
	The building and interior design of NMB Bank located at Babarmahal is done by Architecture Design Firm. The building of NMB is based on vastu and can accommodate around 250 people. The building has five floors and boasts of a contemporary look. It took around one-and-a-half years to complete the building construction, with an investment of Rs 50 million. The total land area of the building is 11529 sq ft with open space covering 6980 sq ft and plinth 4547 sq ft. The bank building has separate parking facilities for two wheelers and four wheelers. Similarly, the building has training and system rooms and has ensured efficient management of space for large number of staff in the main hall. The building also has an elevator.<br />
	<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Ace Development Bank<br />
	<br />
	<img alt="ace" border="1" height="339" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/acedevelopmentbanklimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Ace Development Bank located at Naxal in Kathmandu is designed by Architect Rajesh Shrestha from Vastukala Paramarsha Nepal. From the direction of the floor face to the positioning of different departments, the structure of the building is completely based on the instruction of Vastu expert Madhav Mangal Joshi. The four-storied building accommodates around 120 employees and is built on two ropanis while the total area of the building is 20,000 sq ft. The first phase of the construction was completed in one-and-a-half years which included the basement, ground floor and first floor. The rest of the construction was completed three months ago. The bank has utilized the space to the maximum; there is a basement with parking capacity for 27 cars, a conference hall with 100 people capacity, a garden inside the compound, and a cafeteria for the staff. It has meeting halls in each floor while rain water harvesting system makes the building unique among other corporate buildings.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Nabil Bank</span></div>
<div>
	<br />
	<img alt="nabil" border="1" height="341" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nabilbanklimited.jpg" vspace="10" width="400" /><br />
	<br />
	 </div>
<div>
	Located at Durbarmarg, the heart of Kathmandu, the corporate building of Nabil bank has a combination of modern design and vastu. The building is designed by Design Cell Pvt Ltd and the annex building took about 12 months for the construction. The total area of the building is 53500 sq ft which has six floors including the basement. The bank shifted in the building in November 2010 which accommodates around 320 staff members. There is a roof top garden, two units of elevators and two staircases in the building. Basement parking is only meant for motorbikes while two other parking spaces behind the building are for other vehicles. The basement parking accommodates around 100 motorbikes while 40 big vehicles could be parked over the ground.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Saakha Halls<br />
	<br />
	<img alt="saakha halls" border="1" height="253" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saakhahalls.jpg" vspace="10" width="293" /><br />
	<br />
	</span></div>
<div>
	 </div>
<div>
	The five-storied corporate building of Saakha Group located at Tinkune, Kathmandu is built as per pillar system and is contemporary in design. The building is built on 2.5 ropanis while the area of the building stretches about12500 sq ft. Since the building has window glasses on three sides, there is no need to switch on the lights during the day time. The group established their office in this building two years ago that accommodates around 200 people. There is a board meeting room, a visitors room for staff and a business room. Parking facility inside the compound is available with a capacity to accommodate 15 big vehicles and 25 motorbikes. A separate pantry for staff, a 100 KV transformer and lift facility are also part of the building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Sarada Group<br />
	<br />
	<img alt="sa" border="1" height="278" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saradagroup.jpg" vspace="10" width="400" /><br />
	<br />
	<br />
	</span></div>
<div>
	Sarada Group’s corporate building is located at Thapathali. Designed by Architect Rajesh Shrestha of Vastukala Paramarsha, the building is built on an area of two ropanis and stretches to 40000 sq ft. Constructed at a cost of around Rs 100 million, it can accommodate around 300 people. The building has six floors including the basement parking which accommodates around 100 motorbikes and 30 vehicles. There is also a motorbike parking over the ground within the compound area. The group is operating from the third floor of the building since the last three years and has rented other floors to various businesses. It also boasts of an elevator and generator back up.</div>
<div>
	 </div>
<div>
	<br />
	 </div>
<div>
	<span>United Traders Syndicate<br />
	<br />
	<img alt="united" border="1" height="343" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/unitedtradersyndicate.jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate office of United Traders Syndicate, the sole distributor of Toyota vehicles in Nepal, was built more than 45 years ago. The building was further renovated 15 years ago at a cost of around Rs 50 million. Built from Nepali bricks, the building has the look of a typical Nepali house with a modern design. It accommodates around 120 staff members. The five-storied building has different departments in each floor including the Chairman’s office on the third floor, a conference hall on the fourth floor and a monitoring, controlling and processing room (MCP) on the fifth floor. The parking at the building accommodates around 30 big vehicles and 50 motorbikes. The building is built on six ropanis and also features a small garden, a workshop and a sales office.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Brihat Investment<br />
	<br />
	<img alt="brihat" border="1" height="359" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/brihatinvestment.jpg" vspace="10" width="415" /><br />
	</span></div>
<div>
	 </div>
<div>
	The corporate building of Brihat investment is designed by Architect Prathana Vaidya. The company has tried its best to incorporate every possible feature based on vastu from office cabin to its desk position. Contemporary in form, the building has features like duplex unit with eight rooms, two board rooms, executive board room and an executive lounge. Lawns, separate parking areas for motorbikes and cars, pantry and a spacious garden are also part of the building. The 3500 sq ft building took one year to complete with an investment of Rs 40 million. The company shifted in this building in 2010 which also has an elevator facility. Brihat Investment itself designed the building with the concept of an open office plan for easy and cross communication between the departments as well as to take maximum advantage of the natural light.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>NIC Bank<br />
	<br />
	<img alt="nicbank" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nicbank.jpg" vspace="10" width="448" /><br />
	<br />
	<br />
	</span></div>
<div>
	 </div>
<div>
	The Biratnagar corporate office of NIC Bank is housed in a classical building on the city’s main road. Internal layout of the building is according to Vaastu and the designing credit goes to Adf Nepal. It is a two-storied building with 17 office rooms including four different halls namely customer services, board room, trade finance and company secretary. The building is built in an area of 7290 sq ft land and the interior of the building measures 6578 sq ft. The parking space at the front is about 750 sq ft which is designated for customers while the parking space behind the building is for the staff. The building has accommodation capacity for 192 employees. There is a small garden and lots of indoor plants in the building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	Disclaimer</div>
<div>
	 </div>
<div>
	The corporate buildings featured in this article were covered as per the following criteria:</div>
<div>
	 </div>
<div>
	<span>1)<span>       </span></span>Only the corporate buildings that were conceptualized by the owning companies/business groups themselves were taken into account.</div>
<div>
	 </div>
<div>
	2) As per the criteria, the companies were expected to have their own corporate offices in the said buildings.</div>
<div>
	 </div>
<div>
	3) Even if some parts of the buildings were rented out/ leased to other businesses, they must largely reflect the identities of the (respective) majority stakeholders.</div>
<div>
	 </div>
<div>
	Additionally, we could only cover a limited number of corporate buildings for a variety of reasons and hence, the article does not represent an exhaustive list of buildings owned by corporate entities that we have in the country.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	COVER STORY</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>‘It’s the Need for Businesses to Opt for Skyscrapers’</span></div>
<div>
	 </div>
<div>
	<img alt="bishnu" border="1" height="323" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bishnupanday.jpg" vspace="10" width="293" /><br />
	<strong><br />
	</strong></div>
<div>
	<strong><span>BISHNU PANTHEE </span></strong></div>
<div>
	<strong><span>Vice President </span></strong></div>
<div>
	<strong><span>Society of Nepalese Architects (SONA)</span></strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you comment on the recent trend of corporate houses to have custom built office buildings?</strong></div>
<div>
	 </div>
<div>
	I believe it is a positive initiation given the unmanaged urbanization in Kathmandu. The major factors of zoning and the high and low rise structures, however, should be carefully implemented while constructing custom office buildings. Such initiatives should be approved keeping in mind the safety and security factors first. Nonetheless, there should also be proper implementation of land use maps by abiding the theory of urbanization.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Tell us about the experience of SONA while dealing with the corporate houses in such matters?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The main concern here is the high cost of land in Kathmandu. In rising cities like Kathmandu, such artificial hikes make it difficult for the owners to purchase land for construction. It also adds more challenges on the part of SONA. Being an umbrella association of Nepali architects, SONA has experienced several ups and downs. Sometimes, our designs have also been misused. We use theory, knowledge and modern technologies in our practice. However, we still lag behind when it comes to proper implementation of the same. Ultimately, the high cost of land causes hiccups and the projects become more expensive than is expected.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>So what could be the solutions to minimize the risks?</strong></div>
<div>
	 </div>
<div>
	To begin with, legal measures to control the artificial price of land should be taken into consideration. We haven’t strengthened ourselves technically as well as legally. Therefore, infrastructure development should be well governed and monitored by the authorized policy makers to minimize the risks. As we are rich in antique designs, much research should be done to dig into our architectural history that is unknown to most people.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are the government policies in place given that Kathmandu falls under a fragile seismic zone and is highly prone to earthquakes?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The government policies don’t reveal much and are also not up to the mark when compared to the global phenomenon. The loose monitoring system and purview sometimes make it so hard for us that we have to take steps to take matters into our own hands. Besides, the lack of tight scrutiny and invigilation cause the projects to fizzle out. Nevertheless, we are doing our best to comply with the basic standards. Regarding the Kathmandu Valley part of the fragile seismic, we believe that there is a solution to every problem. For example, in the case of Japan, there are many high rise buildings and the country is prone to earthquakes. If proper monitoring, quality maintenance, awareness and utilizations are in place, then we can definitely minimize the risks involved.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What is your comment on the trend of corporate houses opting to build skyscrapers in the current scenario?</strong></div>
<div>
	 </div>
<div>
	While analyzing the trend from a global perspective, it is the need of the hour for businesses to opt for skyscrapers. In our case, I see the skyscrapers as a welcome respite to the mismanaged urbanization. Additionally, it also minimizes the projects’ completion cost. We don’t have any viable options and must adapt to the latest technologies practiced globally.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How is SONA addressing the unethical practices in this business?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	SONA is an independent non-profit and professional association of architects in Nepal. We are the voice for the architects and work to protect their rights. Therefore, we try our best to discourage any unethical practices at all times. We meet and hold discussions within the association as and when any untoward and malicious situation arises. Even though we may not take any official action, we definitely try to expose such practices in the public domain.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you perceive the artistic choice of the architects themselves while building these corporate offices?</strong></div>
<div>
	 </div>
<div>
	Quite literally, SONA is here to add glitter to gold. An individual architect always strives to seek his/ her identity at some point or the other. It is our responsibility to help realize that vision for every architect. For example, if someone comes with a creative design, then we scrutinize the work and finalize the decision on a bilateral basis. Therefore, the creativity of an architect’s work can be well explored ultimately. The brand value consciousness is also a prime concern for us to safeguard the professional rights and interests of the architects.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are major points to consider for ideal office buildings in commercially burgeoning cities like Kathmandu?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The recently built commercial buildings in Kathmandu should be careful that the historical and cultural importance of antique buildings is not disturbed. In the quest for constructing swanky buildings, the artistic values of endangered heritages must not be compromised with. Taking it as our social responsibility, SONA has discouraged such acts. For example, we have been opposing the construction of high rise buildings around Dharahara, for example, and raising our voice to keep ancient art intact while renovating old temples across Kathmandu.</div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Do you think the investments made by corporate houses in constructing own buildings pay them in the long run?</strong></div>
<div>
	 </div>
<div>
	This depends on the will power of the investors to cope with the challenges ahead. Given the uncertain political state of the country and ineffective policies as regards the housing sector, our path is full of thorns. The first and foremost concern is the artificial price of land. Therefore, if these issues are properly addressed, the situation may get better for the corporate houses.<br />
	<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<strong><span>‘Owning a Building Helps a Corporate House Enhance its Brand Image’<br />
	<br />
	</span></strong></div>
<div>
	<strong><br />
	<br />
	<img alt="kumar" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kumar.jpg" vspace="10" width="278" /><br />
	</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><span>KUMAR LAMSAL </span></strong></div>
<div>
	<strong><span>CEO, Sanima Bank</span></strong></div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What is the reason behind naming Sanima Bank’s building ‘Alakapuri’?</strong></div>
<div>
	 </div>
<div>
	It is because Alakapuri refers to the state ruled by Kuber, the lord of wealth. Hence, we decided to name our building after his empire because he is worshipped as an important god when it comes to money and business.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as the need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	I don’t think it is compulsory or urgent for any of us to own buildings. Constructing own building depends on one’s choice and the kind of business they run. However, I think such a trend has emerged as a requirement for corporate houses where it has become increasingly important to own a building. It is a psychological factor where owning a building makes you feel secure and gives a sense of achievement. You are comfortable in that building because you have made it as per your requirements. Hence, it has become common for corporate houses these days to follow this trend.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Specifically speaking, what is it that led Sanima Bank to construct its own building?</strong></div>
<div>
	 </div>
<div>
	For a bank, owning a building means a lot. It leaves a good impression on the public in terms of an enhanced brand image. A bank usually works for a long term and since we are here in this business for a long time now, having our own building has had been one of our priorities. We needed the building mainly to run the business properly.</div>
<div>
	Could you please tell us about the investment that has been made in the construction of your new premises?</div>
<div>
	We have invested around Rs 34 million on the construction of the building which took three years for its completion.</div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Do you think the investments made in their own buildings pay the corporate houses in the long run?</strong></div>
<div>
	 </div>
<div>
	Constructing your own building itself is a long term investment for the corporate houses. It directly relates to the image of the company that can neither be built nor destroyed in a day. Although our cost is higher in comparison to the cost in the rented building that we operated from earlier, the benefits are for many years to come. We have indeed spent a huge amount in constructing the building but in the long run, that cost will be compensated in due course of time. People usually perceive a corporate house to be enjoying a certain standing if it owns a building. And the good news is; our building has started attracting walk-in clients already.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How significant is it for you to have constructed your own corporate building and then conducting business operations from it?</strong></div>
<div>
	 </div>
<div>
	It has been significant for us primarily because we have constructed it as per our demand and design. It is based on our choice and the way the building has been constructed meets our business demand too. We are very happy to be operating from our own office and it has certainly fulfilled our expectations. Its interior design is as good as the exterior design and has more space. It is also an attractive and strong structure while the previous building was small and congested. At the end of the day, it is easier to conduct business operations from ‘Alakapuri’.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><span>‘It’s High Time for Corporate Houses to have their Own Resources’<br />
	<br />
	<br />
	<img alt="om" border="1" height="338" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/om.jpg" vspace="10" width="294" /><br />
	<br />
	</span></strong></div>
<div>
	<strong><span>OM RAJBHANDARY </span></strong></div>
<div>
	<strong><span>Chairman, Brihat Investments Pvt Ltd</span></strong></div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How old is the trend of corporate entities in Nepal moving from rented premises to their own building?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	If we look at the corporate culture in Kathmandu, much of the credit for this trend goes to the banking sector. They initiated it and for around 15 years now, corporate houses started having their own buildings in Kathmandu. Earlier, it was limited because most of the businesses were family-run entities. Most of the corporate houses today boast of their resources within their own premises.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	Yes it is high time for the corporate houses to move on with their own resources. The vital aspects of a business - property, productivity and perception should not be forgotten at any point of time. While on one hand, we lack productive infrastructure, we are keeping a tight vigil even on minor things like the use of electricity and interior designs on the other. For the entrepreneurs to start new businesses, they must increase the size of their functional area to strengthen productivity. If property area and services planning etc are not done properly, the expenses are going to be that much higher. In the present context, these things amount to savings because of the one-time investment one is putting in. Besides, people’s perception of you is different when you are staying in a rental office and don’t have your own resources. According to our traditional concept, we believe that people who own a house are stable in life. Having one’s own space in the office and possessing the premises saves on the rental.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What is it that led Brihat Investment to construct its own corporate office building?</strong></div>
<div>
	 </div>
<div>
	Brihat is striving to construct environment friendly homes to cater the need of people and to help non-hazardous urbanization. Using your own resources makes the working environment more conducive and also boosts the workers’ spirits. That is the main reason for Brihat Investment to construct its own building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What would be an ideal investment for a corporate building?</strong></div>
<div>
	 </div>
<div>
	The cost depends on requirements and clear vision. The specific need of area, infrastructure and manpower should be the prime aspects to take care of rather than the monetary value itself while investing. Even the minute things like color choice, material choice, electricity and interior designs should be well scrutinized to minimize the ultimate cost. The choices should be clear and cost effective. For example, the trend of using LED lights is for a tangible benefit. If we move forward in a balanced way, it will not be a huge financial burden in the long run.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How significant is it for you to have constructed your own building and then conducting business operations from the premises?</strong></div>
<div>
	 </div>
<div>
	When you own a building, all the requirements are met accordingly. People look at safety as the least concerned factor. That is wrong attitude. As Kathmandu lies in an earthquake prone area, certain safety measures should be taken into consideration. The distribution of things according to the need and demand is like an art. Good management is like oxygen, we should have proper utilization of our resources to get palpable benefit. If the structural cost comes around 10- 15 per cent, the cost for safety measures and needed infrastructure only takes an additional three per centof the building cost. Hence, having your own building is of great significance.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>Do you think the investments made in own buildings pay the corporate houses in the long run?</strong></div>
<div>
	 </div>
<div>
	This highly depends on the political and economic situation of the country. The real estate business is not going well at present as it used to be few years back. In reality, every flourishing business pays back to the society. Here, the fluctuating political situation and unmanaged policy has affected the business a lot. If the period of uncertainty continues, then the entrepreneurs will be forced to switch over to other business. Recently, some big hotels of Kathmandu have been turned into shopping malls and it can be taken as a good example. With regular and periodical review and a long term vision, the investment in owning buildings will certainly pay off for corporate houses in the long run.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How challenging is it for you to keep abreast with the growing demand for new designs?</strong></div>
<div>
	 </div>
<div>
	It is challenging but the investors and the designers need to have more healthy discussions on this matter to mitigate those challenges. To me, innovative ideas come first. If a designer is precise about his ideas, he should persuade me to pursue his idea. There should be a fine balance between the designer and the building owners.</div>
<div>
	 </div>',
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			'description' => 'Corporate houses in Nepal are attracted towards having their own buildings with a vision to make business operations easier and less time consuming among a host of other reasons. The trend of getting customized buildings constructed has caught up fast with the corporate entities in the last one-and-a-half decade or so, observe analysts.',
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="nalin" border="1" height="183" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Nalin-Mandiratta.jpg" vspace="10" width="150" /><br />
	<br />
	‘The hospitality industry of Nepal is sure to grow immensely’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Nalin Mandiratta, General Manager of Soaltee Crowne Plaza (SCP), saying that the hospitality industry is surely going to grow by leaps and bounds if the external environment remains stable and the country is able to market its tourism offerings well.</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><br />
	</span></span></span></p>
<p class="MsoNormal">
	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It’s international practice to allow advertising means for market promotion</span></span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Ramesh Kumar Silwal, Vice President of Higher Secondary Schools Association-Nepal (HISSAN), arguing if advertising was not to be allowed then why did the government made the policy to register private schools and colleges under the Company Act.</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><br />
	</span></span></span></p>
<p class="MsoNormal">
	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It is possible to earn a livelihood by investing in shares alone’</span></span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Rajan Lamsal, Share Investor, elaborating that it is indeed possible to manage a livelihood by investing solely in the share market, however, one should devote enough time in it which can be treated as full-time as well as part-time business.</span></span></span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="surendra man shrestha" border="1" height="158" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Surendra-Man-Pradhan.jpg" vspace="10" width="136" /><br />
	</span></span></span></p>
<p class="MsoNormal">
	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘We have focused on corporate governance for short term objectives</span></span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Surendra Man Pradhan, Chief Executive Officer of Sunrise Bank Limited, reiterating that the company is marching ahead as a fully compliant bank, has already managed to reduce its non-performing loans and plans to minimise it further in the near future.</span></span></span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong><span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="hum nath gurung" border="1" height="181" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Hum-Nath-Gurung.jpg" vspace="10" width="149" /><br />
	</span></span></span></strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘We must fully implement the central bank’s policy on home loans’</span></span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Hum Nath Gurung, Deputy General Manager of Everest Bank Ltd, hailing the policy as positive saying that the policy was necessary to stop unhealthy competition and provide impetus to overall development in Nepal’s context.</span></span></span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><br />
	</span></span></span></p>
<p class="MsoNormal">
	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It has become essential to do away with Nepal’s pegged exchange rate with India’</span></span></span></strong></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Jagdish Prasad Agrawal, Chairman of Nimbus Holdings Pvt Ltd, emphasizing that Nepal Rastra Bank must update the exchange rate for Indian Rupees every three months as it will help ascertain actual exchange rate as well as minimise the crisis related to Indian Rupees availability.</span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:"><img alt="feedback" border="1" height="542" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback(3).jpg" vspace="10" width="485" /><br />
	<br />
	Working Class Hero</span></p>
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	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">“But you’re still peasants as far as I can see, a working class hero is something to be….” reads the famous line from singer John Lennon’s song ‘Working Class Hero’. I personally feel that this sharp line in addition refers to the issues of Nepali Labors as picked in the cover story of October’s issue. The bickering and politicization of Nepali trade unions have directly affected foreign investments. It’s also the working labors who are ultimately at the receiving end due to the regular stand-off of their union leaders. As highlighted in the story, the delay in the completion of Upper Karnali Project, frequent strikes, closure of international brands like KFC and Pizza Hut etc have not done any good to Nepal Investment Year 2012/13. It was good to go through the interviews of various people as part of the cover story and learn about their opinions. However, I felt that the interviewees only managed to float lukewarm ideas to overcome the present tumultuous situation of labors in Nepal. I hope that some concrete solutions must be provided at the earliest for safe and sound progress of development activities. </span></p>
<p class="Pa16" style="margin-top:5.0pt">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	</span><strong><span class="A29"><span style="font-size:
9.0pt">Ramesh Koirala, Thimi, Bhaktapur</span></span></strong></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Fun and Frolic at The Last Resort<br />
	<br />
	<img alt="buji" border="1" height="270" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bunji.jpg" vspace="10" width="187" /><br />
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">The adventure and thrill seeking story about The Last Resort was worth reading. Located only 100 kms from Kathmandu valley, the resort seems to be a perfect place to escape from the hustle and bustle of the capital. This featured story in Corporate Focus column is beautifully written and also has carried informative details about the ways to get there and the activities at The Last Resort. As it is said ‘Do the things, you fear, and the death of fear is certain’, I soon wish to visit the resort and become a ‘Bungee Jumper’ myself. The serene location of the resort in the mountainous terrain of Sindhupalchowk district definitely carries high tourism potential. Besides, it makes all of us proud to know that it is listed as one of the best bungee jumps around the world. I still rue that despite being a permanent resident of Kathmandu valley, I haven’t been to the resort yet.</span></p>
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	</span><strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">B P Dhakal, Sanepa, Lalitpur</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;<br />
	</span></span></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Made in Nepal</span></p>
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">&nbsp;<br />
	It was sheer delight to visit the third edition of the ‘Made in Nepal Products and Service Expo-2012’ in September. The news coverage of Made in Nepal Expo in your magazine further shed light on the importance of buying and selling Nepali products. The organizers, Nepalese Young Entrepreneurs’ Forum (NYEF), Direction Nepal and the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) should be praised for taking initiative to boost locally manufactured products and promote the service industry. At a time when foreign goods are luring the Nepali market, the expo came up with the theme ‘Our Own’, to target and promote local products under a single roof and minimize people’s attraction towards imported goods. Nepali products with high potential exports such as readymade garments, handicrafts items, footwear, carpet, and Pashmina products needs to be well advertised to the public in the coming days.</span></p>
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	<strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">Koshraj Neupane, Banepa</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Beauty of the Brain<br />
	<br />
	<img alt="brain" border="1" height="376" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/brain.jpg" vspace="10" width="500" /><br />
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<p class="Pa16" style="margin-top:5.0pt">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Woman entrepreneur Seema Golchha’s courage and determination to stand tall in the male dominated sphere of business field is well appreciated. Golchha’s efforts to maintain a fine balance between personal and professional life is praiseworthy as highlighted in the Personality section of the last issue. The women of South Asia are mostly confined within the household while the business activities are taken care of by the men. And so, it was great to read a gritty story about a woman who carved a niche for herself despite all odds. It gives hope to dreamers like me to take bold steps in life and work towards becoming leaders of tomorrow. </span></p>
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	<strong>&nbsp;<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">Byanjana Baral, Koteshwor</span></span></strong></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
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	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:"><br />
	</span></span></p>
<p class="MsoNormal">
	<strong>Corrigendum</strong></p>
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	Mr Hari Karki informed that some of the facts that appeared in his interview in the September 2012 issue of New Business Age, are completely out of context. He further states that he was never involved in Universal Music Company, and it’s his partner in fasttrack.hk (a lifestyle, fashion and entertainment website) who is the ex Universal Music and EMI executive.The error is regretted - Editor</p>
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<![endif]-->	<img alt="from the editor" border="1" height="229" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/editor(3).jpg" vspace="10" width="332" /><br />
	<br />
	<span class="A15"><span style="font-size:59.0pt">T</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">he recent activism of regulatory authority of insurance industry of Nepal, the Insurance Board (IB) or Beema Samiti, has created new ripples in the sector. Some of the very bold actions taken against ‘erring’ insurance companies, including the fully government-owned Rastriya Beema Sansthan (RBS), have apparently served to establish that it is not a toothless entity, as seen so for years now. <br style="mso-special-character:line-break" />
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">More interesting drama unfolded when the IB ordered RBS to defer its annual general meeting scheduled for the first week of October and ordered to stop its engineering insurance business the following week. This episode has special significance as the government-owned financial institutions have a history of invariably remaining recalcitrant to the regulatory authorities which has often given ground to the private sector operators to complain of not getting a level-playing field to compete with these ‘protected’ public sector companies. It may be recalled that a number of government-owned large banks were, for all practical purposes, acting beyond the regulatory mechanism of the central bank until their net worth became untenably negative, about a decade or so ago.<br />
	<br />
	At the core of such controversy and temerity to non-compliance to the regulator are the separate Acts that instituted these entities. Still, RBS Act of 1969 is intact. (Similar Acts were there for Banks as well until an Umbrella Act ‘BAFIA’ was enacted in 2006.) This incident also establishes the fact that government should not continue to be one of the competitors in the business where private sector has already made competent market presence. Let’s hope the IB will also force the RBS to speed up the process to split its life and non-life insurance businesses. The only private sector company that was operating both of these businesses has already obliged to IB’s directive whereas RBS is still adamant.</span></p>
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">But the cardinal question here is: Is this all an insurance regulator of the country expected to do? Certainly not! A regulator has a responsibility of evaluating the situation of service availability, and on the basis of such evaluation, creating appropriate legislative and institutional frameworks to ensure a healthy growth of the market as well as a ground for fair play. But, the recent acts of the IB appear more of populist and bullying nature than the ones having long-lasting meaningful impacts. Some of the decisions like limiting the operation expenses of the insurance companies only to 6 percent of their total expenses are unquestionably naïve, to say the least. This favours the old and established companies and puts the new companies in disadvantage while the latters deserve credit for the speedy expansion in the insurance services across the country.</span></p>
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Still, barely six percent of the population that has capacity to buy insurance coverage has got some sort of insurance coverage. The knowledge about the insurance among the masses is negligible and products that are suitable to Nepali context are neither available nor accessible to the potential clients. Nepal’s insurance industry lacks human resource of all levels and we don’t even have a training academy for the sector, so far. <br />
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Though the IB has been repeating its plan to set up such an academy time and again, the plan is still rudimentary at best. Updating several legal arrangements is long overdue. The very Insurance Act has become outdated. It is the responsibility of the regulator to develop a universal framework of evaluation to avoid institution-wide discretionary practices of evaluation and compensation. It is already late to bring in international best practices into our insurance industry. </span></p>',
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	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F"><br />
	Newcomers <br />
	<br />
	<br />
	</span></strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>TULSI RAM GAUTAM</strong> has been appointed Machhapuchchhre Bank Ltd as CEO. Earlier, he was General Manager of Credit Department at Nepal SBI Bank Limited<br />
	<br />
	<br />
	<img alt="" border="1" height="143" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SATISH-NEUPANE.gif" vspace="10" width="117" />. </span></p>
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SATISH NEUPANE</strong> has joined Trade Tower Business Center as Managing Director. Earlier, he was Director at Arun Valley Hydropower Company Ltd.</span> <br />
	<br />
	<br />
	<img alt="" border="1" height="134" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUNIL-KHANAL.gif" vspace="10" width="108" /><br />
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SUNIL KHANAL</strong> has joined Trade Tower Business Center as Conference &amp; Event Manager. Earlier, he was F &amp; B Manager at Crowne Plaza Hotel, Dundalk, Ireland.</span> <br />
	<br />
	<br />
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><img alt="" border="1" height="157" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/PADAM-RAJ-SHRESTHA.gif" vspace="10" width="126" /></span></p>
<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
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	&nbsp; </p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Newcomers at Sunny Distillery </span></strong></p>
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	<span style="font-size:10.0pt;
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	<span style="font-size:10.0pt;
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	<span style="font-size:10.0pt;
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<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>GOVINDA SHRESTHA</strong> has joined the distillery as Senior Sales Officer. Earlier, he was Area In-charge at United Spirits Nepal Pvt Ltd. </span></p>
<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
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	<strong><br />
	</strong></p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Transfers at Prabhu Finance </span></strong></p>
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<p class="MsoNormal">
	<strong><span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
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<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Promotions at Sunrise Bank <br />
	<br />
	<img alt="" border="1" height="148" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ROBIN-NEPAL.gif" vspace="10" width="120" /><br />
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<p class="Pa18">
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<p class="Pa17" style="margin-top:5.0pt">
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	<br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MANOJ-NEUPANE.gif" vspace="10" width="119" /><br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>MANOJ NEUPANE</strong> has been promoted as Manager, Head – Corporate Banking Department. Earlier, he was Deputy Manager at the bank. </span></p>
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	&nbsp;</p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Promotions at International Money Express (IME) </span></strong></p>
<p class="Pa17" style="margin-top:5.0pt">
	<strong>&nbsp;</strong><br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/BISHAM-POKHAREL.gif" vspace="10" width="119" /><br />
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	<br />
	<img alt="" border="1" height="122" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-PAUDEL.gif" vspace="10" width="99" /><br />
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	<br />
	<br />
	<br />
	<img alt="" border="1" height="140" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-BAHADUR-KC.gif" vspace="10" width="113" /><br />
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	<br />
	<br />
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	<span class="A14"><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
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<p>
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">There is high demand for Nepalis’ handcrafted jewelries in the international market.</span></span></p>
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	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
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59.0pt">T</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#211D1E">here are many beautiful, interesting, and unusual things in Nepal. The obvious question of “what to buy?” is bound to come to your mind. One of the answers to this could be gems and jewelry. “Most of the tourists visiting Nepal are interested to buy precious and semi-precious stones available in Nepal,” said Ramesh Maharjan, President of Nepal Gems and Jewelry Association. Besides being a fashion trend, it is a financial investment for the future as well, added Maharjan.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="115" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems4.gif" style="margin:10px;padding:10px;" vspace="10" width="137" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Jewelry includes all attractive or appealing decorative objects that can be made with gems along with other precious metals. Mostly, every form of material may be added to make an attractive piece of jewelry. Some common forms of jewelry include anklets, armlets, bracelets, earrings, necklaces, rings (engagement rings, wedding rings, class rings), toe rings and nose-jewels. Brooches, belly chains, head ornaments fit in the category of more uncommon kinds of jewelry. People can express their love by presenting jewelry to their dear ones. Common metals that are utilized in jewelry include gold, platinum and silver.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Both younger and elder generations are fond of jewelry collection. “Gone are the days of heavy jewelry trends. These days, people look forward to light and unique designs that are different from other pieces of jewelry,” said Maharjan who is also the owner of R B Diamond House. It caters to a diverse range of customers who look forward to gemstones like diamonds, rubies, sapphires or emeralds in designer jewelry. Turquoise and coral are the most common stones used in Nepali jewelry that it also deals in. Other precious stones common in Nepal include lapis lazuli, tiger-eye, garnet, and agate.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="295" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems1.gif" style="margin:10px;padding:10px;" vspace="10" width="300" /></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Diamond is the most important precious stone in terms of value that generates a larger volume of revenue and business internationally,” said Mahesh Man Shrestha, owner of Gahana Griha. Even in Nepal, diamond jewelry is more popular and in demand than other gemstones, added Shrestha. Generally, diamonds are the most expensive stones but there are high quality natural color gemstones that command high price per carat like diamonds do. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to Maharjan, in today’s market the price per carat for precious gemstones like ruby, emerald and sapphire range from Rs 2,000 to Rs 10,000 while price per carat for semi-precious gemstones cost about the same. There is high demand for Nepalis’ handcrafted jewelries in the international market. “Most of the gems in Nepal are used for silver jewelries that are exported to Europe and America,” said Maharjan. The handcrafted jewelries are very famous and liked by the Europeans and Americans. They are exported in different designs like earrings, rings, necklaces, pendants, bracelets, brooch, bangles, and different articles embedded with precious stones, he added. Some stones like quartz crystal, black tourmaline, moonstone, kyanite and garnet are also used as healing stones. Gemstones are also prescribed by astrologers and are adorned in the belief that they have magical and mystical powers. It is believed that these powers bring happiness, prosperity and overall betterment in a person and his activities.</span> <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<img align="left" alt="" border="1" height="249" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems2.gif" style="margin:10px;padding:10px;" vspace="10" width="239" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">There are many stones in the market these days that even the suppliers are unaware of. Apart from it, there are synthetic gemstones aplenty. Riken Maharjan, a Graduate Gemologist revealed that even today many people do not know that ruby and sapphire are the same stone. The only factor that makes it different is its color where red corundum are called ruby and blue corundum are called sapphire. “Identifying gemstones is a challenge, however, the bigger challenge is to ascertain value associated with different stones,” he said. The value of the stone depends on numerous factors, he added, it is the 4c – color, cut, clarity, and carat for diamonds while for other precious stones it’s the demand, rarity, treatments, imitation etc that count.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Understanding precious stones has come a long way. Earlier, it was difficult for the clients to understand if any red stone would be called ruby and any blue stone would be called sapphire and a colorless stone that dazzled and produced a colorful flash of light was a diamond. However, today with all the technology, research and improvement in science there is a better understanding of stones. According to Maharjan, Nepal has the technology and good professional gem cutters but the sector is suffering because the stones have not been explored well and opened for business.</span> </p>
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<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<br />
	<img align="left" alt="" border="1" height="233" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems3.gif" style="margin:10px;padding:10px;" vspace="10" width="227" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Hari Bhakta Adhikari, a senior gems expert shared that Sankhuwasabha, Taplejung, Jajarkot, Manang and Dhading figure among the major gem locations of Nepal. He added that Nepal is a Paradise for gemologists and collectors. “This can boost tourism as well as help in export business. But, it is a pity that despite having huge semi-precious stone mines, Nepal has to import 80 per cent of the stones from India, China, Thailand, Burma and Pakistan,” he said. Entrepreneurs involved with the business shared that they need better facilities from the government and to review the existing import and export policies. Adhikari opined that in India, the government has waived off import fee on gemstones, one of the reasons which has made it very difficult for Nepal to compete with India.</span> </p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Nepal has failed to showcase its potential in the international market. Much of it is due to the lack of skilled manpower that has hit the gems and precious stones sector in the country despite it being rich in mineral resources,” said Adhikari. He opined that the government should develop adequate work force and create mechanism to extract mineral resources to propel growth. From export of 200,000 kg raw gemstone, some 5,000 small gems industries could provide around 25,000 people direct employment and another 100,000 indirect employment, he added. <br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to the Department of Geology, the country has imported around Rs 130.37 billion worth of mines and mineral related goods in fiscal year 2009-10. However, due to lack of well-equipped laboratory that can certify purity of gems and other precious stones, the country has not been able to take advantage from its huge natural resources. According to Riken Maharjan, there are two things the industry keeps in mind – gemstone identification and gemstone grading. The first part is to identify the stone correctly as it makes a huge difference in price depending on the type of gemstone. The market is flooded with precious and semi precious gemstones and it is hard even for experienced eyes to tell the difference without gemological tools.</span> </p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Gemstone and jewelry certification plays a vital role in the business. There are gem labs all over the world that identifies and grades gemstones, however, it’s not an established trend in Nepal yet. R B Diamond Jewelers is taking an initiative to change this by introducing GIA (Gemological Institute of America) Certification for gems and jewelries in the near future. These certificates are internationally recognized and honored and known for its grading precision, technology, research and other important factors.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">“The gems and jewelry industry is an industry of trust. Therefore, it is very important for people in this industry to understand their product, to know what they are selling,” said Maharjan who has been in this business for more than 15 years now. People put their names and huge amount of money on the line. There is a lot to learn about the industry, the stones itself, treatments, grading, imitation, synthetic stones and many other aspects, he added.<br />
	<br />
	<br />
	<br />
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	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
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	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
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<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
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<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
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<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
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		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	<br />
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<p class="MsoNormal">
	<span class="A14"><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony_featured.gif" vspace="10" width="338" /><br />
	</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">&nbsp;</span></span></p>
<p class="Default">
	<span class="A4"><span style="font-size:
59.0pt">A </span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">cartel is generally understood as the arrangement among producers and suppliers of goods and services to control the production, sales and price so as to restrict competition and obtain monopoly or oligopoly in the market. On the other hand, a syndicate is a self organizing group of individuals, companies or entities formed to transact some specific business or promote their common interests. Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services. Such practices are generally considered as the worst forms of anti-competitive behaviour and condemned by the laws of various countries.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Competition is the cornerstone of open and liberalized economy as the anti-competitive behaviour of the enterprises, industries or traders take a toll on the economic performances of a country by promoting inefficient firms, producers and distributors and punishing the efficient ones. Consumers are compelled to pay higher prices and use low quality goods and services in a situation of anti-competitive markets. In view of this, countries have developed their own competition laws in order to prevent unhealthy business practices. The United States of America has enacted two such basic laws, called anti-trust laws. Named the Sherman Act and the Clayton Act, these are enforceable by the Department of Justice and Federal Trade Commission. Similarly, the European Union has provisions under the Treaty of Rome to maintain fair competition and Australia has its Trade Practices Act 1974. In India, the Monopolies and Restrictive Trade Practices Act was brought out in 1969 and later replaced by the Competition Act in 2002. The Indian Competition Act is quite comprehensive and has provision to constitute the Competition Commission and the Competition Appellate Tribunal among others. The objectives of the act have been defined as: to prevent practices having adverse effect on competition, promote and sustain competition in markets, protect the interest of consumers and ensure freedom of trade carried out by other participants in the market.</span> <br />
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The Competition Promotion and Market Protection Act (CPMPA) was passed by the Parliament of Nepal in 2006 and the Government of Nepal came up with the relevant regulations in 2009. The act basically defines the anti-competitive practices and dealings, and prohibits the anti-competitive agreements between two or more parties with the intention to limit or control competition. Such anti-competitive agreements may be in the form of fixing the sales or purchase price, limiting the quantity of production or sales, market allocation, creating barriers for market entry to the producers and suppliers of similar goods and services, determining the terms and conditions of sales, imposing quota and applying syndicate system in transport and distribution of services. Similarly, the act prohibits the abuse of dominant position by a producer or distributor or their conglomerates with the intent of controlling competition. Besides, merger and acquisition of enterprises with a takeover of more than 50 per cent share and acquisition of more than 40 per cent market share are the prohibited behaviours that have the effect of creating monopoly in the market. Bid rigging, exclusive dealing, market restrictions, tied selling and misleading advertisements are other anti-competitive practices and offences under the competition act.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartels and syndicates are the anti-competitive agreements according to section 3 of the CPMP Act. Such an agreement may be in the written form or as a tacit understanding which is difficult to prove by the document but can be judged from the behaviour and resultant outcomes of such dealings. Let us look at some representative cases in the context of Nepal.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/opec.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation services are a prime example of the most-hit sector by cartels and syndicates. The transporters are usually smart enough to make a hefty profit through the application of syndicates. First, they bond together within the umbrella of their associations that culminates into the federation redoubling the institutional strength to protect and persuade the vested interest of transport operators around the country. Such strength can yield dominant positions in the market collectively and the abuse of such position is imminent. Price fixation, particularly regarding plying on minor roads, application of higher charges on services, queue and rotational system in operation, use of old and worn out vehicles and overload in cargo transportation are some elements associated with the syndicate behaviour of the transporters. The transporters deter the entry of new transport equipments through physical threat or assault in case somebody dared to enter their market or put heavy syndicate charges for such entry. This has put the consumers in worse conditions as they need to pay higher transportation charges, meet with frequent road accidents, and travel in crowded sitting positions in the buses. This sort of practice rewards inefficiency and discourages firms to provide services in an environment of open and healthy competition.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation of petroleum products and their distribution is another sector affected by hardcore cartels and syndicates. Different associations that are in existence demonstrate the collective anti-competitive behaviour of their members. Such a behaviour usually include the pressure or demand for increasing profit margin, cheating in the measurement of volume and weight, raising barriers to the entry of new traders and dealers etc. It was noted that one of the demands of LPG Bottlers Association during their recent strike was against the government’s plan for granting license for a glass bottling plant. Moreover, these associations often exert pressure through the means of strikes, lock-outs and interruptions in services to make the government accept their demands. Any compromise with the demands based on such unlawful means of threat and violence by the associations and its members would reduce the efficiency of the economy and harm the interests of the common consumers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The third cartel group belongs to the distributors and wholesalersof fruits, vegetables and meat products. These are organized groups and have their own associations while their upstream and downstream stakeholders in the supply chain do not have strong enough associations to offset their unruly behaviour. Hence, the farmers are fetching low prices on their products on the one hand and the consumers are forced to pay higher prices at the other to the hefty benefit of those middlemen. A market survey done at the Kalimati Vegetable Market shows that the price paid by the consumers for some vegetable products are 10 times higher than the price paid by the middlemen to the farmers for the same vegetables. This shows the intensity of unfair trade practices, much to the chagrin of law enforcing authorities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel groups in Nepal are found in other sectors as well. For example, there are tacit understanding and clandestine agreements among the importers and distributors of food grains in order to fix price and control supply and raise the price particularly during the festive season of Dashain and Tihar. Sugar industries collude to pay less to the farmers against purchase of canes and fix high prices of sugar for sales to the end consumers with a bigger price arbitrage, while manufacturing industries like cement, noodles and water pipes sell their product at the identical price as a result of tacit understanding among the manufacturers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel is globalizing as well along with the globalization of economies. The famous example of international cartel is the Organization of Petroleum Exporting Countries (OPEC) which has been increasing the world prices of petroleum products at various times by imposing the production quota and fixing of prices. Besides, cartels are noticed in the international production system for steel, fertilizers, rice and other commodities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Thus, in a situation of cartel, producers and suppliers control the production and supply to maintain an artificially high price. This kind of behaviour is supported by a situation where there is less number of suppliers but large number of customers in the markets, market demand is not too variable and individual firms output can be easily monitored by the cartel organizations. The organized behavior of such cartels is pronounced in the syndicated system. The ultimate effect of these anti-competitive practices is that the efficient firms lose to the inefficient firms or suppliers as there are no incentives for bringing down the cost and increasing the quality of goods and services. In such a situation of duopoly or oligopoly, all the firms within the cartel groups benefit by sharing the market without the need of improving efficiencies in production or supply.</span> </p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Perfect competition is an ideal situation that is hard to achieve in any economy. However, it should be the ultimate goal and direction to move forward which can be stepped upon by gradually building on the legal, institutional and human resources base for defying the anti-competitive behaviour. Reining the cartel and syndicate requires comprehensive and concerted approaches from all stakeholders and the effectiveness of law enforcement agencies. The most important factor is the requisition of political will and commitment to establish a competitive and healthy market that could be the precursor to increased trade and foreign direct investment in the country. Many developing countries including Nepal are mired by the dilemma of politics protecting the cartels and syndicates as those who are engaged in anti-competitive practices dole out substantial money to the political parties and their leaders. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="Pa27" style="margin-top:5.0pt">
	<strong><span style="font-size:8.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Ojha is a Former Secretary, Government of Nepal. The views expressed in the article are personal of the author. </span></strong></p>
<p class="Pa27" style="margin-top:5.0pt">
	 </p>
<p class="MsoNormal">
	<span style="font-size:15.0pt;line-height:115%;mso-bidi-font-family:
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			'title' => 'Stock Taking November 2012',
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			'content' => '<div>
	<span style="font-size:11.5pt;line-height:
115%;Calibri&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_featured.jpg" vspace="10" width="338" /><br />
	<br />
	STOCK TAKING</span></div>
<div>
	<span style="Myriad Pro&quot;,&quot;sans-serif&quot;;Myriad Pro&quot;;color:#221E1F">By Bikram Chitrakar<br />
	<br />
	<br />
	</span></div>
<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Market Escalates Ahead of Festivals<br />
	</span></span></strong><span style="font-size:14px;"><span style="line-height: 115%;"><br />
	Traditionally, the stock market falls a bit before the festival season that mark long holidays. However, the Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups.</span></span></div>
<div>
	<br />
	<br />
	<img align="right" alt="" border="1" height="1200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/stocktaking_.jpg" vspace="10" width="434" /><br />
	 </div>
<div style="text-align:justify">
	<span style="font-size:
59.0pt">D</span><span style="font-size:10.0pt;Myriad Pro&quot;;
color:#221E1F">efying the traditions, the Nepali capital market experienced an increase in the month of Ashwin (mid- September to Mid-November), ahead of the festival of Dashain. Traditionally, the stock market falls a bit before such festivals that mark long holidays. The Ashwin rise was pulled by heavy gains in the hydropower and ‘others’ groups. The benchmark Nepse index accelerated 11.94 points or 2.81% to close at 424.43 while the session’s high was 427.90 on 7th October and the session’s low was 412.49 on 11th September. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Among the major influences of the period were Nepal Telecom that is listed under the “others” group and ex-dividend date effect of Chilime Hydropower that is listed under “hydropower” group. Ex-dividend effect was also in the insurance sector and that too helped to move the market higher. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">One major development in the market during the review period is that the Citizen Investment Trust (CIT) has asked major institutional investors to join hands with Trust and pool their funds so as to play a more effective role of market maker. </span></div>
<div>
	 </div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;Myriad Pro&quot;;color:#221E1F">Performance by Sector </span></strong></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">During the review period, the hydropower sector added double digits (88.26 points) followed by 88.10 points increase in the others sector to reach at 899.83 and 763.65 points respectively. Insurance sub-index increased 56.07 points or 7.93% to rest at 706.98. Also the hotels and trading sectors increased during the period. Hotels sector went up 19.99 points or 3.57% to 560.12 while trading sector registered the growth of 11.38 points to rest at 174.21. However, banking, development banks and manufacturing sectors plummeted. While manufacturing sector lost 41.33 points or 5.73% to settle at 721.33, the banking sector descended 7 points or 1.97% to 355.41 and the development bank skid 6.27 points or 2.60% to close at 240.8. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Sensitive index that measured the performance of 133 blue chips scrip at the secondary market, surged 4.43 points or 4.06% to 109.03 while, the float index calculated on the basis of real transaction downhill 0.79 points or 2.60% to 30.33. Total of Rs. 1,886,374,657 was realized as the turnover during the review period from 7,111,778 units of shares traded through 31,609 transactions. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">The accompanying figure illustrates sector-wise distribution based on total volume of trade. Banking sector that accounts for the heaviest volume of trade in exchange registered a share of 47.88% of the total trade. Hydropower sector grabbed 20.71% while insurance sector accounted for 15.66% of the trade and rest of the sectors covered the remaining portion. </span></div>
<div>
	 </div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:10.0pt;Myriad Pro&quot;;color:#221E1F">Technically, the Simple Moving Average (SMA) is outcast as both 30 days SMA and 200 days SMA are dominated by Nepse index. However correction at this level can be expected due to the seasonal cyclical trend. </span></div>
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	<strong><span style="font-size:8.0pt;line-height:115%;color:#221E1F">Chitrakar is a Stock Analyst with Jamb Technologies Pvt Ltd.</span></strong></div>',
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<![endif]-->	<span style="font-size:14px;"><span style="font-family: ">“The products we offer and our size have made us different from others. Our interest rates are almost equal to that of the commercial banks.” </span></span></p>
<p>
	 </p>
<p class="Default">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="ashok" border="1" height="268" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashok.jpg" vspace="10" width="200" /></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">ASHOK SHERCHAN CEO </span></span></span></p>
<p class="Pa1">
	<span style="font-size:14px;"><span class="A4"><span style="font-family: ">Prabhu Finance Company Limited</span></span></span></p>
<p class="Pa9">
	<span style="font-size:14px;"><span style="font-family: "><br />
	</span><span class="A15"><span style="font-family: ">T</span></span><span color:="" style="font-family: ">he proverb ‘A rolling stone gathers no moss’ matches the credentials of Prabhu Finance Company Limited (PFCL). Within six years of operation, the company has succeeded in holding five per cent market share among 90 finance companies operating in the market. Ashok Sherchan, CEO at PFCL, says, “Our services are the same if compared to other banks and finance companies. The products we offer and our size, however, have made us different from them. Our rate of interest is almost equal to that of the commercial banks for deposits as well as lending.” </span></span></p>
<p>
	<span style="font-size:14px;"><span color:="" style="font-family: ">Established in February 2006, the company – a part of Prabhu Group of Companies – has been categorized as ‘C’ class financial institution by Nepal Rastra Bank. PFCL constitutes around 10 per cent share in total remittance excluding the contribution made by its money transfer agency Prabhu Money Transfer. Seventy per cent share of the company is owned by the promoters while 30 per cent shares are held by public shareholders. The company has approximately Rs 7.5 billion in deposit while having a lending portfolioer of around Rs four billion. According to Sherchan, with a strong presence in lending, the company can now invest millions of rupees even on individuals. </span></span><span style="font-size:14px;"> </span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;<img alt="" border="1" height="297" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/corporatefocus.jpg" vspace="10" width="500" /><br />
	<br />
	<br />
	PFCL targets to work for various groups of people, from business people to individuals at the grass root level. It has special plans to bring underprivileged people into the banking sector that are unable to or hesitate to seek service from commercial banks. The bank is also directly linked to the customers via its remittance business. Sherchan says, “We try to provide loan to everyone and deal with every case equally and positively to make our customers feel at home.” </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Success Mantras </span></span></strong></p>
<p class="Pa10">
	<strong><span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></strong><br />
	<span style="font-size:14px;"><span color:="" style="font-family: ">Besides a Paid-Up capital of Rs 469.2 million, the company has also seen growth in terms of deposit, branch network and loans. The company owes its success to the policy of expanding its branches aggressively in 2007, points out Sherchan. The company now has 37 branches and 150,000 direct account holders all over the country. It targets to expand its number of branches to 41 by the end of current fiscal year, informed Sherchan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Sherchan says, “Although we are a finance company, our ability to expand on number of branches has made us successful.” The company has a mission of encouraging banking habit among the remittance receiving population. When asked about other reasons behind the company’s success, Sherchan points out three things: dedication, dreams and positive attitude. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The dedicated staff have also contributed towards uplifting the status of the company. Sherchan shares, “We have more than 300 employees in Nepal and foreign countries who give their best.” PFCL trains its employees every month and carries out trainings in different countries to enhance their skills. He says, “There is so much to learn in trainings. Because of our portfolio and working system, employees can learn more about the entire banking process like in commercial banks.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The bank is developing the ‘customer first’ culture as one of its business strategies. It is strengthening internal management mechanisms and also making them more customer-oriented. The company is also focused on the customers from remittance business and regularly visits the targeted customers to lure them with different products. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp; <br />
	<img alt="quatarly" border="1" height="287" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/quartaly.jpg" vspace="10" width="261" /><br />
	<br />
	</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Products </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: "><br />
	The bank is prepared to work for different groups of people and it reflects in the various products the company has in its portfolio. There are altogether eight deposit accounts including Mamata Bachat Khata for Children, Bharosha Bhachat Khata for aged people and Sangini Bachat Khata for women, available with attractive interest rates. The bank also provides home loan, education loan and foreign employment loans among a host of many other loans. The company also facilitates loans such as margin loan, consortium loan, personal loan, bank guarantees, bills purchase and working capital loan. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">Unlike other finance companies, PFCL provides Loans against Share, Gold or fixed deposit. It also provides banking facilities round-the-year with internet and debit card facilities. Besides, there are loans for those opting to start a small business or industry. Sherchan says, “As long as they meet our criteria, we provide loans to each and every individual that approach us. We open account for remittance receivers for a token amount of Rs 51.” PFCL also provides services such as e-banking, SMS banking, SCT debit cards, ABBS facilities and fund transfer for clearing and collection services. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;<img alt="" border="1" height="446" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/swot.jpg" vspace="10" width="271" /></span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">Investment </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">The expansion of the company in terms of its branches has increased the company’s access to all kinds of sectors in remote as well as urban areas. PFCL has invested in small to big budget projects all around the country. Sherchan says, “We have invested in most sectors in Nepal which includes big budget hydropower projects.” </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has immediate plans to invest in agro business. It has already invested Rs 10 million in Kalaiya this year for small farmers involved in sugarcane cultivation. For another project, the company has distributed cows in five districts to the farmers in collaboration with Dairy Development Corporation. The two projects cost Rs 50 million in total and the investments have brought about positive results and have inspired the company to invest more in the agro sector, says Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span style="font-family: ">&nbsp;</span></span></p>
<p class="Pa14" style="margin-top:5.0pt">
	<strong><span style="font-size:14px;"><span color:="" style="font-family: ">CSR Activities </span></span></strong></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">PFCL has supported literary programs as part of its corporate social responsibility (CSR) activities. The company is also providing scholarship to four underprivileged students from Burtibang in Baglung district to study intermediate level. In Kathmandu too, two students are studying management on a scholarship provided by the company. PFCL also helps one handicapped student from Myagdi. </span></span></p>
<p class="Pa10">
	<span style="font-size:14px;"><span color:="" style="font-family: ">&nbsp;The company is in the process of becoming a development bank and this promises to benefit the company as finance companies have many limitations when compared to the development banks. Sherchan shares, “There would be no limitation for us once we become a development bank as we can then work aggressively.” </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">The current political situation of the country does not augur well for the economy at large, feels Sherchan. </span></span></p>
<p class="MsoNormal">
	<span style="font-size:14px;"><span color:="" style="line-height: 115%; font-family: ">&nbsp;He shares, “There is no demand for fresh loans and we do not have new industries or entrepreneurs coming up. Industrialists are either running away or surviving on the existing industries.” PFCL is trying to increase its contribution in the remittance business and finding various other sectors for investment to deal with the situation.</span></span></p>
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			'description' => '“The products we offer and our size have made us different from others. Our interest rates are almost equal to that of the commercial banks.”',
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			'title' => 'Visiting Business People November 2012',
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			'content' => '<div>
	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We Expect Increased Per Capita Consumption of Plastics in South Asia’<br />
	<br />
	<br />
	<img alt="Jim Becker" border="1" height="283" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/Jimbecker.jpg" vspace="10" width="189" /></span></span></strong></div>
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	<span style="font-size:14px;"><br />
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<div>
	<span style="font-size:14px;">Jim Becker <span style="color: rgb(34, 30, 31);">is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.</span><span style="line-height: 115%;">Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics. The company with its joint venture partners, operates 42 manufacturing and research centres. Chevron Phillips is based in The Woodlands, Texas (north of Houston) and employs over 4,700 employees worldwide. The company, with its joint venture partners, currently has 39 production facilities located in the United States, Colombia, Singapore, China, South Korea, Saudi Arabia, Qatar and Belgium. Agriculture, automobiles, appliances, adhesives and sealants, electronics, medical, household goods, industrial, and textile are some of the areas that are served by the company among numerous others. Singapore is the regional headquarters for its operations in the Asia-Pacific region. Becker was recently in Kathmandu during a day-long seminar organised by the Nepal Plastic Association. In an interview with New Business Age, Becker shared his idea on the Nepali market for his company among various other issues. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
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<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
	</span></strong></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">We were invited for the Nepal Plastic Association event here. Nepal is an important market for the Chevron Philips Chemical. This is my first trip to Nepal and I was very pleased to come here and meet some of our customers and interact with the Nepal Plastic Association. <br />
	<br />
	</span><strong><span style="font-size:14px;"><br />
	You are one of the leading exporters of polymers to Nepal. What led you to achieve this position? <br />
	<br />
	</span></strong><span style="font-size:14px;">We started about 20 years ago with fairly low volume which at that time was around 300 tonnes. We worked hard and closely with an agent here in Nepal and now we sell almost 8,000 tonnes in this country. We see it growing further in the future. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">What are the products that you are currently exporting to Nepal? <br />
	</span></strong><span style="font-size:14px;"><br />
	We primarily sell high density polyethylene in Nepal. The Marlex Resin, which is the brand name of our product, is well known across Asia. It is the best quality resin in Asia and is used for many different applications. However, in Nepal, it is mainly used to produce pipe - primarily for water transport, and film for plastic shopping bags When it comes to use of plastic products, environmental issues come into consideration. As a producer of polymers, what is your take on it? <br />
	<br />
	</span></div>
<div style="text-indent:14.0pt">
	<span style="font-size:14px;">I am not an expert on technology of sustainability but one of the biggest areas as far as I am concerned is energy consumption. That is one of the major benefits of using plastics. Without plastics, the world would be consuming much more energy because plastics, for example, are much lighter so they make automobiles lighter, packaging lighter, and also make bottles lighter among other things. So, consequently the energy it takes to transport all of these materials is reduced. If your car was heavier it would be much less efficient and would use more energy. The fact that you can make all these things lighter using plastics, is a big benefit. In addition to that, manufacturing polyethylene is more energy efficient in most cases compared with alternatives. If you reduce energy consumption, you reduce greenhouse gas emissions, conserve energy and reduce emissions of all sorts which are good for the environment. <br />
	<br />
	That, to me, is one of the major impacts that plastics have, on in a positive way, on the environment. Another very important benefit is in the food packaging area where you prevent spoilage of food which means more food for the consumer as well as for everyone else. As an industry, we need to work closely with people like those in Nepal Plastics Association to help educate people on the benefits of plastics. It is not something well understood by a lot of people. Therefore, we need to do a good job educating people to make sure they understand the benefits of plastics. </span></div>
<div style="text-indent:14.0pt">
	<strong><span style="font-size:14px;"><br />
	<br />
	How do you see the market in South Asia?</span></strong><span style="font-size:14px;"><br />
	<br />
	The South Asian region has got a strong future that is why it is an important market to us. If you look at the emerging economies in South Asia, people from the lower income level are moving up to the middle income level. This means they are going to consume many more things including more plastics. When you combine that with strong population growth, we think the future of polyethylene and polypropylene looks pretty strong in South Asia. We expect the per capita consumption of plastics in South Asia to increase over the next decades. </span></div>
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<div style="margin-top:5.0pt">
	<strong><span style="font-size:14px;">Industrialisation is rather slow in Nepal. How do you see the future in this context and what are your expectations? </span></strong></div>
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	<span style="font-size:14px;">As I mentioned, we see Nepal as an area of growth for polyethylene. I don’t really know a lot about the specific policies that are being adopted in Nepal to help encourage growth. But we think that we will see the same kind of driving forces that will tend to increase consumption in Nepal similar to what we see in India, China and elsewhere in Asia. Nepal is an important market for us and we expect to be here for a long time. </span></div>
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	<strong><span style="font-size:14px;">What is the level of competition you face in Nepal? </span></strong></div>
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	<span style="font-size:14px;"><span style="line-height: 115%;">The Marlex brand is very strong and we are very confident about our products and the brand itself. There is competition in Nepal of course but we will keep doing what we have been doing so far. Our basic business model is to establish close relationships with customers and work with them to develop this market. We have a very talented agent here in Nepal who helps us do this and so we plan to keep doing what we have been doing – working with the customers to help this market grow.</span></span></div>
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	<span style="font-size:14px;"><br />
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	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
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	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘We can Help Nepali Tea Earn Credibility in Europe’<br />
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	<img alt="" border="1" height="317" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dheeraj.jpg" vspace="10" width="190" /><br />
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	<span style="font-size:14px;">Dheeraj Rathi <span style="color: rgb(34, 30, 31);">is the Director of South Asia at BM TRADA RKCA Certification Pvt </span>Ltd.<span style="line-height: 115%;"> He has been working for the company since July 2011 and looks after the South Asia operation. BM TRADA is one of the leaders in certifications with a history of more than 75 years in the certification industry across the globe. It has expertise in construction, oil and gas, timber research, sustainable supply chains, food industry and systems design. The company has served about 15,000 organisations in more than 80 countries in systems certifications and management systems design. Rathi heads a team of 18 members and 45 associate auditors and channel partners to serve over a 1,000 clients. He was recently in Nepal to award Chilime Hydropower Company Limited with Quality Management System (QMS) and Environment Management System (EMS) awards. In an Interview with New Business Age, he shared his ideas on certification trends and plans of BM TRADA operations in Nepal. Excerpts:</span></span></div>
<div>
	<span style="font-size:14px;"><br />
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<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What brings you to Nepal this time? <br />
	<br />
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We have certified Chilime Hydropower Company and I wanted personally to come and be a part of something which I feel is a good cause for the society. In the entire world, this is the first hydropower plant which BM TRADA has certified. Certification for hydropower is something which you can get if you are either in the US or in South Asia. That is something which is very unique. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">Do you think the certification procedure can be customised to suit the local environment? Are there any such practices? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">Customisation is not there because you are actually certifying against the given standards. There are certain standards which are called guidelines. You actually design the process, set a benchmark and tell companies whether they are moving towards that set benchmark. The guidelines report tells us where we are going right or wrong. It does not certify anything. There are certain standards such as Quality Management System, Occupational Health and Safety, Environmental Management System and Food Safety Management System. There are certain clauses which are to be followed. We ensure that the application of those clauses is done in totality. We customise to the extent of understanding the local work culture, however, we don’t customise the standards which are internationally recognised. But at the same time, there are certain companies which are much larger and they should look at customising the quality standards for their needs and getting certified by the third party. We are not here just like any other organisations to sell standards; we want quality and recognition to improve at the international level. These customisations are only helpful for bigger companies and government organisations, for example, banks with 500 branches. Their need is not fulfilled by just one standard only. As an accreditation body, we can work with them to create their own standards, and recognise these on international standards. <br />
	<br />
	<strong><br />
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<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">In Nepal, ISO certifications are often mistaken to be certificates awarded for the product quality even though they have been awarded for the management and systems implemented. Is BM TRADA planning to carry out educational campaigns for raising awareness?<br />
	<br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">I have been talking to local partners here on this matter. We need to carry out awareness campaigns not just about quality standards. There are fundamentally four different types of standards which we look at: process standard that certifies the process, product standard that certifies the product, people standard that certifies people and management standard that certifies overall management. Especially, ISO 9001:2008 has not been certifying a product but the system that is constantly there to give better&nbsp;quality products. When the system is good, the product quality will obviously be good. There are also certain product certifications that we do. We are planning to work on many training programmes which we will be very happy to share. There are broadly three areas in which we want to provide trainings. One is RMS implementation training on standards, second is RMS implementation training on business system and the third is awareness and skill improvement training on human skills. There are various ISO standards for every skill such as quality skills, marketing skills, personality skills, and communication skills etc which are very important for an organisation to have. We want to conduct trainings on these different areas and around international standards mostly working in tandem with various organisations. <br />
	<br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You mentioned about person certification. How are people certified? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">If there is a prospect of personal decision-making in the quality of product, how will you know if the person is competent enough to make that decision? Therefore, we make the basic element of the decision-making. BM TRADA is one of the largest personal certification bodies in the UK for timber quality grading. We design a scheme where a person is being taught how to grade a timber based on various specification of the wood by looking at the wood. When he gives the test result this person’s result is then compared to actual tests and if variation is found to be within amicable number, we issue certification. That certificate is considered in various organisations as certificate of quality. In health care, for example, geriatric nurses can work as qualified nurses anywhere in the world. Their earning can be increased significantly just by a small training. The government should also give some sort of recognition to them. On our part, we can design a scheme to certify these people so that they can get much better accessibility and opportunity. In personal certification, you have to identify that one skill which you want to certify and look at the competency that the person has and certify it. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">You said that BM TRADA is planning to be the largest certification body in Nepal. How do you plan to achieve it? <br />
	<br />
	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">There are three things that we believe in. Firstly, our focus on integrated management system that is based on quality, healthcare, safety and environment. We have the largest scope, localised partner and the local face of BM TRADA here. Secondly, we will get into food industry such as hotels, restaurants, bakeries, food processing, tea and others. We can help Nepali tea to earn credibility in the European market. A certification logo speaks for itself. Thirdly, we want to focus on forestry supply chain because Nepal would again have a lot of products coming from the forests. There is a lot of scope for improvement in that part of supply chain. You have timber, plywood, paper, honey, perfume and much more. All these things can be certified to get recognition in the global market. We need to train more people in Nepal for this and create employment opportunities here in this country. <br />
	<br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the prospects you see in other sectors like tourism and hydropower? <br />
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	</span></strong></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Tourism and power are two sectors we would like to work very closely with. Similarly, trading is another such area. We would like to support a lot of trading organisations who plan to grow big and help their distribution system to grow by certifying their distribution system. A consumer would know that the company with certification will be able to provide good quality products. <br />
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<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the challenges you face here while marketing your brand name as well as the quality certifications? <br />
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<div style="text-align:justify">
	<span style="font-size:14px;">The biggest challenge for me is to make people aware that they should meet standards. Once there is awareness, the differentiation between a good and a bad company needs to be explored. Today, international standards are issued by 60 companies but one may want to know which countries these companies operate in and the different certificates they issue. It also matters if these companies have certified big names in the countries they have operated in. Ultimately, it is all about a brand name which people can trust. My challenges are firstly, to make people aware that they need standards and secondly, to differentiate between good and bad. I hope that like-minded people will come together and create an environment to do something substantial here. <br />
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<div style="margin-top:5.0pt;text-align:justify">
	<strong><span style="font-size:14px;">What are the plans of BM TRADA for Nepal? <br />
	<br />
	</span></strong></div>
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	<span style="font-size:14px;"><span style="line-height: 115%;">We are actually thinking very seriously about online training so that we can reach remote places as well as train more people. We are planning to invest heavily in the entire South Asian market. We plan to invest on a portal and work on it so that we can increase the quality of manpower in the region.<br />
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	<strong><span style="font-size:14px;"><span style="line-height: 115%;">Visiting Business People</span></span></strong></div>
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	<strong><span style="font-size:14px;"><span style="line-height: 115%;">‘It’s High Time for Nepal to have More Investors’<br />
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	<img alt="fatma" border="1" height="286" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/fatma.jpg" vspace="10" width="274" /></span></span></strong></div>
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	<span style="font-size:14px;">Professor Dr Fatma Gunseli Malko is the Honorary Consul General of Nepal in Istanbul, Turkey. &nbsp;She hails from Istanbul, Turkey and has completed PhD in Adult Education from Institute of Social Sciences from Marmara University. She was recently in Nepal with a delegation of the Istanbul Chamber of Commerce (ICOC) which is the first formal business delegation from Turkey to Nepal. The Turkish delegation came upon an invitation of Nepal Investment Board (NIB) and with special efforts of Professor Malkoç. Professor Malkoç has worked as a Full Professor in Department of Public Relations, Faculty of Communications in Marmara University, Istanbul. Her teaching faculty ranges from Adult Educations, Adult Psychology to Public Relations and Interpersonal/Institutional Communications among numerous others. In an Interview with New Business Age, Professor Malkoç talked about the potentials of trade and relationship between Turkey and Nepal. Excerpts:</span></div>
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<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What brings you to Nepal this time? </strong></span></div>
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">This time, we were in Nepal with the important delegation of the Istanbul Chamber of Commerce (ICOC). I personally believe it is high time to introduce the business community of Turkey to Nepal to bolster ties in trade and bilateral relations. Also, it’s high time for Nepal to have more investors to have rapid development. The construction and power sectors of Turkey are one of the greatest in the world and if Nepal can tap the opportunity, both the countries can have mutual benefit. </span></div>
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	<span style="font-size:14px;"><strong>Would you share with us about your meetings? </strong></span></div>
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<div style="text-align:justify">
	<span style="font-size:14px;">All of our meetings were fruitful mainly due to the organization and efforts of Radhesh Pant, the CEO of Nepal Investment Board (NIB). We met the Prime Minister and we felt honored with his warm welcome and response. The Prime Minister said that Nepal wants more foreign investment and assured that any type of business would be welcomed from Turkey and support would also be given to Turkish investors. His assurance made the visiting Turkish delegation very happy. We also had a chance to meet the Minister of Industry. </span></div>
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	<span style="font-size:14px;"><strong>What are your areas of interest to invest in Nepal? </strong></span></div>
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<div style="text-align:justify">
	<span style="font-size:14px;">In our talk with Pant, he stressed on sectors like hydropower, infrastructure, agriculture, health, education, mining and also IT in a priority list. These sectors also have good potentials in Turkey. And, in my view, power and infrastructure should be mainly prioritized to invest in Nepal. The frequent electricity cut-off is a nightmare for any of the above mentioned industries. It decreases the efficiency of the factories, and also degrades the quality of life of people. Without infrastructure, power cannot go further at the required pace and better economy leads to the betterment of every life. </span></div>
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	<span style="font-size:14px;"><strong>What were the decisions made through these meetings? </strong></span></div>
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We further consulted with C P Khetan, the Consular of Turkey in Nepal and Kishore Maharjan, the CEO of Civil Bank. We further learnt about the banking system in Nepal. Our delegation was also much impressed with the establishment of NIB. We have had the idea that the board will be very beneficial in coming days and it’s a revolutionary one. In the 1960s, Turkey also faced a weak economy and foreign investment led us to the road of prosperity and we hope the same thing will be applicable to Nepal. In our talks with FNCCI, they also prioritized areas of investment in power, tourism and infrastructure. With CNI, we had sector-wise discussion. During the CNI meet, we also signed a Memorandum of Understanding (MOU) and we feel it was one of the concrete developments. We also decided that the Nepali delegation should visit Turkey in the near future, maybe in January 2013. It is also agreed that there should be an exhibition of Turkish products by ICOC in Kathmandu after six months along with a group of Turkish investors. We also met with the Nepal-Turkey Chamber of Commerce and Industry (NTCCI) which visits Turkey every year. This is a very good development which can lead the way for investors by getting to know the country better. An MOU was signed with NTCCI too. I see a bright future of Nepal if there is political stability and strong government. </span></div>
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<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What could be the area of interest for Turkey’s business community in Nepal? </strong></span></div>
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<div style="text-align:justify;text-indent:14.0pt">
	<span style="font-size:14px;">We are thinking in the same direction as NIB. We know each other’s ideas and have mutual trust. From my side, I will try my best to get investment in infrastructure and construction. Whatever NIB’s CEO Pant suggested was very complementary to the potential of Turkey. We are ahead in infrastructure and construction. So, to make tunnels and roads, Turkey has very good investors. We have European quality in moderate Asian prices which will be beneficial for Nepal. Turkey has a lot of experience in hydropower as we have many rivers in Turkey. There are many projects running with latest technologies. If both the hydropower and infrastructure sectors are developed in Nepal, it will be beneficial for other top priority sectors as well. </span></div>
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<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>We have been enjoying duty free access to US and other few countries. What will be your role to facilitate similarly easier entry for Nepali carpets in Turkey? </strong></span></div>
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<div style="text-align:justify">
	<span style="font-size:14px;">Even though Turkey is one of the best countries for producing quality handmade carpets, Nepali carpets have a big market in Turkey for their design and color. Though there is no economic agreement between Nepal and Turkey so far, I’m trying my best for this. </span></div>
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	<span style="font-size:14px;"><strong>What else are the probable areas of cooperation between Turkey and Nepal? </strong></span></div>
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	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Last year, our Minister of Foreign Affairs visited Nepal and they wanted to start Turkish Airlines service to Nepal via India. But, I think direct flights from Turkey to Nepal will be much more beneficial for both business relations and tourism. So, we have been discussing that there should be a direct flight from Istanbul to Kathmandu. When ICOC and I will be presenting our reports in Turkey, we will definitely highlight this point. Turkey is the gateway to Europe. Qatar Airways is having 4-5 flights a day so I think there is a big demand. It is nice to know that this news has already found space in Turkish newspaper that Nepali business community wants direct flight from Turkey to Nepal. Also, it would a good idea to open an embassy soon to jointly promote economic cooperation between the two countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Being in an influential position, how are you planning to publicize Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I first came to Nepal in 1995-96 as a visiting professor to Kathmandu University. I really love this country and have known Nepal for more than 15 years. We have organized two Nepal Weeks in Turkey and they were big events. All the dancers, musicians and even the royal astrologer Mangal Raj Joshi attended the event. Since I’m a professor, I like to give lectures and I have been giving lectures about Nepal at many places such as Universities, Rotary Clubs, Lions Clubs etc. Now the people in Turkey recognize Nepal when they think about me. I write articles about Nepal in some newspapers and magazines whenever possible. I am interviewed by media people many times. About a year ago, a TV program was made in my house saying “if you can’t go to Nepal we bring Nepal to your House!” since my house is decorated like a small Nepal. I’m proud of representing Nepal as I have created mini Nepal in my house. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What other things are happening and could be done to facilitate the tourism ties between the two countries? <br />
	<br />
	</strong></span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">I have told Nepal Tourism Board many times that they should start investing in new markets. It is high time to search for new markets besides the regular ones like some European countries and the US. The efforts of the Ministry of Tourism alone are not enough to promote tourism. It is also the responsibility of the business community and travel agencies in Nepal. They should have good communication with the representatives of Nepal abroad and give necessary support to them. Honorary consulates are very important in this respect. By uniting our strengths, we can do much more to facilitate the tourism ties between Nepal and other countries. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>Since we don’t have enough aircraft with the national carrier, what could be the best way to promote Nepal in Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Turkish Airlines have a big fleet of aircraft. If Nepal needs more aircraft, there are airline companies in Turkey who can come and invest here. There can be joint ventures as well. We also have private companies with inexpensive airfares and strong market share. Flights from Turkey to Nepal are very expensive at the moment and cost about 800 Euros. This should be made much cheaper to attract more tourists to Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What is the focal point of connecting Nepal and Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="text-align:justify">
	<span style="font-size:14px;">Friendly Nepali people and their culture are similar to us. We have similar cultures and family ties are very close like in Nepal. We are also blessed with nature providing variety of outdoor activities just like they are in Nepal. Turkey also has a great and ancient civilization like Nepal. </span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div style="margin-top:5.0pt;text-align:justify">
	<span style="font-size:14px;"><strong>What are the products that are imported in Nepal from Turkey? </strong></span></div>
<div>
	<span style="font-size:14px;"><br />
	</span></div>
<div>
	<span style="font-size:14px;"><span style="line-height: 115%;">There is a government organization in Turkey and they are promoting trade with foreign countries. They have formed a representation in Nepal and they often visit Turkey. The organization mainly deals in suits, shoes, men’s wear, fertilizers, generators, machine-made carpets, electronic items and food items like noodles, biscuits, candies, oil etc with good quality. I recommend Nepal should buy olive oil and wine from Turkey.</span></span></div>',
			'published' => true,
			'created' => '2012-12-13',
			'modified' => '2013-01-04',
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			'description' => 'Jim Becker is the President and Managing Director of Chevron Phillips Chemicals Asia Pte Ltd and Chevron Phillips Singapore Chemicals Private Limited.Chevron Phillips Chemical is one of the world’s top producers of olefins and polyolefins and a leading supplier of aromatics, alpha olefins, styrenics, specialty chemicals, piping, and proprietary plastics',
			'sortorder' => '635',
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	(int) 3 => array(
		'Article' => array(
			'id' => '743',
			'article_category_id' => '60',
			'title' => 'Civil Aviation November 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div class="news-content">
	<div>
		<span style="font-size:20.0pt;line-height:
115%;Calibri">Dragonair Expands Network in Asia<br />
		<img alt="dragon air" border="1" height="63" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/dragonair.jpg" vspace="10" width="266" /><br />
		</span><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.</span> <br />
		 </div>
	<div>
		 </div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro">Yangon will become the 10th destination to be launched or resumed by Dragonair since April 2012. Rich in history and culture, Yangon is a fascinating city to visit with its hybrid of local, British, Chinese and Indian influences, and it is home to the largest number of original colonial buildings in the region. Most of Myanmar’s commercial activities are centred in Yangon, reinforcing the city’s importance as a business and communications hub. <br />
		<br />
		The press statement read, “The airline will operate the new service with Airbus A321 aircraft, departing Hong Kong every Monday, Wednesday, Friday and Sunday. As well as connecting passengers from around the world into Myanmar, the latest destination launch will offer passengers from Myanmar greater choice and convenience when connecting to Dragonair’s Mainland China network or the vast international network of its sister airline, Cathay Pacific Airways, through the<br />
		Hong Kong hub.”<br />
		<br />
		Dragonair Chief Executive Officer Patrick Yeung said, “Yangon is an important addition to Dragonair’s expanding network in Asia and launching this new destination will further strengthen Hong Kong’s position as a leading aviation hub. We see tremendous potential in this market with both tourism and commercial activities rapidly gaining momentum. We look forward to carrying more passengers between Hong Kong and Myanmar and helping to promote ties between the two places.”<br />
		<br />
		In addition to the new Yangon service, Dragonair also increased frequencies to a number of destinations in its winter schedule, effective from 28 October. Services to Phnom Penh increased from seven to 10 flights per week, while one extra flight was added to Kota Kinabalu, making a total of six weekly flights to this popular Malaysian holiday destination. Dragonair has also been operating 12 flights per week to Phuket since July, up from the previous 10 weekly flights. In addition,<br />
		the airline resumed services to Haikou on Hainan Island, with a daily flight commencing 28 October.<br />
		<br />
		<br />
		<br />
		</span></div>
	<div>
		<span span="" style="font-size:10.0pt;Myriad Pro"><br />
		</span></div>
	<div>
		<span style="font-size:16px;"><span alt="" border="1" for="" height="125" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf.jpg" style="line-height: 115%;" vspace="10" width="257"><strong>Qatar Airways to Join Oneworld Alliance</strong><br />
		<br />
		<img alt="qatar" border="1" height="255" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/qatar%286%29.jpg" vspace="10" width="426" /><br />
		<br />
		<span style="font-size:14px;">Qatar Airways is set to join Oneworld®, adding one of the world’s fastest growing and most highly rated airlines to the world’s leading quality<br />
		airline alliance. Its election as a Oneworld member designate was announced on October 8 at a press conference in New York – home<br />
		of Oneworld’s central alliance management office – with senior executives of Qatar Airways and the alliance’s established member<br />
		airlines in attendance.<br />
		<br />
		Qatar Airways, named Airline of the Year for the past two years by the Skytrax independent airline quality rating agency, is the first of the three major airlines based in the Gulf to sign for any of the global airline alliances, says the company. The Dohabased airline’s implementation<br />
		into Oneworld is expected to take between 12 and 18 months. The carrier is set to move into a brand new home in 2013 with<br />
		the opening of the New Doha International Airport, designed to strengthen its position as a premium global hub with an<br />
		eventual capacity for 50 million passengers a year.<br />
		<br />
		According to the press statement, as a member of Oneworld, Qatar Airways will fly alongside some of the biggest and best brands in the airline business. “British Airways will serve as its&nbsp; sponsor in joining Oneworld, supported by the central Oneworld alliance team, mentoring the recruit through its alliance implementation programme,” read the statement. Qatar Airways will be Oneworld’s second member airline based in the Middle East, alongside Royal Jordanian, which became the first airline from the region to join any of the global alliances when it boarded Oneworld in 2007. “When<br />
		Qatar Airways becomes part of Oneworld, its customers will gain access to the alliance’s truly global network. The 2.2 million members of its Privilege Club frequent flyer programme will be&nbsp; able to earn and redeem rewards on any of Oneworld’s other carriers, with top tier members able<br />
		to use any of the group’s 550 plus airport lounges, and its network will be covered by Oneworld’s market leading range of alliance fares,” reads the statement. Qatar Airways offered customers in Kathmandu with unbeatable fares to some of the world's best destinations during the festive season of Dashain and Tihar. The offer was valid until 31st October which offered customers the opportunity to travel to a variety of destinations at very<br />
		attractive return and one way fares. According to the airlines, economy class return fare started from Rs 41,300 for London, Rs 47,300 for Paris, Rs 65,300 for Zurich, Rs 47,300 for Frankfurt and Rs 102,000 for New York among other destinations at an attractive fare. Similarly, economy class one way fare started from Rs 23,000 for London, Rs 33,000 for Paris, Rs 44,500 for Zurich, Rs 27,900 for Frankfurt and Rs 61,000 for New York among numerous other destinations.</span> </span><span alt="gulf air" border="1" class="MsoNormal" for="" height="125" hspace="10" list="" name="TOC Heading" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/gulf%281%29.jpg" style="line-height: 115%;" vspace="10" width="257"><span style="line-height: 115%;"> </span></span></span></div>
	<div>
		<span style="font-size:14px;">&nbsp;</span></div>
	<div>
		<span style="font-size:20.0pt;line-height: 115%;Calibri">Etihad Offers Discounted Rates for Pearl Business Class<br />
		<br />
		<img alt="edithad" border="1" height="163" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(3).jpg" vspace="10" width="252" /><br />
		<br />
		</span></div>
	<div>
		 </div>
	<div>
		<span style="font-size:42.5pt;line-height:115%;Myriad Pro">U</span><span style="font-size:10.0pt;line-height:115%;Myriad Pro">AE’s national airline Etihad is offering specially discounted rates for its award winning Pearl Business Class seats for the travel period between 1st November and 12th December. Pearl Business Class promises dining on demand services, with a Food and Beverage Manager for its customers, along with an award winning 6’1” fully-flat bed that comes with in-seat massage, read the press statement issued by the airlines on October 14. Similarly, the airline also has a luxurious Six Senses Spa at its Pearl Business Class Lounge along with accommodations for a stylish car and an Etihad Chauffeur. The offer rates are valid in terms of ticket sales from 12th October to 30th November and are as follows:</span></div>
	<div>
		<br />
		<img alt="etihad" border="1" height="253" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/etihad(2).jpg" vspace="10" width="500" /><br />
		<br />
		<br />
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			<span class="A11"><span style="font-size:20.0pt;line-height:
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mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Gulf Air Tops On-time Punctuality Ranking<br />
			<br />
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			<span class="A35"><span style="font-size:42.5pt;mso-bidi-font-family:&quot;Times New Roman&quot;;mso-bidi-theme-font:
minor-bidi">B</span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Times New Roman&quot;;mso-bidi-theme-font:minor-bidi;color:#221E1F">ahrain’s national carrier Gulf Air retained its leading regional position for on-time performance (OTP) in September with 91 per cent flight punctuality. The airline ranked first among its full service competitors and second in the overall list of carriers in the MENA region. <span style="mso-spacerun:yes">&nbsp;</span></span><span style="font-size:10.0pt;color:#221E1F">Statistics released by FlightStats Data, the industry leader in flight information services, revealed that Gulf Air registered on-time punctuality of 91 per cent for its flights arrival for the month of September 2012.</span> </p>
		<p class="Pa18">
			<span style="font-size:10.0pt;color:#221E1F">Gulf Air Chief Executive Officer Samer Majali commented, “Consistently achieving the leading full service on-time punctuality ranking in the region is attributed to the hard work of our operations, and ground staff employees across our network and Gulf Air’s fleet which is now one of the youngest in the region at 4.8 years.”<br />
			</span></p>
		<p class="Default">
			<span style="font-size:10.0pt;color:#221E1F">“We have worked hard to deliver a consistently safe, on-time performance and it is rewarding to see our efforts paying off for our passengers, who enjoy a more efficient travel experience. We look forward to maintaining this excellent record and continuing to operate flights as scheduled providing our customers with the highest levels of service.”</span> </p>
		<p class="MsoNormal">
			<span style="font-size:10.0pt;line-height:115%;color:#221E1F">According to the airlines, Gulf Air has been consistently ranked top for OTP in the region holding the leading position for the quarter, July-September 2012 with an average arrival punctuality of 89.16 per cent, ahead of its main regional competitors.FlightStats has been monitoring airlines’ on-time performance since 2004, tracking over 150,000 flights per day, i.e. nearly 80 per cent of all scheduled passenger flights globally.</span></p>
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			'description' => 'Dragonair on October 12 announced it is planning to launch a new four-time weekly service to Yangon, the largest city and main economic hub of Myanmar, commencing on 9 January 2013. The new service will enhance Dragonair’s presence in the region and provide a significant boost to both leisure and business traffic between Hong Kong and Myanmar, said the airlines.',
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	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
	<div>
		&nbsp;</div>
</div>
<p>
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			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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<p class="MsoNormal">
	<span class="A3"><span style="font-size:16.0pt"><img alt="phil" border="1" height="301" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil11.jpg" vspace="10" width="382" /><br />
	Phil Humphreys </span></span><span class="A25"><br />
	<span style="font-size:14.0pt">Chief Operating Officer </span></span><span class="A25"><br />
	<span myriad="" style="font-size:14.0pt;line-height:
115%;font-family:">Coca-Cola Sabco</span></span></p>
<p class="MsoNormal">
	<span class="A25"><span myriad="" style="font-size:14.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Phil Humphreys is the Chief Operating Officer of the Northern Division of Coca-Cola Sabco based in Dubai. He joined Coca-Cola Sabco in September 2010. He has a strong background in international FMCG sales and marketing. He has also worked with leading international brands such as Johnnie Walker, Smirnoff, Guinness, and an array of other leading brands within the Diageo and Nestle portfolios. He completed the PED/MBA equivalent programme at IMD, Lausanne, Switzerland as well as various other International Management and Executive Development Programmes. </span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">Humphrey’s leadership quality and keen business senses has helped him achieve significant positions in leading global companies. As the Chief Operating Officer at Coca-Cola Sabco (Northern Division), he is currently leading developing markets in the form of the franchises of Vietnam, Cambodia, Nepal, Sri Lanka and Ethiopia. He is also a member of the Coca-Cola Sabco Group Executive Committee. In an interview with New Business Age, Humphrey shared his plans for Coca-Cola Company in Nepal and market strategies among numerous other issues. Excerpts: </span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span class="A65"><span mso-bidi-theme-font:="" new="" style="font-size:13.0pt;mso-bidi-font-family:" times="">&nbsp;</span></span></p>
<p class="Default" style="mso-line-height-alt:10.05pt">
	<span new="" style="font-size:
13.0pt;mso-bidi-font-family:" times="">&nbsp;<img alt="phil" border="1" height="300" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil22.jpg" vspace="10" width="393" /></span></p>
<p class="Default">
	<strong><span style="font-size:10.0pt;color:#211D1E">You joined Coca-Cola Sabco in September 2010. How have you made a difference in this period?</span></strong></p>
<p>
	<span style="font-size:10.0pt;color:#211D1E">Nepal is one of the five countries that I am looking after. In Nepal, I inherited an already good business. We took up the business in 2004 and we have had the business as franchise for eight years now. Every year from 2007 onward, we have delivered double digit growth both on the top and bottom lines. One of the things that we talk a lot about Nepal strategy is amazing relationships with people as one of the strengths. We spend a lot of time engaging with Nepali people both at the plant and in the field. We also spend a lot of energy in engaging with our stakeholders and believe in power of relationships. That is one of the things that have really happened in the last two years since I joined the company. As far as engagements go, every year we </span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">measure how engaged our people are. Last year it was incredible 96 per cent, which is the highest in the whole company. Out of 11 countries, there is no other country in Sabco with higher engagement than that. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have an extensive experience in the FMCG field and possess in-depth knowledge of global brand development. How do you view your current experience at Coke?</span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The key thing about the system at Coca – Cola is to work in partnership and collaboration. For example, you can do everything in Nepal from marketing and selling to distribution while Coca-Cola Company owns the brand and does all the corporate marketing. So, one of the things about the system is to collaborate really well and maintain tension in the conversation. You have got to challenge and be there with each other. I had not experienced this kind of a system before and never experienced working for a private company before. Therefore, these are new experiences for me. In Nepal, we have set up two publicly listed companies and majority of shareholding is our own while we do have a number of knowledgeable people as minority shareholders. We are heavily backed by a private company who can make decisions easily. We are part of a public company here and need to make agreement through our annual general meetings. For example, we are building a new plant in Bharatpur which is a US$ 25 million investment. That is about four times the average injection capital that we would put into the country. It is going to be fantastic and I am really excited because it not only creates a lot of new job opportunities but it is also going to give us PET plastic bottles.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;<br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45.jpg" vspace="10" width="432" /><br />
	</span></p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How far have you reached in your expansion plan for Coca-Cola in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We are going through our plans right now and always look at three year plans. We want to be a non alcoholic energy drinks company by 2013. We want retailers, customers and consumers to able to come to us and get anything they want from our portfolio. They can get sparkling drinks right now but they can’t get juice, water and energy drinks. That is going to be part of our expansion in the coming years as we are definitely interested in these areas. We are in discussion with our partner about the possibility at the moment and also looking after the water facility in one of our existing plants. I am expecting to play a much broader role in this non alcoholic drink segment in a year’s time. We have a lot of opportunities as this country is very much an emerging market. </span></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Where will you reach in the next two years after the expansion and all these investments?</span><br />
	</strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We try to think a little further than just one, two or three years. In a country like this, you cannot just look forward to 2013 only. I think that the non alcoholic drinks market in this country is basically worth 25 million cases right now. It would probably grow to become a 200 million case business by 2020. This is a brilliant place to be in for doing business from a consumer perspective even though it is not the easiest place to do business from regulations perspective. But what matters at the end of the day is that Nepali consumers are demanding more from a company like ours. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there a chance that you will start bottling canned beverages here in Nepal?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	Probably not at the moment because we have various other options that we can look at. The market for canned beverages is still very small. For the next few years, the glass bottle is going to be continuously very important part of the battle between Coke and Pepsi. We are going to make sure that it is affordable and everybody has access to Coca-Cola. Our mantra for the year is ‘within arm’s reach’. Now my dream is to have our quality products in different packaging formats which people can rely on and get those products literally within arm’s reach. That is a big responsibility and most important thing is to do it in a sustainable way. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The overall transaction of your competitor comes more from food business than the sale of cola drinks. Have you ever thought to focus on the food business as well?</span></strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	<br />
	We will not be getting into the food business. Anything is possible in terms of partnerships as such but whether Bottlers Nepal Pvt Ltd will ever buy a food company is something I can’t predict about right now. Taking up secondary distribution is possibly an option but it’s definitely not a priority right now. We want to sell Coca-Cola, Sprite, Fanta and Kinley and want to and open as many new outlets as possible to give people an opportunity to retail our products. Food business is not the direction for Coca-Cola Company, it is soft drinks only.</span><br />
	&nbsp; <br />
	<br />
	<img alt="phil" border="1" height="306" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/phil45(1).jpg" vspace="10" width="432" /><br />
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Is there any negative impact for cola industry in Nepal like in India because of the propaganda against cola from certain quarters? </span></strong></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Not at the moment though of course we do need to be careful. There has been some negative publicity against soft drinks but I think there is a great opportunity for us in this industry to come together as non alcoholic beverages industry and actually do some better work right now. I think we always need to be very careful about NGOs’ and public perception of soft drinks but I personally have massive confidence in our products. It is time for educating consumers that Coca-Cola is about health and wellness. The average consumption of Coca-Cola here is nine bottles per capita for an entire year so there is a lot of room. We have a lot to do about giving back to this country - getting involved in education, sustainability and renewable energy. These are the three areas we are going to significantly focus on. I think we will be doing well if we show the government and our consumers that we are a locally responsible business. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">You have changed the focus of your advertising campaigns from electronic and print media to hoarding boards. What is the targeted outcome that you are looking at? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I am a marketer by background so I love all those stuffs. The time was right for us to do something different few months ago and we started printing Kathmandu around February this year. Everywhere you went, you saw boards with Rs 20 for 350 ml bottle of Coke. Personally, I think it is the right way to go right now for Nepal. I call it visibility but it needs to be the part of the whole 360 degree integrated campaign. You can’t just have it on TV or a single media. I would like people to see our brand wherever they go and not just when they go home and switch on their television sets. You will continue to see a lot of them in the future as well. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new CSR activities that Bottlers Nepal is coming out with? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	We are going to focus particularly on water usage because our water usage ratio is pretty low. The Coca-Cola Company is very happy with us and the team here has done a great job so we will continue to focus on it. That means we are going to give more water back to the ground than we basically take out. So, a good example of this is rainwater harvesting projects that we are doing at number of places in association with the NGOs. We have also organised environment cleaning campaigns. Another thing that we will be doing but have not really started yet is to facilitate solar energy run coolers. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">What are the new changes that you are making in different fields of Bottlers Nepal’s operations?</span></strong><span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	<br />
	The big thing is adding a new facility that we have not done for years. We are also going to expand the portfolio of non alcoholic drinks. We will also be putting a lot more people into frontline sales to execute our operations more efficiently. </span></p>
<p class="Default">
	 </p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coke conducted a study recently on shoppers’ loyalty and retail dynamics. What were the findings about the behaviour of Nepali consumers? </span></strong></p>
<p class="Pa24" style="margin-top:5.0pt;text-align:justify">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">We understood a little more about how shoppers shop than we already knew. One of the things we learned a lot about was that Coke clearly stands out when you put Coca-Cola, Sprite or Fanta, particularly Coca-Cola, next to another product which is associated with an occasion. Another aspect about Nepali consumers was that they like simplicity, they don’t like complications. That was a great message, as many times, big company like us tend to over engineer the world. The fact that simplicity of packaging and product never ever changes the taste of the product, was a great finding for us. </span></p>
<p class="Default">
	 </p>
<p>
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">How is Coke changing its business strategy in Nepal in regard to these findings? What is the targeted increase in your market share? </span> </strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong> <span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">I think consumer and meal occasions are changing. My demand is that every eating and drinking outlet I go to should have a poster with Momo or another Nepali dish plus Coke and their combined price. That is really the big change that is currently being done. People always drink Coca-Cola at a little grocery out there but now there is going to be a big shift in the mindset of the consumers. As for market share increase, the general rule for us is we are very happy if we can get one per cent market share rise per year.</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;color:#211D1E">&nbsp;</span></p>
<p class="MsoNormal">
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			'created' => '2012-12-06',
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			'description' => 'Phil Humphreys is the Chief Operating Officer of the Northern Division of Coca-Cola Sabco based in Dubai. He joined Coca-Cola Sabco in September 2010. He has a strong background in international FMCG sales and marketing. He has also worked with leading international brands such as Johnnie Walker, Smirnoff, Guinness, and an array of other leading brands within the Diageo and Nestle portfolios. He completed the PED/MBA equivalent programme at IMD, Lausanne, Switzerland as well as various other International Management and Executive Development Programmes.',
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<p class="MsoNormal">
	<span style="font-size:32.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">&nbsp;</span></p>
<p class="Pa9">
	<span class="A15"><span style="font-size:59.0pt">F</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">or Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies. <br />
	<br />
	<br />
	And there are festivals like Dashain-Tihar, Chhat, Id and Christmas – they all bring jubilations. The moment is worth being oblivious to everything possible from gloomy outlook of the economy, ever-angry face of your prime minister to virtually doomed future of the country. As Nepalis have long tradition of celebration, they don’t normally need advice on how to take out best from festival celebrations. However, in secular Nepal, these celebrations also have to be aptly fitting. So here are some tips to make these celebrations acceptable across all caste, creed and religion: <br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt;text-indent:-14.0pt">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-spacerun:yes">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</span>Booze Out : Taking holy bath every morning during the nine days of Navaratri (ir Dashain) and five days of Yama Panchak (Tihar festival that falls after a fortnight of Dashain) are the things of past feudal Nepal. In new Nepal, the tradition of holy water sprinkling has been changed to distilled ‘water’ drinking, uniformly. Old traditional water use was limited only to Hindus, depriving other groups of equal celebration rights. So the new distilled water which is inclusive akin to federal character has replaced the old holy water with vigor and speed. One may or may not be Hindu, put tika or not. But because of this liquid, everybody can equally enjoy the festivities. No need to mention about equally secular feast of food. <br />
	<br />
	Old were the times when certain social groups didn’t eat certain types of meat. Now every meat is acceptable to everyone -- no bars to beef, buff, pork or chicken. This actually adds the pleasure of the festival for reasons of variation in dishes and tastes. So break free, booze out to the fullest. All breathalyzer holding cops will be either of the roads or on similar festive mood as you are. <br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt;text-indent:-14.0pt">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• <span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp; </span>Gamble to the Hilt : Festivals are the time to convert the home living rooms to virtual casinos. For your convenience, the Maoist government has done a cultural revolution by generously reducing the load shedding to 18 hours and then for the festivals to 12 hours a week for festival related cultural activities like gambling, drinking and gang-fighting. Not only that, to extend days of playing dice and card games of marriage, flush or twenty-nine, there will be two days of weekly holidays, beginning soon after Dashain. Moreover, as always, resourceful Nepalis are free to go, at their will, to the casinos so arduously protected by the Maoist cadres.<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Uphold Traditions: Any festival somehow has religious or symbolic value. There used to be Rawan badh street drama, Durga bhajan singings at the neighbourhoods during Dashain or Deusi-bhailo during Tihar. But in essence they were all about making noises to scare away the demons. As that is not suitable for the modern days. Instead, play the music with loudspeakers fully on and dance till midnight so that all the neighbors can also feel that some demons are really on the move. <br />
	<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Count on the Discounts: Every item you want to buy during these festivals is discounted. Cloth and shoe stores are clearing the stocks and mobile service providers are offering highly discounted rates. Housing companies are coming up with buy-one-get-one offer. So take advantage of this by making an extra bit - send extra SMS, buy extra house or a car. Don’t worry about money. If banks are not lending, find a local cooperative or dhukuti operator. After all, Nepal is the only country where you can get loans for festivals.<br />
	<br style="mso-special-character:line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Influence Others: If you are in business and want to ensure big returns with small investment, this is the opportunity. Send gift packages, mainly liquor bottles, to government officials, powerful mediapersons or the people who you think may be useful to you. Any gift given during these festivals will never be deemed as graft or bribe but surely work as exactly the same as the latter does.<br style="mso-special-character:
line-break" />
	<br style="mso-special-character:line-break" />
	</span></p>
<p class="Pa30" style="margin-left:14.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">• Stay in Liberated Mood : Regardless of inflation, loan or what you do after these festivals, stay cool sipping more chilled beer or whiskey on the rocks and be in full masti mood. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Happy festival season!</span></p>',
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			'created' => '2012-12-06',
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			'description' => 'For Nepalis, every bit in life is celebration. Sixth day of the birth is a ceremony, then comes naming ceremony. That is followed by rice-feeding, sacred-thread wearing and marriage ceremonies. Then there are ceremonies at different age points of the person. And finally there is death which is again observed as a ceremony and that too follows a ceremony every year – called Shraddha. You or your kith and kin invite all your loved ones, eat drink and enjoy in these ceremonies.',
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			'title' => 'Cover Story November 2012',
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			'content' => '<div>
	COVER STORY</div>
<div>
	<span>By Pinaki Roy (with inputs from Sushila Budhathoki, Bivek Dhakal and Abha Dhital)<br />
	<br />
	<br />
	<img alt="coverstory" border="1" height="362" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/coverstory(3).jpg" vspace="10" width="400" /><br />
	</span></div>
<div>
	 </div>
<div>
	Corporate Buildings</div>
<div>
	<span>Customised Business Premises as Corporate Fad</span></div>
<div>
	 </div>
<div>
	<b>Corporate houses in Nepal are attracted towards having their own buildings with a vision to make business operations easier and less time consuming among a host of other reasons. The trend of getting customized buildings constructed has caught up fast with the corporate entities in the last one-and-a-half decade or so, observe analysts.</b></div>
<div>
	 </div>
<div>
	<span>G</span>etting a building constructed for business purposes is becoming a onetime and long-term investment for the corporate groups in the country. Om Rajbhandary, the Chairman of Brihat Investments Pvt Ltd credits the banking sector for starting the trend. He says, “The banks were among the first ones to have their own buildings constructed while the other sectors followed suit in the last 15 years or so.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	Operating from rented offices is becoming a thing of the past. By having their own buildings, corporate big-wigs are focusing more on creating an impression on their business associates and the clientele at large. People usually perceive a corporate house to be of a certain standard if it owns a building. Kumar Lamsal, the CEO of Sanima Bank believes, “It directly relates to the image of a company that can neither be built nor destroyed in a day.” He explains that though one has to spend a huge amount in constructing own building, “The benefits are for many years to come and the cost will be ultimately compensated in the long run.”</div>
<div>
	 </div>
<div>
	 </div>
<div>
	From a global perspective too, the need of the hour for businesses is to opt for high rise buildings. It is more so in the case of Nepal where there is little land to spare in urban areas, especially in Kathmandu, where most corporate houses operate from. The multi-storied corporate buildings serve as easy means to minimize uncontrolled urbanization as well as the completion cost of the buildings. “I believe that the corporate big-wigs building skyscrapers for their organizations is a positive initiation given the rapid flow of unmanaged urbanization in Kathmandu,” says Bishnu Panthee, the Vice President of the Society of Nepalese Architects (SONA). He adds that there aren’t any viable options other than building high rises in the capital as the city needs to adapt to the latest trend and move ahead with the times.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	The charm of working when you are using your own resources makes the working environment more conducive and also boosts the workers’ moral spirit. Working environment plays a vital role in productivity and a good infrastructure certainly leaves a good impression on the minds of the internal as well as external customers. A well furnished and equipped office space helps to maintain reputation and image of the companies. Round the clock CCTV and security system, high speed elevators, fire fighting system, emergency exits, telephone facilities on demand, adequate parking space, power back-up system, earthquake resistant structures and external finishing are features and facilities that the corporate buildings provide.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	There is a deep-rooted concept in the psyche of a regular Nepali that people who have their own houses are stable. “Having own building for corporate and business purpose feels no different and hence, can’t be termed as an exception,” asserts Rajbhandary. He adds, “It is high time indeed for the corporate houses to move on with their own resources.” Lamsal agrees and cites the convenience of conducting business operations from own premises as an overriding reason for the decision to have ‘Alakapuri’, Sanima Bank’s corporate headquarters. He adds, “For a bank, owning a building means a lot and having it has always been one of our priorities. We needed the building to run our business in the most efficient manner possible.”</div>
<div>
	 </div>
<div>
	The trend for owning customized buildings has emerged as a requirement for the Nepali corporate houses. To have your own building makes you feel like you have everything in your business, say experts. “You are comfortable in that building because it’s made as per your requirements and hence, it has become common for corporate houses these days to treat this factor on a prioritized basis.” The sense of pride and ownership in having one’s own office premises is a temptation that most corporate companies are finding hard to resist and one that promises to grow stronger as time passes.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Sanima Bank<br />
	<br />
	<img alt="sanima bank" border="1" height="346" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/sanimabank(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	Commonly known as Sanima Bank building, the ‘Alakapuri’ building is situated in Naxal. Designed by Architect Dr Prakash Bir Singh Tuladhar of New Progressive Designers, it has a contemporary design with structural glazing facade. While Vastu has been adhered to, it also has a fountain and basement parking. This six storied building with a total area of approximately 47,000 sq ft can accommodate up to 300 work station at one time. It also has elevator and automatic sensor doors in each floor. Approximately, Rs 350 million was invested in the building which took three years to complete and came into operation in January this year.</div>
<div>
	 </div>
<div>
	<br />
	 </div>
<div>
	<span>Butwal Power Company<br />
	<br />
	<img alt="butwal power company" border="1" height="149" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/butwal-power-company(1).jpg" vspace="10" width="171" /><br />
	<br />
	</span></div>
<div>
	Butwal Power Company (BPC), located in Buddhanagar, is designed by Innovative Createers Pvt Ltd. This nine storied building with a basement and gross area of 50,000 sq ft can accommodate up to 300 employees. While the building is mostly based on Vastu, it also portrays the Green Building concept with an objective of being LEED (Leadership in Energy and Environment Design) certified project to be issued by USGBC (US Green Building Council). The BPC building has Earth Air Tunnel with solar system for continuous hot/cold air, Wind Turbine (3KW capacity) with battery hybrid system, Anaerobic Sewage Filter System, double glazed window system for energy optimization, deep boring for water supply, and LED lights. Its underground parking system can accommodate up to 50 vehicles at a time. It has two elevators and a terrace garden of approximately 15000 sq ft in area. With open office arrangement, the building also has a pantry in each floor. Approximately, Rs 300 million was invested in the building which took three years to complete and came into operation in August this year.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>Bhat Bhateni Super Market<br />
	<br />
	<img alt="bhat bhateni" border="1" height="290" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bhatbhatenisupermarket(1).jpg" vspace="10" width="338" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Bhat Bhateni Super Market is situated in Tangal. With a total area of 85,000 sq ft, the building has five floors. This Seismic Resistant Structure designed by Tanka Bahadur Shrestha is also based on Vastu. The building that has a massive accommodation capacity was constructed in several phases. It has five escalators and a 13 person capacity elevator. The parking area for customers has room for 75 cars and 400 motorcycles. The building also has a 24 hours generator backup system.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Prabhu Finance Company<br />
	<br />
	<img alt="prabhu" border="1" height="340" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/prabhufinancelimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Prabhu Finance Company Limited located in Lainchaur is designed by Dr Prakash Bir Singh Tuladhar. This contemporary building has six floors and an area of 26,300 sq ft. This building can accommodate up to 250 people at a time. A total of Rs 100 million was invested in the construction of the building that took 18 months to complete. The building has pantry, elevator and a basement parking area.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Shikhar Biz Centre<br />
	<br />
	<img alt="shirkhar" border="1" height="335" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shikarfinancelimited(1).jpg" vspace="10" width="391" /><br />
	<br />
	</span></div>
<div>
	Shikhar Biz Centre situated in the heart of Thapathali boasts of seven floors. Designed by Vastukala Paramarsha, the building is vastu friendly. The design of Shikhar Biz Centre has a contemporary look and the owner Shikhar Insurance operates from the fifth, sixth and seventh floors. With an investment of about Rs 200 million, the building took four years to complete construction. The building has an area of 5500 sq ft and includes a small lawn and underground parking. The building has two elevators, a staircase and an emergency staircase.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>Rastriya Banijya Bank<br />
	<br />
	<img alt="rastriya banijya bank" border="1" height="411" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/rastriyabanijyabank(1).jpg" vspace="10" width="485" /><br />
	<br />
	</span></div>
<div>
	The design and supervision of Rastriya Banijya Bank (RBB) was done by Rachana Consulting Architects and Engineers Pvt Ltd. RBB, government owned and the largest commercial bank in Nepal, was established in 1966. According to an RBB source, a French lady was the architect of the building. Located in close proximity to Singha Durbar, the seven storied building has an accommodation capacity of 500 people. With an investment of Rs 110 million, it took two years to complete construction. The main building, built in an area of 11 ropanis, was officially inaugurated in 2055 BS. The building has a parking area, a garden and three big halls. The special feature of building is that all the rooms receive adequate natural light. The Bank also has a cafeteria for the staff and two elevators.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Lomus Pharmaceuticals<br />
	<br />
	<img alt="lomus" border="1" height="276" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/lomusparmcuticals(1).jpg" vspace="10" width="320" /><br />
	<br />
	</span></div>
<div>
	Bishnu Panthee, the Vice President of Society of Nepalese Architects (SONA) is the architect of Lomus building situated at Lazimpat. While talking about Vastu, minute details have been taken into consideration and the building has a contemporary look. It has three-and-a-half floors with an overall accommodation capacity of 80 people. It took around seven months to complete the construction of the building. Constructed with an investment of about Rs 40 million, the Lomus building built on an area of 20 annas has been in operation since the last seven years. It also boasts of a spacious parking lot and a big hall.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Siddhartha Insurance<br />
	<br />
	<img alt="siddhartha" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/siddharthainsurance(1).jpg" vspace="10" width="431" /><br />
	<br />
	</span></div>
<div>
	Vastu Kala Paramarsha designed the building of Siddhartha Insurance Limited located at Babarmahal and is vastu-friendly. The five-storied building has an accommodation capacity of 42 people on each floor. With an investment of approximately Rs 90 million, the construction started in 2066 BS and it took two-and-a-half years to complete. The building came into operation five months ago. The total area of the building is 12000 sq ft and has a double basement parking in addition to two elevators. The fourth and fifth floors of the building are used by Siddhartha Insurance. Similarly, rest of the floors are given on lease. The building has a special ‘Betel Leaf’ shape on the north east direction covering second, third and fourth floors.</div>
<div>
	<br />
	<br />
	 </div>
<div>
	<span>NMB Bank<br />
	<br />
	<img alt="nmb" border="1" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nmbbanklimited(1).jpg" vspace="10" /><br />
	<br />
	<br />
	</span></div>
<div>
	The building and interior design of NMB Bank located at Babarmahal is done by Architecture Design Firm. The building of NMB is based on vastu and can accommodate around 250 people. The building has five floors and boasts of a contemporary look. It took around one-and-a-half years to complete the building construction, with an investment of Rs 50 million. The total land area of the building is 11529 sq ft with open space covering 6980 sq ft and plinth 4547 sq ft. The bank building has separate parking facilities for two wheelers and four wheelers. Similarly, the building has training and system rooms and has ensured efficient management of space for large number of staff in the main hall. The building also has an elevator.<br />
	<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Ace Development Bank<br />
	<br />
	<img alt="ace" border="1" height="339" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/acedevelopmentbanklimited(1).jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate building of Ace Development Bank located at Naxal in Kathmandu is designed by Architect Rajesh Shrestha from Vastukala Paramarsha Nepal. From the direction of the floor face to the positioning of different departments, the structure of the building is completely based on the instruction of Vastu expert Madhav Mangal Joshi. The four-storied building accommodates around 120 employees and is built on two ropanis while the total area of the building is 20,000 sq ft. The first phase of the construction was completed in one-and-a-half years which included the basement, ground floor and first floor. The rest of the construction was completed three months ago. The bank has utilized the space to the maximum; there is a basement with parking capacity for 27 cars, a conference hall with 100 people capacity, a garden inside the compound, and a cafeteria for the staff. It has meeting halls in each floor while rain water harvesting system makes the building unique among other corporate buildings.<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<span>Nabil Bank</span></div>
<div>
	<br />
	<img alt="nabil" border="1" height="341" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nabilbanklimited.jpg" vspace="10" width="400" /><br />
	<br />
	 </div>
<div>
	Located at Durbarmarg, the heart of Kathmandu, the corporate building of Nabil bank has a combination of modern design and vastu. The building is designed by Design Cell Pvt Ltd and the annex building took about 12 months for the construction. The total area of the building is 53500 sq ft which has six floors including the basement. The bank shifted in the building in November 2010 which accommodates around 320 staff members. There is a roof top garden, two units of elevators and two staircases in the building. Basement parking is only meant for motorbikes while two other parking spaces behind the building are for other vehicles. The basement parking accommodates around 100 motorbikes while 40 big vehicles could be parked over the ground.</div>
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	 </div>
<div>
	 </div>
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<div>
	 </div>
<div>
	<span>Saakha Halls<br />
	<br />
	<img alt="saakha halls" border="1" height="253" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saakhahalls.jpg" vspace="10" width="293" /><br />
	<br />
	</span></div>
<div>
	 </div>
<div>
	The five-storied corporate building of Saakha Group located at Tinkune, Kathmandu is built as per pillar system and is contemporary in design. The building is built on 2.5 ropanis while the area of the building stretches about12500 sq ft. Since the building has window glasses on three sides, there is no need to switch on the lights during the day time. The group established their office in this building two years ago that accommodates around 200 people. There is a board meeting room, a visitors room for staff and a business room. Parking facility inside the compound is available with a capacity to accommodate 15 big vehicles and 25 motorbikes. A separate pantry for staff, a 100 KV transformer and lift facility are also part of the building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Sarada Group<br />
	<br />
	<img alt="sa" border="1" height="278" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/saradagroup.jpg" vspace="10" width="400" /><br />
	<br />
	<br />
	</span></div>
<div>
	Sarada Group’s corporate building is located at Thapathali. Designed by Architect Rajesh Shrestha of Vastukala Paramarsha, the building is built on an area of two ropanis and stretches to 40000 sq ft. Constructed at a cost of around Rs 100 million, it can accommodate around 300 people. The building has six floors including the basement parking which accommodates around 100 motorbikes and 30 vehicles. There is also a motorbike parking over the ground within the compound area. The group is operating from the third floor of the building since the last three years and has rented other floors to various businesses. It also boasts of an elevator and generator back up.</div>
<div>
	 </div>
<div>
	<br />
	 </div>
<div>
	<span>United Traders Syndicate<br />
	<br />
	<img alt="united" border="1" height="343" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/unitedtradersyndicate.jpg" vspace="10" width="400" /><br />
	<br />
	</span></div>
<div>
	The corporate office of United Traders Syndicate, the sole distributor of Toyota vehicles in Nepal, was built more than 45 years ago. The building was further renovated 15 years ago at a cost of around Rs 50 million. Built from Nepali bricks, the building has the look of a typical Nepali house with a modern design. It accommodates around 120 staff members. The five-storied building has different departments in each floor including the Chairman’s office on the third floor, a conference hall on the fourth floor and a monitoring, controlling and processing room (MCP) on the fifth floor. The parking at the building accommodates around 30 big vehicles and 50 motorbikes. The building is built on six ropanis and also features a small garden, a workshop and a sales office.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>Brihat Investment<br />
	<br />
	<img alt="brihat" border="1" height="359" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/brihatinvestment.jpg" vspace="10" width="415" /><br />
	</span></div>
<div>
	 </div>
<div>
	The corporate building of Brihat investment is designed by Architect Prathana Vaidya. The company has tried its best to incorporate every possible feature based on vastu from office cabin to its desk position. Contemporary in form, the building has features like duplex unit with eight rooms, two board rooms, executive board room and an executive lounge. Lawns, separate parking areas for motorbikes and cars, pantry and a spacious garden are also part of the building. The 3500 sq ft building took one year to complete with an investment of Rs 40 million. The company shifted in this building in 2010 which also has an elevator facility. Brihat Investment itself designed the building with the concept of an open office plan for easy and cross communication between the departments as well as to take maximum advantage of the natural light.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>NIC Bank<br />
	<br />
	<img alt="nicbank" border="1" height="368" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/nicbank.jpg" vspace="10" width="448" /><br />
	<br />
	<br />
	</span></div>
<div>
	 </div>
<div>
	The Biratnagar corporate office of NIC Bank is housed in a classical building on the city’s main road. Internal layout of the building is according to Vaastu and the designing credit goes to Adf Nepal. It is a two-storied building with 17 office rooms including four different halls namely customer services, board room, trade finance and company secretary. The building is built in an area of 7290 sq ft land and the interior of the building measures 6578 sq ft. The parking space at the front is about 750 sq ft which is designated for customers while the parking space behind the building is for the staff. The building has accommodation capacity for 192 employees. There is a small garden and lots of indoor plants in the building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	Disclaimer</div>
<div>
	 </div>
<div>
	The corporate buildings featured in this article were covered as per the following criteria:</div>
<div>
	 </div>
<div>
	<span>1)<span>       </span></span>Only the corporate buildings that were conceptualized by the owning companies/business groups themselves were taken into account.</div>
<div>
	 </div>
<div>
	2) As per the criteria, the companies were expected to have their own corporate offices in the said buildings.</div>
<div>
	 </div>
<div>
	3) Even if some parts of the buildings were rented out/ leased to other businesses, they must largely reflect the identities of the (respective) majority stakeholders.</div>
<div>
	 </div>
<div>
	Additionally, we could only cover a limited number of corporate buildings for a variety of reasons and hence, the article does not represent an exhaustive list of buildings owned by corporate entities that we have in the country.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	COVER STORY</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<span>‘It’s the Need for Businesses to Opt for Skyscrapers’</span></div>
<div>
	 </div>
<div>
	<img alt="bishnu" border="1" height="323" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bishnupanday.jpg" vspace="10" width="293" /><br />
	<strong><br />
	</strong></div>
<div>
	<strong><span>BISHNU PANTHEE </span></strong></div>
<div>
	<strong><span>Vice President </span></strong></div>
<div>
	<strong><span>Society of Nepalese Architects (SONA)</span></strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you comment on the recent trend of corporate houses to have custom built office buildings?</strong></div>
<div>
	 </div>
<div>
	I believe it is a positive initiation given the unmanaged urbanization in Kathmandu. The major factors of zoning and the high and low rise structures, however, should be carefully implemented while constructing custom office buildings. Such initiatives should be approved keeping in mind the safety and security factors first. Nonetheless, there should also be proper implementation of land use maps by abiding the theory of urbanization.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Tell us about the experience of SONA while dealing with the corporate houses in such matters?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The main concern here is the high cost of land in Kathmandu. In rising cities like Kathmandu, such artificial hikes make it difficult for the owners to purchase land for construction. It also adds more challenges on the part of SONA. Being an umbrella association of Nepali architects, SONA has experienced several ups and downs. Sometimes, our designs have also been misused. We use theory, knowledge and modern technologies in our practice. However, we still lag behind when it comes to proper implementation of the same. Ultimately, the high cost of land causes hiccups and the projects become more expensive than is expected.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>So what could be the solutions to minimize the risks?</strong></div>
<div>
	 </div>
<div>
	To begin with, legal measures to control the artificial price of land should be taken into consideration. We haven’t strengthened ourselves technically as well as legally. Therefore, infrastructure development should be well governed and monitored by the authorized policy makers to minimize the risks. As we are rich in antique designs, much research should be done to dig into our architectural history that is unknown to most people.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are the government policies in place given that Kathmandu falls under a fragile seismic zone and is highly prone to earthquakes?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The government policies don’t reveal much and are also not up to the mark when compared to the global phenomenon. The loose monitoring system and purview sometimes make it so hard for us that we have to take steps to take matters into our own hands. Besides, the lack of tight scrutiny and invigilation cause the projects to fizzle out. Nevertheless, we are doing our best to comply with the basic standards. Regarding the Kathmandu Valley part of the fragile seismic, we believe that there is a solution to every problem. For example, in the case of Japan, there are many high rise buildings and the country is prone to earthquakes. If proper monitoring, quality maintenance, awareness and utilizations are in place, then we can definitely minimize the risks involved.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What is your comment on the trend of corporate houses opting to build skyscrapers in the current scenario?</strong></div>
<div>
	 </div>
<div>
	While analyzing the trend from a global perspective, it is the need of the hour for businesses to opt for skyscrapers. In our case, I see the skyscrapers as a welcome respite to the mismanaged urbanization. Additionally, it also minimizes the projects’ completion cost. We don’t have any viable options and must adapt to the latest technologies practiced globally.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How is SONA addressing the unethical practices in this business?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	SONA is an independent non-profit and professional association of architects in Nepal. We are the voice for the architects and work to protect their rights. Therefore, we try our best to discourage any unethical practices at all times. We meet and hold discussions within the association as and when any untoward and malicious situation arises. Even though we may not take any official action, we definitely try to expose such practices in the public domain.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you perceive the artistic choice of the architects themselves while building these corporate offices?</strong></div>
<div>
	 </div>
<div>
	Quite literally, SONA is here to add glitter to gold. An individual architect always strives to seek his/ her identity at some point or the other. It is our responsibility to help realize that vision for every architect. For example, if someone comes with a creative design, then we scrutinize the work and finalize the decision on a bilateral basis. Therefore, the creativity of an architect’s work can be well explored ultimately. The brand value consciousness is also a prime concern for us to safeguard the professional rights and interests of the architects.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What are major points to consider for ideal office buildings in commercially burgeoning cities like Kathmandu?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	The recently built commercial buildings in Kathmandu should be careful that the historical and cultural importance of antique buildings is not disturbed. In the quest for constructing swanky buildings, the artistic values of endangered heritages must not be compromised with. Taking it as our social responsibility, SONA has discouraged such acts. For example, we have been opposing the construction of high rise buildings around Dharahara, for example, and raising our voice to keep ancient art intact while renovating old temples across Kathmandu.</div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Do you think the investments made by corporate houses in constructing own buildings pay them in the long run?</strong></div>
<div>
	 </div>
<div>
	This depends on the will power of the investors to cope with the challenges ahead. Given the uncertain political state of the country and ineffective policies as regards the housing sector, our path is full of thorns. The first and foremost concern is the artificial price of land. Therefore, if these issues are properly addressed, the situation may get better for the corporate houses.<br />
	<br />
	<br />
	 </div>
<div>
	 </div>
<div>
	<strong><span>‘Owning a Building Helps a Corporate House Enhance its Brand Image’<br />
	<br />
	</span></strong></div>
<div>
	<strong><br />
	<br />
	<img alt="kumar" border="1" height="320" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/kumar.jpg" vspace="10" width="278" /><br />
	</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong><span>KUMAR LAMSAL </span></strong></div>
<div>
	<strong><span>CEO, Sanima Bank</span></strong></div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What is the reason behind naming Sanima Bank’s building ‘Alakapuri’?</strong></div>
<div>
	 </div>
<div>
	It is because Alakapuri refers to the state ruled by Kuber, the lord of wealth. Hence, we decided to name our building after his empire because he is worshipped as an important god when it comes to money and business.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as the need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	I don’t think it is compulsory or urgent for any of us to own buildings. Constructing own building depends on one’s choice and the kind of business they run. However, I think such a trend has emerged as a requirement for corporate houses where it has become increasingly important to own a building. It is a psychological factor where owning a building makes you feel secure and gives a sense of achievement. You are comfortable in that building because you have made it as per your requirements. Hence, it has become common for corporate houses these days to follow this trend.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Specifically speaking, what is it that led Sanima Bank to construct its own building?</strong></div>
<div>
	 </div>
<div>
	For a bank, owning a building means a lot. It leaves a good impression on the public in terms of an enhanced brand image. A bank usually works for a long term and since we are here in this business for a long time now, having our own building has had been one of our priorities. We needed the building mainly to run the business properly.</div>
<div>
	Could you please tell us about the investment that has been made in the construction of your new premises?</div>
<div>
	We have invested around Rs 34 million on the construction of the building which took three years for its completion.</div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>Do you think the investments made in their own buildings pay the corporate houses in the long run?</strong></div>
<div>
	 </div>
<div>
	Constructing your own building itself is a long term investment for the corporate houses. It directly relates to the image of the company that can neither be built nor destroyed in a day. Although our cost is higher in comparison to the cost in the rented building that we operated from earlier, the benefits are for many years to come. We have indeed spent a huge amount in constructing the building but in the long run, that cost will be compensated in due course of time. People usually perceive a corporate house to be enjoying a certain standing if it owns a building. And the good news is; our building has started attracting walk-in clients already.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How significant is it for you to have constructed your own corporate building and then conducting business operations from it?</strong></div>
<div>
	 </div>
<div>
	It has been significant for us primarily because we have constructed it as per our demand and design. It is based on our choice and the way the building has been constructed meets our business demand too. We are very happy to be operating from our own office and it has certainly fulfilled our expectations. Its interior design is as good as the exterior design and has more space. It is also an attractive and strong structure while the previous building was small and congested. At the end of the day, it is easier to conduct business operations from ‘Alakapuri’.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><span>‘It’s High Time for Corporate Houses to have their Own Resources’<br />
	<br />
	<br />
	<img alt="om" border="1" height="338" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/om.jpg" vspace="10" width="294" /><br />
	<br />
	</span></strong></div>
<div>
	<strong><span>OM RAJBHANDARY </span></strong></div>
<div>
	<strong><span>Chairman, Brihat Investments Pvt Ltd</span></strong></div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How old is the trend of corporate entities in Nepal moving from rented premises to their own building?</strong></div>
<div>
	<strong><br />
	</strong></div>
<div>
	If we look at the corporate culture in Kathmandu, much of the credit for this trend goes to the banking sector. They initiated it and for around 15 years now, corporate houses started having their own buildings in Kathmandu. Earlier, it was limited because most of the businesses were family-run entities. Most of the corporate houses today boast of their resources within their own premises.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How do you envision the latest trend of corporate houses owning swank buildings? Do you perceive this as need of the hour for corporate houses to construct their own buildings?</strong></div>
<div>
	 </div>
<div>
	Yes it is high time for the corporate houses to move on with their own resources. The vital aspects of a business - property, productivity and perception should not be forgotten at any point of time. While on one hand, we lack productive infrastructure, we are keeping a tight vigil even on minor things like the use of electricity and interior designs on the other. For the entrepreneurs to start new businesses, they must increase the size of their functional area to strengthen productivity. If property area and services planning etc are not done properly, the expenses are going to be that much higher. In the present context, these things amount to savings because of the one-time investment one is putting in. Besides, people’s perception of you is different when you are staying in a rental office and don’t have your own resources. According to our traditional concept, we believe that people who own a house are stable in life. Having one’s own space in the office and possessing the premises saves on the rental.</div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>What is it that led Brihat Investment to construct its own corporate office building?</strong></div>
<div>
	 </div>
<div>
	Brihat is striving to construct environment friendly homes to cater the need of people and to help non-hazardous urbanization. Using your own resources makes the working environment more conducive and also boosts the workers’ spirits. That is the main reason for Brihat Investment to construct its own building.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>What would be an ideal investment for a corporate building?</strong></div>
<div>
	 </div>
<div>
	The cost depends on requirements and clear vision. The specific need of area, infrastructure and manpower should be the prime aspects to take care of rather than the monetary value itself while investing. Even the minute things like color choice, material choice, electricity and interior designs should be well scrutinized to minimize the ultimate cost. The choices should be clear and cost effective. For example, the trend of using LED lights is for a tangible benefit. If we move forward in a balanced way, it will not be a huge financial burden in the long run.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>How significant is it for you to have constructed your own building and then conducting business operations from the premises?</strong></div>
<div>
	 </div>
<div>
	When you own a building, all the requirements are met accordingly. People look at safety as the least concerned factor. That is wrong attitude. As Kathmandu lies in an earthquake prone area, certain safety measures should be taken into consideration. The distribution of things according to the need and demand is like an art. Good management is like oxygen, we should have proper utilization of our resources to get palpable benefit. If the structural cost comes around 10- 15 per cent, the cost for safety measures and needed infrastructure only takes an additional three per centof the building cost. Hence, having your own building is of great significance.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong>Do you think the investments made in own buildings pay the corporate houses in the long run?</strong></div>
<div>
	 </div>
<div>
	This highly depends on the political and economic situation of the country. The real estate business is not going well at present as it used to be few years back. In reality, every flourishing business pays back to the society. Here, the fluctuating political situation and unmanaged policy has affected the business a lot. If the period of uncertainty continues, then the entrepreneurs will be forced to switch over to other business. Recently, some big hotels of Kathmandu have been turned into shopping malls and it can be taken as a good example. With regular and periodical review and a long term vision, the investment in owning buildings will certainly pay off for corporate houses in the long run.</div>
<div>
	 </div>
<div>
	 </div>
<div>
	<strong><br />
	</strong></div>
<div>
	<strong>How challenging is it for you to keep abreast with the growing demand for new designs?</strong></div>
<div>
	 </div>
<div>
	It is challenging but the investors and the designers need to have more healthy discussions on this matter to mitigate those challenges. To me, innovative ideas come first. If a designer is precise about his ideas, he should persuade me to pursue his idea. There should be a fine balance between the designer and the building owners.</div>
<div>
	 </div>',
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			'description' => 'Corporate houses in Nepal are attracted towards having their own buildings with a vision to make business operations easier and less time consuming among a host of other reasons. The trend of getting customized buildings constructed has caught up fast with the corporate entities in the last one-and-a-half decade or so, observe analysts.',
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="nalin" border="1" height="183" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Nalin-Mandiratta.jpg" vspace="10" width="150" /><br />
	<br />
	‘The hospitality industry of Nepal is sure to grow immensely’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Nalin Mandiratta, General Manager of Soaltee Crowne Plaza (SCP), saying that the hospitality industry is surely going to grow by leaps and bounds if the external environment remains stable and the country is able to market its tourism offerings well.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It’s international practice to allow advertising means for market promotion</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Ramesh Kumar Silwal, Vice President of Higher Secondary Schools Association-Nepal (HISSAN), arguing if advertising was not to be allowed then why did the government made the policy to register private schools and colleges under the Company Act.</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It is possible to earn a livelihood by investing in shares alone’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Rajan Lamsal, Share Investor, elaborating that it is indeed possible to manage a livelihood by investing solely in the share market, however, one should devote enough time in it which can be treated as full-time as well as part-time business.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="surendra man shrestha" border="1" height="158" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Surendra-Man-Pradhan.jpg" vspace="10" width="136" /><br />
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘We have focused on corporate governance for short term objectives</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Surendra Man Pradhan, Chief Executive Officer of Sunrise Bank Limited, reiterating that the company is marching ahead as a fully compliant bank, has already managed to reduce its non-performing loans and plans to minimise it further in the near future.</span></span></span></p>
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	<strong><span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><img alt="hum nath gurung" border="1" height="181" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/Hum-Nath-Gurung.jpg" vspace="10" width="149" /><br />
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	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘We must fully implement the central bank’s policy on home loans’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Hum Nath Gurung, Deputy General Manager of Everest Bank Ltd, hailing the policy as positive saying that the policy was necessary to stop unhealthy competition and provide impetus to overall development in Nepal’s context.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;"><br />
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<p class="MsoNormal">
	<strong><span style="font-size:16px;"><span class="A11"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">‘It has become essential to do away with Nepal’s pegged exchange rate with India’</span></span></span></strong></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">Jagdish Prasad Agrawal, Chairman of Nimbus Holdings Pvt Ltd, emphasizing that Nepal Rastra Bank must update the exchange rate for Indian Rupees every three months as it will help ascertain actual exchange rate as well as minimise the crisis related to Indian Rupees availability.</span></span></span></p>
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	<span style="font-size:16px;"><span class="A31"><span style="line-height: 115%; font-family: &quot;Calibri&quot;,&quot;sans-serif&quot;;">&nbsp;</span></span></span></p>
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	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:"><img alt="feedback" border="1" height="542" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/feedback(3).jpg" vspace="10" width="485" /><br />
	<br />
	Working Class Hero</span></p>
<p class="Pa16" style="margin-top:5.0pt">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">“But you’re still peasants as far as I can see, a working class hero is something to be….” reads the famous line from singer John Lennon’s song ‘Working Class Hero’. I personally feel that this sharp line in addition refers to the issues of Nepali Labors as picked in the cover story of October’s issue. The bickering and politicization of Nepali trade unions have directly affected foreign investments. It’s also the working labors who are ultimately at the receiving end due to the regular stand-off of their union leaders. As highlighted in the story, the delay in the completion of Upper Karnali Project, frequent strikes, closure of international brands like KFC and Pizza Hut etc have not done any good to Nepal Investment Year 2012/13. It was good to go through the interviews of various people as part of the cover story and learn about their opinions. However, I felt that the interviewees only managed to float lukewarm ideas to overcome the present tumultuous situation of labors in Nepal. I hope that some concrete solutions must be provided at the earliest for safe and sound progress of development activities. </span></p>
<p class="Pa16" style="margin-top:5.0pt">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:"><br />
	</span><strong><span class="A29"><span style="font-size:
9.0pt">Ramesh Koirala, Thimi, Bhaktapur</span></span></strong></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Fun and Frolic at The Last Resort<br />
	<br />
	<img alt="buji" border="1" height="270" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/bunji.jpg" vspace="10" width="187" /><br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">The adventure and thrill seeking story about The Last Resort was worth reading. Located only 100 kms from Kathmandu valley, the resort seems to be a perfect place to escape from the hustle and bustle of the capital. This featured story in Corporate Focus column is beautifully written and also has carried informative details about the ways to get there and the activities at The Last Resort. As it is said ‘Do the things, you fear, and the death of fear is certain’, I soon wish to visit the resort and become a ‘Bungee Jumper’ myself. The serene location of the resort in the mountainous terrain of Sindhupalchowk district definitely carries high tourism potential. Besides, it makes all of us proud to know that it is listed as one of the best bungee jumps around the world. I still rue that despite being a permanent resident of Kathmandu valley, I haven’t been to the resort yet.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	</span><strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">B P Dhakal, Sanepa, Lalitpur</span></span></strong></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;<br />
	</span></span></p>
<p class="MsoNormal">
	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Made in Nepal</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;<br />
	It was sheer delight to visit the third edition of the ‘Made in Nepal Products and Service Expo-2012’ in September. The news coverage of Made in Nepal Expo in your magazine further shed light on the importance of buying and selling Nepali products. The organizers, Nepalese Young Entrepreneurs’ Forum (NYEF), Direction Nepal and the Federation of Nepalese Chambers of Commerce and Industry (FNCCI) should be praised for taking initiative to boost locally manufactured products and promote the service industry. At a time when foreign goods are luring the Nepali market, the expo came up with the theme ‘Our Own’, to target and promote local products under a single roof and minimize people’s attraction towards imported goods. Nepali products with high potential exports such as readymade garments, handicrafts items, footwear, carpet, and Pashmina products needs to be well advertised to the public in the coming days.</span></p>
<p class="MsoNormal">
	<strong><span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">Koshraj Neupane, Banepa</span></span></strong></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span mso-bidi-font-family:="" myriad="" style="font-size:18.0pt;mso-bidi-font-size:11.0pt;
line-height:115%;font-family:">Beauty of the Brain<br />
	<br />
	<img alt="brain" border="1" height="376" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/brain.jpg" vspace="10" width="500" /><br />
	</span></p>
<p class="Pa16" style="margin-top:5.0pt">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Woman entrepreneur Seema Golchha’s courage and determination to stand tall in the male dominated sphere of business field is well appreciated. Golchha’s efforts to maintain a fine balance between personal and professional life is praiseworthy as highlighted in the Personality section of the last issue. The women of South Asia are mostly confined within the household while the business activities are taken care of by the men. And so, it was great to read a gritty story about a woman who carved a niche for herself despite all odds. It gives hope to dreamers like me to take bold steps in life and work towards becoming leaders of tomorrow. </span></p>
<p class="MsoNormal">
	<strong>&nbsp;<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">Byanjana Baral, Koteshwor</span></span></strong></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:9.0pt;line-height:
115%;font-family:"><br />
	</span></span></p>
<p class="MsoNormal">
	<strong>Corrigendum</strong></p>
<p class="MsoNormal">
	Mr Hari Karki informed that some of the facts that appeared in his interview in the September 2012 issue of New Business Age, are completely out of context. He further states that he was never involved in Universal Music Company, and it’s his partner in fasttrack.hk (a lifestyle, fashion and entertainment website) who is the ex Universal Music and EMI executive.The error is regretted - Editor</p>
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<![endif]-->	<img alt="from the editor" border="1" height="229" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/editor(3).jpg" vspace="10" width="332" /><br />
	<br />
	<span class="A15"><span style="font-size:59.0pt">T</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">he recent activism of regulatory authority of insurance industry of Nepal, the Insurance Board (IB) or Beema Samiti, has created new ripples in the sector. Some of the very bold actions taken against ‘erring’ insurance companies, including the fully government-owned Rastriya Beema Sansthan (RBS), have apparently served to establish that it is not a toothless entity, as seen so for years now. <br style="mso-special-character:line-break" />
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">More interesting drama unfolded when the IB ordered RBS to defer its annual general meeting scheduled for the first week of October and ordered to stop its engineering insurance business the following week. This episode has special significance as the government-owned financial institutions have a history of invariably remaining recalcitrant to the regulatory authorities which has often given ground to the private sector operators to complain of not getting a level-playing field to compete with these ‘protected’ public sector companies. It may be recalled that a number of government-owned large banks were, for all practical purposes, acting beyond the regulatory mechanism of the central bank until their net worth became untenably negative, about a decade or so ago.<br />
	<br />
	At the core of such controversy and temerity to non-compliance to the regulator are the separate Acts that instituted these entities. Still, RBS Act of 1969 is intact. (Similar Acts were there for Banks as well until an Umbrella Act ‘BAFIA’ was enacted in 2006.) This incident also establishes the fact that government should not continue to be one of the competitors in the business where private sector has already made competent market presence. Let’s hope the IB will also force the RBS to speed up the process to split its life and non-life insurance businesses. The only private sector company that was operating both of these businesses has already obliged to IB’s directive whereas RBS is still adamant.</span></p>
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">But the cardinal question here is: Is this all an insurance regulator of the country expected to do? Certainly not! A regulator has a responsibility of evaluating the situation of service availability, and on the basis of such evaluation, creating appropriate legislative and institutional frameworks to ensure a healthy growth of the market as well as a ground for fair play. But, the recent acts of the IB appear more of populist and bullying nature than the ones having long-lasting meaningful impacts. Some of the decisions like limiting the operation expenses of the insurance companies only to 6 percent of their total expenses are unquestionably naïve, to say the least. This favours the old and established companies and puts the new companies in disadvantage while the latters deserve credit for the speedy expansion in the insurance services across the country.</span></p>
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Still, barely six percent of the population that has capacity to buy insurance coverage has got some sort of insurance coverage. The knowledge about the insurance among the masses is negligible and products that are suitable to Nepali context are neither available nor accessible to the potential clients. Nepal’s insurance industry lacks human resource of all levels and we don’t even have a training academy for the sector, so far. <br />
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	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">Though the IB has been repeating its plan to set up such an academy time and again, the plan is still rudimentary at best. Updating several legal arrangements is long overdue. The very Insurance Act has become outdated. It is the responsibility of the regulator to develop a universal framework of evaluation to avoid institution-wide discretionary practices of evaluation and compensation. It is already late to bring in international best practices into our insurance industry. </span></p>',
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<p class="Pa17" style="margin-top:5.0pt">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F"><br />
	Newcomers <br />
	<br />
	<br />
	</span></strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>TULSI RAM GAUTAM</strong> has been appointed Machhapuchchhre Bank Ltd as CEO. Earlier, he was General Manager of Credit Department at Nepal SBI Bank Limited<br />
	<br />
	<br />
	<img alt="" border="1" height="143" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SATISH-NEUPANE.gif" vspace="10" width="117" />. </span></p>
<p class="Default">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SATISH NEUPANE</strong> has joined Trade Tower Business Center as Managing Director. Earlier, he was Director at Arun Valley Hydropower Company Ltd.</span> <br />
	<br />
	<br />
	<img alt="" border="1" height="134" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/SUNIL-KHANAL.gif" vspace="10" width="108" /><br />
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SUNIL KHANAL</strong> has joined Trade Tower Business Center as Conference &amp; Event Manager. Earlier, he was F &amp; B Manager at Crowne Plaza Hotel, Dundalk, Ireland.</span> <br />
	<br />
	<br />
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><img alt="" border="1" height="157" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/PADAM-RAJ-SHRESTHA.gif" vspace="10" width="126" /></span></p>
<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>PADAM RAJ SHRESTHA</strong> has joined CE Construction Pvt Ltd as Business Relation Manager. Earlier, he was Media Coordinator at Brihat Investment Pvt Ltd. </span></p>
<p class="Default">
	&nbsp; </p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Newcomers at Sunny Distillery </span></strong></p>
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&quot;Myriad Pro&quot;;color:#211D1E"><strong>MADHU SUDAN GIRI </strong>has joined Sunny Distillery Pvt Ltd as Senior Sales Officer. Earlier, he was Area In-charge at United Spirits Nepal Pvt Ltd.</span></p>
<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>SUMAN MAHARAJAN</strong> has joined the distillery as Senior Sales Officer. Earlier, he was Area In-charge at United Spirits Nepal Pvt Ltd. </span></p>
<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
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<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
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<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>GOVINDA SHRESTHA</strong> has joined the distillery as Senior Sales Officer. Earlier, he was Area In-charge at United Spirits Nepal Pvt Ltd. </span></p>
<p class="Pa17" style="margin-top:5.0pt">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>LUV DHOJ KC </strong>has joined the distillery as Senior Sales Officer. Earlier, he was Area In-charge at United Spirits Nepal Pvt Ltd. </span></p>
<p>
	<strong><br />
	</strong></p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Transfers at Prabhu Finance </span></strong></p>
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<p class="MsoNormal">
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<p class="MsoNormal">
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<p class="MsoNormal">
	<strong><span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
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<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Promotions at Sunrise Bank <br />
	<br />
	<img alt="" border="1" height="148" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ROBIN-NEPAL.gif" vspace="10" width="120" /><br />
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<p class="Pa18">
	 </p>
<p class="Pa17" style="margin-top:5.0pt">
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	<br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/MANOJ-NEUPANE.gif" vspace="10" width="119" /><br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E"><strong>MANOJ NEUPANE</strong> has been promoted as Manager, Head – Corporate Banking Department. Earlier, he was Deputy Manager at the bank. </span></p>
<p class="Default">
	&nbsp;</p>
<p class="Pa18">
	<strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#D8171F">Promotions at International Money Express (IME) </span></strong></p>
<p class="Pa17" style="margin-top:5.0pt">
	<strong>&nbsp;</strong><br />
	<br />
	<img alt="" border="1" height="146" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/BISHAM-POKHAREL.gif" vspace="10" width="119" /><br />
	<span style="font-size:10.0pt;
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	<br />
	<br />
	<img alt="" border="1" height="122" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-PAUDEL.gif" vspace="10" width="99" /><br />
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	<br />
	<img alt="yagya" border="1" height="110" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/YAGYA-PRASAD-GAUTAM.gif" vspace="10" width="88" /></p>
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	<br />
	<br />
	<br />
	<img alt="" border="1" height="140" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/RAJU-BAHADUR-KC.gif" vspace="10" width="113" /><br />
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	<br />
	<br />
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<p class="MsoNormal">
	<span class="A14"><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Myriad Pro&quot;">&nbsp;</span></span></p>
<p>
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">There is high demand for Nepalis’ handcrafted jewelries in the international market.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
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59.0pt">T</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#211D1E">here are many beautiful, interesting, and unusual things in Nepal. The obvious question of “what to buy?” is bound to come to your mind. One of the answers to this could be gems and jewelry. “Most of the tourists visiting Nepal are interested to buy precious and semi-precious stones available in Nepal,” said Ramesh Maharjan, President of Nepal Gems and Jewelry Association. Besides being a fashion trend, it is a financial investment for the future as well, added Maharjan.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="115" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems4.gif" style="margin:10px;padding:10px;" vspace="10" width="137" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Jewelry includes all attractive or appealing decorative objects that can be made with gems along with other precious metals. Mostly, every form of material may be added to make an attractive piece of jewelry. Some common forms of jewelry include anklets, armlets, bracelets, earrings, necklaces, rings (engagement rings, wedding rings, class rings), toe rings and nose-jewels. Brooches, belly chains, head ornaments fit in the category of more uncommon kinds of jewelry. People can express their love by presenting jewelry to their dear ones. Common metals that are utilized in jewelry include gold, platinum and silver.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Both younger and elder generations are fond of jewelry collection. “Gone are the days of heavy jewelry trends. These days, people look forward to light and unique designs that are different from other pieces of jewelry,” said Maharjan who is also the owner of R B Diamond House. It caters to a diverse range of customers who look forward to gemstones like diamonds, rubies, sapphires or emeralds in designer jewelry. Turquoise and coral are the most common stones used in Nepali jewelry that it also deals in. Other precious stones common in Nepal include lapis lazuli, tiger-eye, garnet, and agate.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="295" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems1.gif" style="margin:10px;padding:10px;" vspace="10" width="300" /></p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Diamond is the most important precious stone in terms of value that generates a larger volume of revenue and business internationally,” said Mahesh Man Shrestha, owner of Gahana Griha. Even in Nepal, diamond jewelry is more popular and in demand than other gemstones, added Shrestha. Generally, diamonds are the most expensive stones but there are high quality natural color gemstones that command high price per carat like diamonds do. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to Maharjan, in today’s market the price per carat for precious gemstones like ruby, emerald and sapphire range from Rs 2,000 to Rs 10,000 while price per carat for semi-precious gemstones cost about the same. There is high demand for Nepalis’ handcrafted jewelries in the international market. “Most of the gems in Nepal are used for silver jewelries that are exported to Europe and America,” said Maharjan. The handcrafted jewelries are very famous and liked by the Europeans and Americans. They are exported in different designs like earrings, rings, necklaces, pendants, bracelets, brooch, bangles, and different articles embedded with precious stones, he added. Some stones like quartz crystal, black tourmaline, moonstone, kyanite and garnet are also used as healing stones. Gemstones are also prescribed by astrologers and are adorned in the belief that they have magical and mystical powers. It is believed that these powers bring happiness, prosperity and overall betterment in a person and his activities.</span> <br />
	<br />
	<br />
	<br />
	<br />
	<br />
	<img align="left" alt="" border="1" height="249" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems2.gif" style="margin:10px;padding:10px;" vspace="10" width="239" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">There are many stones in the market these days that even the suppliers are unaware of. Apart from it, there are synthetic gemstones aplenty. Riken Maharjan, a Graduate Gemologist revealed that even today many people do not know that ruby and sapphire are the same stone. The only factor that makes it different is its color where red corundum are called ruby and blue corundum are called sapphire. “Identifying gemstones is a challenge, however, the bigger challenge is to ascertain value associated with different stones,” he said. The value of the stone depends on numerous factors, he added, it is the 4c – color, cut, clarity, and carat for diamonds while for other precious stones it’s the demand, rarity, treatments, imitation etc that count.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Understanding precious stones has come a long way. Earlier, it was difficult for the clients to understand if any red stone would be called ruby and any blue stone would be called sapphire and a colorless stone that dazzled and produced a colorful flash of light was a diamond. However, today with all the technology, research and improvement in science there is a better understanding of stones. According to Maharjan, Nepal has the technology and good professional gem cutters but the sector is suffering because the stones have not been explored well and opened for business.</span> </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<br />
	<img align="left" alt="" border="1" height="233" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/gems3.gif" style="margin:10px;padding:10px;" vspace="10" width="227" /><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Hari Bhakta Adhikari, a senior gems expert shared that Sankhuwasabha, Taplejung, Jajarkot, Manang and Dhading figure among the major gem locations of Nepal. He added that Nepal is a Paradise for gemologists and collectors. “This can boost tourism as well as help in export business. But, it is a pity that despite having huge semi-precious stone mines, Nepal has to import 80 per cent of the stones from India, China, Thailand, Burma and Pakistan,” he said. Entrepreneurs involved with the business shared that they need better facilities from the government and to review the existing import and export policies. Adhikari opined that in India, the government has waived off import fee on gemstones, one of the reasons which has made it very difficult for Nepal to compete with India.</span> </p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">“Nepal has failed to showcase its potential in the international market. Much of it is due to the lack of skilled manpower that has hit the gems and precious stones sector in the country despite it being rich in mineral resources,” said Adhikari. He opined that the government should develop adequate work force and create mechanism to extract mineral resources to propel growth. From export of 200,000 kg raw gemstone, some 5,000 small gems industries could provide around 25,000 people direct employment and another 100,000 indirect employment, he added. <br />
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<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">According to the Department of Geology, the country has imported around Rs 130.37 billion worth of mines and mineral related goods in fiscal year 2009-10. However, due to lack of well-equipped laboratory that can certify purity of gems and other precious stones, the country has not been able to take advantage from its huge natural resources. According to Riken Maharjan, there are two things the industry keeps in mind – gemstone identification and gemstone grading. The first part is to identify the stone correctly as it makes a huge difference in price depending on the type of gemstone. The market is flooded with precious and semi precious gemstones and it is hard even for experienced eyes to tell the difference without gemological tools.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Gemstone and jewelry certification plays a vital role in the business. There are gem labs all over the world that identifies and grades gemstones, however, it’s not an established trend in Nepal yet. R B Diamond Jewelers is taking an initiative to change this by introducing GIA (Gemological Institute of America) Certification for gems and jewelries in the near future. These certificates are internationally recognized and honored and known for its grading precision, technology, research and other important factors.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">“The gems and jewelry industry is an industry of trust. Therefore, it is very important for people in this industry to understand their product, to know what they are selling,” said Maharjan who has been in this business for more than 15 years now. People put their names and huge amount of money on the line. There is a lot to learn about the industry, the stones itself, treatments, grading, imitation, synthetic stones and many other aspects, he added.<br />
	<br />
	<br />
	<br />
	</span></p>',
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			'title' => 'Employee Benefits',
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			'content' => '<p>
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<p class="MsoNormal">
	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
	 </p>
<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
	 </p>
<ul>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	<br />
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<p class="MsoNormal">
	<span class="A14"><span style="font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-bidi-font-family:
&quot;Myriad Pro&quot;"><img alt="" border="1" height="181" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony_featured.gif" vspace="10" width="338" /><br />
	</span></span></p>
<p>
	 </p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">&nbsp;</span></span></p>
<p class="Default">
	<span class="A4"><span style="font-size:
59.0pt">A </span></span><span style="font-size:10.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">cartel is generally understood as the arrangement among producers and suppliers of goods and services to control the production, sales and price so as to restrict competition and obtain monopoly or oligopoly in the market. On the other hand, a syndicate is a self organizing group of individuals, companies or entities formed to transact some specific business or promote their common interests. Cartels may be overt or covert as the producers and suppliers of goods and services can have a tacit understanding or open agreement to fix the market price, allocate market, increase prices and decrease the quality of the goods and services. Such practices are generally considered as the worst forms of anti-competitive behaviour and condemned by the laws of various countries.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/ecomony.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Competition is the cornerstone of open and liberalized economy as the anti-competitive behaviour of the enterprises, industries or traders take a toll on the economic performances of a country by promoting inefficient firms, producers and distributors and punishing the efficient ones. Consumers are compelled to pay higher prices and use low quality goods and services in a situation of anti-competitive markets. In view of this, countries have developed their own competition laws in order to prevent unhealthy business practices. The United States of America has enacted two such basic laws, called anti-trust laws. Named the Sherman Act and the Clayton Act, these are enforceable by the Department of Justice and Federal Trade Commission. Similarly, the European Union has provisions under the Treaty of Rome to maintain fair competition and Australia has its Trade Practices Act 1974. In India, the Monopolies and Restrictive Trade Practices Act was brought out in 1969 and later replaced by the Competition Act in 2002. The Indian Competition Act is quite comprehensive and has provision to constitute the Competition Commission and the Competition Appellate Tribunal among others. The objectives of the act have been defined as: to prevent practices having adverse effect on competition, promote and sustain competition in markets, protect the interest of consumers and ensure freedom of trade carried out by other participants in the market.</span> <br />
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The Competition Promotion and Market Protection Act (CPMPA) was passed by the Parliament of Nepal in 2006 and the Government of Nepal came up with the relevant regulations in 2009. The act basically defines the anti-competitive practices and dealings, and prohibits the anti-competitive agreements between two or more parties with the intention to limit or control competition. Such anti-competitive agreements may be in the form of fixing the sales or purchase price, limiting the quantity of production or sales, market allocation, creating barriers for market entry to the producers and suppliers of similar goods and services, determining the terms and conditions of sales, imposing quota and applying syndicate system in transport and distribution of services. Similarly, the act prohibits the abuse of dominant position by a producer or distributor or their conglomerates with the intent of controlling competition. Besides, merger and acquisition of enterprises with a takeover of more than 50 per cent share and acquisition of more than 40 per cent market share are the prohibited behaviours that have the effect of creating monopoly in the market. Bid rigging, exclusive dealing, market restrictions, tied selling and misleading advertisements are other anti-competitive practices and offences under the competition act.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartels and syndicates are the anti-competitive agreements according to section 3 of the CPMP Act. Such an agreement may be in the written form or as a tacit understanding which is difficult to prove by the document but can be judged from the behaviour and resultant outcomes of such dealings. Let us look at some representative cases in the context of Nepal.</span> <br />
	<br />
	<img align="left" alt="" border="1" height="349" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/opec.gif" style="margin:10px;padding:10px;" vspace="10" width="221" /><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation services are a prime example of the most-hit sector by cartels and syndicates. The transporters are usually smart enough to make a hefty profit through the application of syndicates. First, they bond together within the umbrella of their associations that culminates into the federation redoubling the institutional strength to protect and persuade the vested interest of transport operators around the country. Such strength can yield dominant positions in the market collectively and the abuse of such position is imminent. Price fixation, particularly regarding plying on minor roads, application of higher charges on services, queue and rotational system in operation, use of old and worn out vehicles and overload in cargo transportation are some elements associated with the syndicate behaviour of the transporters. The transporters deter the entry of new transport equipments through physical threat or assault in case somebody dared to enter their market or put heavy syndicate charges for such entry. This has put the consumers in worse conditions as they need to pay higher transportation charges, meet with frequent road accidents, and travel in crowded sitting positions in the buses. This sort of practice rewards inefficiency and discourages firms to provide services in an environment of open and healthy competition.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Transportation of petroleum products and their distribution is another sector affected by hardcore cartels and syndicates. Different associations that are in existence demonstrate the collective anti-competitive behaviour of their members. Such a behaviour usually include the pressure or demand for increasing profit margin, cheating in the measurement of volume and weight, raising barriers to the entry of new traders and dealers etc. It was noted that one of the demands of LPG Bottlers Association during their recent strike was against the government’s plan for granting license for a glass bottling plant. Moreover, these associations often exert pressure through the means of strikes, lock-outs and interruptions in services to make the government accept their demands. Any compromise with the demands based on such unlawful means of threat and violence by the associations and its members would reduce the efficiency of the economy and harm the interests of the common consumers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">The third cartel group belongs to the distributors and wholesalersof fruits, vegetables and meat products. These are organized groups and have their own associations while their upstream and downstream stakeholders in the supply chain do not have strong enough associations to offset their unruly behaviour. Hence, the farmers are fetching low prices on their products on the one hand and the consumers are forced to pay higher prices at the other to the hefty benefit of those middlemen. A market survey done at the Kalimati Vegetable Market shows that the price paid by the consumers for some vegetable products are 10 times higher than the price paid by the middlemen to the farmers for the same vegetables. This shows the intensity of unfair trade practices, much to the chagrin of law enforcing authorities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel groups in Nepal are found in other sectors as well. For example, there are tacit understanding and clandestine agreements among the importers and distributors of food grains in order to fix price and control supply and raise the price particularly during the festive season of Dashain and Tihar. Sugar industries collude to pay less to the farmers against purchase of canes and fix high prices of sugar for sales to the end consumers with a bigger price arbitrage, while manufacturing industries like cement, noodles and water pipes sell their product at the identical price as a result of tacit understanding among the manufacturers.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Cartel is globalizing as well along with the globalization of economies. The famous example of international cartel is the Organization of Petroleum Exporting Countries (OPEC) which has been increasing the world prices of petroleum products at various times by imposing the production quota and fixing of prices. Besides, cartels are noticed in the international production system for steel, fertilizers, rice and other commodities.</span> </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Thus, in a situation of cartel, producers and suppliers control the production and supply to maintain an artificially high price. This kind of behaviour is supported by a situation where there is less number of suppliers but large number of customers in the markets, market demand is not too variable and individual firms output can be easily monitored by the cartel organizations. The organized behavior of such cartels is pronounced in the syndicated system. The ultimate effect of these anti-competitive practices is that the efficient firms lose to the inefficient firms or suppliers as there are no incentives for bringing down the cost and increasing the quality of goods and services. In such a situation of duopoly or oligopoly, all the firms within the cartel groups benefit by sharing the market without the need of improving efficiencies in production or supply.</span> </p>
<p class="Pa8" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#211D1E">Perfect competition is an ideal situation that is hard to achieve in any economy. However, it should be the ultimate goal and direction to move forward which can be stepped upon by gradually building on the legal, institutional and human resources base for defying the anti-competitive behaviour. Reining the cartel and syndicate requires comprehensive and concerted approaches from all stakeholders and the effectiveness of law enforcement agencies. The most important factor is the requisition of political will and commitment to establish a competitive and healthy market that could be the precursor to increased trade and foreign direct investment in the country. Many developing countries including Nepal are mired by the dilemma of politics protecting the cartels and syndicates as those who are engaged in anti-competitive practices dole out substantial money to the political parties and their leaders. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="Pa27" style="margin-top:5.0pt">
	<strong><span style="font-size:8.0pt;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#211D1E">Ojha is a Former Secretary, Government of Nepal. The views expressed in the article are personal of the author. </span></strong></p>
<p class="Pa27" style="margin-top:5.0pt">
	 </p>
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