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		'Article' => array(
			'id' => '647',
			'article_category_id' => '48',
			'title' => 'Budget Of Vision 50',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="madan lamsal" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/madanlamsal(3).jpg" style="width: 91px; height: 114px;" vspace="5" /><br />
	<br />
	<strong>By Madan Lamsal </strong><br />
	<br />
	<br />
	The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may. Because, he has a vision for both long and short-terms. As a long term, it is publicly declared objective of the FM’s party to endow Nepal a proletarian dictatorship veering out the country from the clutches of the influence of expansionist, imperialist, capitalist and revisionist powers of the world. To meet this end, FM’s party thinks that it should rule the country for another fifty years. And how can that be possible without bringing about a full-fledged budget, which actually lays foundation stone to rule for next five decades? <br />
	<br />
	<img align="left" alt="no laughing matter" border="1" height="348" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(1).jpg" style="margin:10px;padding:10px;" vspace="5" width="300" /><br />
	<br />
	<br />
	Who will implement this great vision? Simply, the cadres of own party. No less ! No more !! “Therefore, we are going to increase budget allocation on headings that will send money straight either to the party whole-timers or grassroots people of our party,” the FM remarked during a lunchtime press conference last week. <br />
	<br />
	<br />
	On the occasion, the FM also made a number of supplementary plans public. One, the government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Two, the government would treat every Nepali like his party cadre and every cadre of party as Nepali. “Once we start calling it fixed deposit we will get additional leeway to implement our different policies including subsidy in arms and ammunitions, if not in fertilizer,” said the FM. <br />
	<br />
	<br />
	The short term vision of the budget would rightly be on the November elections and the economic benefits of it. FM shared that the declaration of these polls was in fact a well-thought about strategy to revive the economy. Therefore, the government is dead against revival of the dead Constituent Assembly, he declared. According to him, the salaries paid to the CA members and ministers and the rise given in that from time to time, saved the country’s economy going into recession for the last four years. “But the potency of that trick was declining with the passing months. So we declared election,’ he explained. <br />
	<br />
	<br />
	He viewed that the businesses were becoming stingier in the recent months making it difficult for the government to collect more taxes which could be given by the government to the party cadres to generate economic activities. He also divulged that the CA members who represented the poor in the past elections were no longer poorer as they collected enough money over the last four years. Thus, they were spending less and saving more out of their salary and perks. This explains how well our FM understands the famous theory of economics that the marginal propensity to consume for an individual goes down with every increase in the income. <br />
	<br />
	<br />
	Elaborating on how the elections will revive the economy, the FM said: “This will give double whammy. The politicians are likely to flow out the money they have stashed in their vaults into the economy. This money will be spent in the elections and that will create economies of scale. When the new set of people gets elected, a new round of consumer spending from the salary they get will be started. That will give a new fillip to the economy.” Looks like his party is determined to rule for next fifty years. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-09-16',
			'keywords' => '',
			'description' => 'The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may.',
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	),
	(int) 1 => array(
		'Article' => array(
			'id' => '646',
			'article_category_id' => '50',
			'title' => 'Feedback July 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="feedbackjune" border="1" height="404" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback(2).jpg" vspace="5" width="349" /><br />
	<br />
	<strong><br />
	Govt Must Practice Protectionism </strong><br />
	<br />
	<img alt="feebackimage" border="1" height="170" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feeback1.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	The ‘Sectoral’ story on Cement made us realise that we are moving ahead on the path to selfsufficiency. It also shed light on the challenges faced by the manufacturers of the related sector. Nepali cement industry is finding it challenging to compete with Indian cements that are available in the Nepali market at cheaper prices. If the government really feels that the cement industry has to be promoted, it should protect the domestic cement industry by any means. The claim may appear absurd in the era of globalisation that has created financial interdependence and internationalisation of trade. Especially, in the case with India, the interconnectedness is even stronger. But, the world is still practicing protectionism. France is protecting its farmers in order to preserve the beautiful rustic way of life of farms and fine wines. Australians are protecting their farmers and same is the case with New Zealand. Even the United States is protecting its cotton industries with tremendous subsidies. They are protecting their industries to maintain their competitive advantage. So, why not practice protectionism for some years? And, I do not mean that the government should protect industries in an excess. Once our industry becomes strong and there is a level playing field for both parties, we can let them compete. <br />
	<br />
	<strong><br />
	Aashutosh Khadgi, Dhapasi, Kathmandu </strong></p>
<p>
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	 </p>
<p>
	<br />
	<strong><br />
	Bring out Investment Angle <br />
	</strong><br />
	<br />
	New Business Age’s initiative to bring together the Gen-Y corporate leaders on a single platform to share their business strategies is praiseworthy. It must have taken a lot of effort in trying to give an overall picture of where the new generation has been taking their family businesses. It was good to know that this generation is conscious about and has respect for values like corporate governance and transparency. The broader perspective must have come by the exposure to the outside world of course. The story has tried to incorporate various aspects right from sharing their inspiration to exposing their personal interest and vision for tomorrow. However, some of my curiosities are still unanswered. If possible, I would like to know about the financial dimension of the leading business houses, for example, where have their investment been shifting and how they are managing the funds. They must have brought changes in these aspects as well. Being a business magazine, these aspects might also be interesting to cover. We, as readers, will also know if someone in Nepal is in the line to become the next Mark Zuckerberg or Larry Page. So, can we expect a cover story focusing on the investment aspect of the corporate houses in the coming issues? <br />
	<br />
	<strong><br />
	Jiba Nath Adhikari, Putalisadak, Kathmandu <br />
	</strong></p>
<p>
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<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	Nubiz’s Makeover <br />
	</strong><br />
	<br />
	The June issue of New Business Age was a real surprise! Congratulations to the Nubiz family on the complete makeover of the magazine. The new look of the magazine, right from its masthead to layout design and picture placement, is trendy and international. It is no less than an international magazine from any angle. Placing the headlines of other articles as well on the cover page besides the cover-story was a good thing as the cover now gives the picture of an entire magazine. The new design has given more space to pictures and experimented with their placements. Plus, the magazine appears to be more colourful. Specially, the sections like Biz News ad Biz Launches have appeared more attractive due to categorisation and colourful shades. But, the font sizes of the text and headlines are not in cohesion, in places—the headlines are more dominating sometimes and the text more jam-packed or vice versa. But, all in all, the magazine has come up with a suave look! I wish it all the very best! <br />
	<br />
	<strong><br />
	Ambika Sapkota, Pokhara <br />
	</strong><br />
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
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<p>
	 </p>
<p>
	<strong><br />
	Corrigendum <br />
	</strong><br />
	<br />
	In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue, please read “Baker Tilly is the eighth largest accounting firm in the World” and “Baker Tilly has nine partners” instead of what was inadvertently printed. Please also add that Baker Tilly’s member firm in Nepal is moving towards implementing AudIT this year. Baker Tilly has pointed out to a number of other minor errors as well in the print though the main message of the interview is not changed. We regret the misprint and the inconvenience caused to Baker Tilly and Mr. Daw Ching as well as to our readers. <br />
	<br />
	<strong><br />
	Editor <br />
	</strong><br />
	<br />
	 </p>
<p>
	<strong><br />
	</strong></p>
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	</strong></p>
<p>
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-28',
			'keywords' => '',
			'description' => 'In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue,',
			'sortorder' => '546',
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	(int) 2 => array(
		'Article' => array(
			'id' => '645',
			'article_category_id' => '52',
			'title' => 'Triangular Fight On Budget',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>The president too has come out with his ‘political position’ on a full-fledged budget, making it a triangular fight. </strong><br />
	<br />
	<br />
	<img alt="from the editor" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/from-the-editor(1).jpg" vspace="5" /><br />
	<br />
	It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY). Unlike in the past, the timeliness of the budget announcement was hampered by political bickering between the ruling alliance and the opposition in the parliament. But, this time around, a third party--the president--has also come out with his ‘political position’ on a full-fledged budget, making it a triangular fight.<br />
	<br />
	On the 5th of July, President Ram Baran Yadav hinted that he would not put the seal of assent on the full ‘finance ordinance’ covering the entire FY 2012/13. This controversy was absolutely unnecessary. Apart from that, the president’s willingness to choose ‘this over that’ is even more distressing. In view of the danger of financial crisis looming large and private sector confidence hitting bottom rock, the sincere effort from all quarters should have been to bring about a full-budget. This would have at least helped to boost the investors’ confidence and provided some degree of policy predictability in the economy. One of the major concerns of the opposition parties—mainly the Nepali Congress and the CPN-UML—is that the full-budget will provide the government to allocate more sum for its party’s vested interests. That may or may not be true, but the kind of protest these parties are now engaged in, is also not going to stop the present government either to practice porkbarrel economy. <br />
	<br />
	<br />
	The wisest thing for the opposition would have been to be a part of the budget formulation team. Instead of sloganeering from outside, they could have stopped the government from allocating exorbitant amount for the UCPN-Maoists’ pet schemes like Youth Self-employment and the agreed full-payment to its ex-combatants. Nepal seems to be sharply veering from the objective of concluding the peace process. This means that there will be prolonged political uncertainty and, if a consensus is not reached soon, many more budgets to follow are likely to be victims of Nepal’s sharply polarised politics. And, thus the woes of economy are sure to aggravate. Therefore, the major political forces of the country must first cease the practice of treating the annual budget as a means to meet their sectarian political ends. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY).',
			'sortorder' => '545',
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			'user_id' => '0'
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	(int) 3 => array(
		'Article' => array(
			'id' => '644',
			'article_category_id' => '39',
			'title' => 'ICT Branding Expo - Version 2.0',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu. The five-day long exhibition will showcase latest and innovative information technology products. According to Sagar Dev Lakhe, President of the ICT Association of Nepal, the expo is being promoted as a branding expo for the second year in a row. Lakhe said it is a challenging job to promote a branding expo in the market where extensive use of IT is primarily limited to only the urban centres.</p>
<p>
	Last year's expo was successful so we have improvised on it and given continuity to the event, he added. ICT Association has been organising expos every year. According to Lakhe, such an expo must look and feel like an IT expo. So, we are using social media and IT to the utmost level and the visitors will be seeing and experiencing technology right from the entrance to the exit,” Lakhe said.</p>
<p>
	The slogan of the event is Bridging digital divide in IT Trade. The expo will showcase branded products popular in Nepal and abroad along with the latest innovative products and technology. Avid, Baleyo, CHIMEI, Creative, Delta, Digicom, EV, Fujikura, Hasee, Inktech, Philips, Smart Cell and ZTE are some of the brands participating in the expo. TP Link is the title sponsor of the expo. The event is expected to increase demand for technology products.</p>
<p>
	Lakhe said It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and technology on offer and meet their needs. The provision to book and purchase tickets online has been arranged. The fans on its Facebook page are entitled with certain discounts on entry charge. Around 200,000 visitors are expected to visit the expo. Lakhe assures that visitors need not worry about the parking space and quality food available at the food court. TechKnow Zone, Wi-Fi Lounge, VIP Lounge, Business Development Room, Food court are some of the specialities of the expo. The association has planned to inaugurate the event by an especially able person who has been making a living with the use of IT. It is also planning to felicitate persons who have been contributing to the sector for more than three decades but remaining away from the limelight, during the closing ceremony of the expo on 10 January.</p>
<p>
	<strong><img align="left" alt="focus" border="1" height="170" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikhiii.jpg" vspace="1" width="150" /></strong></p>
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<p>
	<strong>Nikhil Bansal</strong></p>
<p>
	<strong>Director Hitech Distribution Pvt Ltd and Spokesperson,ICT Association of Nepal <br />
	</strong></p>
<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo to be held from 5 to 9 January is an exhibition in the true sense. Unlike other expos, it is not merely a selling point for products. At this expo, one will get to see and experience IT from the time of planning to visit the expo right till the time they come out of the venue. It is not only about uniting potential clients and exhibitors at a place but also about disseminating information about brands, products and innovations and sharing necessary information required for making a purchase decision.</p>
<p>
	The success of the expo will not be calculated on the amount of sales and number of products sold. This year's ICT expo will be the true exhibition of latest innovations, technologies, products in addition to creating a brand image in a manner that the established image actually begins giving desired outcomes after the event. The expo is intended to be of truly international standards and managed in such a way that visitors and stalls management are fully taken care of. The Visitors will mainly comprise those who are tech savvy and have a certain level of understanding on technology. While it is not possible to spend hours to introduce a simple product for a novice, we don't mean to devalue visitors as this is also an exhibition for anyone who is interested in it.</p>
<p>
	Apart from utilising the technology to its fullest, this expo will also showcase extraordinary quality in terms of stall and visitor management. We expect people to gain as much information as they can and exhibitors can share all they have. We want to ensure that people neither ignore the stalls nor do they gather at one stall for a long period of time.This is an upgrade to previous years expos and the association is dedicated to take it to the next level.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="focus" border="2" height="163" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/sagar-lakhe.jpg" vspace="2" width="150" /></strong></p>
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	<strong><br />
	</strong></p>
<p>
	<strong>Sagar Dev Lakhe <br />
	</strong></p>
<p>
	<strong>President ICT Association of Nepal</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>What are the preparations so far for the expo?</strong></p>
<p>
	Almost 99 per cent of the preparations are over. All sponsors, dates, venues and events are finalised. Similarly, almost all the stalls are booked.</p>
<p>
	<strong>What are you doing to change the trend of expos being treated as a shopping destination of late?</strong></p>
<p>
	We have made a provision of e-ticketing through http://ict.org.np/ where users can print the ticket on their own which is totally a new practice for expos. Similarly, Facebook, Twitter, Google+, LinkedIn and YouTube are used to the fullest to ensure quality visitors. As per our analysis, this is the first expo that has properly used the social media. It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and their needs.</p>
<p>
	<strong>You have promised to have quality visitors at the expo this time around. How are you planning to achieve that? <br />
	</strong></p>
<p>
	The use of social media and provision of online registration is a step towards this. Similarly, we have doubled the price than the expos held earlier and discount can only be secured through online registration and Facebook page. Executive level visitors are quite hesitant to visit expos as they are afraid that their profile may be devalued or may not get the deserving attention. We need to change this so we have arranged a separate entry point for the executive visitors. Similarly, separate gates are being arranged for the entry of corporate level visiting card holders, discount holders, pass holders, students etc. All these initiatives can at least make executive visitors mentally prepared that these expos are for them too.</p>
<p>
	<strong>You have named this a branding expo. How will it be different and help promote exhibitors respective brands?</strong></p>
<p>
	Last year's expo was a successful one and it encouraged us to organise its version 2.0 this year. At a branding expo, visitors get to see the difference between general expos and a branding one. Stalls are set up as per international standards where different brands portray themselves. This is an important and meaningful platform for brand promotion to the intended customers. We have also put retail stores in a fish market manner so there will be a comparison of quality of participating stalls which will leave a huge difference on impression.</p>
<p>
	<strong><img align="left" alt="focus" border="2" height="155" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashokia.jpg" vspace="2" width="150" /></strong></p>
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<p>
	<strong><br />
	Ashok Agrawal</strong></p>
<p>
	<strong>Managing Director Action Point Nepal Pvt Ltd (TP Link - Title Sponsor of the event) <br />
	</strong></p>
<p>
	The last year's expo successfully portrayed its quality and the theme of being a branding expo. It truly gave an impression of an international standard expo by its look, venue, stalls and the quality of exhibition. We expect the same this year too. Our main focus during the event will be on branding and we hope our brand TP Link finds recognition in the market.</p>
<p>
	We want our customers to identify with the brand and are not looking for one time sales from the event. Our objective is to share our information, promote ourselves and educate customers so that our brand gets established in the market. We will be showcasing some of the brands we deal with, during the fiveday long event.</p>
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	</strong></p>
<p>
	<strong>Roshan Bhandari<img align="right" alt="focus" border="2" height="156" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikku.jpg" vspace="1" width="150" /></strong></p>
<p>
	<strong>Managing Director Human Click (Gold Sponsor of the Expo) <br />
	</strong></p>
<p>
	The ICT Info-Trade Fair has been doing well since the time it began and has been successful in managing stalls and visitors well. We expect 300-400,000 visitors turning out at this year's expo. At this year's branding expo, only the branding channel, distribution channel and authorised channels will be having their stalls in the main hall.</p>
<p>
	The branding expo proves better than other expos for both visitors and businesses as they will be trying to know each other and gather information for future deals. We are showcasing Philips monitors and Creative brands professional audio and visual products. The 3D monitor from Philips, which we will be launching during the expo, is expected to be one of the major highlights. Similarly, we are also displaying energy efficient monitors with IPS technology that can save up to 70 per cent of energy compared to other monitors available in the market. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-09-17',
			'keywords' => '',
			'description' => 'The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu.',
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	(int) 4 => array(
		'Article' => array(
			'id' => '643',
			'article_category_id' => '39',
			'title' => 'Norvic: Care At Its Best',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="top" alt="corporate focus" border="6" height="212" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nervi.jpg" vspace="5" width="300" /></p>
<p>
	Chaudhary Group, a prominent corporate house of Nepal, established Norvic International Hospital in 1993 as a 30 bed facility. Today, the hospital operates 100 beds as a full-service community healthcare facility where 40 per cent of the beds are reserved for critical care Intensive Care Unit (ICU) and Coronary Care Unit (CCU).</p>
<p>
	Growing at a steady 20 per cent per annum for the last three years, it is scheduled to add 66 more beds by the end of March 2012. It also plans to become a 200-bedded super specialised general hospital in the very near future. Praveen Dawar, Vice-President of Norvic International Hospital &amp; Medical College Pvt Ltd says, We are the leading private sector hospital in Nepal and the leading hospital overall, for critical care. Over the years, the hospital has experienced major restructuring with an increase in number of Inpatient beds and progressive expansion of ambulatory care and day surgery. It has also gone through redevelopment of the Emergency Department, Cancer Clinic and Outpatient Specialty Clinics. Having achieved many firsts in healthcare treatment,</p>
<p>
	Norvic provides 24 hours emergency services and modern operation theatres backed by its excellent post operative care. The hospital started preventive health services packages for a handful of companies in 2004. Currently, over 60 organisations in Nepal&nbsp; embassies, INGOs, UN missions, airline companies, bank, corporate houses and department stores among others&nbsp; are closely associated with the hospital and have annual health screening of their staff done there.</p>
<p>
	<br />
	<strong> </strong></p>
<p>
	<strong><img align="left" alt="corporate focus" border="5" height="192" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/norve.jpg" vspace="5" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Praveen Dawar <br />
	</strong></p>
<p>
	<strong>Vice-President Norvic International Hospital &amp; Medical College Pvt Ltd</strong></p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Human Resource</strong></p>
<p>
	A highly skilled staff of affiliated physicians, full-time and part-time professional health care staff and active volunteers serve the hospital in their respective capacities. The staff benefits from the hospital's commitment to quality, continuous learning, cross training, skills development, adequate exposure, fun events and activities, flexibility, balance, leadership and a sense of community. It's a team effort where everybody is important and has a crucial role to play. We work as a family unit and do our very best for the patients that come here,says Dawar. The hospital has total staff strength of 380 with 78 Consultant Doctors, 15 of them on the hospital's payroll; 31 Medical Officers; 120 Nurses and a whole lot of support staff manning housekeeping, vehicles, maintenance and security departments.</p>
<p>
	<strong>Customer Focus</strong></p>
<p>
	With years of experience, the hospital has designed many progressive health packages to suit individuals, families, professionals, business executives, students, children and senior citizens. There is a separate Norvic Care Division (NCD) which propagates Prevention is better than Cure by advocating regular medical check-ups. NCD also undertakes Outreach Free Check-up Medical Camps to reach underprivileged masses and help the downtrodden. The hospital commits itself to care and looks at providing world class quality healthcare at an affordable cost. We strive to create strong customer focus in all the operational areas of Norvic Hospital,” confirms Dawar.</p>
<p>
	<strong>Marketing <br />
	</strong></p>
<p>
	The hospital is presently running to its full capacity with 80 operating beds always occupied and approximately 500 OPDs per day. It conducts a good number of free medical camps within the Kathmandu Valley as well as outside of it, to promote awareness about the hospital. There are four camps organised every month and besides the medical camps within the valley, the hospital also reaches out to locations outside the valley such as Charikot, Kavre, Baglung, Kakani, Dakshinkali etc. At these camps, the medical check-ups are done free of cost and medications too are provided at no charge. Dawar informs, We do a lot of direct marketing by sending out e-mails updating people on medical camps and new facilities at the hospital. We also hold talk programmes at different organisations that include INGOs, UN missions, banks etc.</p>
<p>
	<strong>Credible Reputation</strong></p>
<p>
	Contrary to public perception, even the population belonging to the lower middle class can easily afford the hospital, shares Dawar. With 23 beds in the general category that has reasonable hygienic conditions, a bed can cost a patient around Rs 1,000 per day. Standard beds at the hospital cost around Rs 1,800 per day, there are a total of 13 standard beds. Despite being a local hospital, it has reached international standards, claims Dawar. He says that even the expatriates living in Nepal who have seen the best of medical facilities in their home countries have great confidence in Norvic. The hospital is best known for its specialisations related to cardiac care, neuro-surgeries, gastroenterology, orthopaedic surgeries, general/internal medicine, pulmonology and hepatology. In addition to the patients that come to the hospital from within Nepal, it has also been receiving patients from Bhutan and eastern part of India namely North Bengal and Assam quite steadily. Dawar says he will consider Norvic to have achieved success the day when nobody from Nepal has to go to Singapore, Bangkok or India for treatment. That should be our long term goal, to give patients enough confidence and dissuade them from going abroad for treatment, Dawar confides.</p>
<p>
	The hospital is particularly proud of its association with Dr Naresh Trehan, the Founder Chairman of Medanta - The Medicity. Eminent Cardiologist Dr Bharat Rawat was placed at Norvic Hospital by the prestigious Escorts Heart Institute and Research Centre (EHIRC) for a period of three months in 1997. But he liked it so much here that he has been with us for 14 years now, Dawar tells with a smile. Norvic is currently working towards specialising in five more critical areas to be converted to its portfolio of super specialities.</p>
<p>
	Our intention is to stay contemporary with the latest technology and development in the chosen field of medical sciences and provide quality care at affordable price to everybody who comes to us seeking treatment,Dawar concludes on a positive note.</p>
<p>
	<span style="font-size:14px;"><strong>Milestones</strong></span></p>
<p>
	<strong>1993: Norvic registered as Norvic-Health Care &amp; Research Centre Limited. Services started with 30 beds. </strong></p>
<p>
	<strong>1997: Shifts to its own premises in Thapathali&nbsp; a 100 bed facility.</strong></p>
<p>
	<strong>1998: MoU signed between Norvic and Escorts Heart Institute &amp; Research Centre, New Delhi to start a Heart Command Centre.</strong></p>
<p>
	<strong>1999: Centre for Neurological &amp; Allied Sciences established. Neurosurgical Procedures started. First Pacemaker Implant conducted.</strong></p>
<p>
	<strong>2000: First Cath Lab in the country established.</strong></p>
<p>
	<strong>2002: First Beating Heart CABG Procedure and Coronary Angioplasty (PTCA) carried out. Norvic certified with ISO 9001:2000 Certification for Quality Management System.</strong></p>
<p>
	<strong>2003: Peripheral, Cerebral, Renal and Carotid Angioplasties carried out.</strong></p>
<p>
	<strong>2004: Norvic starts a dedicated state-of-the-art Digestive Disease Centre with Endoscopy, Sigmoidocopy and Colonoscopy facilities. Obstetrics &amp; Gynaecology department established.</strong></p>
<p>
	<strong>2005: Mini PCNL commenced to enhance and specialise the Urology faculty. CT scan established. Immunisation programme for the United Nations started. Norvic signs billing agreement with Vanbreda International of Belgium.</strong></p>
<p>
	<strong>2006: First everTotal Knee Replacement surgery carried out. Norvic signs agreement with the Asian Development Bank (ADB) for medical care. <br />
	</strong></p>
<p>
	<strong>2007: State-of-the-art Mission: Save Heart Mobile CCU started. Norvic signs agreement with UNMIN for medical care.</strong></p>
<p>
	<strong>2008: Norvic signs agreements with International Organisation for Migration (IOM) and Department for International Development (DFID).</strong></p>
<p>
	<strong>2009: Sophisticated GE Innova-2000 Fixed Cath Lab installed to further enhance Interventional Procedures. Advanced Diagnostic Centre comes into operation. Norvic Institute of Nursing Education (NINE) established. Norvic joins hands with Action Aid and GTZ providing them health care packages and facilities.</strong></p>
<p>
	<strong>2010: Specialised Dental Care added to the existing facilities. First ever Laser Surgery starts in the history of Urology in Nepal. The 3rd phase of Norvic's expansion plans begins.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<span style="font-size:14px;"><strong>SWOT Analysis</strong></span></p>
<p>
	<strong>Strengths:</strong></p>
<ul>
	<li>
		&nbsp;Established Brand Name</li>
	<li>
		&nbsp;Best Hospital for Critical Care</li>
	<li>
		&nbsp;Clean and Hygienic Ambience</li>
	<li>
		&nbsp;Complete Line of Products as a Multi Speciality Hospital</li>
	<li>
		&nbsp;Good Team of In House Doctors</li>
	<li>
		&nbsp;Central Location</li>
	<li>
		&nbsp;Mobile CCU and 24 hrs Emergency &amp; Trauma Care</li>
</ul>
<p>
	 </p>
<p>
	<strong>Weaknesses:</strong></p>
<ul>
	<li>
		People's Perception of Norvic being a Costly Hospital</li>
</ul>
<p>
	<strong>Opportunities:</strong></p>
<ul>
	<li>
		&nbsp;Expand to other Super Specialities</li>
	<li>
		Tie Up with Medanta“ The Medicity</li>
	<li>
		Medical College (fi rst batch in 2014)</li>
</ul>
<p>
	<strong>Threats: <br />
	</strong></p>
<ul>
	<li>
		Competition with International Manpower &nbsp;</li>
</ul>
<p>
	 </p>
<p>
	 </p>',
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			'created' => '2012-02-24',
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			'keywords' => '',
			'description' => 'Norvic commits
itself to care
and looks at
providing world
class quality
healthcare at an
affordable cost.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '642',
			'article_category_id' => '40',
			'title' => 'Infrastucture :The Basis To Development',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="cover story" border="1" height="431" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/infra.jpg" style="margin:10px; padding:10px;" vspace="10" width="390" />The state of infrastructure in Nepal is far from promising at present, observe experts. While the government is primarily responsible for developing infrastructure in the country, it has more or less failed to live up to expectations largely due to its incapability of making use of available resources and money power. The government’s inability to use the management acumen of the private sector has made matters worse. In recent times, the private sector has made its presence felt in developing infrastructure at its own level, especially in the communication and hydropower sectors.</p>
<p>
	According to the world global competitiveness report, in 2009/10, Nepal was placed in 131st position out of 133 countries in the quality of infrastructure. In 2010/11, Nepal’s position further declined to 139th position, the lowest in the fray. This shows a severe need of quality infrastructure and upgrade of the existing ones in the country.</p>
<p>
	However, figures for basic infrastructure in other sectors are miserable, to say the least. At present, 890 people use one kilometre of road while 87 per cent of energy demand is still met through traditional sources. The government has prioritised infrastructure development from the beginning of planned development in 1956. Nepal spends around 60 to 70 per cent of around Rs 11 billion GDP annually, for infrastructure.</p>
<p>
	<strong>Private Sector Participation</strong></p>
<p>
	Private sector participation in development of physical infrastructures was formally realised only with the promulgation of act that facilitated private sector investment in 2006. From 1990 to 2007, the private sector invested US$ 404 million in just eight projects of low income category according to World Bank statistics. Out of these, five were in energy and three in telecom sector. The government realising the importance of the private sector involvement in developing infrastructure projects has adopted models like BOT (Build-Operate- Transfer), BOOT (Build-Own-Operate- Transfer), Design-Build-Operate (DBO), Design-Build-Maintain (DBM) etc. These models are in use for foreign partnerships mostly in hydropower projects.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<img align="middle" alt="cover story" border="1" height="125" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove5.jpg" vspace="5" width="200" /></p>
<p>
	<strong>Public-Private Partnership</strong></p>
<p>
	While the government suffers from capital crunch, the private sector has a profit maximising motive on top of its agenda. Therefore, a model of public-private partnership (PPP) seems to be a viable proposition for infrastructure development purpose. Purusottam Man Shrestha, National Project Manager of Public-Private Partnership for Urban Environment (PPPUE) observes that PPP model remedies the weaknesses of developing projects independently by the private sector or government. He adds, “In the course of maximising profit, the private sector may disregard the interest of general public where the profit tends to get low.</p>
<p>
	Similarly, public sector is not seen as efficiently handling the projects and managing them, which can be best done by the private sector. The model of PPP can create a win-win situation for both the private and public sector partners.” With this model of development, possible losses can be minimised with the government backing while revenue collection can be best utilised with prudent management skills. In Nepal, few projects in sectors like drinking water, waste management, urban sanitation, solar street lights, bio-gas, urban transportation management like parking space, bus terminal management etc are under consideration, according to Shrestha. All these are projects are at a micro level, mostly developed in coordination with local government-like municipalities.</p>
<p>
	Large projects under PPP model like Kathmandu-Terai Fast Track, West-Seti A 750 MW project etc have been much discussed but are yet to see the daylight. Shrestha believes projects of small nature can be most suitable at the moment considering the financing capacity of the private sector. Solid waste management, drinking water, health related waste management, transmission line are taken as the best projects under this model.</p>
<p>
	Health and education are two other sectors that are considered appropriate for this model. R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd opines PPP is the best model of infrastructure development where there is a possibility of generating revenue as well as the development of basic infrastructure. He further says the frequent changes in policy and lack of national commitment on the political parties and leaders in the government has become the largest barrier for this model to be successful. Experts believe Nepal is yet to make preparations and work out so that this model will be the method of developing required infrastructures for the country.</p>
<p>
	<strong>Physical Infrastructures <br />
	</strong></p>
<p>
	Whether the private sector will invest or not in the development industry is dependent on the suitable investment climate and market for a particular infrastructure. The private sector can invest and develop in physical infrastructure like roads where there are alternatives. Alternative and fast track roads, bridges carry potential for private sector where they collect toll from the users. But private sector road developments like toll roads need huge investment which is difficult to manage by the business community alone.</p>
<p>
	In hydropower and communication sector, there has been encouraging private sector participation. Small and midsized hydropower projects are being developed by this community. In the communication sector, there are large players like Ncell, UTL, and new comers like Smart Telecom and Hello Nepal making their strong presence. Mega projects like the new international airport at Nijgadh in Bara, Kathmandu-Terai expressways and railway lines, mega hydro projects etc are not less viable. The proposed new international airport at Nijgadh could be one of the promising projects.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/serv.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Service Infrastructures <br />
	</strong></p>
<p>
	The private sector is seen active in developing and operating service infrastructures that are much needed for the general public. Private schools, colleges and hospitals have set a level of quality of services which their public counterparts are unable to compete with. Shrestha said that the issues witnessed in these sectors like over commercialisation can be solved if the PPP model can be used in these areas. He said that this model will help to expand the service over a larger area and larger group of service recipients. This model prevents these basic services from being too profit oriented.</p>
<p>
	<strong>Prospects <br />
	</strong></p>
<p>
	The private sector is demanding the development of basic infrastructure, however, very little is heard about the private sector taking initiative in sizeable physical infrastructure projects. Manakamana cable car is one prominent exception in this regard. In fact this project stands testimony that Nepal’s private sector can develop infrastructure projects into profitable ventures. Experts believe there are numerous possibilities where private sector investors can take infrastructure as an investment opportunity. Small and medium projects in urban areas related to parking space, waste management and drinking water are attractive for this sector and identified as easy to develop too, according to Shrestha.</p>
<p>
	There are projects that garner profitable returns similar to that of any other business endeavours they have been traditionally carrying out. Some believe that development projects can be independently carried out by the private sector while some disagree with it. The latter opine that hard infrastructure development is the primary function and duty of the government. Till date, only 300 MW of total installed capacity of hydropower is produced but the demand is for 1100 MW. Besides, there is a huge market in India too. This underlines a great potential and demand for physical infrastructure.Pradeep Gangol, the Executive Manager of the Independent Power Producers’ Association (IPPAN) reasons, “The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication, and transportation. If the private sector invests in hydropower, the government can allocate more funds for sensitive sectors like health and education.”</p>
<p>
	<strong>Bottlenecks</strong></p>
<p>
	The biggest problem that infrastructure development faces is the financing issue. With the interest rate tremendously high, the rate of return becomes too low for anybody to find an interest in financing infrastructure projects.</p>
<p>
	Gangol says that time consuming procedure to acquire approval for forest use, environmental approval, procurement and use of explosives and land acquisition for projects also make it difficult to initiate projects. In the hydropower sector, the major problem is the constant price offered by Nepal Electricity Authority (NEA) to independent power producers for the last ten years while the bank interest rates are going up continuously.</p>
<p>
	<strong>The Way Forward</strong></p>
<p>
	The private sector players accept they are not in a position to develop large scale physical infrastructure at present. Availability of capital to finance these projects is the major hurdle. Though the business community has realised the potential of investing in infrastructure, they are doing so only in areas like hydropower and telecommunication. If the private sector is allowed to bring in foreign soft loan, developing large hydropower or similar revenue generating projects will be possible.</p>
<p>
	Similarly, Shrestha suggested that the donor agencies should involve themselves in PPP financing as well in addition to financing government projects like the ones at present. The Nepali financial market is still not oriented to PPP projects or infrastructure development. So a special tool can be devised for collecting capital from this market.</p>
<p>
	Similarly, general public can also be encouraged to invest in infrastructure projects. The governments in the developing countries like Nepal mostly have the budgetary constraints to commence the development projects. Therefore, PPPs can prove to be the alternative source of infrastructure investment. To attract and invite the private sector, first of all, the government must devise a viable project and put a certain amount of money.</p>
<p>
	Development partners too must look at such projects along with the government projects which will also help make greater impact of the donor funding. It is definite to take few more years when the private sector will gain confidence and prepare itself to develop infrastructure. Though there are hopes and prospects, it is certain that much time is required to see if private sector owned development projects actually become a reality. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'In 2009/10
Nepal was
placed in 131st
position out of
133 countries
in the quality of
infrastructure.
In 2010/11,
Nepal’s position
further declined
to 139th position.Projects of small
nature can be
most suitable
at the moment
considering
the fi nancing
capacity of the
private sector.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '641',
			'article_category_id' => '40',
			'title' => 'The Government Should Play A Proactive And Facilitating Role',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects. During his long career, he was also involved in the reconnaissance and feasibility level design of micro and small hydropower projects, river training projects and slope stabilisation projects. In an interview with New Business Age, Gangol shared his views on prospects and constraints of developing hydropower based on private sector investment.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="500" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove4.jpg" style="margin:10px; padding:10px;" vspace="10" width="378" />What is the prospect of private sector investment in Nepalese hydropower sector?</strong></p>
<p>
	The prospect of private sector investment in Nepaleses hydropower sector is indeed great. The enormous power potential in Nepal and the huge market for it, both domestically and in neighbouring countries make Nepal a lucrative destination for domestic and international investors. The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication and transportation. If the private sector can invest in hydropower, the government can allocate more funds for sensitive sectors like health and education. However, the government of Nepal has to do a lot to improve the investment climate in Nepal so as to lure investors to invest in Nepalese&nbsp; hydropower sector.</p>
<p>
	<strong>Hydroelectricity sector has been attracting some private investors for developing projects. How can the private sector investors be encouraged to invest further in this sector? <br />
	</strong></p>
<p>
	The Government of Nepal has to think in a more liberal way and announce a series of incentives that will make Nepalese power sector the most lucrative for investment in the world. Such measures/incentives will eventually lead to the construction of numerous small, medium and large hydropower projects all over Nepal, and help create employment for millions of people. It will also generate billions of rupees, through royalties, for the government and local DDCs and VDCs and help local people become prosperous through purchase of shares. Besides, it can accelerate local development through CSR activities like access roads, heath posts, schools, trails, irrigation canals, vocational and technical training etc. The government should keep in mind that investment will flow where there is an opportunity for profit.</p>
<p>
	<strong>Is it the issue of returns or are there any other reasons for private sector being hesitant to invest in infrastructure? <br />
	</strong></p>
<p>
	In spite of enormous potential for hydropower development in Nepal and possibility of huge power market in India, investors are still shying away from investing into Nepalese power sector. Besides rate of return issues, Nepal has to make sure that it has open access to the Indian market through a government-to-government agreement.</p>
<p>
	And the government has to assure that there will be policy stability at least for a reasonable period of time, say 10 years. Last year, for example, the department of electricity development (DoED) made changes in its rules and regulations four times within a year. Such frequent changes in rules and regulations and policies do not help in enthusing investors to invest in Nepalese power sector. Furthermore, it is a very time consuming process to acquire documents related to forest clearance, EIA, procurement and use of explosives. Land acquisition for projects is also equally difficult. Now-a -days, it is becoming increasingly difficult to manage local expectations.</p>
<p>
	<strong>Do you see the possibility of developing projects independently by private companies? <br />
	</strong></p>
<p>
	Nepali power companies can develop small power projects (up to 25 MW) independently. For bigger projects, however, they have to enter into joint ventures with foreign power companies or investors. The government should encourage more and more domestic investors to invest in hydropower, by way of equity investment.</p>
<p>
	<strong>Why do you think commercial banks are hesitating to invest in this sector?</strong></p>
<p>
	It is a very strange situation that though Nepal is facing an unprecedented 19 hoursa- day of load shedding, the commercial banks are reluctant to invest in the power sector. The main reason is that the power purchase agreement (PPA) rates have remained virtually stagnant over the last 10 years. During the same period, the prices of construction materials like cement, steel rods, copper wire, fuel costs, and labour charges have increased exponentially.</p>
<p>
	To make matters worse, the bank interest rates have also increased from 10 per cent to 15 per cent. The government is still hesitant to make suitable adjustments in PPA rates and thats why the PPA rates reflect market conditions. For example, if a farmer finds that the cost of producing potatoes is Rs 20 per kg as against the market price of Rs 16 per kg, s/ he will rather invest in producing other crops that ensure better rates of return. This is the reason for which the commercial banks are reluctant to invest in the power sector.</p>
<p>
	<strong>What are the challenges for investors after developing a project? <br />
	</strong></p>
<p>
	The challenges for investors to invest in Nepalese power sector are many. The tariff rates do not reflect market conditions while the bank interest rates are still high. It is difficult and time consuming to overcome bureaucratic hassles to acquire documents related to forest clearance, EIA report, procurement and use of explosives etc. Land acquisition is another problem that the investor is finding increasingly difficult to cope with. Policy changes are frequent, more often to discourage the investors. And lastly, it is becoming increasingly difficult to cope with the management of local expectations.</p>
<p>
	<strong>How do you expect the government to play a role so as to invite more private investors in this sector? <br />
	</strong></p>
<p>
	The government has to make appropriate changes in the electricity act and policies so as to instil confidence in investors. There should be an electricity regulatory commission that will create a level playing field for both private and public sectors. The government should make adjustment in power tariff so as to ensure reasonable rate of return. If needed, it should think about VAT exemption to make the power sector most lucrative in Nepal. The objective of the whole exercise should be to lure general public (through shares), investors, and banks to invest enthusiastically in the power sector. There should be policy stability for at least 10 years. Furthermore, a new department of clearance can be established under the energy ministry to ensure that all documents are processed within a month. The government should play a proactive and facilitating role in acquiring land for projects and managing local expectations.</p>
<p>
	<strong>How do you find the government's role in ending the energy crisis at the earliest and accelerate power development in Nepal?</strong></p>
<p>
	Nepal is facing unprecedented load shedding of 19 hours a day which is a serious problem. But the government does not seem to be as serious as the grave situation demands. The measures announced by the government seem to be piecemeal, rather than announcing all the needed measures at once. The present power crisis, if continued any longer, will eventually put our entire economy to a grinding halt. Therefore, the politicians have to become more serious in solving Nepalese power problems. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalâese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '640',
			'article_category_id' => '40',
			'title' => 'Private Sector Will Not Come Merely On Verbal Assurances',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.</strong></p>
<p>
	<strong><img align="left" alt="cover stoey" border="1" height="357" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove3.jpg" style="margin:10px; padding:10px;" vspace="10" width="375" />How do you rate the success of PPP model of development?</strong></p>
<p>
	The PPP model in Nepal has not achieved the same level of success that is witnessed in Bihar of India even though they have adopted it only recently. However, this does not mean that works have not been done on our initiatives. Minimum requirements and environment is created for enabling PPP but we donate have projects like in the developed countries that are expected to be under the PPP model. It's only the concept that is seeded while there is very little work to write home about.</p>
<p>
	<strong>What are the reasons for PPP model not being successful in Nepal?</strong></p>
<p>
	Political stability is PPP's fundamental base for success but due to the current national scenario, large investments are not coming. The private sector is sceptical about making investments though they are convinced about the importance of investing in development projects. We have failed to build the confidence of the private sector and it is extremely challenging to invite private financing from the international market. To make matters worse, the minimum arrangement for FDI is also missing. Investment risks must be minimised where possible and laws must be prepared for funds management based on international rules and regulations. There is a special procedure for private partner procurement which we are still unable to formulate.</p>
<p>
	We are still forced to follow the traditional method of inviting tenders through existing public procurement act. The current procedure is marred by a long procedural delay and the private sector cannot wait that long. This is one aspect that de-motivates the private sector. Political intervention and local groups are among other challenges for developing large scale projects. Besides, there is a lack of skilled manpower that is vital for formulating and procuring PPP projects.</p>
<p>
	A core workforce required for PPP needs to be developed in Nepal itself. We have to initiate projects that are attractive to the private sector and market them to the banking fraternity otherwise; the private sector will not come merely on verbal assurances. Even today, people are simply talking about large PPP projects without doing adequate homework and just looking at the success in other countries as examples.</p>
<p>
	<strong>How suitable is the PPP model for the development of physical infrastructure in Nepal?</strong></p>
<p>
	The PPP model in Nepal caters to basic infrastructure and services whereas it is needed more for large scale infrastructure projects. We must look at roads, tunnels, bridges, transmission lines, large hospitals, airport construction and management that can be done under the PPP model. For example, Apollo Hospital of India, in partnership with the public sector, is expanding its accessibility to a larger area to serve the general public. Similar projects can be developed in Nepal too.</p>
<p>
	<strong>Is it only the issue of investment and political environment behind the private sector's disinterest to invest in the infrastructure sector? How big a role does the issue of profi tability play in this scenario?</strong></p>
<p>
	It is incorrect to say that the private sector is not interested. As a matter of fact, they have also understood that there is profit in such endeavours. However, they are not convinced about the system that runs these projects, to see a chance of materialising profits. They are suspicious about the future because of the way policies and regulations change in Nepal on a frequent basis. We may have the policies and the projects in place, but we don't have the required financing for big projects available in our domestic market. Even all the commercial banks, put together, can barely finance one or two large projects. It essentially means that foreign private financing must be brought in and for that to happen, we don't have a necessary arrangement in place.</p>
<p>
	<strong>The government has taken a regressive step on the Fast Track project, which was said as being developed in partnership with the private sector. What kind of impact will it leave on the private investors?</strong></p>
<p>
	The project had reached a certain level, to begin with. Meanwhile, it was realised that the private sector participation would be better. However, at a later stage, there were voices being raised within the government bodies for its rectification. As a result, the project is getting delayed now. This delay certainly does not convey a positive message as a decision once made is being corrected again. Withdrawing the earlier made decision will contribute towards diminishing credibility. A couple of companies had applied in connection with the project but unfortunately, the entire process was cancelled leading to reduced confidence level of the private sector.</p>
<p>
	<strong>By when can we expect large projects getting developed under the PPP model in Nepal? <br />
	</strong></p>
<p>
	There are a lot of prospects indeed. For example, a small though important project such as developing a multi-storeyed parking space in the heart of the city like New Road can happen on an immediate basis. That can be a good yet simple PPP project which the government can realise by allowing a private operator to build the parking lot on a public space. This can be profitable and, at the same time, the private sector will happily invest in a project of this nature. We have proposed it along with a feasibility study but it is being delayed for various reasons. And let me tell you that there are a lot of similar projects that are still awaiting approval. Officials frequently get changed in the concerned local bodies and such things cannot create an environment for long term project commitments. There can be sizeable PPP projects which the domestic financial market can support.</p>
<p>
	<strong>What are your expectations from the government for making private participation successful in the development sector?</strong></p>
<p>
	The government should follow a special practice for PPP procurement. Minimum required laws and regulations must be formed first for private financing, without which money won't come. Even in the domestic financial market, there must be a specific arrangement for PPP financing apart from the existing provision of financing by banks and financial institutions. The government must identify the sectors that need PPP model and plan for at least five to 10 years in advance. The private sector must be invited only after formulating the projects ascertaining the financial scenario and benefits of PPP arrangements. For example, it is largely felt that inadequate study and preparations have gone into the waste management project catering to the Kathmandu valley.</p>
<p>
	The PPP model remedies the weaknesses of developing projects independently by either the private sector or the government. By definition, the private sector tends to maximise profit so it may neglect the larger mass and benefits for the society. For a drinking water project, for example, private developers may target a higher income group only where it sees a higher rate of return. So, a larger mass and the general public may get neglected.</p>
<p>
	If the same project is run under the PPP model, the government can intervene and enforce the supply of quality drinking water to the general public as well. To minimise the loss while doing so, the government may guarantee the profit by handing over the management to a private entity. On the other hand, when such projects are done entirely by the public sector, we have seen a lot of problems in management, leakages etc. Hence, the PPP model reduces the deficiencies of the public sector and best uses the efficiencies of the private sector. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '639',
			'article_category_id' => '40',
			'title' => 'Private Sector Cannot Be Expected To Develop Infrastructure',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="361" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove2.jpg" style="margin:10px; padding:10px;" vspace="10" width="350" />How do you view the possibility of private sector involvement for the development of the transportation sector in Nepal?</strong></p>
<p>
	The southern part of Nepal is completely linked by roads while the northern part remains largely disconnected. This means that the required infrastructure is lacking. The infrastructure for north-south linkage is crucial for the fast development of this country. You must understand that developing roads is a huge investment. The domestic transportation sector does not get spared due to the increasing fuel prices quite frequently. Electric railway transportation is the only cheap alternative in the long run; however it requires a huge investment. Few surveys have been initiated by the government in the last couple of financial years. This must be developed as a master plan because railways is shorter than roadways distance wise and also facilitates both human and goods movement.</p>
<p>
	Developing such a huge project is not possible solely with our internal resources and needs international investment or soft loan funding. As for the private sector, nobody will come forward to invest in infrastructure entirely by themselves. They won’t even come as part of joint ventures because there is no market, as such, to make huge investments and get lucrative returns on it. Therefore, the long term investments are the responsibility of the public sector. However, if we can bring in the management of the private sector for such endeavours, that will be efficient. This kind of an arrangement will be economical as well as revenue generating. It has to develop as a part of the broader national agenda and treated as an economic priority.</p>
<p>
	<strong>What should the government do to encourage the private sector for investing in infrastructure?</strong></p>
<p>
	At present, it is very difficult for the private sector to get involved into infrastructure development due to many reasons. For example, the trucking business is still not organised and trucks are individually owned and leased to companies. A single trucking company has not been developed in an organised manner till now. There are only 283 registered companies in the business and nobody knows how many of them are in existence.</p>
<p>
	Transportation is getting more difficult in places where cities are developing. The private sector will be more interested in facility management rather than investing in infrastructure. If we look at Kathmandu, transporters will drop goods and go back for more if proper parking spaces and warehouses can be set up. But there is not a single warehouse that can serve on a long term basis. This is where the private sector can come in and invest in such projects</p>
<p>
	<strong>Why isn’t the private sector interested to get involved if there are prospects? <br />
	</strong></p>
<p>
	When the interest rate is tremendously high (14 per cent), the rate of return correspondingly becomes very low. For example, the cost of a project can’t be predicted for say, five years down the line, adjusting with the interest rate of borrowing. Given such uncertainty, the private sector cannot be expected to take initiatives in situations like these.</p>
<p>
	<strong>Do you see the possibilities of building roads by the private sector in Nepal similar to that in other countries?</strong></p>
<p>
	We don’t have the level of traffic in Nepal that will lure the private sector to invest in toll roads. The private sector will invest automatically where there is an opportunity for profit. If we had the level of traffic that could yield profits, the tunnel to link Birgunj with Kathmandu would have been constructed by now. The FNCCI is ready to lead and the business community in Hetauda is showing interest but there are elements that have contributed towards slowing down the entire process. Goods and passenger movement is not high as of now but on a positive note, there is an increase in internal population as well as growing international linkages. Toll road development needs huge investment so the government must come forward for constructing infrastructure because it gets soft loan. Debt recovery needs prudent management which can be done by the private sector. If PPP can be fully implemented, a lot of projects could be developed in the foreseeable future.</p>
<p>
	<strong>So you mean to say that it is better to let the private sector manage infrastructure instead of asking them to develop so.</strong></p>
<p>
	Yes, because they don’t have the required capacity given the insufficient domestic resources. The private sector must be allowed to bring in foreign capital as there are foreign banks that trust the Nepali private sector. If such soft loan is allowed to bring in, hydroelectricity can be rapidly developed. Nobody is willing to invest with the domestic rate of interest that is higher than 10 per cent. A single bank cannot finance a project larger than 100 MW; large scale projects need consortium efforts as they need billions of rupees. So, the government must finance development efforts but let the private sector manage them. The government cannot manage projects efficiently and the result is that every public sector enterprise is making losses. Therefore, the government should not conduct business; it should instead allow the private sector to manage. The private sector will then make money and earn revenue for the government.</p>
<p>
	<strong>What should the government do to make the transport sector effi cient and effective?</strong></p>
<p>
	First and foremost, there has to be a right policy. Efficiency will only increase when the transit time can be lowered and turnover can be made faster, this will also lower the cost of transportation as it lowers the overhead cost. The existing transportation facilities can be developed given the available resources but the policy makers must have the political will with a common national agenda for this to happen. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
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			'keywords' => '',
			'description' => 'R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).',
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	(int) 9 => array(
		'Article' => array(
			'id' => '638',
			'article_category_id' => '40',
			'title' => 'Investment In Infrastructure Is A Costly Proposition',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Sanju Koirala is the Corporate Communication Manager of Ncell, the largest private sector telecom operator in Nepal. She has been working as Ncell’s Corporate Communication Manager since 2009. Ncell has made a large contribution on developing communication infrastructure all over Nepal. It has increased the base stations by more than six times in the last three years. In an interview with New Business Age, Koirala shared her ideas on the prospects and challenges of developing communication infrastructure in Nepal.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="384" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Ncell has expanded quite fast in a very short period of time in Nepal’s telecom business. How big is the prospect of a further expansion in terms of demand and possible supply of services?</strong></p>
<p>
	When the decision to enter Nepali market was made, one of the top priorities was to develop the mobile telecom market and to become number one within two to three years’ time. Although, the goal was reached way before, that is, by the end of November 2011, Ncell will continue with the same endeavour. We will continue investing in network expansion and new services. In fact, Ncell is at a growing stage and we will continue improving our network quality and capacity. By achieving one target, we have set another one in front of us which is even more challenging. We strive to reach quality to be aligned with TeliaSonera global standards and have an excellence in customer satisfaction. For future investment plans, it means increasing capacity and quality in the existing network, be selective to cover new geographical areas, increase data usage by enhancing data speed, implement new end user services and improve network reliability and robustness. Customers have started to feel the difference among various Nepali telecom operators. They have started to value what it means to have a good voice quality and network coverage, no matter wherever they are. It surprised the customers in 2011 and it will continue to surpass their expectations in 2012. Our actions and work will always pleasantly surprise the customers with excellent quality and new services.</p>
<p>
	<strong>How can the contribution of private sector players be compared to that of government sector in communication infrastructure development?</strong> <strong>There are allegations of unfair play coming up quite often.</strong></p>
<p>
	When a private company invests, it always keeps the desirable rate of return in mind. Besides commercial targets, we also have social responsibility targets. Among all possible mobile technologies, Ncell makes the decision as to which technology to trust the most. The return of investment and long term technology sustainability are the main decision making factors. By having set clear rules and regulations regarding usage and fee of frequency spectrum, the government can avoid unfair play. And these rules and regulations shall be applicable for every existing and potential operator in Nepal. Every player expects and should have an equal level playing field in an open and liberal economy.<strong><br />
	</strong></p>
<p>
	<strong>The cost of building infrastructure is very high. How satisfactory are the rate and time-window of return?</strong></p>
<p>
	Geographical terrain, lack of transportation, power outage and shortage of skilled manpower makes investment in infrastructure a costly proposition. We are also aware of the people’s spending power, with low level income; gestation period is bound to increase. It is now at an acceptable level taking into account the revenue from voice and value added services. In my opinion, the market is still developing. When we look from mid and long term perspectives, it’s important not to start a price war among operators and avoid regulatory imposed tariffs. Both of these are short term strategies and if wrongly applied, can impact severely on future investment and quality. It does not necessarily mean that the tariffs on services will not decrease but it will be based on the economy of scale and in a planned way. Everyone has to remember that an operator’s ultimate goal is long term sustainable profitability and every wrong decision has an adverse affect on investment and services.</p>
<p>
	<strong>Do you see the possibility of sharing the same infrastructure by other companies of the same nature? Do you think this will reduce the cost of service expansion? </strong></p>
<p>
	It is possible, but cost sharing and cost bearing business dealing should not be dictated by the government. It should be a business to business decision to have a positive impact as well as in expansion and cost of service.</p>
<p>
	<strong>The NTA has not given permission to share certain resources between telecom operators?And, particularly optical fi bre that is being used by NTC is not shared with other companies. How do you view this?</strong></p>
<p>
	This is one of the most challenging issues because pricing scheme has to be defined and NTA has no information about real and specific costs that are different among various operators. In fact, Ncell is leasing the required bandwidth from NTC and NEA. However, it’s not easy to get into an agreement with government-owned companies. First of all, there should be a display of interest by the first operator to share it based on their interest to get opportunity to share similar bandwidth in other directions where they don’t have it yet. Thus, it should be based on mutual interest rather than forced and imposed regulations.</p>
<p>
	<strong>What are the challenges and problems in developing infrastructure?</strong></p>
<p>
	Getting required permission from different government bodies is a difficult task. And it does get worse when people demand for road, electricity supply and many other things. Besides that, in network rollout, one of the most challenging factors is availability of power. If the rest can be agreed and aligned by changing regulations, making clear and understandable rules and fees, shortage in power will remain for years. This is also related to the government plans to provide sufficient electricity even for households in the cities and remote areas. We are not sure if NTA has any plans on the level of energy requirements for the next five to 10 years. No one has really asked us about expected energy requirements for the Ncell network in the coming years. Therefore, we need to rely only on a backup solution based on diesel generators. That, for sure, has an adverse effect on network running costs and ecology.</p>
<p>
	<strong>What are your expectations from the government about supporting the development of communication infrastructure? Has the government done enough to develop the basic infrastructures?</strong></p>
<p>
	A concise general plan for developing the mobile, fixed and broadband services in Nepal is required. If we look around the Asia Pacific region, every country has imposed different principles. And here, challenges come from the fact that there are no less common principles even within the region. Thus, it brings complexity for the NTA and requires assessment of existing status, plans and changes as required. It also requires expertise and consultancy from GSMA (GSM Association) as well as bringing the local operators together in one working group. RTDF (Rural Telecom Development Fund) could be used for optical fibre and for other facilities. For example, equipments and construction material for infrastructure customs and other taxes can be reduced, failing which, it will increase the investment resulting in costlier airtime for mobile phone users. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Sanju Koirala is the Corporate
Communication Manager of
Ncell, the largest private sector
telecom operator in Nepal. She
has been working as Ncell’s
Corporate Communication Manager
since 2009. Ncell has made a
large contribution on developing
communication infrastructure all
over Nepal. It has increased the
base stations by more than six
times in the last three years. In
an interview with New Business
Age, Koirala shared her ideas on
the prospects and challenges
of developing communication
infrastructure in Nepal.',
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		'Article' => array(
			'id' => '637',
			'article_category_id' => '47',
			'title' => 'Hotelier Extraordinaire',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:12px;"><br />
	</span></p>
<p>
	<span style="font-size:12px;"><img align="left" alt="presonality" border="1" height="288" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rana.jpg" style="margin: 10px; padding: 10px; width: 222px; height: 288px;" vspace="10" width="222" />Shreejana Rana is one hotelier who distinguishes herself from many others in a variety of respects. As Director CSR and R&amp;D of Hotel de lâ Annapurna, which is doing reasonably well as a hospitality entity, she believes,Survival is not enough, we need to get better. This very go-getter attitude of hers has resulted in the hotel's massive renovation and upgradation endeavours of late. I am working hard and giving it all I have to ensure that my hotel lives up to its much revered tagline No. 1 Address in Kathmandu, she confides. Rana thinks it is best to take her chances nowbring back the glory of yesteryears and make a premium 5-star property out of the hotel that it once was, rather than wait endlessly hoping for perfect conditions to make investments.</span></p>
<p>
	<span style="font-size:12px;">Born to Late Kiranendu Malla and Late Kendra R L Malla, she lost her father when she was barely two-years-old. Rana credits her mother, widowed at the young age of 21, for single-handedly raising her younger brother and herself. She says, My mother's courage, hard work and the love she bestowed upon us, despite numerous challenges, have inspired me to respect and uphold family values.While admitting that she had a privileged upbringing which included the best schooling one could think of, Rana led a simple life with plenty of values and discipline her family instilled in her. In those days, rules were made by the parents and never questioned, she elucidates.</span></p>
<p>
	<span style="font-size:12px;">An alumnus of St Mary's High School in Jawalakhel, she finished high school from Cambrian Hall, one of India's premier private schools located in Dehradun. Immediately afterwards, she got an opportunity to train with the ITC Welcome Group for five years in the early 1990s. And it was during her learn-onthe- job stint with the ITC when she came across Kapil SJB Rana, a dashing hotel heir who had just returned from England after completing his studies. I helped him get acquainted with Nepali customs as he had practically lived his entire life abroad and knew little about Nepal,she blushes reminiscing her early courtship days. As fate would have it, she was to marry him in due course of time. My family was happy about it and supported my decision wholeheartedly,she shares.</span></p>
<p>
	<span style="font-size:12px;">A very ambitious person, by her own admission, Rana also has a soft corner which has led her to being a social entrepreneur. She is a firm believer in empowering women through entrepreneurship and an ardent supporter of fight against heart diseases. While she believes that success is absolutely important and intends to leave no stone unturned to achieve it, she also has the heart to think about people who are less fortunate and wants to give back to the society. Early into her professional career, she dabbled as a fashion entrepreneur with her boutique Image Fashion House at Durbarmarg.</span></p>
<p>
	<span style="font-size:12px;">We were involved in organising the 1st Miss Nepal pageant and managed costumes and choreography part of the event,she tells excitedly. Being an emotional person since a young age, social work came naturally to Rana. She is associated with a number of organisations to help fulfill her social responsibilities. Her social undertakings include associations with Jayanti Memorial Trust (JMT), Women Entrepreneurs Association of Nepal (WEAN), SAARC Chamber Women Entrepreneurs Council (SCWEC), Association of St Maryâ's Alumnae Nepal (ASMAN),</span></p>
<p>
	<span style="font-size:12px;">Burn Violence Survivors Nepal (BVS-N) and Federation of Women Entrepreneurs Association of Nepal (FWEAN) among others. I believe in getting women trained and educated to empower them rather than spoiling them with cash money. It is more important to guarantee how money gets utilised, she says. And then adds, If corporate entities in Nepal are only seen making money but not giving back anything to the society, it will be difficult to survive in the long run. As the gap between haves and havenots widen further, social tensions that Nepal already suffers from will reach an unprecedented high. Having lost her father at a time when she was just about starting to know him, left a deep impact on Rana's psyche.</span></p>
<p>
	<span style="font-size:12px;">Hence, she wants to make sure that her two children 13-year-old daughter Keshya Rana and 6-year-old son Satyajot Rana receive the best parentage, My husband and I want to give them the best of both parents and family values. She aspires to give her children quality education and exposure so that they can grow up as capable individuals and stand on their own feet. They must equip themselves and prove their worth. I don't want them to take the family legacy for granted, she elaborates. Rana further assures that Keshya, a boarder of all-girls Downe House School at Berkshire in England, and Satyajot, a student of British Primary School in Kathmandu, will be free to chart their own career courses and won't be pressurised to join the family business. While agreeing that she is very content as a person, Rana wishes her mother was alive today to see her treading a successful trail.</span></p>
<p>
	<span style="font-size:12px;">How I wish I could spend more time with her,she gets a tad emotional. Growing up in a close knit family and a comfortable set up, she has never let her affluent background go to her head. She philosophises, I have been very fortunate with my wants and desires so it has been smooth sailing all along with no major regrets whatsoever. A house-proud person, she sees to it that her children eat at home whenever they are around. She believes that her husband, as a thinker, is the right kind of motivation she has in life,He has always been my backbone and encouraged me to move ahead. Just when I thought I knew her well enough by now,</span></p>
<p>
	<span style="font-size:12px;">Rana narrated an anecdote to me, which she says was an eye-opener of sorts for her.Due to my penchant for seeking women rights, my husband once wondered if he has deprived me of anything in life. It made me wake up to a realisation that I need to be more sensitive towards people who are dearest to me, she recounts. A complete believer in putting her time to good use, Rana signs off on a defining note,I have to constantly work towards ensuring that I am worth my being which makes it all the more important for me to have my own identity.&nbsp;</span></p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-10-04',
			'keywords' => '',
			'description' => 'A fiercely ambitious entrepreneur aside, Shreejana Rana is a strong advocate of philanthropic activities widely practiced in developed countries but seldom seen in a country like ours. A true lover of Nepal, she wants to spread optimism and work towards making her country and all Nepalis proud, in her own little way.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '636',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><strong>Newcomers<br />
	<br />
	</strong></span><br />
	<strong>Latif Salman Rawan</strong> has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.<br />
	 </p>
<p>
	<strong>Alok Kr Sharma</strong> has replaced N K Chari as the new Managing Director of Nepal SBI Bank Limited. Chari has been transferred to Chandigarh Local Head Office of SBI as Senior General Manager. Earlier, Sharma was Head of Credit Department of SBI Orissa branch.<br />
	 </p>
<p>
	<strong>Amrit Charan Shrestha</strong> has been appointed the Chief Executive Officer of Nepal Credit &amp; Commerce Bank Ltd. Earlier, he worked as the Acting CEO of Nabil Bank Limited.<br />
	 </p>
<p>
	<strong>Jarmo Nyman</strong> has joined Ncell as Chief Technical Officer. Earlier, he was Head of Business Development with NSN Global Services and Programme Director for Orange''s Spanish swap and roll out.<br />
	 </p>
<p>
	<strong>Abdujabbor Kayumov</strong> has joined Ncell as Chief Commercial Officer. Earlier, he was working as the Chief Executive Officer of Tcell North and has been a part of the TeliaSonera group since 2007.<br />
	 </p>
<p>
	<strong>Shyam Sunder Sharma</strong> has been appointed the Chairman of ABC Television. Earlier, he was the Head Human Resource of Nepal Satellite Telecom.<br />
	 </p>
<p>
	<strong>Sarad S Dhungel</strong> has joined Westar Properties Pvt Ltd as Manager Marketing. Earlier, he was Head Card &amp; Transaction Banking at International Development Bank Ltd, Teku.<br />
	 </p>
<p>
	<strong>Pralhad Raj Kunwar</strong> has joined Radisson Hotel, Kathmandu as General Manager replacing its Acting GM <strong>Abhinav Rana. Earlier, Kunwar was the General Manager of Hotel Yak &amp; Yeti.<br />
	<br />
	</strong></p>
<p>
	<strong>Neeraj Kumar</strong> has joined Radico Khetan Limited as Country Head. Earlier, he was the General Manager of Sumy Distillery Pvt Ltd.<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>New Comers at Airport Hotel<br />
	<br />
	</strong></span></p>
<p>
	<strong>Nikita Shrestha</strong> has joined Airport Hotel as Director of Sales &amp; Marketing department. Earlier, she was Sales Manager at Hotel Soaltee Crowne Plaza.<br />
	 </p>
<p>
	<strong>Bikash Tamang</strong> has joined the hotel as Operation Manager. Earlier, he was in San Francisco, USA.<br />
	 </p>
<p>
	<strong>Vinayak Thapa</strong> has joined the hotel as Sales Manager. Earlier he was Asst Business Executive in the Sales &amp; Front Office department of Grand Hotel, Kathmandu.<br />
	 </p>
<p>
	<strong>Manita Tandukar</strong> has joined the hotel as Asst Sales Manager. Earlier, she was Asst Sales &amp; Marketing Manager at View Bhrikuti Hotel, Nagarkot.<br />
	 </p>
<p>
	<strong>Anita Tuladhar</strong> has joined the hotel as House Keeping Manager. Earlier, she was House Keeping Manager at Radisson Hotel.<br />
	 </p>
<p>
	<strong>Raju Dhoj Thapa </strong>has joined Aankhee Jhyal as Executive Director. Earlier, he was the General Manager of <strong>Bhancha Ghar.<br />
	<br />
	</strong></p>
<p>
	<strong>Bhawana Shrestha</strong> has joined there as Managing Director. Earlier, she was associated with the travel and tourism industry.<br />
	<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>Promotions <br />
	<br />
	</strong></span></p>
<p>
	<strong>Pradeep Kumar Shrestha</strong> has been promoted as CEO of Tinau Bikas Bank, Butwal. Earlier, he was the <strong>General Manager of the bank.<br />
	<br />
	</strong></p>
<p>
	<strong>Pratap Rawal</strong> has been promoted as Chief General Manager of JCB Division at MAW Enterprises Pvt Ltd. Earlier, he was the Sales &amp; Marketing Consultant for all the divisions of the same company.<br />
	 </p>
<p>
	<strong>Sandip Chachan</strong> has been promoted as Executive Director of Volvo Division at MAW Enterprises Pvt Ltd. Earlier, he was Deputy General Manager of JCB Division in the same company.<br />
	<br />
	 </p>
<p>
	<strong><span style="font-size:14px;">Transferrers <br />
	<br />
	</span></strong></p>
<p>
	<strong>Balaram Pathak</strong> has been transferred as Director Food &amp; Beverage at Soaltee Crowne Plaza. Earlier, he was the Crowne Meeting Director at the hotel.<br />
	 </p>
<p>
	<strong>Arpan Paudel</strong> has been transferred as Branch Manager to the Pokhara branch of International Development Bank Ltd. Earlier, he was the Corporate Banking Relationship Manager at the bank's head office at Teku in Kathmandu.<br />
	 </p>
<p>
	<strong>Suman Acharya</strong> has been transferred to Kupondole branch of NCC Bank as Branch Manager. Earlier, he was the Branch Manager at Banepa branch of the bank.&nbsp; <br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'Latif Salman Rawan has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.',
			'sortorder' => '536',
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	(int) 12 => array(
		'Article' => array(
			'id' => '635',
			'article_category_id' => '38',
			'title' => 'Understanding Employee Behaviour',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	As an organisation is a place where most people spend around 50 per cent of their daily time, HR personnel should be able to deal with different types of people. People from different walks of life such as diverse cultural backgrounds, ethnic groups, race, gender, caste and nationality work in an organisation. Hence, the HR department in any organisation must be very careful and cautious while dealing with people of different nature. The HR being a support function department, HR professionals must be able to address every issue of an employee including cultural, language and religious barriers, working environment, misconception and misunderstanding among other issues.</p>
<p>
	Besides, the HR must be capable of motivating, facilitating, counseling, coaching, analysing performances and must be able to take quick and efficient decisions. In some cases, it would be very difficult to study the behaviour of an employee. For example, an employee who shows very good performance during the probation period may show a different kind of behaviour afterwards. As human behaviour cannot be predicted and there is no mechanism as such to study the behaviour of an individual, HR professionals find it difficult to cope up with employee behaviour. </p>
<p>
	For this, there are some ways through which employee behaviour can be studied to some extent. Knowledge System Analysis (KSA) and Psychometric Test are methods that can be used during the process of hiring so that an employee’s behaviour can be assessed to some extent. Likewise, close observation of every employee is an important task HR professionals must conduct as this helps knowing the employees in person. Monkey Survey, which is available free of cost online, can be the best available tool for an HR department to study the behaviour of employee(s).&nbsp;</p>
<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	The HR department can organise various trainings like catholic social teachings, stress management trainings, art of living etc in order to refresh employees. Besides, it is the duty of the HR professionals to conduct individual counseling to know how employees are feeling, what are their problems, and their needs and desires. There is a theory which tells that people do not leave their job but they leave their bosses hence it is a challenge for HR personnel to analyse internal as well as external factors due to which employees change their jobs.</p>
<p>
	Starting a new job in an organisation is like getting married with the team one has to work with and the entire organisation. As everything becomes new in this case, it is the responsibility of an HR head to make a new employee feel comfortable. While hiring new employees, there may arise some conflicts such as old employee versus new employees, experienced versus educated, religions, cultures and many others. The behaviour of the employees in this regard cannot be changed but the HR specialists can certainly influence the ground situation to some extent. Another challenge for HR personnel is that, in many cases, personal issues are reflected at a workplace due to which one employee can demoralise the whole team. </p>
<p>
	For this, some NGOs have a unit called Staff Care which provides the employees with emotional, financial or any other kind of support depending on their needs. This unit is accountable to the employees and by establishing such units in an organisation, the HR personnel can create value to the employees and the organisation. It is also understood that one should have fun at work despite the pressures he or she has to bear. This depends on the culture within an organisation, the nature of business, plans and policies, and rules and regulations set by the organisation. It is true that human beings, by nature, are never satisfied with what they have or get and as human nature is dynamic, it is difficult for HR personnel to deal with and solve all the problems. </p>
<p>
	Hence, HR personnel can make people feel good at work so that they have peace of mind while at work which in turn ensures they do not show negative behaviour. To conclude, in order to make it easier for an HR department to handle a diverse set of employees, the department has to be very careful in hiring employees so as to lower down the chances of getting wrong people in an organisation. Similarly, if personal traits can be studied and HR personnel have the capability of handling negative ideas and approaches in a positive way, then it becomes easier to cope up with employee behaviour. Besides, HR personnel must be strict enough to say no and take actions against wrongdoers while, at the same time, they must be able to judge hardworking employees and appraise them accordingly. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Knowledge
System Analysis
(KSA) and
Psychometric
Test are
methods that
can be used
during the
process of hiring.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '634',
			'article_category_id' => '38',
			'title' => 'Job Mapping',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<span style="font-size: 14px;"><strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mgmt2.jpg" width="150" /><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>By Dr Rabindra Karna</strong></span></p>
<p>
	It is common for any business to have clarity about customer expectations in the beginning as it goes through continuous modification process with the development into the market. It is equally vital to have right people in the organisation to ensure genuine and all accepted services to the customer who literally is the guarantor of success or cause of failure for any business. Simultaneously, it would be critically difficult for people resources to deliver customer satisfaction without clarity about their jobs or expectations from them. Similarly, it would not be possible for HR practitioners or leaders to describe individual jobs without knowing the nature of a job, job family, size of a job and position tagging etc. To meet business objectives, people resources are the key. For an effective and efficient organisation, well developed people bearing clarity about services (individual and organisational) are required to deliver in terms of their contribution to the business. </p>
<p>
	To begin the process of building effective people organisation, a business needs to step ahead with a “job map”. A job map is considered as a bifurcation of jobs into its process steps. Job mapping is also defined as a process of classification systems where positions are classified based on job profiles under occupational group and sub groups. A job map does not describe all expectations; it rather defines broader expectations used in the process of detailing individual job description. Thus, job mapping is a process to compile information and generate database of available and possible jobs in an organisation, for its efficient functioning. As a result of the process, position titles, job profiles and descriptions along with performance matrix becomes consistent. Job mapping also supports grouping of jobs into logical order inside job families and tied to the external market. In gist, a job map does not describe what an organisation is doing; it instead details the opportunities for enhancements in terms of building an effective and progressive institution. </p>
<p>
	The job mapping process necessitates engagement of people resources at various levels. There are enough researches showing compulsion of resources engagement that supports communication process and contributes to success in implementing change. Management scientists too have suggested that all jobs require 7Ds i.e. design, define, determine, display, diagnose, develop and deliver. It has also been confirmed by researches that people in general waste about 20 per cent of their time in obtaining clarifications on incomplete instruction and correction works by redoing tasks that went wrong. Job mapping enables the clarity at a desired level through defining and identifying problem areas. Once a problem is diagnosed, a solution to the problem automatically gets acknowledged and helps plan and introduce improved processes. Job mapping enables us to clarify, examine and develop improvements through role clarity, reduced duplication, agreement on common processes and achieving optimum efficiency by effective distribution and utilisation of resources. While analysing a job map in a structured way, one can easily identify the process improvements. The need becomes that of defining current task and schedules of the business before deeper identification. Hence, it is widely suggested to adopt the critical examination method and examine a whole lot of tasks and assignments to conclude the total outline of a job. A job map remains incomplete till the competency map is derived for any organisation. It essentially requires incorporation with job evaluation, recruitment and placement, skills enhancement needs and process etc.</p>
<p>
	The point to remember is: competency must be considered as behaviour rather than ability or skills and ensure that the competency mapping results into job evaluation. Therefore, defining critical business needs is one of the tools to have error free job map. It would be imperative to define and describe current process and issues, customer needs, business boundaries/limitations, business objectives etc and then determine the overall job map. The team assigned with mapping tasks also needs to identify multiple inefficiencies and obstacles in the process. </p>
<p>
	This necessitates evaluation of advantages and disadvantages of change intended into an organisation. Job mapping, though, has many advantages such as improved people performance contributing to improved business results, promotion of team spirit by defining interlink between different functions, departments and work groups. It also works as an effective educational as well as communication tool that have a huge impact in improving interpersonal relations within an organisation. Simultaneously, it also has the limitation of getting dependent on a small group of people on projects that restricts the representation in a wider perspective.</p>
<p>
	However, this disadvantage can be eliminated by inviting views and comments from larger work groups through circulation of the draft to ensure error free mapping. It is further recommended by many management scientists to distribute preliminary job map to each individual in the taskforce to review and then expand distribution to each functional team for their review and comment. These teams can meet at various levels to confirm that each job has been captured accurately and obtain recommended changes felt by the reviewer/reviewing team. This should be considered as an opportunity to seek input from many people at different stages and inviting their ideas as well as participation in the process.</p>
<p>
	All the feedback that is received, taken in positive light, can help in revising the map and support preparation of the final documents that is now ready for use in the desired and chosen application. However, to ensure a successful mapping, it is suggested to have a duly defined project plan detailing critical business need, analysis of current status and processes, new designs and implementation etc. To conclude, a job map gives companies a framework to discover opportunities that differentiate their offerings and get jobs accomplished perfectly by its employees to satisfy the customer need. </p>
<p>
	It also helps businesses to create breakthrough products and services through practicing innovations that makes the destinies of businesses within comfortable reach. Job mapping is ultimately a versatile and valuable tool for improving people (individual) and organisational performances. It offers a straight forward work requirement that enables good performances by elimination of obstacles, for employees to perform. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Job mapping
is a process
to compile
information
and generate
database of
available and
possible jobs in
an organisation,
for its effi cient
functioning.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '633',
			'article_category_id' => '38',
			'title' => 'Strengthening Boards Is A Must For Good Governance In Banks/FIs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mundul.jpg" width="150" /><br />
	</strong></p>
<p>
	<strong>By Sujit Mundul <br />
	</strong></p>
<p>
	<strong>Corporate Governance</strong> is a well discussed subject over the last decade or so. A good governance aims to protect shareholders rights and enhance disclosure and transparency. It facilitates effective functioning of the board and provides an efficient legal and regulatory enforcement framework.</p>
<p>
	If we look at the definition of Corporate Governance (CG), it transpires, “The fundamental concern of CG is to ensure the conditions whereby a firm’s directors and managers i.e. executives act in the interests of the firm and its shareholders. It also ensures the means by which managers are hailed responsible to capital providers for the use of assets.”</p>
<p>
	So it clearly shows a direction towards:</p>
<p>
	<strong>Responsibility</strong></p>
<p>
	<strong>Accountability <br />
	</strong></p>
<p>
	<strong>Transparency&nbsp;</strong> </p>
<p>
	<strong>Fairness <br />
	</strong></p>
<p>
	for the board of directors and the relevant executives who run day-to-day business and administration. This much discussed subject “governance” once again has taken the centre stage in the global financial world. The recent collapse of the European Bank Dexia sent shock waves across the global banking industry hardly three months after it was given a clean chit by the European Banking Authority (EBA). </p>
<p>
	EU-wide stress test covering 91 banks, representing virtually 65 per cent of the EU banking assets was conducted in the not too distant past by EBA in cooperation with few central banks, European Central Bank, European Commission and European Systemic Risk Board. On the basis of their results announced in July this year, Dexia issued a statement on its website that there is “no need for Dexia to raise additional capital.” However, since October 5th, it is inching towards bankruptcy. This phenomenon has raised an intellectual debate on the limitations of bank regulation and supervision.</p>
<p>
	For quite some time, the major concern of the policy makers was to monitor and administer prudential controls i.e. provisioning for non-performing assets, capital adequacy in the process of regulating banks and ensuring their stability. Perhaps, regulatory oversight was considered to be a substitute to corporate governance. It looked like corporate governance was considered to be less critical for banks compared with non-banking entities. The global financial crisis has clearly revealed the fact that regulation and supervision of banks has not ensured a sound banking system. As a logical corollary to this, it has now become a very convincing argument than ever before that good corporate governance complements regulation and supervision.</p>
<p>
	Banks play a critical role in the development of economies around the world. Effective corporate governance in banks helps foster financial stability, strengthen risk management and ultimately contribute to sound economic development. Banks are really unique; therefore, corporate governance of banks goes beyond the conventional agency theory. We cannot deny the fact that the banks are the most leveraged commercial enterprises. Typically, bank owners contribute circa 10 per cent of the regulatory capital. Public deposits constitute a major share of their fund base (may be up to 80 per cent). We all know that banks have a fiduciary relationship with their customers, i.e., hold the wealth of depositors and manage it on their behalf. This constitutes an additional principalagent relationship that does not exist with non-financial firms.</p>
<p>
	Let us take a look at India. Despite the existence of the Banking Regulation Act, 1949 - which inter alia contains the key parameters of good corporate governance - the issues relating to corporate governance in banks did not assume significance, especially after the nationalisation of major banks and several social obligations placed on them. The sense of urgency in implementing good corporate governance was recognised when these banks started accessing the capital markets from 1994.</p>
<p>
	One important point must be noted in this connection. After 1994, the listed banks are not only governed by banking regulation act and the various statuettes under which they are incorporated, but also by the provisions of the Companies Act related to management and administration and minority shareholders protection.</p>
<p>
	It goes without saying that long-term survival and success of an institution depends greatly on the skills, experience and knowledge of its directors and top management. The “working board” requires individuals who are informed, competent and independent to ensure enterprise and integrity which can promote sound growth of the company.</p>
<p>
	In the context of corporate governance, it would be interesting to note that while reviewing the policy of granting fresh licenses to corporations, the RBI Governor Dr D Subbarao raised concerns of “possible self-dealing” by promoter groups in private banks. He also cautioned the banks’ boards regarding excessive risk taking. In April 2011, the RBI levied a penalty on 19 banks including India’s largest bank – State Bank of India for violations on the sale of derivatives. It also imposed a fine of Rs 25 lakhs on Citibank for frauds relating to portfolio management by one of its managers. </p>
<p>
	Sending a strong message to the banks’ boards, the RBI governor said the boards and senior management of the banks would require to be more sensitive to the interests of the depositors and careful of the “potentially destructive consequences of risk taking, be alert to the warning signals and be wise enough to contain exuberance.” Dr Subbarao further said “the short point is this: if the directors on the boards of the banks did not know what was going on, they should ask themselves if they were fit enough to be directors. If they did know and did not stop it, they were complicit in the recklessness and fraud.” One of the biggest challenges in India is the dearth of professionals who are capable and willing to accept the mandate of independent directors. Now let us take a look at Nepal in this regard. Nepal Rastra Bank - the fountainhead of the country’s monetary system - has issued directives on good corporate governance. (NRB Directives No 6: Code-of-Ethics to be observed by Directors/CEO of Banks and Financial Institutions), the salient points of which are: </p>
<p>
	<strong>A declaration be signed as to observe the NRB regulations.</strong></p>
<p>
	<strong>Prohibitions to involve in activities against the interest of the Bank/FI.</strong></p>
<p>
	<strong>Prohibition for CEO to work part-time.</strong></p>
<p>
	Director of a Bank not to become a director of other institutions licensed by NRB.</p>
<p>
	<strong>Prohibition for Directors to hold Trusteeships.</strong></p>
<p>
	<strong>Prohibition to misuse the position for personal benefits.</strong></p>
<p>
	<strong>Maintenance of confidentiality and fair and equal treatment.</strong> </p>
<p>
	If we undertake a critical appreciation of the situation in the Nepali banking industry, the picture would not be very different from India in that finding appropriate and willing professionals for board positions continues to remain a major challenge. As a sequel to the recent global financial crisis, the regulators in most of the countries have placed much emphasis on the selection of board directors in Banks/FIs as they would play pivotal roles in the implementation of good governance in order to ensure sound health of the organisation.</p>
<p>
	Despite strengthening of rules, regulations, codes of conduct etc relating to good corporate governance over the years, we have found that major incidents in frauds, mis-selling, insider trading etc continue to recur in many parts of the world. So, it seems that these rules/regulations have not really strengthened the spirit of corporate governance. The spirit lies in the hearts of the managers. It is deep rooted in the foundation of moral sentiments and values, rendering it difficult for the regulators to measure. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'This subject of
“governance”
once again
has taken
the centre stage
in the global
fi nancial world.Effective
corporate
governance in
banks helps
foster fi nancial
stability,
strengthen risk
management
and ultimately
contribute to
sound economic
development.',
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Code Context
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		'Article' => array(
			'id' => '647',
			'article_category_id' => '48',
			'title' => 'Budget Of Vision 50',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="madan lamsal" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/madanlamsal(3).jpg" style="width: 91px; height: 114px;" vspace="5" /><br />
	<br />
	<strong>By Madan Lamsal </strong><br />
	<br />
	<br />
	The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may. Because, he has a vision for both long and short-terms. As a long term, it is publicly declared objective of the FM’s party to endow Nepal a proletarian dictatorship veering out the country from the clutches of the influence of expansionist, imperialist, capitalist and revisionist powers of the world. To meet this end, FM’s party thinks that it should rule the country for another fifty years. And how can that be possible without bringing about a full-fledged budget, which actually lays foundation stone to rule for next five decades? <br />
	<br />
	<img align="left" alt="no laughing matter" border="1" height="348" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(1).jpg" style="margin:10px;padding:10px;" vspace="5" width="300" /><br />
	<br />
	<br />
	Who will implement this great vision? Simply, the cadres of own party. No less ! No more !! “Therefore, we are going to increase budget allocation on headings that will send money straight either to the party whole-timers or grassroots people of our party,” the FM remarked during a lunchtime press conference last week. <br />
	<br />
	<br />
	On the occasion, the FM also made a number of supplementary plans public. One, the government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Two, the government would treat every Nepali like his party cadre and every cadre of party as Nepali. “Once we start calling it fixed deposit we will get additional leeway to implement our different policies including subsidy in arms and ammunitions, if not in fertilizer,” said the FM. <br />
	<br />
	<br />
	The short term vision of the budget would rightly be on the November elections and the economic benefits of it. FM shared that the declaration of these polls was in fact a well-thought about strategy to revive the economy. Therefore, the government is dead against revival of the dead Constituent Assembly, he declared. According to him, the salaries paid to the CA members and ministers and the rise given in that from time to time, saved the country’s economy going into recession for the last four years. “But the potency of that trick was declining with the passing months. So we declared election,’ he explained. <br />
	<br />
	<br />
	He viewed that the businesses were becoming stingier in the recent months making it difficult for the government to collect more taxes which could be given by the government to the party cadres to generate economic activities. He also divulged that the CA members who represented the poor in the past elections were no longer poorer as they collected enough money over the last four years. Thus, they were spending less and saving more out of their salary and perks. This explains how well our FM understands the famous theory of economics that the marginal propensity to consume for an individual goes down with every increase in the income. <br />
	<br />
	<br />
	Elaborating on how the elections will revive the economy, the FM said: “This will give double whammy. The politicians are likely to flow out the money they have stashed in their vaults into the economy. This money will be spent in the elections and that will create economies of scale. When the new set of people gets elected, a new round of consumer spending from the salary they get will be started. That will give a new fillip to the economy.” Looks like his party is determined to rule for next fifty years. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-09-16',
			'keywords' => '',
			'description' => 'The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may.',
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	),
	(int) 1 => array(
		'Article' => array(
			'id' => '646',
			'article_category_id' => '50',
			'title' => 'Feedback July 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="feedbackjune" border="1" height="404" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback(2).jpg" vspace="5" width="349" /><br />
	<br />
	<strong><br />
	Govt Must Practice Protectionism </strong><br />
	<br />
	<img alt="feebackimage" border="1" height="170" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feeback1.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	The ‘Sectoral’ story on Cement made us realise that we are moving ahead on the path to selfsufficiency. It also shed light on the challenges faced by the manufacturers of the related sector. Nepali cement industry is finding it challenging to compete with Indian cements that are available in the Nepali market at cheaper prices. If the government really feels that the cement industry has to be promoted, it should protect the domestic cement industry by any means. The claim may appear absurd in the era of globalisation that has created financial interdependence and internationalisation of trade. Especially, in the case with India, the interconnectedness is even stronger. But, the world is still practicing protectionism. France is protecting its farmers in order to preserve the beautiful rustic way of life of farms and fine wines. Australians are protecting their farmers and same is the case with New Zealand. Even the United States is protecting its cotton industries with tremendous subsidies. They are protecting their industries to maintain their competitive advantage. So, why not practice protectionism for some years? And, I do not mean that the government should protect industries in an excess. Once our industry becomes strong and there is a level playing field for both parties, we can let them compete. <br />
	<br />
	<strong><br />
	Aashutosh Khadgi, Dhapasi, Kathmandu </strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<br />
	<strong><br />
	Bring out Investment Angle <br />
	</strong><br />
	<br />
	New Business Age’s initiative to bring together the Gen-Y corporate leaders on a single platform to share their business strategies is praiseworthy. It must have taken a lot of effort in trying to give an overall picture of where the new generation has been taking their family businesses. It was good to know that this generation is conscious about and has respect for values like corporate governance and transparency. The broader perspective must have come by the exposure to the outside world of course. The story has tried to incorporate various aspects right from sharing their inspiration to exposing their personal interest and vision for tomorrow. However, some of my curiosities are still unanswered. If possible, I would like to know about the financial dimension of the leading business houses, for example, where have their investment been shifting and how they are managing the funds. They must have brought changes in these aspects as well. Being a business magazine, these aspects might also be interesting to cover. We, as readers, will also know if someone in Nepal is in the line to become the next Mark Zuckerberg or Larry Page. So, can we expect a cover story focusing on the investment aspect of the corporate houses in the coming issues? <br />
	<br />
	<strong><br />
	Jiba Nath Adhikari, Putalisadak, Kathmandu <br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	Nubiz’s Makeover <br />
	</strong><br />
	<br />
	The June issue of New Business Age was a real surprise! Congratulations to the Nubiz family on the complete makeover of the magazine. The new look of the magazine, right from its masthead to layout design and picture placement, is trendy and international. It is no less than an international magazine from any angle. Placing the headlines of other articles as well on the cover page besides the cover-story was a good thing as the cover now gives the picture of an entire magazine. The new design has given more space to pictures and experimented with their placements. Plus, the magazine appears to be more colourful. Specially, the sections like Biz News ad Biz Launches have appeared more attractive due to categorisation and colourful shades. But, the font sizes of the text and headlines are not in cohesion, in places—the headlines are more dominating sometimes and the text more jam-packed or vice versa. But, all in all, the magazine has come up with a suave look! I wish it all the very best! <br />
	<br />
	<strong><br />
	Ambika Sapkota, Pokhara <br />
	</strong><br />
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	Corrigendum <br />
	</strong><br />
	<br />
	In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue, please read “Baker Tilly is the eighth largest accounting firm in the World” and “Baker Tilly has nine partners” instead of what was inadvertently printed. Please also add that Baker Tilly’s member firm in Nepal is moving towards implementing AudIT this year. Baker Tilly has pointed out to a number of other minor errors as well in the print though the main message of the interview is not changed. We regret the misprint and the inconvenience caused to Baker Tilly and Mr. Daw Ching as well as to our readers. <br />
	<br />
	<strong><br />
	Editor <br />
	</strong><br />
	<br />
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-28',
			'keywords' => '',
			'description' => 'In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue,',
			'sortorder' => '546',
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	(int) 2 => array(
		'Article' => array(
			'id' => '645',
			'article_category_id' => '52',
			'title' => 'Triangular Fight On Budget',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>The president too has come out with his ‘political position’ on a full-fledged budget, making it a triangular fight. </strong><br />
	<br />
	<br />
	<img alt="from the editor" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/from-the-editor(1).jpg" vspace="5" /><br />
	<br />
	It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY). Unlike in the past, the timeliness of the budget announcement was hampered by political bickering between the ruling alliance and the opposition in the parliament. But, this time around, a third party--the president--has also come out with his ‘political position’ on a full-fledged budget, making it a triangular fight.<br />
	<br />
	On the 5th of July, President Ram Baran Yadav hinted that he would not put the seal of assent on the full ‘finance ordinance’ covering the entire FY 2012/13. This controversy was absolutely unnecessary. Apart from that, the president’s willingness to choose ‘this over that’ is even more distressing. In view of the danger of financial crisis looming large and private sector confidence hitting bottom rock, the sincere effort from all quarters should have been to bring about a full-budget. This would have at least helped to boost the investors’ confidence and provided some degree of policy predictability in the economy. One of the major concerns of the opposition parties—mainly the Nepali Congress and the CPN-UML—is that the full-budget will provide the government to allocate more sum for its party’s vested interests. That may or may not be true, but the kind of protest these parties are now engaged in, is also not going to stop the present government either to practice porkbarrel economy. <br />
	<br />
	<br />
	The wisest thing for the opposition would have been to be a part of the budget formulation team. Instead of sloganeering from outside, they could have stopped the government from allocating exorbitant amount for the UCPN-Maoists’ pet schemes like Youth Self-employment and the agreed full-payment to its ex-combatants. Nepal seems to be sharply veering from the objective of concluding the peace process. This means that there will be prolonged political uncertainty and, if a consensus is not reached soon, many more budgets to follow are likely to be victims of Nepal’s sharply polarised politics. And, thus the woes of economy are sure to aggravate. Therefore, the major political forces of the country must first cease the practice of treating the annual budget as a means to meet their sectarian political ends. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY).',
			'sortorder' => '545',
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			'breaking_news' => false,
			'main_news' => false,
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			'user_id' => '0'
		)
	),
	(int) 3 => array(
		'Article' => array(
			'id' => '644',
			'article_category_id' => '39',
			'title' => 'ICT Branding Expo - Version 2.0',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu. The five-day long exhibition will showcase latest and innovative information technology products. According to Sagar Dev Lakhe, President of the ICT Association of Nepal, the expo is being promoted as a branding expo for the second year in a row. Lakhe said it is a challenging job to promote a branding expo in the market where extensive use of IT is primarily limited to only the urban centres.</p>
<p>
	Last year's expo was successful so we have improvised on it and given continuity to the event, he added. ICT Association has been organising expos every year. According to Lakhe, such an expo must look and feel like an IT expo. So, we are using social media and IT to the utmost level and the visitors will be seeing and experiencing technology right from the entrance to the exit,” Lakhe said.</p>
<p>
	The slogan of the event is Bridging digital divide in IT Trade. The expo will showcase branded products popular in Nepal and abroad along with the latest innovative products and technology. Avid, Baleyo, CHIMEI, Creative, Delta, Digicom, EV, Fujikura, Hasee, Inktech, Philips, Smart Cell and ZTE are some of the brands participating in the expo. TP Link is the title sponsor of the expo. The event is expected to increase demand for technology products.</p>
<p>
	Lakhe said It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and technology on offer and meet their needs. The provision to book and purchase tickets online has been arranged. The fans on its Facebook page are entitled with certain discounts on entry charge. Around 200,000 visitors are expected to visit the expo. Lakhe assures that visitors need not worry about the parking space and quality food available at the food court. TechKnow Zone, Wi-Fi Lounge, VIP Lounge, Business Development Room, Food court are some of the specialities of the expo. The association has planned to inaugurate the event by an especially able person who has been making a living with the use of IT. It is also planning to felicitate persons who have been contributing to the sector for more than three decades but remaining away from the limelight, during the closing ceremony of the expo on 10 January.</p>
<p>
	<strong><img align="left" alt="focus" border="1" height="170" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikhiii.jpg" vspace="1" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Nikhil Bansal</strong></p>
<p>
	<strong>Director Hitech Distribution Pvt Ltd and Spokesperson,ICT Association of Nepal <br />
	</strong></p>
<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo to be held from 5 to 9 January is an exhibition in the true sense. Unlike other expos, it is not merely a selling point for products. At this expo, one will get to see and experience IT from the time of planning to visit the expo right till the time they come out of the venue. It is not only about uniting potential clients and exhibitors at a place but also about disseminating information about brands, products and innovations and sharing necessary information required for making a purchase decision.</p>
<p>
	The success of the expo will not be calculated on the amount of sales and number of products sold. This year's ICT expo will be the true exhibition of latest innovations, technologies, products in addition to creating a brand image in a manner that the established image actually begins giving desired outcomes after the event. The expo is intended to be of truly international standards and managed in such a way that visitors and stalls management are fully taken care of. The Visitors will mainly comprise those who are tech savvy and have a certain level of understanding on technology. While it is not possible to spend hours to introduce a simple product for a novice, we don't mean to devalue visitors as this is also an exhibition for anyone who is interested in it.</p>
<p>
	Apart from utilising the technology to its fullest, this expo will also showcase extraordinary quality in terms of stall and visitor management. We expect people to gain as much information as they can and exhibitors can share all they have. We want to ensure that people neither ignore the stalls nor do they gather at one stall for a long period of time.This is an upgrade to previous years expos and the association is dedicated to take it to the next level.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="focus" border="2" height="163" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/sagar-lakhe.jpg" vspace="2" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Sagar Dev Lakhe <br />
	</strong></p>
<p>
	<strong>President ICT Association of Nepal</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>What are the preparations so far for the expo?</strong></p>
<p>
	Almost 99 per cent of the preparations are over. All sponsors, dates, venues and events are finalised. Similarly, almost all the stalls are booked.</p>
<p>
	<strong>What are you doing to change the trend of expos being treated as a shopping destination of late?</strong></p>
<p>
	We have made a provision of e-ticketing through http://ict.org.np/ where users can print the ticket on their own which is totally a new practice for expos. Similarly, Facebook, Twitter, Google+, LinkedIn and YouTube are used to the fullest to ensure quality visitors. As per our analysis, this is the first expo that has properly used the social media. It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and their needs.</p>
<p>
	<strong>You have promised to have quality visitors at the expo this time around. How are you planning to achieve that? <br />
	</strong></p>
<p>
	The use of social media and provision of online registration is a step towards this. Similarly, we have doubled the price than the expos held earlier and discount can only be secured through online registration and Facebook page. Executive level visitors are quite hesitant to visit expos as they are afraid that their profile may be devalued or may not get the deserving attention. We need to change this so we have arranged a separate entry point for the executive visitors. Similarly, separate gates are being arranged for the entry of corporate level visiting card holders, discount holders, pass holders, students etc. All these initiatives can at least make executive visitors mentally prepared that these expos are for them too.</p>
<p>
	<strong>You have named this a branding expo. How will it be different and help promote exhibitors respective brands?</strong></p>
<p>
	Last year's expo was a successful one and it encouraged us to organise its version 2.0 this year. At a branding expo, visitors get to see the difference between general expos and a branding one. Stalls are set up as per international standards where different brands portray themselves. This is an important and meaningful platform for brand promotion to the intended customers. We have also put retail stores in a fish market manner so there will be a comparison of quality of participating stalls which will leave a huge difference on impression.</p>
<p>
	<strong><img align="left" alt="focus" border="2" height="155" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashokia.jpg" vspace="2" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
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	</strong></p>
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	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	Ashok Agrawal</strong></p>
<p>
	<strong>Managing Director Action Point Nepal Pvt Ltd (TP Link - Title Sponsor of the event) <br />
	</strong></p>
<p>
	The last year's expo successfully portrayed its quality and the theme of being a branding expo. It truly gave an impression of an international standard expo by its look, venue, stalls and the quality of exhibition. We expect the same this year too. Our main focus during the event will be on branding and we hope our brand TP Link finds recognition in the market.</p>
<p>
	We want our customers to identify with the brand and are not looking for one time sales from the event. Our objective is to share our information, promote ourselves and educate customers so that our brand gets established in the market. We will be showcasing some of the brands we deal with, during the fiveday long event.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Roshan Bhandari<img align="right" alt="focus" border="2" height="156" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikku.jpg" vspace="1" width="150" /></strong></p>
<p>
	<strong>Managing Director Human Click (Gold Sponsor of the Expo) <br />
	</strong></p>
<p>
	The ICT Info-Trade Fair has been doing well since the time it began and has been successful in managing stalls and visitors well. We expect 300-400,000 visitors turning out at this year's expo. At this year's branding expo, only the branding channel, distribution channel and authorised channels will be having their stalls in the main hall.</p>
<p>
	The branding expo proves better than other expos for both visitors and businesses as they will be trying to know each other and gather information for future deals. We are showcasing Philips monitors and Creative brands professional audio and visual products. The 3D monitor from Philips, which we will be launching during the expo, is expected to be one of the major highlights. Similarly, we are also displaying energy efficient monitors with IPS technology that can save up to 70 per cent of energy compared to other monitors available in the market. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-09-17',
			'keywords' => '',
			'description' => 'The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu.',
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	(int) 4 => array(
		'Article' => array(
			'id' => '643',
			'article_category_id' => '39',
			'title' => 'Norvic: Care At Its Best',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="top" alt="corporate focus" border="6" height="212" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nervi.jpg" vspace="5" width="300" /></p>
<p>
	Chaudhary Group, a prominent corporate house of Nepal, established Norvic International Hospital in 1993 as a 30 bed facility. Today, the hospital operates 100 beds as a full-service community healthcare facility where 40 per cent of the beds are reserved for critical care Intensive Care Unit (ICU) and Coronary Care Unit (CCU).</p>
<p>
	Growing at a steady 20 per cent per annum for the last three years, it is scheduled to add 66 more beds by the end of March 2012. It also plans to become a 200-bedded super specialised general hospital in the very near future. Praveen Dawar, Vice-President of Norvic International Hospital &amp; Medical College Pvt Ltd says, We are the leading private sector hospital in Nepal and the leading hospital overall, for critical care. Over the years, the hospital has experienced major restructuring with an increase in number of Inpatient beds and progressive expansion of ambulatory care and day surgery. It has also gone through redevelopment of the Emergency Department, Cancer Clinic and Outpatient Specialty Clinics. Having achieved many firsts in healthcare treatment,</p>
<p>
	Norvic provides 24 hours emergency services and modern operation theatres backed by its excellent post operative care. The hospital started preventive health services packages for a handful of companies in 2004. Currently, over 60 organisations in Nepal&nbsp; embassies, INGOs, UN missions, airline companies, bank, corporate houses and department stores among others&nbsp; are closely associated with the hospital and have annual health screening of their staff done there.</p>
<p>
	<br />
	<strong> </strong></p>
<p>
	<strong><img align="left" alt="corporate focus" border="5" height="192" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/norve.jpg" vspace="5" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Praveen Dawar <br />
	</strong></p>
<p>
	<strong>Vice-President Norvic International Hospital &amp; Medical College Pvt Ltd</strong></p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Human Resource</strong></p>
<p>
	A highly skilled staff of affiliated physicians, full-time and part-time professional health care staff and active volunteers serve the hospital in their respective capacities. The staff benefits from the hospital's commitment to quality, continuous learning, cross training, skills development, adequate exposure, fun events and activities, flexibility, balance, leadership and a sense of community. It's a team effort where everybody is important and has a crucial role to play. We work as a family unit and do our very best for the patients that come here,says Dawar. The hospital has total staff strength of 380 with 78 Consultant Doctors, 15 of them on the hospital's payroll; 31 Medical Officers; 120 Nurses and a whole lot of support staff manning housekeeping, vehicles, maintenance and security departments.</p>
<p>
	<strong>Customer Focus</strong></p>
<p>
	With years of experience, the hospital has designed many progressive health packages to suit individuals, families, professionals, business executives, students, children and senior citizens. There is a separate Norvic Care Division (NCD) which propagates Prevention is better than Cure by advocating regular medical check-ups. NCD also undertakes Outreach Free Check-up Medical Camps to reach underprivileged masses and help the downtrodden. The hospital commits itself to care and looks at providing world class quality healthcare at an affordable cost. We strive to create strong customer focus in all the operational areas of Norvic Hospital,” confirms Dawar.</p>
<p>
	<strong>Marketing <br />
	</strong></p>
<p>
	The hospital is presently running to its full capacity with 80 operating beds always occupied and approximately 500 OPDs per day. It conducts a good number of free medical camps within the Kathmandu Valley as well as outside of it, to promote awareness about the hospital. There are four camps organised every month and besides the medical camps within the valley, the hospital also reaches out to locations outside the valley such as Charikot, Kavre, Baglung, Kakani, Dakshinkali etc. At these camps, the medical check-ups are done free of cost and medications too are provided at no charge. Dawar informs, We do a lot of direct marketing by sending out e-mails updating people on medical camps and new facilities at the hospital. We also hold talk programmes at different organisations that include INGOs, UN missions, banks etc.</p>
<p>
	<strong>Credible Reputation</strong></p>
<p>
	Contrary to public perception, even the population belonging to the lower middle class can easily afford the hospital, shares Dawar. With 23 beds in the general category that has reasonable hygienic conditions, a bed can cost a patient around Rs 1,000 per day. Standard beds at the hospital cost around Rs 1,800 per day, there are a total of 13 standard beds. Despite being a local hospital, it has reached international standards, claims Dawar. He says that even the expatriates living in Nepal who have seen the best of medical facilities in their home countries have great confidence in Norvic. The hospital is best known for its specialisations related to cardiac care, neuro-surgeries, gastroenterology, orthopaedic surgeries, general/internal medicine, pulmonology and hepatology. In addition to the patients that come to the hospital from within Nepal, it has also been receiving patients from Bhutan and eastern part of India namely North Bengal and Assam quite steadily. Dawar says he will consider Norvic to have achieved success the day when nobody from Nepal has to go to Singapore, Bangkok or India for treatment. That should be our long term goal, to give patients enough confidence and dissuade them from going abroad for treatment, Dawar confides.</p>
<p>
	The hospital is particularly proud of its association with Dr Naresh Trehan, the Founder Chairman of Medanta - The Medicity. Eminent Cardiologist Dr Bharat Rawat was placed at Norvic Hospital by the prestigious Escorts Heart Institute and Research Centre (EHIRC) for a period of three months in 1997. But he liked it so much here that he has been with us for 14 years now, Dawar tells with a smile. Norvic is currently working towards specialising in five more critical areas to be converted to its portfolio of super specialities.</p>
<p>
	Our intention is to stay contemporary with the latest technology and development in the chosen field of medical sciences and provide quality care at affordable price to everybody who comes to us seeking treatment,Dawar concludes on a positive note.</p>
<p>
	<span style="font-size:14px;"><strong>Milestones</strong></span></p>
<p>
	<strong>1993: Norvic registered as Norvic-Health Care &amp; Research Centre Limited. Services started with 30 beds. </strong></p>
<p>
	<strong>1997: Shifts to its own premises in Thapathali&nbsp; a 100 bed facility.</strong></p>
<p>
	<strong>1998: MoU signed between Norvic and Escorts Heart Institute &amp; Research Centre, New Delhi to start a Heart Command Centre.</strong></p>
<p>
	<strong>1999: Centre for Neurological &amp; Allied Sciences established. Neurosurgical Procedures started. First Pacemaker Implant conducted.</strong></p>
<p>
	<strong>2000: First Cath Lab in the country established.</strong></p>
<p>
	<strong>2002: First Beating Heart CABG Procedure and Coronary Angioplasty (PTCA) carried out. Norvic certified with ISO 9001:2000 Certification for Quality Management System.</strong></p>
<p>
	<strong>2003: Peripheral, Cerebral, Renal and Carotid Angioplasties carried out.</strong></p>
<p>
	<strong>2004: Norvic starts a dedicated state-of-the-art Digestive Disease Centre with Endoscopy, Sigmoidocopy and Colonoscopy facilities. Obstetrics &amp; Gynaecology department established.</strong></p>
<p>
	<strong>2005: Mini PCNL commenced to enhance and specialise the Urology faculty. CT scan established. Immunisation programme for the United Nations started. Norvic signs billing agreement with Vanbreda International of Belgium.</strong></p>
<p>
	<strong>2006: First everTotal Knee Replacement surgery carried out. Norvic signs agreement with the Asian Development Bank (ADB) for medical care. <br />
	</strong></p>
<p>
	<strong>2007: State-of-the-art Mission: Save Heart Mobile CCU started. Norvic signs agreement with UNMIN for medical care.</strong></p>
<p>
	<strong>2008: Norvic signs agreements with International Organisation for Migration (IOM) and Department for International Development (DFID).</strong></p>
<p>
	<strong>2009: Sophisticated GE Innova-2000 Fixed Cath Lab installed to further enhance Interventional Procedures. Advanced Diagnostic Centre comes into operation. Norvic Institute of Nursing Education (NINE) established. Norvic joins hands with Action Aid and GTZ providing them health care packages and facilities.</strong></p>
<p>
	<strong>2010: Specialised Dental Care added to the existing facilities. First ever Laser Surgery starts in the history of Urology in Nepal. The 3rd phase of Norvic's expansion plans begins.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<span style="font-size:14px;"><strong>SWOT Analysis</strong></span></p>
<p>
	<strong>Strengths:</strong></p>
<ul>
	<li>
		&nbsp;Established Brand Name</li>
	<li>
		&nbsp;Best Hospital for Critical Care</li>
	<li>
		&nbsp;Clean and Hygienic Ambience</li>
	<li>
		&nbsp;Complete Line of Products as a Multi Speciality Hospital</li>
	<li>
		&nbsp;Good Team of In House Doctors</li>
	<li>
		&nbsp;Central Location</li>
	<li>
		&nbsp;Mobile CCU and 24 hrs Emergency &amp; Trauma Care</li>
</ul>
<p>
	 </p>
<p>
	<strong>Weaknesses:</strong></p>
<ul>
	<li>
		People's Perception of Norvic being a Costly Hospital</li>
</ul>
<p>
	<strong>Opportunities:</strong></p>
<ul>
	<li>
		&nbsp;Expand to other Super Specialities</li>
	<li>
		Tie Up with Medanta“ The Medicity</li>
	<li>
		Medical College (fi rst batch in 2014)</li>
</ul>
<p>
	<strong>Threats: <br />
	</strong></p>
<ul>
	<li>
		Competition with International Manpower &nbsp;</li>
</ul>
<p>
	 </p>
<p>
	 </p>',
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			'created' => '2012-02-24',
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			'keywords' => '',
			'description' => 'Norvic commits
itself to care
and looks at
providing world
class quality
healthcare at an
affordable cost.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '642',
			'article_category_id' => '40',
			'title' => 'Infrastucture :The Basis To Development',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="cover story" border="1" height="431" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/infra.jpg" style="margin:10px; padding:10px;" vspace="10" width="390" />The state of infrastructure in Nepal is far from promising at present, observe experts. While the government is primarily responsible for developing infrastructure in the country, it has more or less failed to live up to expectations largely due to its incapability of making use of available resources and money power. The government’s inability to use the management acumen of the private sector has made matters worse. In recent times, the private sector has made its presence felt in developing infrastructure at its own level, especially in the communication and hydropower sectors.</p>
<p>
	According to the world global competitiveness report, in 2009/10, Nepal was placed in 131st position out of 133 countries in the quality of infrastructure. In 2010/11, Nepal’s position further declined to 139th position, the lowest in the fray. This shows a severe need of quality infrastructure and upgrade of the existing ones in the country.</p>
<p>
	However, figures for basic infrastructure in other sectors are miserable, to say the least. At present, 890 people use one kilometre of road while 87 per cent of energy demand is still met through traditional sources. The government has prioritised infrastructure development from the beginning of planned development in 1956. Nepal spends around 60 to 70 per cent of around Rs 11 billion GDP annually, for infrastructure.</p>
<p>
	<strong>Private Sector Participation</strong></p>
<p>
	Private sector participation in development of physical infrastructures was formally realised only with the promulgation of act that facilitated private sector investment in 2006. From 1990 to 2007, the private sector invested US$ 404 million in just eight projects of low income category according to World Bank statistics. Out of these, five were in energy and three in telecom sector. The government realising the importance of the private sector involvement in developing infrastructure projects has adopted models like BOT (Build-Operate- Transfer), BOOT (Build-Own-Operate- Transfer), Design-Build-Operate (DBO), Design-Build-Maintain (DBM) etc. These models are in use for foreign partnerships mostly in hydropower projects.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<img align="middle" alt="cover story" border="1" height="125" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove5.jpg" vspace="5" width="200" /></p>
<p>
	<strong>Public-Private Partnership</strong></p>
<p>
	While the government suffers from capital crunch, the private sector has a profit maximising motive on top of its agenda. Therefore, a model of public-private partnership (PPP) seems to be a viable proposition for infrastructure development purpose. Purusottam Man Shrestha, National Project Manager of Public-Private Partnership for Urban Environment (PPPUE) observes that PPP model remedies the weaknesses of developing projects independently by the private sector or government. He adds, “In the course of maximising profit, the private sector may disregard the interest of general public where the profit tends to get low.</p>
<p>
	Similarly, public sector is not seen as efficiently handling the projects and managing them, which can be best done by the private sector. The model of PPP can create a win-win situation for both the private and public sector partners.” With this model of development, possible losses can be minimised with the government backing while revenue collection can be best utilised with prudent management skills. In Nepal, few projects in sectors like drinking water, waste management, urban sanitation, solar street lights, bio-gas, urban transportation management like parking space, bus terminal management etc are under consideration, according to Shrestha. All these are projects are at a micro level, mostly developed in coordination with local government-like municipalities.</p>
<p>
	Large projects under PPP model like Kathmandu-Terai Fast Track, West-Seti A 750 MW project etc have been much discussed but are yet to see the daylight. Shrestha believes projects of small nature can be most suitable at the moment considering the financing capacity of the private sector. Solid waste management, drinking water, health related waste management, transmission line are taken as the best projects under this model.</p>
<p>
	Health and education are two other sectors that are considered appropriate for this model. R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd opines PPP is the best model of infrastructure development where there is a possibility of generating revenue as well as the development of basic infrastructure. He further says the frequent changes in policy and lack of national commitment on the political parties and leaders in the government has become the largest barrier for this model to be successful. Experts believe Nepal is yet to make preparations and work out so that this model will be the method of developing required infrastructures for the country.</p>
<p>
	<strong>Physical Infrastructures <br />
	</strong></p>
<p>
	Whether the private sector will invest or not in the development industry is dependent on the suitable investment climate and market for a particular infrastructure. The private sector can invest and develop in physical infrastructure like roads where there are alternatives. Alternative and fast track roads, bridges carry potential for private sector where they collect toll from the users. But private sector road developments like toll roads need huge investment which is difficult to manage by the business community alone.</p>
<p>
	In hydropower and communication sector, there has been encouraging private sector participation. Small and midsized hydropower projects are being developed by this community. In the communication sector, there are large players like Ncell, UTL, and new comers like Smart Telecom and Hello Nepal making their strong presence. Mega projects like the new international airport at Nijgadh in Bara, Kathmandu-Terai expressways and railway lines, mega hydro projects etc are not less viable. The proposed new international airport at Nijgadh could be one of the promising projects.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/serv.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Service Infrastructures <br />
	</strong></p>
<p>
	The private sector is seen active in developing and operating service infrastructures that are much needed for the general public. Private schools, colleges and hospitals have set a level of quality of services which their public counterparts are unable to compete with. Shrestha said that the issues witnessed in these sectors like over commercialisation can be solved if the PPP model can be used in these areas. He said that this model will help to expand the service over a larger area and larger group of service recipients. This model prevents these basic services from being too profit oriented.</p>
<p>
	<strong>Prospects <br />
	</strong></p>
<p>
	The private sector is demanding the development of basic infrastructure, however, very little is heard about the private sector taking initiative in sizeable physical infrastructure projects. Manakamana cable car is one prominent exception in this regard. In fact this project stands testimony that Nepal’s private sector can develop infrastructure projects into profitable ventures. Experts believe there are numerous possibilities where private sector investors can take infrastructure as an investment opportunity. Small and medium projects in urban areas related to parking space, waste management and drinking water are attractive for this sector and identified as easy to develop too, according to Shrestha.</p>
<p>
	There are projects that garner profitable returns similar to that of any other business endeavours they have been traditionally carrying out. Some believe that development projects can be independently carried out by the private sector while some disagree with it. The latter opine that hard infrastructure development is the primary function and duty of the government. Till date, only 300 MW of total installed capacity of hydropower is produced but the demand is for 1100 MW. Besides, there is a huge market in India too. This underlines a great potential and demand for physical infrastructure.Pradeep Gangol, the Executive Manager of the Independent Power Producers’ Association (IPPAN) reasons, “The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication, and transportation. If the private sector invests in hydropower, the government can allocate more funds for sensitive sectors like health and education.”</p>
<p>
	<strong>Bottlenecks</strong></p>
<p>
	The biggest problem that infrastructure development faces is the financing issue. With the interest rate tremendously high, the rate of return becomes too low for anybody to find an interest in financing infrastructure projects.</p>
<p>
	Gangol says that time consuming procedure to acquire approval for forest use, environmental approval, procurement and use of explosives and land acquisition for projects also make it difficult to initiate projects. In the hydropower sector, the major problem is the constant price offered by Nepal Electricity Authority (NEA) to independent power producers for the last ten years while the bank interest rates are going up continuously.</p>
<p>
	<strong>The Way Forward</strong></p>
<p>
	The private sector players accept they are not in a position to develop large scale physical infrastructure at present. Availability of capital to finance these projects is the major hurdle. Though the business community has realised the potential of investing in infrastructure, they are doing so only in areas like hydropower and telecommunication. If the private sector is allowed to bring in foreign soft loan, developing large hydropower or similar revenue generating projects will be possible.</p>
<p>
	Similarly, Shrestha suggested that the donor agencies should involve themselves in PPP financing as well in addition to financing government projects like the ones at present. The Nepali financial market is still not oriented to PPP projects or infrastructure development. So a special tool can be devised for collecting capital from this market.</p>
<p>
	Similarly, general public can also be encouraged to invest in infrastructure projects. The governments in the developing countries like Nepal mostly have the budgetary constraints to commence the development projects. Therefore, PPPs can prove to be the alternative source of infrastructure investment. To attract and invite the private sector, first of all, the government must devise a viable project and put a certain amount of money.</p>
<p>
	Development partners too must look at such projects along with the government projects which will also help make greater impact of the donor funding. It is definite to take few more years when the private sector will gain confidence and prepare itself to develop infrastructure. Though there are hopes and prospects, it is certain that much time is required to see if private sector owned development projects actually become a reality. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'In 2009/10
Nepal was
placed in 131st
position out of
133 countries
in the quality of
infrastructure.
In 2010/11,
Nepal’s position
further declined
to 139th position.Projects of small
nature can be
most suitable
at the moment
considering
the fi nancing
capacity of the
private sector.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '641',
			'article_category_id' => '40',
			'title' => 'The Government Should Play A Proactive And Facilitating Role',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects. During his long career, he was also involved in the reconnaissance and feasibility level design of micro and small hydropower projects, river training projects and slope stabilisation projects. In an interview with New Business Age, Gangol shared his views on prospects and constraints of developing hydropower based on private sector investment.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="500" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove4.jpg" style="margin:10px; padding:10px;" vspace="10" width="378" />What is the prospect of private sector investment in Nepalese hydropower sector?</strong></p>
<p>
	The prospect of private sector investment in Nepaleses hydropower sector is indeed great. The enormous power potential in Nepal and the huge market for it, both domestically and in neighbouring countries make Nepal a lucrative destination for domestic and international investors. The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication and transportation. If the private sector can invest in hydropower, the government can allocate more funds for sensitive sectors like health and education. However, the government of Nepal has to do a lot to improve the investment climate in Nepal so as to lure investors to invest in Nepalese&nbsp; hydropower sector.</p>
<p>
	<strong>Hydroelectricity sector has been attracting some private investors for developing projects. How can the private sector investors be encouraged to invest further in this sector? <br />
	</strong></p>
<p>
	The Government of Nepal has to think in a more liberal way and announce a series of incentives that will make Nepalese power sector the most lucrative for investment in the world. Such measures/incentives will eventually lead to the construction of numerous small, medium and large hydropower projects all over Nepal, and help create employment for millions of people. It will also generate billions of rupees, through royalties, for the government and local DDCs and VDCs and help local people become prosperous through purchase of shares. Besides, it can accelerate local development through CSR activities like access roads, heath posts, schools, trails, irrigation canals, vocational and technical training etc. The government should keep in mind that investment will flow where there is an opportunity for profit.</p>
<p>
	<strong>Is it the issue of returns or are there any other reasons for private sector being hesitant to invest in infrastructure? <br />
	</strong></p>
<p>
	In spite of enormous potential for hydropower development in Nepal and possibility of huge power market in India, investors are still shying away from investing into Nepalese power sector. Besides rate of return issues, Nepal has to make sure that it has open access to the Indian market through a government-to-government agreement.</p>
<p>
	And the government has to assure that there will be policy stability at least for a reasonable period of time, say 10 years. Last year, for example, the department of electricity development (DoED) made changes in its rules and regulations four times within a year. Such frequent changes in rules and regulations and policies do not help in enthusing investors to invest in Nepalese power sector. Furthermore, it is a very time consuming process to acquire documents related to forest clearance, EIA, procurement and use of explosives. Land acquisition for projects is also equally difficult. Now-a -days, it is becoming increasingly difficult to manage local expectations.</p>
<p>
	<strong>Do you see the possibility of developing projects independently by private companies? <br />
	</strong></p>
<p>
	Nepali power companies can develop small power projects (up to 25 MW) independently. For bigger projects, however, they have to enter into joint ventures with foreign power companies or investors. The government should encourage more and more domestic investors to invest in hydropower, by way of equity investment.</p>
<p>
	<strong>Why do you think commercial banks are hesitating to invest in this sector?</strong></p>
<p>
	It is a very strange situation that though Nepal is facing an unprecedented 19 hoursa- day of load shedding, the commercial banks are reluctant to invest in the power sector. The main reason is that the power purchase agreement (PPA) rates have remained virtually stagnant over the last 10 years. During the same period, the prices of construction materials like cement, steel rods, copper wire, fuel costs, and labour charges have increased exponentially.</p>
<p>
	To make matters worse, the bank interest rates have also increased from 10 per cent to 15 per cent. The government is still hesitant to make suitable adjustments in PPA rates and thats why the PPA rates reflect market conditions. For example, if a farmer finds that the cost of producing potatoes is Rs 20 per kg as against the market price of Rs 16 per kg, s/ he will rather invest in producing other crops that ensure better rates of return. This is the reason for which the commercial banks are reluctant to invest in the power sector.</p>
<p>
	<strong>What are the challenges for investors after developing a project? <br />
	</strong></p>
<p>
	The challenges for investors to invest in Nepalese power sector are many. The tariff rates do not reflect market conditions while the bank interest rates are still high. It is difficult and time consuming to overcome bureaucratic hassles to acquire documents related to forest clearance, EIA report, procurement and use of explosives etc. Land acquisition is another problem that the investor is finding increasingly difficult to cope with. Policy changes are frequent, more often to discourage the investors. And lastly, it is becoming increasingly difficult to cope with the management of local expectations.</p>
<p>
	<strong>How do you expect the government to play a role so as to invite more private investors in this sector? <br />
	</strong></p>
<p>
	The government has to make appropriate changes in the electricity act and policies so as to instil confidence in investors. There should be an electricity regulatory commission that will create a level playing field for both private and public sectors. The government should make adjustment in power tariff so as to ensure reasonable rate of return. If needed, it should think about VAT exemption to make the power sector most lucrative in Nepal. The objective of the whole exercise should be to lure general public (through shares), investors, and banks to invest enthusiastically in the power sector. There should be policy stability for at least 10 years. Furthermore, a new department of clearance can be established under the energy ministry to ensure that all documents are processed within a month. The government should play a proactive and facilitating role in acquiring land for projects and managing local expectations.</p>
<p>
	<strong>How do you find the government's role in ending the energy crisis at the earliest and accelerate power development in Nepal?</strong></p>
<p>
	Nepal is facing unprecedented load shedding of 19 hours a day which is a serious problem. But the government does not seem to be as serious as the grave situation demands. The measures announced by the government seem to be piecemeal, rather than announcing all the needed measures at once. The present power crisis, if continued any longer, will eventually put our entire economy to a grinding halt. Therefore, the politicians have to become more serious in solving Nepalese power problems. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalâese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '640',
			'article_category_id' => '40',
			'title' => 'Private Sector Will Not Come Merely On Verbal Assurances',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.</strong></p>
<p>
	<strong><img align="left" alt="cover stoey" border="1" height="357" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove3.jpg" style="margin:10px; padding:10px;" vspace="10" width="375" />How do you rate the success of PPP model of development?</strong></p>
<p>
	The PPP model in Nepal has not achieved the same level of success that is witnessed in Bihar of India even though they have adopted it only recently. However, this does not mean that works have not been done on our initiatives. Minimum requirements and environment is created for enabling PPP but we donate have projects like in the developed countries that are expected to be under the PPP model. It's only the concept that is seeded while there is very little work to write home about.</p>
<p>
	<strong>What are the reasons for PPP model not being successful in Nepal?</strong></p>
<p>
	Political stability is PPP's fundamental base for success but due to the current national scenario, large investments are not coming. The private sector is sceptical about making investments though they are convinced about the importance of investing in development projects. We have failed to build the confidence of the private sector and it is extremely challenging to invite private financing from the international market. To make matters worse, the minimum arrangement for FDI is also missing. Investment risks must be minimised where possible and laws must be prepared for funds management based on international rules and regulations. There is a special procedure for private partner procurement which we are still unable to formulate.</p>
<p>
	We are still forced to follow the traditional method of inviting tenders through existing public procurement act. The current procedure is marred by a long procedural delay and the private sector cannot wait that long. This is one aspect that de-motivates the private sector. Political intervention and local groups are among other challenges for developing large scale projects. Besides, there is a lack of skilled manpower that is vital for formulating and procuring PPP projects.</p>
<p>
	A core workforce required for PPP needs to be developed in Nepal itself. We have to initiate projects that are attractive to the private sector and market them to the banking fraternity otherwise; the private sector will not come merely on verbal assurances. Even today, people are simply talking about large PPP projects without doing adequate homework and just looking at the success in other countries as examples.</p>
<p>
	<strong>How suitable is the PPP model for the development of physical infrastructure in Nepal?</strong></p>
<p>
	The PPP model in Nepal caters to basic infrastructure and services whereas it is needed more for large scale infrastructure projects. We must look at roads, tunnels, bridges, transmission lines, large hospitals, airport construction and management that can be done under the PPP model. For example, Apollo Hospital of India, in partnership with the public sector, is expanding its accessibility to a larger area to serve the general public. Similar projects can be developed in Nepal too.</p>
<p>
	<strong>Is it only the issue of investment and political environment behind the private sector's disinterest to invest in the infrastructure sector? How big a role does the issue of profi tability play in this scenario?</strong></p>
<p>
	It is incorrect to say that the private sector is not interested. As a matter of fact, they have also understood that there is profit in such endeavours. However, they are not convinced about the system that runs these projects, to see a chance of materialising profits. They are suspicious about the future because of the way policies and regulations change in Nepal on a frequent basis. We may have the policies and the projects in place, but we don't have the required financing for big projects available in our domestic market. Even all the commercial banks, put together, can barely finance one or two large projects. It essentially means that foreign private financing must be brought in and for that to happen, we don't have a necessary arrangement in place.</p>
<p>
	<strong>The government has taken a regressive step on the Fast Track project, which was said as being developed in partnership with the private sector. What kind of impact will it leave on the private investors?</strong></p>
<p>
	The project had reached a certain level, to begin with. Meanwhile, it was realised that the private sector participation would be better. However, at a later stage, there were voices being raised within the government bodies for its rectification. As a result, the project is getting delayed now. This delay certainly does not convey a positive message as a decision once made is being corrected again. Withdrawing the earlier made decision will contribute towards diminishing credibility. A couple of companies had applied in connection with the project but unfortunately, the entire process was cancelled leading to reduced confidence level of the private sector.</p>
<p>
	<strong>By when can we expect large projects getting developed under the PPP model in Nepal? <br />
	</strong></p>
<p>
	There are a lot of prospects indeed. For example, a small though important project such as developing a multi-storeyed parking space in the heart of the city like New Road can happen on an immediate basis. That can be a good yet simple PPP project which the government can realise by allowing a private operator to build the parking lot on a public space. This can be profitable and, at the same time, the private sector will happily invest in a project of this nature. We have proposed it along with a feasibility study but it is being delayed for various reasons. And let me tell you that there are a lot of similar projects that are still awaiting approval. Officials frequently get changed in the concerned local bodies and such things cannot create an environment for long term project commitments. There can be sizeable PPP projects which the domestic financial market can support.</p>
<p>
	<strong>What are your expectations from the government for making private participation successful in the development sector?</strong></p>
<p>
	The government should follow a special practice for PPP procurement. Minimum required laws and regulations must be formed first for private financing, without which money won't come. Even in the domestic financial market, there must be a specific arrangement for PPP financing apart from the existing provision of financing by banks and financial institutions. The government must identify the sectors that need PPP model and plan for at least five to 10 years in advance. The private sector must be invited only after formulating the projects ascertaining the financial scenario and benefits of PPP arrangements. For example, it is largely felt that inadequate study and preparations have gone into the waste management project catering to the Kathmandu valley.</p>
<p>
	The PPP model remedies the weaknesses of developing projects independently by either the private sector or the government. By definition, the private sector tends to maximise profit so it may neglect the larger mass and benefits for the society. For a drinking water project, for example, private developers may target a higher income group only where it sees a higher rate of return. So, a larger mass and the general public may get neglected.</p>
<p>
	If the same project is run under the PPP model, the government can intervene and enforce the supply of quality drinking water to the general public as well. To minimise the loss while doing so, the government may guarantee the profit by handing over the management to a private entity. On the other hand, when such projects are done entirely by the public sector, we have seen a lot of problems in management, leakages etc. Hence, the PPP model reduces the deficiencies of the public sector and best uses the efficiencies of the private sector. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '639',
			'article_category_id' => '40',
			'title' => 'Private Sector Cannot Be Expected To Develop Infrastructure',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="361" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove2.jpg" style="margin:10px; padding:10px;" vspace="10" width="350" />How do you view the possibility of private sector involvement for the development of the transportation sector in Nepal?</strong></p>
<p>
	The southern part of Nepal is completely linked by roads while the northern part remains largely disconnected. This means that the required infrastructure is lacking. The infrastructure for north-south linkage is crucial for the fast development of this country. You must understand that developing roads is a huge investment. The domestic transportation sector does not get spared due to the increasing fuel prices quite frequently. Electric railway transportation is the only cheap alternative in the long run; however it requires a huge investment. Few surveys have been initiated by the government in the last couple of financial years. This must be developed as a master plan because railways is shorter than roadways distance wise and also facilitates both human and goods movement.</p>
<p>
	Developing such a huge project is not possible solely with our internal resources and needs international investment or soft loan funding. As for the private sector, nobody will come forward to invest in infrastructure entirely by themselves. They won’t even come as part of joint ventures because there is no market, as such, to make huge investments and get lucrative returns on it. Therefore, the long term investments are the responsibility of the public sector. However, if we can bring in the management of the private sector for such endeavours, that will be efficient. This kind of an arrangement will be economical as well as revenue generating. It has to develop as a part of the broader national agenda and treated as an economic priority.</p>
<p>
	<strong>What should the government do to encourage the private sector for investing in infrastructure?</strong></p>
<p>
	At present, it is very difficult for the private sector to get involved into infrastructure development due to many reasons. For example, the trucking business is still not organised and trucks are individually owned and leased to companies. A single trucking company has not been developed in an organised manner till now. There are only 283 registered companies in the business and nobody knows how many of them are in existence.</p>
<p>
	Transportation is getting more difficult in places where cities are developing. The private sector will be more interested in facility management rather than investing in infrastructure. If we look at Kathmandu, transporters will drop goods and go back for more if proper parking spaces and warehouses can be set up. But there is not a single warehouse that can serve on a long term basis. This is where the private sector can come in and invest in such projects</p>
<p>
	<strong>Why isn’t the private sector interested to get involved if there are prospects? <br />
	</strong></p>
<p>
	When the interest rate is tremendously high (14 per cent), the rate of return correspondingly becomes very low. For example, the cost of a project can’t be predicted for say, five years down the line, adjusting with the interest rate of borrowing. Given such uncertainty, the private sector cannot be expected to take initiatives in situations like these.</p>
<p>
	<strong>Do you see the possibilities of building roads by the private sector in Nepal similar to that in other countries?</strong></p>
<p>
	We don’t have the level of traffic in Nepal that will lure the private sector to invest in toll roads. The private sector will invest automatically where there is an opportunity for profit. If we had the level of traffic that could yield profits, the tunnel to link Birgunj with Kathmandu would have been constructed by now. The FNCCI is ready to lead and the business community in Hetauda is showing interest but there are elements that have contributed towards slowing down the entire process. Goods and passenger movement is not high as of now but on a positive note, there is an increase in internal population as well as growing international linkages. Toll road development needs huge investment so the government must come forward for constructing infrastructure because it gets soft loan. Debt recovery needs prudent management which can be done by the private sector. If PPP can be fully implemented, a lot of projects could be developed in the foreseeable future.</p>
<p>
	<strong>So you mean to say that it is better to let the private sector manage infrastructure instead of asking them to develop so.</strong></p>
<p>
	Yes, because they don’t have the required capacity given the insufficient domestic resources. The private sector must be allowed to bring in foreign capital as there are foreign banks that trust the Nepali private sector. If such soft loan is allowed to bring in, hydroelectricity can be rapidly developed. Nobody is willing to invest with the domestic rate of interest that is higher than 10 per cent. A single bank cannot finance a project larger than 100 MW; large scale projects need consortium efforts as they need billions of rupees. So, the government must finance development efforts but let the private sector manage them. The government cannot manage projects efficiently and the result is that every public sector enterprise is making losses. Therefore, the government should not conduct business; it should instead allow the private sector to manage. The private sector will then make money and earn revenue for the government.</p>
<p>
	<strong>What should the government do to make the transport sector effi cient and effective?</strong></p>
<p>
	First and foremost, there has to be a right policy. Efficiency will only increase when the transit time can be lowered and turnover can be made faster, this will also lower the cost of transportation as it lowers the overhead cost. The existing transportation facilities can be developed given the available resources but the policy makers must have the political will with a common national agenda for this to happen. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
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			'keywords' => '',
			'description' => 'R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).',
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	(int) 9 => array(
		'Article' => array(
			'id' => '638',
			'article_category_id' => '40',
			'title' => 'Investment In Infrastructure Is A Costly Proposition',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Sanju Koirala is the Corporate Communication Manager of Ncell, the largest private sector telecom operator in Nepal. She has been working as Ncell’s Corporate Communication Manager since 2009. Ncell has made a large contribution on developing communication infrastructure all over Nepal. It has increased the base stations by more than six times in the last three years. In an interview with New Business Age, Koirala shared her ideas on the prospects and challenges of developing communication infrastructure in Nepal.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="384" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Ncell has expanded quite fast in a very short period of time in Nepal’s telecom business. How big is the prospect of a further expansion in terms of demand and possible supply of services?</strong></p>
<p>
	When the decision to enter Nepali market was made, one of the top priorities was to develop the mobile telecom market and to become number one within two to three years’ time. Although, the goal was reached way before, that is, by the end of November 2011, Ncell will continue with the same endeavour. We will continue investing in network expansion and new services. In fact, Ncell is at a growing stage and we will continue improving our network quality and capacity. By achieving one target, we have set another one in front of us which is even more challenging. We strive to reach quality to be aligned with TeliaSonera global standards and have an excellence in customer satisfaction. For future investment plans, it means increasing capacity and quality in the existing network, be selective to cover new geographical areas, increase data usage by enhancing data speed, implement new end user services and improve network reliability and robustness. Customers have started to feel the difference among various Nepali telecom operators. They have started to value what it means to have a good voice quality and network coverage, no matter wherever they are. It surprised the customers in 2011 and it will continue to surpass their expectations in 2012. Our actions and work will always pleasantly surprise the customers with excellent quality and new services.</p>
<p>
	<strong>How can the contribution of private sector players be compared to that of government sector in communication infrastructure development?</strong> <strong>There are allegations of unfair play coming up quite often.</strong></p>
<p>
	When a private company invests, it always keeps the desirable rate of return in mind. Besides commercial targets, we also have social responsibility targets. Among all possible mobile technologies, Ncell makes the decision as to which technology to trust the most. The return of investment and long term technology sustainability are the main decision making factors. By having set clear rules and regulations regarding usage and fee of frequency spectrum, the government can avoid unfair play. And these rules and regulations shall be applicable for every existing and potential operator in Nepal. Every player expects and should have an equal level playing field in an open and liberal economy.<strong><br />
	</strong></p>
<p>
	<strong>The cost of building infrastructure is very high. How satisfactory are the rate and time-window of return?</strong></p>
<p>
	Geographical terrain, lack of transportation, power outage and shortage of skilled manpower makes investment in infrastructure a costly proposition. We are also aware of the people’s spending power, with low level income; gestation period is bound to increase. It is now at an acceptable level taking into account the revenue from voice and value added services. In my opinion, the market is still developing. When we look from mid and long term perspectives, it’s important not to start a price war among operators and avoid regulatory imposed tariffs. Both of these are short term strategies and if wrongly applied, can impact severely on future investment and quality. It does not necessarily mean that the tariffs on services will not decrease but it will be based on the economy of scale and in a planned way. Everyone has to remember that an operator’s ultimate goal is long term sustainable profitability and every wrong decision has an adverse affect on investment and services.</p>
<p>
	<strong>Do you see the possibility of sharing the same infrastructure by other companies of the same nature? Do you think this will reduce the cost of service expansion? </strong></p>
<p>
	It is possible, but cost sharing and cost bearing business dealing should not be dictated by the government. It should be a business to business decision to have a positive impact as well as in expansion and cost of service.</p>
<p>
	<strong>The NTA has not given permission to share certain resources between telecom operators?And, particularly optical fi bre that is being used by NTC is not shared with other companies. How do you view this?</strong></p>
<p>
	This is one of the most challenging issues because pricing scheme has to be defined and NTA has no information about real and specific costs that are different among various operators. In fact, Ncell is leasing the required bandwidth from NTC and NEA. However, it’s not easy to get into an agreement with government-owned companies. First of all, there should be a display of interest by the first operator to share it based on their interest to get opportunity to share similar bandwidth in other directions where they don’t have it yet. Thus, it should be based on mutual interest rather than forced and imposed regulations.</p>
<p>
	<strong>What are the challenges and problems in developing infrastructure?</strong></p>
<p>
	Getting required permission from different government bodies is a difficult task. And it does get worse when people demand for road, electricity supply and many other things. Besides that, in network rollout, one of the most challenging factors is availability of power. If the rest can be agreed and aligned by changing regulations, making clear and understandable rules and fees, shortage in power will remain for years. This is also related to the government plans to provide sufficient electricity even for households in the cities and remote areas. We are not sure if NTA has any plans on the level of energy requirements for the next five to 10 years. No one has really asked us about expected energy requirements for the Ncell network in the coming years. Therefore, we need to rely only on a backup solution based on diesel generators. That, for sure, has an adverse effect on network running costs and ecology.</p>
<p>
	<strong>What are your expectations from the government about supporting the development of communication infrastructure? Has the government done enough to develop the basic infrastructures?</strong></p>
<p>
	A concise general plan for developing the mobile, fixed and broadband services in Nepal is required. If we look around the Asia Pacific region, every country has imposed different principles. And here, challenges come from the fact that there are no less common principles even within the region. Thus, it brings complexity for the NTA and requires assessment of existing status, plans and changes as required. It also requires expertise and consultancy from GSMA (GSM Association) as well as bringing the local operators together in one working group. RTDF (Rural Telecom Development Fund) could be used for optical fibre and for other facilities. For example, equipments and construction material for infrastructure customs and other taxes can be reduced, failing which, it will increase the investment resulting in costlier airtime for mobile phone users. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Sanju Koirala is the Corporate
Communication Manager of
Ncell, the largest private sector
telecom operator in Nepal. She
has been working as Ncell’s
Corporate Communication Manager
since 2009. Ncell has made a
large contribution on developing
communication infrastructure all
over Nepal. It has increased the
base stations by more than six
times in the last three years. In
an interview with New Business
Age, Koirala shared her ideas on
the prospects and challenges
of developing communication
infrastructure in Nepal.',
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		'Article' => array(
			'id' => '637',
			'article_category_id' => '47',
			'title' => 'Hotelier Extraordinaire',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:12px;"><br />
	</span></p>
<p>
	<span style="font-size:12px;"><img align="left" alt="presonality" border="1" height="288" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rana.jpg" style="margin: 10px; padding: 10px; width: 222px; height: 288px;" vspace="10" width="222" />Shreejana Rana is one hotelier who distinguishes herself from many others in a variety of respects. As Director CSR and R&amp;D of Hotel de lâ Annapurna, which is doing reasonably well as a hospitality entity, she believes,Survival is not enough, we need to get better. This very go-getter attitude of hers has resulted in the hotel's massive renovation and upgradation endeavours of late. I am working hard and giving it all I have to ensure that my hotel lives up to its much revered tagline No. 1 Address in Kathmandu, she confides. Rana thinks it is best to take her chances nowbring back the glory of yesteryears and make a premium 5-star property out of the hotel that it once was, rather than wait endlessly hoping for perfect conditions to make investments.</span></p>
<p>
	<span style="font-size:12px;">Born to Late Kiranendu Malla and Late Kendra R L Malla, she lost her father when she was barely two-years-old. Rana credits her mother, widowed at the young age of 21, for single-handedly raising her younger brother and herself. She says, My mother's courage, hard work and the love she bestowed upon us, despite numerous challenges, have inspired me to respect and uphold family values.While admitting that she had a privileged upbringing which included the best schooling one could think of, Rana led a simple life with plenty of values and discipline her family instilled in her. In those days, rules were made by the parents and never questioned, she elucidates.</span></p>
<p>
	<span style="font-size:12px;">An alumnus of St Mary's High School in Jawalakhel, she finished high school from Cambrian Hall, one of India's premier private schools located in Dehradun. Immediately afterwards, she got an opportunity to train with the ITC Welcome Group for five years in the early 1990s. And it was during her learn-onthe- job stint with the ITC when she came across Kapil SJB Rana, a dashing hotel heir who had just returned from England after completing his studies. I helped him get acquainted with Nepali customs as he had practically lived his entire life abroad and knew little about Nepal,she blushes reminiscing her early courtship days. As fate would have it, she was to marry him in due course of time. My family was happy about it and supported my decision wholeheartedly,she shares.</span></p>
<p>
	<span style="font-size:12px;">A very ambitious person, by her own admission, Rana also has a soft corner which has led her to being a social entrepreneur. She is a firm believer in empowering women through entrepreneurship and an ardent supporter of fight against heart diseases. While she believes that success is absolutely important and intends to leave no stone unturned to achieve it, she also has the heart to think about people who are less fortunate and wants to give back to the society. Early into her professional career, she dabbled as a fashion entrepreneur with her boutique Image Fashion House at Durbarmarg.</span></p>
<p>
	<span style="font-size:12px;">We were involved in organising the 1st Miss Nepal pageant and managed costumes and choreography part of the event,she tells excitedly. Being an emotional person since a young age, social work came naturally to Rana. She is associated with a number of organisations to help fulfill her social responsibilities. Her social undertakings include associations with Jayanti Memorial Trust (JMT), Women Entrepreneurs Association of Nepal (WEAN), SAARC Chamber Women Entrepreneurs Council (SCWEC), Association of St Maryâ's Alumnae Nepal (ASMAN),</span></p>
<p>
	<span style="font-size:12px;">Burn Violence Survivors Nepal (BVS-N) and Federation of Women Entrepreneurs Association of Nepal (FWEAN) among others. I believe in getting women trained and educated to empower them rather than spoiling them with cash money. It is more important to guarantee how money gets utilised, she says. And then adds, If corporate entities in Nepal are only seen making money but not giving back anything to the society, it will be difficult to survive in the long run. As the gap between haves and havenots widen further, social tensions that Nepal already suffers from will reach an unprecedented high. Having lost her father at a time when she was just about starting to know him, left a deep impact on Rana's psyche.</span></p>
<p>
	<span style="font-size:12px;">Hence, she wants to make sure that her two children 13-year-old daughter Keshya Rana and 6-year-old son Satyajot Rana receive the best parentage, My husband and I want to give them the best of both parents and family values. She aspires to give her children quality education and exposure so that they can grow up as capable individuals and stand on their own feet. They must equip themselves and prove their worth. I don't want them to take the family legacy for granted, she elaborates. Rana further assures that Keshya, a boarder of all-girls Downe House School at Berkshire in England, and Satyajot, a student of British Primary School in Kathmandu, will be free to chart their own career courses and won't be pressurised to join the family business. While agreeing that she is very content as a person, Rana wishes her mother was alive today to see her treading a successful trail.</span></p>
<p>
	<span style="font-size:12px;">How I wish I could spend more time with her,she gets a tad emotional. Growing up in a close knit family and a comfortable set up, she has never let her affluent background go to her head. She philosophises, I have been very fortunate with my wants and desires so it has been smooth sailing all along with no major regrets whatsoever. A house-proud person, she sees to it that her children eat at home whenever they are around. She believes that her husband, as a thinker, is the right kind of motivation she has in life,He has always been my backbone and encouraged me to move ahead. Just when I thought I knew her well enough by now,</span></p>
<p>
	<span style="font-size:12px;">Rana narrated an anecdote to me, which she says was an eye-opener of sorts for her.Due to my penchant for seeking women rights, my husband once wondered if he has deprived me of anything in life. It made me wake up to a realisation that I need to be more sensitive towards people who are dearest to me, she recounts. A complete believer in putting her time to good use, Rana signs off on a defining note,I have to constantly work towards ensuring that I am worth my being which makes it all the more important for me to have my own identity.&nbsp;</span></p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-10-04',
			'keywords' => '',
			'description' => 'A fiercely ambitious entrepreneur aside, Shreejana Rana is a strong advocate of philanthropic activities widely practiced in developed countries but seldom seen in a country like ours. A true lover of Nepal, she wants to spread optimism and work towards making her country and all Nepalis proud, in her own little way.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '636',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><strong>Newcomers<br />
	<br />
	</strong></span><br />
	<strong>Latif Salman Rawan</strong> has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.<br />
	 </p>
<p>
	<strong>Alok Kr Sharma</strong> has replaced N K Chari as the new Managing Director of Nepal SBI Bank Limited. Chari has been transferred to Chandigarh Local Head Office of SBI as Senior General Manager. Earlier, Sharma was Head of Credit Department of SBI Orissa branch.<br />
	 </p>
<p>
	<strong>Amrit Charan Shrestha</strong> has been appointed the Chief Executive Officer of Nepal Credit &amp; Commerce Bank Ltd. Earlier, he worked as the Acting CEO of Nabil Bank Limited.<br />
	 </p>
<p>
	<strong>Jarmo Nyman</strong> has joined Ncell as Chief Technical Officer. Earlier, he was Head of Business Development with NSN Global Services and Programme Director for Orange''s Spanish swap and roll out.<br />
	 </p>
<p>
	<strong>Abdujabbor Kayumov</strong> has joined Ncell as Chief Commercial Officer. Earlier, he was working as the Chief Executive Officer of Tcell North and has been a part of the TeliaSonera group since 2007.<br />
	 </p>
<p>
	<strong>Shyam Sunder Sharma</strong> has been appointed the Chairman of ABC Television. Earlier, he was the Head Human Resource of Nepal Satellite Telecom.<br />
	 </p>
<p>
	<strong>Sarad S Dhungel</strong> has joined Westar Properties Pvt Ltd as Manager Marketing. Earlier, he was Head Card &amp; Transaction Banking at International Development Bank Ltd, Teku.<br />
	 </p>
<p>
	<strong>Pralhad Raj Kunwar</strong> has joined Radisson Hotel, Kathmandu as General Manager replacing its Acting GM <strong>Abhinav Rana. Earlier, Kunwar was the General Manager of Hotel Yak &amp; Yeti.<br />
	<br />
	</strong></p>
<p>
	<strong>Neeraj Kumar</strong> has joined Radico Khetan Limited as Country Head. Earlier, he was the General Manager of Sumy Distillery Pvt Ltd.<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>New Comers at Airport Hotel<br />
	<br />
	</strong></span></p>
<p>
	<strong>Nikita Shrestha</strong> has joined Airport Hotel as Director of Sales &amp; Marketing department. Earlier, she was Sales Manager at Hotel Soaltee Crowne Plaza.<br />
	 </p>
<p>
	<strong>Bikash Tamang</strong> has joined the hotel as Operation Manager. Earlier, he was in San Francisco, USA.<br />
	 </p>
<p>
	<strong>Vinayak Thapa</strong> has joined the hotel as Sales Manager. Earlier he was Asst Business Executive in the Sales &amp; Front Office department of Grand Hotel, Kathmandu.<br />
	 </p>
<p>
	<strong>Manita Tandukar</strong> has joined the hotel as Asst Sales Manager. Earlier, she was Asst Sales &amp; Marketing Manager at View Bhrikuti Hotel, Nagarkot.<br />
	 </p>
<p>
	<strong>Anita Tuladhar</strong> has joined the hotel as House Keeping Manager. Earlier, she was House Keeping Manager at Radisson Hotel.<br />
	 </p>
<p>
	<strong>Raju Dhoj Thapa </strong>has joined Aankhee Jhyal as Executive Director. Earlier, he was the General Manager of <strong>Bhancha Ghar.<br />
	<br />
	</strong></p>
<p>
	<strong>Bhawana Shrestha</strong> has joined there as Managing Director. Earlier, she was associated with the travel and tourism industry.<br />
	<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>Promotions <br />
	<br />
	</strong></span></p>
<p>
	<strong>Pradeep Kumar Shrestha</strong> has been promoted as CEO of Tinau Bikas Bank, Butwal. Earlier, he was the <strong>General Manager of the bank.<br />
	<br />
	</strong></p>
<p>
	<strong>Pratap Rawal</strong> has been promoted as Chief General Manager of JCB Division at MAW Enterprises Pvt Ltd. Earlier, he was the Sales &amp; Marketing Consultant for all the divisions of the same company.<br />
	 </p>
<p>
	<strong>Sandip Chachan</strong> has been promoted as Executive Director of Volvo Division at MAW Enterprises Pvt Ltd. Earlier, he was Deputy General Manager of JCB Division in the same company.<br />
	<br />
	 </p>
<p>
	<strong><span style="font-size:14px;">Transferrers <br />
	<br />
	</span></strong></p>
<p>
	<strong>Balaram Pathak</strong> has been transferred as Director Food &amp; Beverage at Soaltee Crowne Plaza. Earlier, he was the Crowne Meeting Director at the hotel.<br />
	 </p>
<p>
	<strong>Arpan Paudel</strong> has been transferred as Branch Manager to the Pokhara branch of International Development Bank Ltd. Earlier, he was the Corporate Banking Relationship Manager at the bank's head office at Teku in Kathmandu.<br />
	 </p>
<p>
	<strong>Suman Acharya</strong> has been transferred to Kupondole branch of NCC Bank as Branch Manager. Earlier, he was the Branch Manager at Banepa branch of the bank.&nbsp; <br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'Latif Salman Rawan has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '635',
			'article_category_id' => '38',
			'title' => 'Understanding Employee Behaviour',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	As an organisation is a place where most people spend around 50 per cent of their daily time, HR personnel should be able to deal with different types of people. People from different walks of life such as diverse cultural backgrounds, ethnic groups, race, gender, caste and nationality work in an organisation. Hence, the HR department in any organisation must be very careful and cautious while dealing with people of different nature. The HR being a support function department, HR professionals must be able to address every issue of an employee including cultural, language and religious barriers, working environment, misconception and misunderstanding among other issues.</p>
<p>
	Besides, the HR must be capable of motivating, facilitating, counseling, coaching, analysing performances and must be able to take quick and efficient decisions. In some cases, it would be very difficult to study the behaviour of an employee. For example, an employee who shows very good performance during the probation period may show a different kind of behaviour afterwards. As human behaviour cannot be predicted and there is no mechanism as such to study the behaviour of an individual, HR professionals find it difficult to cope up with employee behaviour. </p>
<p>
	For this, there are some ways through which employee behaviour can be studied to some extent. Knowledge System Analysis (KSA) and Psychometric Test are methods that can be used during the process of hiring so that an employee’s behaviour can be assessed to some extent. Likewise, close observation of every employee is an important task HR professionals must conduct as this helps knowing the employees in person. Monkey Survey, which is available free of cost online, can be the best available tool for an HR department to study the behaviour of employee(s).&nbsp;</p>
<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	The HR department can organise various trainings like catholic social teachings, stress management trainings, art of living etc in order to refresh employees. Besides, it is the duty of the HR professionals to conduct individual counseling to know how employees are feeling, what are their problems, and their needs and desires. There is a theory which tells that people do not leave their job but they leave their bosses hence it is a challenge for HR personnel to analyse internal as well as external factors due to which employees change their jobs.</p>
<p>
	Starting a new job in an organisation is like getting married with the team one has to work with and the entire organisation. As everything becomes new in this case, it is the responsibility of an HR head to make a new employee feel comfortable. While hiring new employees, there may arise some conflicts such as old employee versus new employees, experienced versus educated, religions, cultures and many others. The behaviour of the employees in this regard cannot be changed but the HR specialists can certainly influence the ground situation to some extent. Another challenge for HR personnel is that, in many cases, personal issues are reflected at a workplace due to which one employee can demoralise the whole team. </p>
<p>
	For this, some NGOs have a unit called Staff Care which provides the employees with emotional, financial or any other kind of support depending on their needs. This unit is accountable to the employees and by establishing such units in an organisation, the HR personnel can create value to the employees and the organisation. It is also understood that one should have fun at work despite the pressures he or she has to bear. This depends on the culture within an organisation, the nature of business, plans and policies, and rules and regulations set by the organisation. It is true that human beings, by nature, are never satisfied with what they have or get and as human nature is dynamic, it is difficult for HR personnel to deal with and solve all the problems. </p>
<p>
	Hence, HR personnel can make people feel good at work so that they have peace of mind while at work which in turn ensures they do not show negative behaviour. To conclude, in order to make it easier for an HR department to handle a diverse set of employees, the department has to be very careful in hiring employees so as to lower down the chances of getting wrong people in an organisation. Similarly, if personal traits can be studied and HR personnel have the capability of handling negative ideas and approaches in a positive way, then it becomes easier to cope up with employee behaviour. Besides, HR personnel must be strict enough to say no and take actions against wrongdoers while, at the same time, they must be able to judge hardworking employees and appraise them accordingly. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Knowledge
System Analysis
(KSA) and
Psychometric
Test are
methods that
can be used
during the
process of hiring.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '634',
			'article_category_id' => '38',
			'title' => 'Job Mapping',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<span style="font-size: 14px;"><strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mgmt2.jpg" width="150" /><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>By Dr Rabindra Karna</strong></span></p>
<p>
	It is common for any business to have clarity about customer expectations in the beginning as it goes through continuous modification process with the development into the market. It is equally vital to have right people in the organisation to ensure genuine and all accepted services to the customer who literally is the guarantor of success or cause of failure for any business. Simultaneously, it would be critically difficult for people resources to deliver customer satisfaction without clarity about their jobs or expectations from them. Similarly, it would not be possible for HR practitioners or leaders to describe individual jobs without knowing the nature of a job, job family, size of a job and position tagging etc. To meet business objectives, people resources are the key. For an effective and efficient organisation, well developed people bearing clarity about services (individual and organisational) are required to deliver in terms of their contribution to the business. </p>
<p>
	To begin the process of building effective people organisation, a business needs to step ahead with a “job map”. A job map is considered as a bifurcation of jobs into its process steps. Job mapping is also defined as a process of classification systems where positions are classified based on job profiles under occupational group and sub groups. A job map does not describe all expectations; it rather defines broader expectations used in the process of detailing individual job description. Thus, job mapping is a process to compile information and generate database of available and possible jobs in an organisation, for its efficient functioning. As a result of the process, position titles, job profiles and descriptions along with performance matrix becomes consistent. Job mapping also supports grouping of jobs into logical order inside job families and tied to the external market. In gist, a job map does not describe what an organisation is doing; it instead details the opportunities for enhancements in terms of building an effective and progressive institution. </p>
<p>
	The job mapping process necessitates engagement of people resources at various levels. There are enough researches showing compulsion of resources engagement that supports communication process and contributes to success in implementing change. Management scientists too have suggested that all jobs require 7Ds i.e. design, define, determine, display, diagnose, develop and deliver. It has also been confirmed by researches that people in general waste about 20 per cent of their time in obtaining clarifications on incomplete instruction and correction works by redoing tasks that went wrong. Job mapping enables the clarity at a desired level through defining and identifying problem areas. Once a problem is diagnosed, a solution to the problem automatically gets acknowledged and helps plan and introduce improved processes. Job mapping enables us to clarify, examine and develop improvements through role clarity, reduced duplication, agreement on common processes and achieving optimum efficiency by effective distribution and utilisation of resources. While analysing a job map in a structured way, one can easily identify the process improvements. The need becomes that of defining current task and schedules of the business before deeper identification. Hence, it is widely suggested to adopt the critical examination method and examine a whole lot of tasks and assignments to conclude the total outline of a job. A job map remains incomplete till the competency map is derived for any organisation. It essentially requires incorporation with job evaluation, recruitment and placement, skills enhancement needs and process etc.</p>
<p>
	The point to remember is: competency must be considered as behaviour rather than ability or skills and ensure that the competency mapping results into job evaluation. Therefore, defining critical business needs is one of the tools to have error free job map. It would be imperative to define and describe current process and issues, customer needs, business boundaries/limitations, business objectives etc and then determine the overall job map. The team assigned with mapping tasks also needs to identify multiple inefficiencies and obstacles in the process. </p>
<p>
	This necessitates evaluation of advantages and disadvantages of change intended into an organisation. Job mapping, though, has many advantages such as improved people performance contributing to improved business results, promotion of team spirit by defining interlink between different functions, departments and work groups. It also works as an effective educational as well as communication tool that have a huge impact in improving interpersonal relations within an organisation. Simultaneously, it also has the limitation of getting dependent on a small group of people on projects that restricts the representation in a wider perspective.</p>
<p>
	However, this disadvantage can be eliminated by inviting views and comments from larger work groups through circulation of the draft to ensure error free mapping. It is further recommended by many management scientists to distribute preliminary job map to each individual in the taskforce to review and then expand distribution to each functional team for their review and comment. These teams can meet at various levels to confirm that each job has been captured accurately and obtain recommended changes felt by the reviewer/reviewing team. This should be considered as an opportunity to seek input from many people at different stages and inviting their ideas as well as participation in the process.</p>
<p>
	All the feedback that is received, taken in positive light, can help in revising the map and support preparation of the final documents that is now ready for use in the desired and chosen application. However, to ensure a successful mapping, it is suggested to have a duly defined project plan detailing critical business need, analysis of current status and processes, new designs and implementation etc. To conclude, a job map gives companies a framework to discover opportunities that differentiate their offerings and get jobs accomplished perfectly by its employees to satisfy the customer need. </p>
<p>
	It also helps businesses to create breakthrough products and services through practicing innovations that makes the destinies of businesses within comfortable reach. Job mapping is ultimately a versatile and valuable tool for improving people (individual) and organisational performances. It offers a straight forward work requirement that enables good performances by elimination of obstacles, for employees to perform. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Job mapping
is a process
to compile
information
and generate
database of
available and
possible jobs in
an organisation,
for its effi cient
functioning.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '633',
			'article_category_id' => '38',
			'title' => 'Strengthening Boards Is A Must For Good Governance In Banks/FIs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mundul.jpg" width="150" /><br />
	</strong></p>
<p>
	<strong>By Sujit Mundul <br />
	</strong></p>
<p>
	<strong>Corporate Governance</strong> is a well discussed subject over the last decade or so. A good governance aims to protect shareholders rights and enhance disclosure and transparency. It facilitates effective functioning of the board and provides an efficient legal and regulatory enforcement framework.</p>
<p>
	If we look at the definition of Corporate Governance (CG), it transpires, “The fundamental concern of CG is to ensure the conditions whereby a firm’s directors and managers i.e. executives act in the interests of the firm and its shareholders. It also ensures the means by which managers are hailed responsible to capital providers for the use of assets.”</p>
<p>
	So it clearly shows a direction towards:</p>
<p>
	<strong>Responsibility</strong></p>
<p>
	<strong>Accountability <br />
	</strong></p>
<p>
	<strong>Transparency&nbsp;</strong> </p>
<p>
	<strong>Fairness <br />
	</strong></p>
<p>
	for the board of directors and the relevant executives who run day-to-day business and administration. This much discussed subject “governance” once again has taken the centre stage in the global financial world. The recent collapse of the European Bank Dexia sent shock waves across the global banking industry hardly three months after it was given a clean chit by the European Banking Authority (EBA). </p>
<p>
	EU-wide stress test covering 91 banks, representing virtually 65 per cent of the EU banking assets was conducted in the not too distant past by EBA in cooperation with few central banks, European Central Bank, European Commission and European Systemic Risk Board. On the basis of their results announced in July this year, Dexia issued a statement on its website that there is “no need for Dexia to raise additional capital.” However, since October 5th, it is inching towards bankruptcy. This phenomenon has raised an intellectual debate on the limitations of bank regulation and supervision.</p>
<p>
	For quite some time, the major concern of the policy makers was to monitor and administer prudential controls i.e. provisioning for non-performing assets, capital adequacy in the process of regulating banks and ensuring their stability. Perhaps, regulatory oversight was considered to be a substitute to corporate governance. It looked like corporate governance was considered to be less critical for banks compared with non-banking entities. The global financial crisis has clearly revealed the fact that regulation and supervision of banks has not ensured a sound banking system. As a logical corollary to this, it has now become a very convincing argument than ever before that good corporate governance complements regulation and supervision.</p>
<p>
	Banks play a critical role in the development of economies around the world. Effective corporate governance in banks helps foster financial stability, strengthen risk management and ultimately contribute to sound economic development. Banks are really unique; therefore, corporate governance of banks goes beyond the conventional agency theory. We cannot deny the fact that the banks are the most leveraged commercial enterprises. Typically, bank owners contribute circa 10 per cent of the regulatory capital. Public deposits constitute a major share of their fund base (may be up to 80 per cent). We all know that banks have a fiduciary relationship with their customers, i.e., hold the wealth of depositors and manage it on their behalf. This constitutes an additional principalagent relationship that does not exist with non-financial firms.</p>
<p>
	Let us take a look at India. Despite the existence of the Banking Regulation Act, 1949 - which inter alia contains the key parameters of good corporate governance - the issues relating to corporate governance in banks did not assume significance, especially after the nationalisation of major banks and several social obligations placed on them. The sense of urgency in implementing good corporate governance was recognised when these banks started accessing the capital markets from 1994.</p>
<p>
	One important point must be noted in this connection. After 1994, the listed banks are not only governed by banking regulation act and the various statuettes under which they are incorporated, but also by the provisions of the Companies Act related to management and administration and minority shareholders protection.</p>
<p>
	It goes without saying that long-term survival and success of an institution depends greatly on the skills, experience and knowledge of its directors and top management. The “working board” requires individuals who are informed, competent and independent to ensure enterprise and integrity which can promote sound growth of the company.</p>
<p>
	In the context of corporate governance, it would be interesting to note that while reviewing the policy of granting fresh licenses to corporations, the RBI Governor Dr D Subbarao raised concerns of “possible self-dealing” by promoter groups in private banks. He also cautioned the banks’ boards regarding excessive risk taking. In April 2011, the RBI levied a penalty on 19 banks including India’s largest bank – State Bank of India for violations on the sale of derivatives. It also imposed a fine of Rs 25 lakhs on Citibank for frauds relating to portfolio management by one of its managers. </p>
<p>
	Sending a strong message to the banks’ boards, the RBI governor said the boards and senior management of the banks would require to be more sensitive to the interests of the depositors and careful of the “potentially destructive consequences of risk taking, be alert to the warning signals and be wise enough to contain exuberance.” Dr Subbarao further said “the short point is this: if the directors on the boards of the banks did not know what was going on, they should ask themselves if they were fit enough to be directors. If they did know and did not stop it, they were complicit in the recklessness and fraud.” One of the biggest challenges in India is the dearth of professionals who are capable and willing to accept the mandate of independent directors. Now let us take a look at Nepal in this regard. Nepal Rastra Bank - the fountainhead of the country’s monetary system - has issued directives on good corporate governance. (NRB Directives No 6: Code-of-Ethics to be observed by Directors/CEO of Banks and Financial Institutions), the salient points of which are: </p>
<p>
	<strong>A declaration be signed as to observe the NRB regulations.</strong></p>
<p>
	<strong>Prohibitions to involve in activities against the interest of the Bank/FI.</strong></p>
<p>
	<strong>Prohibition for CEO to work part-time.</strong></p>
<p>
	Director of a Bank not to become a director of other institutions licensed by NRB.</p>
<p>
	<strong>Prohibition for Directors to hold Trusteeships.</strong></p>
<p>
	<strong>Prohibition to misuse the position for personal benefits.</strong></p>
<p>
	<strong>Maintenance of confidentiality and fair and equal treatment.</strong> </p>
<p>
	If we undertake a critical appreciation of the situation in the Nepali banking industry, the picture would not be very different from India in that finding appropriate and willing professionals for board positions continues to remain a major challenge. As a sequel to the recent global financial crisis, the regulators in most of the countries have placed much emphasis on the selection of board directors in Banks/FIs as they would play pivotal roles in the implementation of good governance in order to ensure sound health of the organisation.</p>
<p>
	Despite strengthening of rules, regulations, codes of conduct etc relating to good corporate governance over the years, we have found that major incidents in frauds, mis-selling, insider trading etc continue to recur in many parts of the world. So, it seems that these rules/regulations have not really strengthened the spirit of corporate governance. The spirit lies in the hearts of the managers. It is deep rooted in the foundation of moral sentiments and values, rendering it difficult for the regulators to measure. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'This subject of
“governance”
once again
has taken
the centre stage
in the global
fi nancial world.Effective
corporate
governance in
banks helps
foster fi nancial
stability,
strengthen risk
management
and ultimately
contribute to
sound economic
development.',
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		'Article' => array(
			'id' => '647',
			'article_category_id' => '48',
			'title' => 'Budget Of Vision 50',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="madan lamsal" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/madanlamsal(3).jpg" style="width: 91px; height: 114px;" vspace="5" /><br />
	<br />
	<strong>By Madan Lamsal </strong><br />
	<br />
	<br />
	The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may. Because, he has a vision for both long and short-terms. As a long term, it is publicly declared objective of the FM’s party to endow Nepal a proletarian dictatorship veering out the country from the clutches of the influence of expansionist, imperialist, capitalist and revisionist powers of the world. To meet this end, FM’s party thinks that it should rule the country for another fifty years. And how can that be possible without bringing about a full-fledged budget, which actually lays foundation stone to rule for next five decades? <br />
	<br />
	<img align="left" alt="no laughing matter" border="1" height="348" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(1).jpg" style="margin:10px;padding:10px;" vspace="5" width="300" /><br />
	<br />
	<br />
	Who will implement this great vision? Simply, the cadres of own party. No less ! No more !! “Therefore, we are going to increase budget allocation on headings that will send money straight either to the party whole-timers or grassroots people of our party,” the FM remarked during a lunchtime press conference last week. <br />
	<br />
	<br />
	On the occasion, the FM also made a number of supplementary plans public. One, the government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Two, the government would treat every Nepali like his party cadre and every cadre of party as Nepali. “Once we start calling it fixed deposit we will get additional leeway to implement our different policies including subsidy in arms and ammunitions, if not in fertilizer,” said the FM. <br />
	<br />
	<br />
	The short term vision of the budget would rightly be on the November elections and the economic benefits of it. FM shared that the declaration of these polls was in fact a well-thought about strategy to revive the economy. Therefore, the government is dead against revival of the dead Constituent Assembly, he declared. According to him, the salaries paid to the CA members and ministers and the rise given in that from time to time, saved the country’s economy going into recession for the last four years. “But the potency of that trick was declining with the passing months. So we declared election,’ he explained. <br />
	<br />
	<br />
	He viewed that the businesses were becoming stingier in the recent months making it difficult for the government to collect more taxes which could be given by the government to the party cadres to generate economic activities. He also divulged that the CA members who represented the poor in the past elections were no longer poorer as they collected enough money over the last four years. Thus, they were spending less and saving more out of their salary and perks. This explains how well our FM understands the famous theory of economics that the marginal propensity to consume for an individual goes down with every increase in the income. <br />
	<br />
	<br />
	Elaborating on how the elections will revive the economy, the FM said: “This will give double whammy. The politicians are likely to flow out the money they have stashed in their vaults into the economy. This money will be spent in the elections and that will create economies of scale. When the new set of people gets elected, a new round of consumer spending from the salary they get will be started. That will give a new fillip to the economy.” Looks like his party is determined to rule for next fifty years. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-09-16',
			'keywords' => '',
			'description' => 'The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may.',
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	(int) 1 => array(
		'Article' => array(
			'id' => '646',
			'article_category_id' => '50',
			'title' => 'Feedback July 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="feedbackjune" border="1" height="404" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback(2).jpg" vspace="5" width="349" /><br />
	<br />
	<strong><br />
	Govt Must Practice Protectionism </strong><br />
	<br />
	<img alt="feebackimage" border="1" height="170" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feeback1.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	The ‘Sectoral’ story on Cement made us realise that we are moving ahead on the path to selfsufficiency. It also shed light on the challenges faced by the manufacturers of the related sector. Nepali cement industry is finding it challenging to compete with Indian cements that are available in the Nepali market at cheaper prices. If the government really feels that the cement industry has to be promoted, it should protect the domestic cement industry by any means. The claim may appear absurd in the era of globalisation that has created financial interdependence and internationalisation of trade. Especially, in the case with India, the interconnectedness is even stronger. But, the world is still practicing protectionism. France is protecting its farmers in order to preserve the beautiful rustic way of life of farms and fine wines. Australians are protecting their farmers and same is the case with New Zealand. Even the United States is protecting its cotton industries with tremendous subsidies. They are protecting their industries to maintain their competitive advantage. So, why not practice protectionism for some years? And, I do not mean that the government should protect industries in an excess. Once our industry becomes strong and there is a level playing field for both parties, we can let them compete. <br />
	<br />
	<strong><br />
	Aashutosh Khadgi, Dhapasi, Kathmandu </strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<br />
	<strong><br />
	Bring out Investment Angle <br />
	</strong><br />
	<br />
	New Business Age’s initiative to bring together the Gen-Y corporate leaders on a single platform to share their business strategies is praiseworthy. It must have taken a lot of effort in trying to give an overall picture of where the new generation has been taking their family businesses. It was good to know that this generation is conscious about and has respect for values like corporate governance and transparency. The broader perspective must have come by the exposure to the outside world of course. The story has tried to incorporate various aspects right from sharing their inspiration to exposing their personal interest and vision for tomorrow. However, some of my curiosities are still unanswered. If possible, I would like to know about the financial dimension of the leading business houses, for example, where have their investment been shifting and how they are managing the funds. They must have brought changes in these aspects as well. Being a business magazine, these aspects might also be interesting to cover. We, as readers, will also know if someone in Nepal is in the line to become the next Mark Zuckerberg or Larry Page. So, can we expect a cover story focusing on the investment aspect of the corporate houses in the coming issues? <br />
	<br />
	<strong><br />
	Jiba Nath Adhikari, Putalisadak, Kathmandu <br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	Nubiz’s Makeover <br />
	</strong><br />
	<br />
	The June issue of New Business Age was a real surprise! Congratulations to the Nubiz family on the complete makeover of the magazine. The new look of the magazine, right from its masthead to layout design and picture placement, is trendy and international. It is no less than an international magazine from any angle. Placing the headlines of other articles as well on the cover page besides the cover-story was a good thing as the cover now gives the picture of an entire magazine. The new design has given more space to pictures and experimented with their placements. Plus, the magazine appears to be more colourful. Specially, the sections like Biz News ad Biz Launches have appeared more attractive due to categorisation and colourful shades. But, the font sizes of the text and headlines are not in cohesion, in places—the headlines are more dominating sometimes and the text more jam-packed or vice versa. But, all in all, the magazine has come up with a suave look! I wish it all the very best! <br />
	<br />
	<strong><br />
	Ambika Sapkota, Pokhara <br />
	</strong><br />
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	Corrigendum <br />
	</strong><br />
	<br />
	In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue, please read “Baker Tilly is the eighth largest accounting firm in the World” and “Baker Tilly has nine partners” instead of what was inadvertently printed. Please also add that Baker Tilly’s member firm in Nepal is moving towards implementing AudIT this year. Baker Tilly has pointed out to a number of other minor errors as well in the print though the main message of the interview is not changed. We regret the misprint and the inconvenience caused to Baker Tilly and Mr. Daw Ching as well as to our readers. <br />
	<br />
	<strong><br />
	Editor <br />
	</strong><br />
	<br />
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-28',
			'keywords' => '',
			'description' => 'In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue,',
			'sortorder' => '546',
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	(int) 2 => array(
		'Article' => array(
			'id' => '645',
			'article_category_id' => '52',
			'title' => 'Triangular Fight On Budget',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>The president too has come out with his ‘political position’ on a full-fledged budget, making it a triangular fight. </strong><br />
	<br />
	<br />
	<img alt="from the editor" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/from-the-editor(1).jpg" vspace="5" /><br />
	<br />
	It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY). Unlike in the past, the timeliness of the budget announcement was hampered by political bickering between the ruling alliance and the opposition in the parliament. But, this time around, a third party--the president--has also come out with his ‘political position’ on a full-fledged budget, making it a triangular fight.<br />
	<br />
	On the 5th of July, President Ram Baran Yadav hinted that he would not put the seal of assent on the full ‘finance ordinance’ covering the entire FY 2012/13. This controversy was absolutely unnecessary. Apart from that, the president’s willingness to choose ‘this over that’ is even more distressing. In view of the danger of financial crisis looming large and private sector confidence hitting bottom rock, the sincere effort from all quarters should have been to bring about a full-budget. This would have at least helped to boost the investors’ confidence and provided some degree of policy predictability in the economy. One of the major concerns of the opposition parties—mainly the Nepali Congress and the CPN-UML—is that the full-budget will provide the government to allocate more sum for its party’s vested interests. That may or may not be true, but the kind of protest these parties are now engaged in, is also not going to stop the present government either to practice porkbarrel economy. <br />
	<br />
	<br />
	The wisest thing for the opposition would have been to be a part of the budget formulation team. Instead of sloganeering from outside, they could have stopped the government from allocating exorbitant amount for the UCPN-Maoists’ pet schemes like Youth Self-employment and the agreed full-payment to its ex-combatants. Nepal seems to be sharply veering from the objective of concluding the peace process. This means that there will be prolonged political uncertainty and, if a consensus is not reached soon, many more budgets to follow are likely to be victims of Nepal’s sharply polarised politics. And, thus the woes of economy are sure to aggravate. Therefore, the major political forces of the country must first cease the practice of treating the annual budget as a means to meet their sectarian political ends. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY).',
			'sortorder' => '545',
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			'breaking_news' => false,
			'main_news' => false,
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			'user_id' => '0'
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	),
	(int) 3 => array(
		'Article' => array(
			'id' => '644',
			'article_category_id' => '39',
			'title' => 'ICT Branding Expo - Version 2.0',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu. The five-day long exhibition will showcase latest and innovative information technology products. According to Sagar Dev Lakhe, President of the ICT Association of Nepal, the expo is being promoted as a branding expo for the second year in a row. Lakhe said it is a challenging job to promote a branding expo in the market where extensive use of IT is primarily limited to only the urban centres.</p>
<p>
	Last year's expo was successful so we have improvised on it and given continuity to the event, he added. ICT Association has been organising expos every year. According to Lakhe, such an expo must look and feel like an IT expo. So, we are using social media and IT to the utmost level and the visitors will be seeing and experiencing technology right from the entrance to the exit,” Lakhe said.</p>
<p>
	The slogan of the event is Bridging digital divide in IT Trade. The expo will showcase branded products popular in Nepal and abroad along with the latest innovative products and technology. Avid, Baleyo, CHIMEI, Creative, Delta, Digicom, EV, Fujikura, Hasee, Inktech, Philips, Smart Cell and ZTE are some of the brands participating in the expo. TP Link is the title sponsor of the expo. The event is expected to increase demand for technology products.</p>
<p>
	Lakhe said It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and technology on offer and meet their needs. The provision to book and purchase tickets online has been arranged. The fans on its Facebook page are entitled with certain discounts on entry charge. Around 200,000 visitors are expected to visit the expo. Lakhe assures that visitors need not worry about the parking space and quality food available at the food court. TechKnow Zone, Wi-Fi Lounge, VIP Lounge, Business Development Room, Food court are some of the specialities of the expo. The association has planned to inaugurate the event by an especially able person who has been making a living with the use of IT. It is also planning to felicitate persons who have been contributing to the sector for more than three decades but remaining away from the limelight, during the closing ceremony of the expo on 10 January.</p>
<p>
	<strong><img align="left" alt="focus" border="1" height="170" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikhiii.jpg" vspace="1" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Nikhil Bansal</strong></p>
<p>
	<strong>Director Hitech Distribution Pvt Ltd and Spokesperson,ICT Association of Nepal <br />
	</strong></p>
<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo to be held from 5 to 9 January is an exhibition in the true sense. Unlike other expos, it is not merely a selling point for products. At this expo, one will get to see and experience IT from the time of planning to visit the expo right till the time they come out of the venue. It is not only about uniting potential clients and exhibitors at a place but also about disseminating information about brands, products and innovations and sharing necessary information required for making a purchase decision.</p>
<p>
	The success of the expo will not be calculated on the amount of sales and number of products sold. This year's ICT expo will be the true exhibition of latest innovations, technologies, products in addition to creating a brand image in a manner that the established image actually begins giving desired outcomes after the event. The expo is intended to be of truly international standards and managed in such a way that visitors and stalls management are fully taken care of. The Visitors will mainly comprise those who are tech savvy and have a certain level of understanding on technology. While it is not possible to spend hours to introduce a simple product for a novice, we don't mean to devalue visitors as this is also an exhibition for anyone who is interested in it.</p>
<p>
	Apart from utilising the technology to its fullest, this expo will also showcase extraordinary quality in terms of stall and visitor management. We expect people to gain as much information as they can and exhibitors can share all they have. We want to ensure that people neither ignore the stalls nor do they gather at one stall for a long period of time.This is an upgrade to previous years expos and the association is dedicated to take it to the next level.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="focus" border="2" height="163" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/sagar-lakhe.jpg" vspace="2" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Sagar Dev Lakhe <br />
	</strong></p>
<p>
	<strong>President ICT Association of Nepal</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>What are the preparations so far for the expo?</strong></p>
<p>
	Almost 99 per cent of the preparations are over. All sponsors, dates, venues and events are finalised. Similarly, almost all the stalls are booked.</p>
<p>
	<strong>What are you doing to change the trend of expos being treated as a shopping destination of late?</strong></p>
<p>
	We have made a provision of e-ticketing through http://ict.org.np/ where users can print the ticket on their own which is totally a new practice for expos. Similarly, Facebook, Twitter, Google+, LinkedIn and YouTube are used to the fullest to ensure quality visitors. As per our analysis, this is the first expo that has properly used the social media. It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and their needs.</p>
<p>
	<strong>You have promised to have quality visitors at the expo this time around. How are you planning to achieve that? <br />
	</strong></p>
<p>
	The use of social media and provision of online registration is a step towards this. Similarly, we have doubled the price than the expos held earlier and discount can only be secured through online registration and Facebook page. Executive level visitors are quite hesitant to visit expos as they are afraid that their profile may be devalued or may not get the deserving attention. We need to change this so we have arranged a separate entry point for the executive visitors. Similarly, separate gates are being arranged for the entry of corporate level visiting card holders, discount holders, pass holders, students etc. All these initiatives can at least make executive visitors mentally prepared that these expos are for them too.</p>
<p>
	<strong>You have named this a branding expo. How will it be different and help promote exhibitors respective brands?</strong></p>
<p>
	Last year's expo was a successful one and it encouraged us to organise its version 2.0 this year. At a branding expo, visitors get to see the difference between general expos and a branding one. Stalls are set up as per international standards where different brands portray themselves. This is an important and meaningful platform for brand promotion to the intended customers. We have also put retail stores in a fish market manner so there will be a comparison of quality of participating stalls which will leave a huge difference on impression.</p>
<p>
	<strong><img align="left" alt="focus" border="2" height="155" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashokia.jpg" vspace="2" width="150" /></strong></p>
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	<strong><br />
	</strong></p>
<p>
	<strong><br />
	Ashok Agrawal</strong></p>
<p>
	<strong>Managing Director Action Point Nepal Pvt Ltd (TP Link - Title Sponsor of the event) <br />
	</strong></p>
<p>
	The last year's expo successfully portrayed its quality and the theme of being a branding expo. It truly gave an impression of an international standard expo by its look, venue, stalls and the quality of exhibition. We expect the same this year too. Our main focus during the event will be on branding and we hope our brand TP Link finds recognition in the market.</p>
<p>
	We want our customers to identify with the brand and are not looking for one time sales from the event. Our objective is to share our information, promote ourselves and educate customers so that our brand gets established in the market. We will be showcasing some of the brands we deal with, during the fiveday long event.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Roshan Bhandari<img align="right" alt="focus" border="2" height="156" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikku.jpg" vspace="1" width="150" /></strong></p>
<p>
	<strong>Managing Director Human Click (Gold Sponsor of the Expo) <br />
	</strong></p>
<p>
	The ICT Info-Trade Fair has been doing well since the time it began and has been successful in managing stalls and visitors well. We expect 300-400,000 visitors turning out at this year's expo. At this year's branding expo, only the branding channel, distribution channel and authorised channels will be having their stalls in the main hall.</p>
<p>
	The branding expo proves better than other expos for both visitors and businesses as they will be trying to know each other and gather information for future deals. We are showcasing Philips monitors and Creative brands professional audio and visual products. The 3D monitor from Philips, which we will be launching during the expo, is expected to be one of the major highlights. Similarly, we are also displaying energy efficient monitors with IPS technology that can save up to 70 per cent of energy compared to other monitors available in the market. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-09-17',
			'keywords' => '',
			'description' => 'The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu.',
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	(int) 4 => array(
		'Article' => array(
			'id' => '643',
			'article_category_id' => '39',
			'title' => 'Norvic: Care At Its Best',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="top" alt="corporate focus" border="6" height="212" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nervi.jpg" vspace="5" width="300" /></p>
<p>
	Chaudhary Group, a prominent corporate house of Nepal, established Norvic International Hospital in 1993 as a 30 bed facility. Today, the hospital operates 100 beds as a full-service community healthcare facility where 40 per cent of the beds are reserved for critical care Intensive Care Unit (ICU) and Coronary Care Unit (CCU).</p>
<p>
	Growing at a steady 20 per cent per annum for the last three years, it is scheduled to add 66 more beds by the end of March 2012. It also plans to become a 200-bedded super specialised general hospital in the very near future. Praveen Dawar, Vice-President of Norvic International Hospital &amp; Medical College Pvt Ltd says, We are the leading private sector hospital in Nepal and the leading hospital overall, for critical care. Over the years, the hospital has experienced major restructuring with an increase in number of Inpatient beds and progressive expansion of ambulatory care and day surgery. It has also gone through redevelopment of the Emergency Department, Cancer Clinic and Outpatient Specialty Clinics. Having achieved many firsts in healthcare treatment,</p>
<p>
	Norvic provides 24 hours emergency services and modern operation theatres backed by its excellent post operative care. The hospital started preventive health services packages for a handful of companies in 2004. Currently, over 60 organisations in Nepal&nbsp; embassies, INGOs, UN missions, airline companies, bank, corporate houses and department stores among others&nbsp; are closely associated with the hospital and have annual health screening of their staff done there.</p>
<p>
	<br />
	<strong> </strong></p>
<p>
	<strong><img align="left" alt="corporate focus" border="5" height="192" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/norve.jpg" vspace="5" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Praveen Dawar <br />
	</strong></p>
<p>
	<strong>Vice-President Norvic International Hospital &amp; Medical College Pvt Ltd</strong></p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Human Resource</strong></p>
<p>
	A highly skilled staff of affiliated physicians, full-time and part-time professional health care staff and active volunteers serve the hospital in their respective capacities. The staff benefits from the hospital's commitment to quality, continuous learning, cross training, skills development, adequate exposure, fun events and activities, flexibility, balance, leadership and a sense of community. It's a team effort where everybody is important and has a crucial role to play. We work as a family unit and do our very best for the patients that come here,says Dawar. The hospital has total staff strength of 380 with 78 Consultant Doctors, 15 of them on the hospital's payroll; 31 Medical Officers; 120 Nurses and a whole lot of support staff manning housekeeping, vehicles, maintenance and security departments.</p>
<p>
	<strong>Customer Focus</strong></p>
<p>
	With years of experience, the hospital has designed many progressive health packages to suit individuals, families, professionals, business executives, students, children and senior citizens. There is a separate Norvic Care Division (NCD) which propagates Prevention is better than Cure by advocating regular medical check-ups. NCD also undertakes Outreach Free Check-up Medical Camps to reach underprivileged masses and help the downtrodden. The hospital commits itself to care and looks at providing world class quality healthcare at an affordable cost. We strive to create strong customer focus in all the operational areas of Norvic Hospital,” confirms Dawar.</p>
<p>
	<strong>Marketing <br />
	</strong></p>
<p>
	The hospital is presently running to its full capacity with 80 operating beds always occupied and approximately 500 OPDs per day. It conducts a good number of free medical camps within the Kathmandu Valley as well as outside of it, to promote awareness about the hospital. There are four camps organised every month and besides the medical camps within the valley, the hospital also reaches out to locations outside the valley such as Charikot, Kavre, Baglung, Kakani, Dakshinkali etc. At these camps, the medical check-ups are done free of cost and medications too are provided at no charge. Dawar informs, We do a lot of direct marketing by sending out e-mails updating people on medical camps and new facilities at the hospital. We also hold talk programmes at different organisations that include INGOs, UN missions, banks etc.</p>
<p>
	<strong>Credible Reputation</strong></p>
<p>
	Contrary to public perception, even the population belonging to the lower middle class can easily afford the hospital, shares Dawar. With 23 beds in the general category that has reasonable hygienic conditions, a bed can cost a patient around Rs 1,000 per day. Standard beds at the hospital cost around Rs 1,800 per day, there are a total of 13 standard beds. Despite being a local hospital, it has reached international standards, claims Dawar. He says that even the expatriates living in Nepal who have seen the best of medical facilities in their home countries have great confidence in Norvic. The hospital is best known for its specialisations related to cardiac care, neuro-surgeries, gastroenterology, orthopaedic surgeries, general/internal medicine, pulmonology and hepatology. In addition to the patients that come to the hospital from within Nepal, it has also been receiving patients from Bhutan and eastern part of India namely North Bengal and Assam quite steadily. Dawar says he will consider Norvic to have achieved success the day when nobody from Nepal has to go to Singapore, Bangkok or India for treatment. That should be our long term goal, to give patients enough confidence and dissuade them from going abroad for treatment, Dawar confides.</p>
<p>
	The hospital is particularly proud of its association with Dr Naresh Trehan, the Founder Chairman of Medanta - The Medicity. Eminent Cardiologist Dr Bharat Rawat was placed at Norvic Hospital by the prestigious Escorts Heart Institute and Research Centre (EHIRC) for a period of three months in 1997. But he liked it so much here that he has been with us for 14 years now, Dawar tells with a smile. Norvic is currently working towards specialising in five more critical areas to be converted to its portfolio of super specialities.</p>
<p>
	Our intention is to stay contemporary with the latest technology and development in the chosen field of medical sciences and provide quality care at affordable price to everybody who comes to us seeking treatment,Dawar concludes on a positive note.</p>
<p>
	<span style="font-size:14px;"><strong>Milestones</strong></span></p>
<p>
	<strong>1993: Norvic registered as Norvic-Health Care &amp; Research Centre Limited. Services started with 30 beds. </strong></p>
<p>
	<strong>1997: Shifts to its own premises in Thapathali&nbsp; a 100 bed facility.</strong></p>
<p>
	<strong>1998: MoU signed between Norvic and Escorts Heart Institute &amp; Research Centre, New Delhi to start a Heart Command Centre.</strong></p>
<p>
	<strong>1999: Centre for Neurological &amp; Allied Sciences established. Neurosurgical Procedures started. First Pacemaker Implant conducted.</strong></p>
<p>
	<strong>2000: First Cath Lab in the country established.</strong></p>
<p>
	<strong>2002: First Beating Heart CABG Procedure and Coronary Angioplasty (PTCA) carried out. Norvic certified with ISO 9001:2000 Certification for Quality Management System.</strong></p>
<p>
	<strong>2003: Peripheral, Cerebral, Renal and Carotid Angioplasties carried out.</strong></p>
<p>
	<strong>2004: Norvic starts a dedicated state-of-the-art Digestive Disease Centre with Endoscopy, Sigmoidocopy and Colonoscopy facilities. Obstetrics &amp; Gynaecology department established.</strong></p>
<p>
	<strong>2005: Mini PCNL commenced to enhance and specialise the Urology faculty. CT scan established. Immunisation programme for the United Nations started. Norvic signs billing agreement with Vanbreda International of Belgium.</strong></p>
<p>
	<strong>2006: First everTotal Knee Replacement surgery carried out. Norvic signs agreement with the Asian Development Bank (ADB) for medical care. <br />
	</strong></p>
<p>
	<strong>2007: State-of-the-art Mission: Save Heart Mobile CCU started. Norvic signs agreement with UNMIN for medical care.</strong></p>
<p>
	<strong>2008: Norvic signs agreements with International Organisation for Migration (IOM) and Department for International Development (DFID).</strong></p>
<p>
	<strong>2009: Sophisticated GE Innova-2000 Fixed Cath Lab installed to further enhance Interventional Procedures. Advanced Diagnostic Centre comes into operation. Norvic Institute of Nursing Education (NINE) established. Norvic joins hands with Action Aid and GTZ providing them health care packages and facilities.</strong></p>
<p>
	<strong>2010: Specialised Dental Care added to the existing facilities. First ever Laser Surgery starts in the history of Urology in Nepal. The 3rd phase of Norvic's expansion plans begins.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<span style="font-size:14px;"><strong>SWOT Analysis</strong></span></p>
<p>
	<strong>Strengths:</strong></p>
<ul>
	<li>
		&nbsp;Established Brand Name</li>
	<li>
		&nbsp;Best Hospital for Critical Care</li>
	<li>
		&nbsp;Clean and Hygienic Ambience</li>
	<li>
		&nbsp;Complete Line of Products as a Multi Speciality Hospital</li>
	<li>
		&nbsp;Good Team of In House Doctors</li>
	<li>
		&nbsp;Central Location</li>
	<li>
		&nbsp;Mobile CCU and 24 hrs Emergency &amp; Trauma Care</li>
</ul>
<p>
	 </p>
<p>
	<strong>Weaknesses:</strong></p>
<ul>
	<li>
		People's Perception of Norvic being a Costly Hospital</li>
</ul>
<p>
	<strong>Opportunities:</strong></p>
<ul>
	<li>
		&nbsp;Expand to other Super Specialities</li>
	<li>
		Tie Up with Medanta“ The Medicity</li>
	<li>
		Medical College (fi rst batch in 2014)</li>
</ul>
<p>
	<strong>Threats: <br />
	</strong></p>
<ul>
	<li>
		Competition with International Manpower &nbsp;</li>
</ul>
<p>
	 </p>
<p>
	 </p>',
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			'created' => '2012-02-24',
			'modified' => '2012-09-17',
			'keywords' => '',
			'description' => 'Norvic commits
itself to care
and looks at
providing world
class quality
healthcare at an
affordable cost.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '642',
			'article_category_id' => '40',
			'title' => 'Infrastucture :The Basis To Development',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="cover story" border="1" height="431" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/infra.jpg" style="margin:10px; padding:10px;" vspace="10" width="390" />The state of infrastructure in Nepal is far from promising at present, observe experts. While the government is primarily responsible for developing infrastructure in the country, it has more or less failed to live up to expectations largely due to its incapability of making use of available resources and money power. The government’s inability to use the management acumen of the private sector has made matters worse. In recent times, the private sector has made its presence felt in developing infrastructure at its own level, especially in the communication and hydropower sectors.</p>
<p>
	According to the world global competitiveness report, in 2009/10, Nepal was placed in 131st position out of 133 countries in the quality of infrastructure. In 2010/11, Nepal’s position further declined to 139th position, the lowest in the fray. This shows a severe need of quality infrastructure and upgrade of the existing ones in the country.</p>
<p>
	However, figures for basic infrastructure in other sectors are miserable, to say the least. At present, 890 people use one kilometre of road while 87 per cent of energy demand is still met through traditional sources. The government has prioritised infrastructure development from the beginning of planned development in 1956. Nepal spends around 60 to 70 per cent of around Rs 11 billion GDP annually, for infrastructure.</p>
<p>
	<strong>Private Sector Participation</strong></p>
<p>
	Private sector participation in development of physical infrastructures was formally realised only with the promulgation of act that facilitated private sector investment in 2006. From 1990 to 2007, the private sector invested US$ 404 million in just eight projects of low income category according to World Bank statistics. Out of these, five were in energy and three in telecom sector. The government realising the importance of the private sector involvement in developing infrastructure projects has adopted models like BOT (Build-Operate- Transfer), BOOT (Build-Own-Operate- Transfer), Design-Build-Operate (DBO), Design-Build-Maintain (DBM) etc. These models are in use for foreign partnerships mostly in hydropower projects.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<img align="middle" alt="cover story" border="1" height="125" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove5.jpg" vspace="5" width="200" /></p>
<p>
	<strong>Public-Private Partnership</strong></p>
<p>
	While the government suffers from capital crunch, the private sector has a profit maximising motive on top of its agenda. Therefore, a model of public-private partnership (PPP) seems to be a viable proposition for infrastructure development purpose. Purusottam Man Shrestha, National Project Manager of Public-Private Partnership for Urban Environment (PPPUE) observes that PPP model remedies the weaknesses of developing projects independently by the private sector or government. He adds, “In the course of maximising profit, the private sector may disregard the interest of general public where the profit tends to get low.</p>
<p>
	Similarly, public sector is not seen as efficiently handling the projects and managing them, which can be best done by the private sector. The model of PPP can create a win-win situation for both the private and public sector partners.” With this model of development, possible losses can be minimised with the government backing while revenue collection can be best utilised with prudent management skills. In Nepal, few projects in sectors like drinking water, waste management, urban sanitation, solar street lights, bio-gas, urban transportation management like parking space, bus terminal management etc are under consideration, according to Shrestha. All these are projects are at a micro level, mostly developed in coordination with local government-like municipalities.</p>
<p>
	Large projects under PPP model like Kathmandu-Terai Fast Track, West-Seti A 750 MW project etc have been much discussed but are yet to see the daylight. Shrestha believes projects of small nature can be most suitable at the moment considering the financing capacity of the private sector. Solid waste management, drinking water, health related waste management, transmission line are taken as the best projects under this model.</p>
<p>
	Health and education are two other sectors that are considered appropriate for this model. R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd opines PPP is the best model of infrastructure development where there is a possibility of generating revenue as well as the development of basic infrastructure. He further says the frequent changes in policy and lack of national commitment on the political parties and leaders in the government has become the largest barrier for this model to be successful. Experts believe Nepal is yet to make preparations and work out so that this model will be the method of developing required infrastructures for the country.</p>
<p>
	<strong>Physical Infrastructures <br />
	</strong></p>
<p>
	Whether the private sector will invest or not in the development industry is dependent on the suitable investment climate and market for a particular infrastructure. The private sector can invest and develop in physical infrastructure like roads where there are alternatives. Alternative and fast track roads, bridges carry potential for private sector where they collect toll from the users. But private sector road developments like toll roads need huge investment which is difficult to manage by the business community alone.</p>
<p>
	In hydropower and communication sector, there has been encouraging private sector participation. Small and midsized hydropower projects are being developed by this community. In the communication sector, there are large players like Ncell, UTL, and new comers like Smart Telecom and Hello Nepal making their strong presence. Mega projects like the new international airport at Nijgadh in Bara, Kathmandu-Terai expressways and railway lines, mega hydro projects etc are not less viable. The proposed new international airport at Nijgadh could be one of the promising projects.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/serv.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Service Infrastructures <br />
	</strong></p>
<p>
	The private sector is seen active in developing and operating service infrastructures that are much needed for the general public. Private schools, colleges and hospitals have set a level of quality of services which their public counterparts are unable to compete with. Shrestha said that the issues witnessed in these sectors like over commercialisation can be solved if the PPP model can be used in these areas. He said that this model will help to expand the service over a larger area and larger group of service recipients. This model prevents these basic services from being too profit oriented.</p>
<p>
	<strong>Prospects <br />
	</strong></p>
<p>
	The private sector is demanding the development of basic infrastructure, however, very little is heard about the private sector taking initiative in sizeable physical infrastructure projects. Manakamana cable car is one prominent exception in this regard. In fact this project stands testimony that Nepal’s private sector can develop infrastructure projects into profitable ventures. Experts believe there are numerous possibilities where private sector investors can take infrastructure as an investment opportunity. Small and medium projects in urban areas related to parking space, waste management and drinking water are attractive for this sector and identified as easy to develop too, according to Shrestha.</p>
<p>
	There are projects that garner profitable returns similar to that of any other business endeavours they have been traditionally carrying out. Some believe that development projects can be independently carried out by the private sector while some disagree with it. The latter opine that hard infrastructure development is the primary function and duty of the government. Till date, only 300 MW of total installed capacity of hydropower is produced but the demand is for 1100 MW. Besides, there is a huge market in India too. This underlines a great potential and demand for physical infrastructure.Pradeep Gangol, the Executive Manager of the Independent Power Producers’ Association (IPPAN) reasons, “The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication, and transportation. If the private sector invests in hydropower, the government can allocate more funds for sensitive sectors like health and education.”</p>
<p>
	<strong>Bottlenecks</strong></p>
<p>
	The biggest problem that infrastructure development faces is the financing issue. With the interest rate tremendously high, the rate of return becomes too low for anybody to find an interest in financing infrastructure projects.</p>
<p>
	Gangol says that time consuming procedure to acquire approval for forest use, environmental approval, procurement and use of explosives and land acquisition for projects also make it difficult to initiate projects. In the hydropower sector, the major problem is the constant price offered by Nepal Electricity Authority (NEA) to independent power producers for the last ten years while the bank interest rates are going up continuously.</p>
<p>
	<strong>The Way Forward</strong></p>
<p>
	The private sector players accept they are not in a position to develop large scale physical infrastructure at present. Availability of capital to finance these projects is the major hurdle. Though the business community has realised the potential of investing in infrastructure, they are doing so only in areas like hydropower and telecommunication. If the private sector is allowed to bring in foreign soft loan, developing large hydropower or similar revenue generating projects will be possible.</p>
<p>
	Similarly, Shrestha suggested that the donor agencies should involve themselves in PPP financing as well in addition to financing government projects like the ones at present. The Nepali financial market is still not oriented to PPP projects or infrastructure development. So a special tool can be devised for collecting capital from this market.</p>
<p>
	Similarly, general public can also be encouraged to invest in infrastructure projects. The governments in the developing countries like Nepal mostly have the budgetary constraints to commence the development projects. Therefore, PPPs can prove to be the alternative source of infrastructure investment. To attract and invite the private sector, first of all, the government must devise a viable project and put a certain amount of money.</p>
<p>
	Development partners too must look at such projects along with the government projects which will also help make greater impact of the donor funding. It is definite to take few more years when the private sector will gain confidence and prepare itself to develop infrastructure. Though there are hopes and prospects, it is certain that much time is required to see if private sector owned development projects actually become a reality. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'In 2009/10
Nepal was
placed in 131st
position out of
133 countries
in the quality of
infrastructure.
In 2010/11,
Nepal’s position
further declined
to 139th position.Projects of small
nature can be
most suitable
at the moment
considering
the fi nancing
capacity of the
private sector.',
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	(int) 6 => array(
		'Article' => array(
			'id' => '641',
			'article_category_id' => '40',
			'title' => 'The Government Should Play A Proactive And Facilitating Role',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects. During his long career, he was also involved in the reconnaissance and feasibility level design of micro and small hydropower projects, river training projects and slope stabilisation projects. In an interview with New Business Age, Gangol shared his views on prospects and constraints of developing hydropower based on private sector investment.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="500" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove4.jpg" style="margin:10px; padding:10px;" vspace="10" width="378" />What is the prospect of private sector investment in Nepalese hydropower sector?</strong></p>
<p>
	The prospect of private sector investment in Nepaleses hydropower sector is indeed great. The enormous power potential in Nepal and the huge market for it, both domestically and in neighbouring countries make Nepal a lucrative destination for domestic and international investors. The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication and transportation. If the private sector can invest in hydropower, the government can allocate more funds for sensitive sectors like health and education. However, the government of Nepal has to do a lot to improve the investment climate in Nepal so as to lure investors to invest in Nepalese&nbsp; hydropower sector.</p>
<p>
	<strong>Hydroelectricity sector has been attracting some private investors for developing projects. How can the private sector investors be encouraged to invest further in this sector? <br />
	</strong></p>
<p>
	The Government of Nepal has to think in a more liberal way and announce a series of incentives that will make Nepalese power sector the most lucrative for investment in the world. Such measures/incentives will eventually lead to the construction of numerous small, medium and large hydropower projects all over Nepal, and help create employment for millions of people. It will also generate billions of rupees, through royalties, for the government and local DDCs and VDCs and help local people become prosperous through purchase of shares. Besides, it can accelerate local development through CSR activities like access roads, heath posts, schools, trails, irrigation canals, vocational and technical training etc. The government should keep in mind that investment will flow where there is an opportunity for profit.</p>
<p>
	<strong>Is it the issue of returns or are there any other reasons for private sector being hesitant to invest in infrastructure? <br />
	</strong></p>
<p>
	In spite of enormous potential for hydropower development in Nepal and possibility of huge power market in India, investors are still shying away from investing into Nepalese power sector. Besides rate of return issues, Nepal has to make sure that it has open access to the Indian market through a government-to-government agreement.</p>
<p>
	And the government has to assure that there will be policy stability at least for a reasonable period of time, say 10 years. Last year, for example, the department of electricity development (DoED) made changes in its rules and regulations four times within a year. Such frequent changes in rules and regulations and policies do not help in enthusing investors to invest in Nepalese power sector. Furthermore, it is a very time consuming process to acquire documents related to forest clearance, EIA, procurement and use of explosives. Land acquisition for projects is also equally difficult. Now-a -days, it is becoming increasingly difficult to manage local expectations.</p>
<p>
	<strong>Do you see the possibility of developing projects independently by private companies? <br />
	</strong></p>
<p>
	Nepali power companies can develop small power projects (up to 25 MW) independently. For bigger projects, however, they have to enter into joint ventures with foreign power companies or investors. The government should encourage more and more domestic investors to invest in hydropower, by way of equity investment.</p>
<p>
	<strong>Why do you think commercial banks are hesitating to invest in this sector?</strong></p>
<p>
	It is a very strange situation that though Nepal is facing an unprecedented 19 hoursa- day of load shedding, the commercial banks are reluctant to invest in the power sector. The main reason is that the power purchase agreement (PPA) rates have remained virtually stagnant over the last 10 years. During the same period, the prices of construction materials like cement, steel rods, copper wire, fuel costs, and labour charges have increased exponentially.</p>
<p>
	To make matters worse, the bank interest rates have also increased from 10 per cent to 15 per cent. The government is still hesitant to make suitable adjustments in PPA rates and thats why the PPA rates reflect market conditions. For example, if a farmer finds that the cost of producing potatoes is Rs 20 per kg as against the market price of Rs 16 per kg, s/ he will rather invest in producing other crops that ensure better rates of return. This is the reason for which the commercial banks are reluctant to invest in the power sector.</p>
<p>
	<strong>What are the challenges for investors after developing a project? <br />
	</strong></p>
<p>
	The challenges for investors to invest in Nepalese power sector are many. The tariff rates do not reflect market conditions while the bank interest rates are still high. It is difficult and time consuming to overcome bureaucratic hassles to acquire documents related to forest clearance, EIA report, procurement and use of explosives etc. Land acquisition is another problem that the investor is finding increasingly difficult to cope with. Policy changes are frequent, more often to discourage the investors. And lastly, it is becoming increasingly difficult to cope with the management of local expectations.</p>
<p>
	<strong>How do you expect the government to play a role so as to invite more private investors in this sector? <br />
	</strong></p>
<p>
	The government has to make appropriate changes in the electricity act and policies so as to instil confidence in investors. There should be an electricity regulatory commission that will create a level playing field for both private and public sectors. The government should make adjustment in power tariff so as to ensure reasonable rate of return. If needed, it should think about VAT exemption to make the power sector most lucrative in Nepal. The objective of the whole exercise should be to lure general public (through shares), investors, and banks to invest enthusiastically in the power sector. There should be policy stability for at least 10 years. Furthermore, a new department of clearance can be established under the energy ministry to ensure that all documents are processed within a month. The government should play a proactive and facilitating role in acquiring land for projects and managing local expectations.</p>
<p>
	<strong>How do you find the government's role in ending the energy crisis at the earliest and accelerate power development in Nepal?</strong></p>
<p>
	Nepal is facing unprecedented load shedding of 19 hours a day which is a serious problem. But the government does not seem to be as serious as the grave situation demands. The measures announced by the government seem to be piecemeal, rather than announcing all the needed measures at once. The present power crisis, if continued any longer, will eventually put our entire economy to a grinding halt. Therefore, the politicians have to become more serious in solving Nepalese power problems. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalâese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '640',
			'article_category_id' => '40',
			'title' => 'Private Sector Will Not Come Merely On Verbal Assurances',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.</strong></p>
<p>
	<strong><img align="left" alt="cover stoey" border="1" height="357" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove3.jpg" style="margin:10px; padding:10px;" vspace="10" width="375" />How do you rate the success of PPP model of development?</strong></p>
<p>
	The PPP model in Nepal has not achieved the same level of success that is witnessed in Bihar of India even though they have adopted it only recently. However, this does not mean that works have not been done on our initiatives. Minimum requirements and environment is created for enabling PPP but we donate have projects like in the developed countries that are expected to be under the PPP model. It's only the concept that is seeded while there is very little work to write home about.</p>
<p>
	<strong>What are the reasons for PPP model not being successful in Nepal?</strong></p>
<p>
	Political stability is PPP's fundamental base for success but due to the current national scenario, large investments are not coming. The private sector is sceptical about making investments though they are convinced about the importance of investing in development projects. We have failed to build the confidence of the private sector and it is extremely challenging to invite private financing from the international market. To make matters worse, the minimum arrangement for FDI is also missing. Investment risks must be minimised where possible and laws must be prepared for funds management based on international rules and regulations. There is a special procedure for private partner procurement which we are still unable to formulate.</p>
<p>
	We are still forced to follow the traditional method of inviting tenders through existing public procurement act. The current procedure is marred by a long procedural delay and the private sector cannot wait that long. This is one aspect that de-motivates the private sector. Political intervention and local groups are among other challenges for developing large scale projects. Besides, there is a lack of skilled manpower that is vital for formulating and procuring PPP projects.</p>
<p>
	A core workforce required for PPP needs to be developed in Nepal itself. We have to initiate projects that are attractive to the private sector and market them to the banking fraternity otherwise; the private sector will not come merely on verbal assurances. Even today, people are simply talking about large PPP projects without doing adequate homework and just looking at the success in other countries as examples.</p>
<p>
	<strong>How suitable is the PPP model for the development of physical infrastructure in Nepal?</strong></p>
<p>
	The PPP model in Nepal caters to basic infrastructure and services whereas it is needed more for large scale infrastructure projects. We must look at roads, tunnels, bridges, transmission lines, large hospitals, airport construction and management that can be done under the PPP model. For example, Apollo Hospital of India, in partnership with the public sector, is expanding its accessibility to a larger area to serve the general public. Similar projects can be developed in Nepal too.</p>
<p>
	<strong>Is it only the issue of investment and political environment behind the private sector's disinterest to invest in the infrastructure sector? How big a role does the issue of profi tability play in this scenario?</strong></p>
<p>
	It is incorrect to say that the private sector is not interested. As a matter of fact, they have also understood that there is profit in such endeavours. However, they are not convinced about the system that runs these projects, to see a chance of materialising profits. They are suspicious about the future because of the way policies and regulations change in Nepal on a frequent basis. We may have the policies and the projects in place, but we don't have the required financing for big projects available in our domestic market. Even all the commercial banks, put together, can barely finance one or two large projects. It essentially means that foreign private financing must be brought in and for that to happen, we don't have a necessary arrangement in place.</p>
<p>
	<strong>The government has taken a regressive step on the Fast Track project, which was said as being developed in partnership with the private sector. What kind of impact will it leave on the private investors?</strong></p>
<p>
	The project had reached a certain level, to begin with. Meanwhile, it was realised that the private sector participation would be better. However, at a later stage, there were voices being raised within the government bodies for its rectification. As a result, the project is getting delayed now. This delay certainly does not convey a positive message as a decision once made is being corrected again. Withdrawing the earlier made decision will contribute towards diminishing credibility. A couple of companies had applied in connection with the project but unfortunately, the entire process was cancelled leading to reduced confidence level of the private sector.</p>
<p>
	<strong>By when can we expect large projects getting developed under the PPP model in Nepal? <br />
	</strong></p>
<p>
	There are a lot of prospects indeed. For example, a small though important project such as developing a multi-storeyed parking space in the heart of the city like New Road can happen on an immediate basis. That can be a good yet simple PPP project which the government can realise by allowing a private operator to build the parking lot on a public space. This can be profitable and, at the same time, the private sector will happily invest in a project of this nature. We have proposed it along with a feasibility study but it is being delayed for various reasons. And let me tell you that there are a lot of similar projects that are still awaiting approval. Officials frequently get changed in the concerned local bodies and such things cannot create an environment for long term project commitments. There can be sizeable PPP projects which the domestic financial market can support.</p>
<p>
	<strong>What are your expectations from the government for making private participation successful in the development sector?</strong></p>
<p>
	The government should follow a special practice for PPP procurement. Minimum required laws and regulations must be formed first for private financing, without which money won't come. Even in the domestic financial market, there must be a specific arrangement for PPP financing apart from the existing provision of financing by banks and financial institutions. The government must identify the sectors that need PPP model and plan for at least five to 10 years in advance. The private sector must be invited only after formulating the projects ascertaining the financial scenario and benefits of PPP arrangements. For example, it is largely felt that inadequate study and preparations have gone into the waste management project catering to the Kathmandu valley.</p>
<p>
	The PPP model remedies the weaknesses of developing projects independently by either the private sector or the government. By definition, the private sector tends to maximise profit so it may neglect the larger mass and benefits for the society. For a drinking water project, for example, private developers may target a higher income group only where it sees a higher rate of return. So, a larger mass and the general public may get neglected.</p>
<p>
	If the same project is run under the PPP model, the government can intervene and enforce the supply of quality drinking water to the general public as well. To minimise the loss while doing so, the government may guarantee the profit by handing over the management to a private entity. On the other hand, when such projects are done entirely by the public sector, we have seen a lot of problems in management, leakages etc. Hence, the PPP model reduces the deficiencies of the public sector and best uses the efficiencies of the private sector. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '639',
			'article_category_id' => '40',
			'title' => 'Private Sector Cannot Be Expected To Develop Infrastructure',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="361" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove2.jpg" style="margin:10px; padding:10px;" vspace="10" width="350" />How do you view the possibility of private sector involvement for the development of the transportation sector in Nepal?</strong></p>
<p>
	The southern part of Nepal is completely linked by roads while the northern part remains largely disconnected. This means that the required infrastructure is lacking. The infrastructure for north-south linkage is crucial for the fast development of this country. You must understand that developing roads is a huge investment. The domestic transportation sector does not get spared due to the increasing fuel prices quite frequently. Electric railway transportation is the only cheap alternative in the long run; however it requires a huge investment. Few surveys have been initiated by the government in the last couple of financial years. This must be developed as a master plan because railways is shorter than roadways distance wise and also facilitates both human and goods movement.</p>
<p>
	Developing such a huge project is not possible solely with our internal resources and needs international investment or soft loan funding. As for the private sector, nobody will come forward to invest in infrastructure entirely by themselves. They won’t even come as part of joint ventures because there is no market, as such, to make huge investments and get lucrative returns on it. Therefore, the long term investments are the responsibility of the public sector. However, if we can bring in the management of the private sector for such endeavours, that will be efficient. This kind of an arrangement will be economical as well as revenue generating. It has to develop as a part of the broader national agenda and treated as an economic priority.</p>
<p>
	<strong>What should the government do to encourage the private sector for investing in infrastructure?</strong></p>
<p>
	At present, it is very difficult for the private sector to get involved into infrastructure development due to many reasons. For example, the trucking business is still not organised and trucks are individually owned and leased to companies. A single trucking company has not been developed in an organised manner till now. There are only 283 registered companies in the business and nobody knows how many of them are in existence.</p>
<p>
	Transportation is getting more difficult in places where cities are developing. The private sector will be more interested in facility management rather than investing in infrastructure. If we look at Kathmandu, transporters will drop goods and go back for more if proper parking spaces and warehouses can be set up. But there is not a single warehouse that can serve on a long term basis. This is where the private sector can come in and invest in such projects</p>
<p>
	<strong>Why isn’t the private sector interested to get involved if there are prospects? <br />
	</strong></p>
<p>
	When the interest rate is tremendously high (14 per cent), the rate of return correspondingly becomes very low. For example, the cost of a project can’t be predicted for say, five years down the line, adjusting with the interest rate of borrowing. Given such uncertainty, the private sector cannot be expected to take initiatives in situations like these.</p>
<p>
	<strong>Do you see the possibilities of building roads by the private sector in Nepal similar to that in other countries?</strong></p>
<p>
	We don’t have the level of traffic in Nepal that will lure the private sector to invest in toll roads. The private sector will invest automatically where there is an opportunity for profit. If we had the level of traffic that could yield profits, the tunnel to link Birgunj with Kathmandu would have been constructed by now. The FNCCI is ready to lead and the business community in Hetauda is showing interest but there are elements that have contributed towards slowing down the entire process. Goods and passenger movement is not high as of now but on a positive note, there is an increase in internal population as well as growing international linkages. Toll road development needs huge investment so the government must come forward for constructing infrastructure because it gets soft loan. Debt recovery needs prudent management which can be done by the private sector. If PPP can be fully implemented, a lot of projects could be developed in the foreseeable future.</p>
<p>
	<strong>So you mean to say that it is better to let the private sector manage infrastructure instead of asking them to develop so.</strong></p>
<p>
	Yes, because they don’t have the required capacity given the insufficient domestic resources. The private sector must be allowed to bring in foreign capital as there are foreign banks that trust the Nepali private sector. If such soft loan is allowed to bring in, hydroelectricity can be rapidly developed. Nobody is willing to invest with the domestic rate of interest that is higher than 10 per cent. A single bank cannot finance a project larger than 100 MW; large scale projects need consortium efforts as they need billions of rupees. So, the government must finance development efforts but let the private sector manage them. The government cannot manage projects efficiently and the result is that every public sector enterprise is making losses. Therefore, the government should not conduct business; it should instead allow the private sector to manage. The private sector will then make money and earn revenue for the government.</p>
<p>
	<strong>What should the government do to make the transport sector effi cient and effective?</strong></p>
<p>
	First and foremost, there has to be a right policy. Efficiency will only increase when the transit time can be lowered and turnover can be made faster, this will also lower the cost of transportation as it lowers the overhead cost. The existing transportation facilities can be developed given the available resources but the policy makers must have the political will with a common national agenda for this to happen. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
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			'keywords' => '',
			'description' => 'R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).',
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	(int) 9 => array(
		'Article' => array(
			'id' => '638',
			'article_category_id' => '40',
			'title' => 'Investment In Infrastructure Is A Costly Proposition',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Sanju Koirala is the Corporate Communication Manager of Ncell, the largest private sector telecom operator in Nepal. She has been working as Ncell’s Corporate Communication Manager since 2009. Ncell has made a large contribution on developing communication infrastructure all over Nepal. It has increased the base stations by more than six times in the last three years. In an interview with New Business Age, Koirala shared her ideas on the prospects and challenges of developing communication infrastructure in Nepal.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="384" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Ncell has expanded quite fast in a very short period of time in Nepal’s telecom business. How big is the prospect of a further expansion in terms of demand and possible supply of services?</strong></p>
<p>
	When the decision to enter Nepali market was made, one of the top priorities was to develop the mobile telecom market and to become number one within two to three years’ time. Although, the goal was reached way before, that is, by the end of November 2011, Ncell will continue with the same endeavour. We will continue investing in network expansion and new services. In fact, Ncell is at a growing stage and we will continue improving our network quality and capacity. By achieving one target, we have set another one in front of us which is even more challenging. We strive to reach quality to be aligned with TeliaSonera global standards and have an excellence in customer satisfaction. For future investment plans, it means increasing capacity and quality in the existing network, be selective to cover new geographical areas, increase data usage by enhancing data speed, implement new end user services and improve network reliability and robustness. Customers have started to feel the difference among various Nepali telecom operators. They have started to value what it means to have a good voice quality and network coverage, no matter wherever they are. It surprised the customers in 2011 and it will continue to surpass their expectations in 2012. Our actions and work will always pleasantly surprise the customers with excellent quality and new services.</p>
<p>
	<strong>How can the contribution of private sector players be compared to that of government sector in communication infrastructure development?</strong> <strong>There are allegations of unfair play coming up quite often.</strong></p>
<p>
	When a private company invests, it always keeps the desirable rate of return in mind. Besides commercial targets, we also have social responsibility targets. Among all possible mobile technologies, Ncell makes the decision as to which technology to trust the most. The return of investment and long term technology sustainability are the main decision making factors. By having set clear rules and regulations regarding usage and fee of frequency spectrum, the government can avoid unfair play. And these rules and regulations shall be applicable for every existing and potential operator in Nepal. Every player expects and should have an equal level playing field in an open and liberal economy.<strong><br />
	</strong></p>
<p>
	<strong>The cost of building infrastructure is very high. How satisfactory are the rate and time-window of return?</strong></p>
<p>
	Geographical terrain, lack of transportation, power outage and shortage of skilled manpower makes investment in infrastructure a costly proposition. We are also aware of the people’s spending power, with low level income; gestation period is bound to increase. It is now at an acceptable level taking into account the revenue from voice and value added services. In my opinion, the market is still developing. When we look from mid and long term perspectives, it’s important not to start a price war among operators and avoid regulatory imposed tariffs. Both of these are short term strategies and if wrongly applied, can impact severely on future investment and quality. It does not necessarily mean that the tariffs on services will not decrease but it will be based on the economy of scale and in a planned way. Everyone has to remember that an operator’s ultimate goal is long term sustainable profitability and every wrong decision has an adverse affect on investment and services.</p>
<p>
	<strong>Do you see the possibility of sharing the same infrastructure by other companies of the same nature? Do you think this will reduce the cost of service expansion? </strong></p>
<p>
	It is possible, but cost sharing and cost bearing business dealing should not be dictated by the government. It should be a business to business decision to have a positive impact as well as in expansion and cost of service.</p>
<p>
	<strong>The NTA has not given permission to share certain resources between telecom operators?And, particularly optical fi bre that is being used by NTC is not shared with other companies. How do you view this?</strong></p>
<p>
	This is one of the most challenging issues because pricing scheme has to be defined and NTA has no information about real and specific costs that are different among various operators. In fact, Ncell is leasing the required bandwidth from NTC and NEA. However, it’s not easy to get into an agreement with government-owned companies. First of all, there should be a display of interest by the first operator to share it based on their interest to get opportunity to share similar bandwidth in other directions where they don’t have it yet. Thus, it should be based on mutual interest rather than forced and imposed regulations.</p>
<p>
	<strong>What are the challenges and problems in developing infrastructure?</strong></p>
<p>
	Getting required permission from different government bodies is a difficult task. And it does get worse when people demand for road, electricity supply and many other things. Besides that, in network rollout, one of the most challenging factors is availability of power. If the rest can be agreed and aligned by changing regulations, making clear and understandable rules and fees, shortage in power will remain for years. This is also related to the government plans to provide sufficient electricity even for households in the cities and remote areas. We are not sure if NTA has any plans on the level of energy requirements for the next five to 10 years. No one has really asked us about expected energy requirements for the Ncell network in the coming years. Therefore, we need to rely only on a backup solution based on diesel generators. That, for sure, has an adverse effect on network running costs and ecology.</p>
<p>
	<strong>What are your expectations from the government about supporting the development of communication infrastructure? Has the government done enough to develop the basic infrastructures?</strong></p>
<p>
	A concise general plan for developing the mobile, fixed and broadband services in Nepal is required. If we look around the Asia Pacific region, every country has imposed different principles. And here, challenges come from the fact that there are no less common principles even within the region. Thus, it brings complexity for the NTA and requires assessment of existing status, plans and changes as required. It also requires expertise and consultancy from GSMA (GSM Association) as well as bringing the local operators together in one working group. RTDF (Rural Telecom Development Fund) could be used for optical fibre and for other facilities. For example, equipments and construction material for infrastructure customs and other taxes can be reduced, failing which, it will increase the investment resulting in costlier airtime for mobile phone users. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Sanju Koirala is the Corporate
Communication Manager of
Ncell, the largest private sector
telecom operator in Nepal. She
has been working as Ncell’s
Corporate Communication Manager
since 2009. Ncell has made a
large contribution on developing
communication infrastructure all
over Nepal. It has increased the
base stations by more than six
times in the last three years. In
an interview with New Business
Age, Koirala shared her ideas on
the prospects and challenges
of developing communication
infrastructure in Nepal.',
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		'Article' => array(
			'id' => '637',
			'article_category_id' => '47',
			'title' => 'Hotelier Extraordinaire',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:12px;"><br />
	</span></p>
<p>
	<span style="font-size:12px;"><img align="left" alt="presonality" border="1" height="288" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rana.jpg" style="margin: 10px; padding: 10px; width: 222px; height: 288px;" vspace="10" width="222" />Shreejana Rana is one hotelier who distinguishes herself from many others in a variety of respects. As Director CSR and R&amp;D of Hotel de lâ Annapurna, which is doing reasonably well as a hospitality entity, she believes,Survival is not enough, we need to get better. This very go-getter attitude of hers has resulted in the hotel's massive renovation and upgradation endeavours of late. I am working hard and giving it all I have to ensure that my hotel lives up to its much revered tagline No. 1 Address in Kathmandu, she confides. Rana thinks it is best to take her chances nowbring back the glory of yesteryears and make a premium 5-star property out of the hotel that it once was, rather than wait endlessly hoping for perfect conditions to make investments.</span></p>
<p>
	<span style="font-size:12px;">Born to Late Kiranendu Malla and Late Kendra R L Malla, she lost her father when she was barely two-years-old. Rana credits her mother, widowed at the young age of 21, for single-handedly raising her younger brother and herself. She says, My mother's courage, hard work and the love she bestowed upon us, despite numerous challenges, have inspired me to respect and uphold family values.While admitting that she had a privileged upbringing which included the best schooling one could think of, Rana led a simple life with plenty of values and discipline her family instilled in her. In those days, rules were made by the parents and never questioned, she elucidates.</span></p>
<p>
	<span style="font-size:12px;">An alumnus of St Mary's High School in Jawalakhel, she finished high school from Cambrian Hall, one of India's premier private schools located in Dehradun. Immediately afterwards, she got an opportunity to train with the ITC Welcome Group for five years in the early 1990s. And it was during her learn-onthe- job stint with the ITC when she came across Kapil SJB Rana, a dashing hotel heir who had just returned from England after completing his studies. I helped him get acquainted with Nepali customs as he had practically lived his entire life abroad and knew little about Nepal,she blushes reminiscing her early courtship days. As fate would have it, she was to marry him in due course of time. My family was happy about it and supported my decision wholeheartedly,she shares.</span></p>
<p>
	<span style="font-size:12px;">A very ambitious person, by her own admission, Rana also has a soft corner which has led her to being a social entrepreneur. She is a firm believer in empowering women through entrepreneurship and an ardent supporter of fight against heart diseases. While she believes that success is absolutely important and intends to leave no stone unturned to achieve it, she also has the heart to think about people who are less fortunate and wants to give back to the society. Early into her professional career, she dabbled as a fashion entrepreneur with her boutique Image Fashion House at Durbarmarg.</span></p>
<p>
	<span style="font-size:12px;">We were involved in organising the 1st Miss Nepal pageant and managed costumes and choreography part of the event,she tells excitedly. Being an emotional person since a young age, social work came naturally to Rana. She is associated with a number of organisations to help fulfill her social responsibilities. Her social undertakings include associations with Jayanti Memorial Trust (JMT), Women Entrepreneurs Association of Nepal (WEAN), SAARC Chamber Women Entrepreneurs Council (SCWEC), Association of St Maryâ's Alumnae Nepal (ASMAN),</span></p>
<p>
	<span style="font-size:12px;">Burn Violence Survivors Nepal (BVS-N) and Federation of Women Entrepreneurs Association of Nepal (FWEAN) among others. I believe in getting women trained and educated to empower them rather than spoiling them with cash money. It is more important to guarantee how money gets utilised, she says. And then adds, If corporate entities in Nepal are only seen making money but not giving back anything to the society, it will be difficult to survive in the long run. As the gap between haves and havenots widen further, social tensions that Nepal already suffers from will reach an unprecedented high. Having lost her father at a time when she was just about starting to know him, left a deep impact on Rana's psyche.</span></p>
<p>
	<span style="font-size:12px;">Hence, she wants to make sure that her two children 13-year-old daughter Keshya Rana and 6-year-old son Satyajot Rana receive the best parentage, My husband and I want to give them the best of both parents and family values. She aspires to give her children quality education and exposure so that they can grow up as capable individuals and stand on their own feet. They must equip themselves and prove their worth. I don't want them to take the family legacy for granted, she elaborates. Rana further assures that Keshya, a boarder of all-girls Downe House School at Berkshire in England, and Satyajot, a student of British Primary School in Kathmandu, will be free to chart their own career courses and won't be pressurised to join the family business. While agreeing that she is very content as a person, Rana wishes her mother was alive today to see her treading a successful trail.</span></p>
<p>
	<span style="font-size:12px;">How I wish I could spend more time with her,she gets a tad emotional. Growing up in a close knit family and a comfortable set up, she has never let her affluent background go to her head. She philosophises, I have been very fortunate with my wants and desires so it has been smooth sailing all along with no major regrets whatsoever. A house-proud person, she sees to it that her children eat at home whenever they are around. She believes that her husband, as a thinker, is the right kind of motivation she has in life,He has always been my backbone and encouraged me to move ahead. Just when I thought I knew her well enough by now,</span></p>
<p>
	<span style="font-size:12px;">Rana narrated an anecdote to me, which she says was an eye-opener of sorts for her.Due to my penchant for seeking women rights, my husband once wondered if he has deprived me of anything in life. It made me wake up to a realisation that I need to be more sensitive towards people who are dearest to me, she recounts. A complete believer in putting her time to good use, Rana signs off on a defining note,I have to constantly work towards ensuring that I am worth my being which makes it all the more important for me to have my own identity.&nbsp;</span></p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-10-04',
			'keywords' => '',
			'description' => 'A fiercely ambitious entrepreneur aside, Shreejana Rana is a strong advocate of philanthropic activities widely practiced in developed countries but seldom seen in a country like ours. A true lover of Nepal, she wants to spread optimism and work towards making her country and all Nepalis proud, in her own little way.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '636',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><strong>Newcomers<br />
	<br />
	</strong></span><br />
	<strong>Latif Salman Rawan</strong> has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.<br />
	 </p>
<p>
	<strong>Alok Kr Sharma</strong> has replaced N K Chari as the new Managing Director of Nepal SBI Bank Limited. Chari has been transferred to Chandigarh Local Head Office of SBI as Senior General Manager. Earlier, Sharma was Head of Credit Department of SBI Orissa branch.<br />
	 </p>
<p>
	<strong>Amrit Charan Shrestha</strong> has been appointed the Chief Executive Officer of Nepal Credit &amp; Commerce Bank Ltd. Earlier, he worked as the Acting CEO of Nabil Bank Limited.<br />
	 </p>
<p>
	<strong>Jarmo Nyman</strong> has joined Ncell as Chief Technical Officer. Earlier, he was Head of Business Development with NSN Global Services and Programme Director for Orange''s Spanish swap and roll out.<br />
	 </p>
<p>
	<strong>Abdujabbor Kayumov</strong> has joined Ncell as Chief Commercial Officer. Earlier, he was working as the Chief Executive Officer of Tcell North and has been a part of the TeliaSonera group since 2007.<br />
	 </p>
<p>
	<strong>Shyam Sunder Sharma</strong> has been appointed the Chairman of ABC Television. Earlier, he was the Head Human Resource of Nepal Satellite Telecom.<br />
	 </p>
<p>
	<strong>Sarad S Dhungel</strong> has joined Westar Properties Pvt Ltd as Manager Marketing. Earlier, he was Head Card &amp; Transaction Banking at International Development Bank Ltd, Teku.<br />
	 </p>
<p>
	<strong>Pralhad Raj Kunwar</strong> has joined Radisson Hotel, Kathmandu as General Manager replacing its Acting GM <strong>Abhinav Rana. Earlier, Kunwar was the General Manager of Hotel Yak &amp; Yeti.<br />
	<br />
	</strong></p>
<p>
	<strong>Neeraj Kumar</strong> has joined Radico Khetan Limited as Country Head. Earlier, he was the General Manager of Sumy Distillery Pvt Ltd.<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>New Comers at Airport Hotel<br />
	<br />
	</strong></span></p>
<p>
	<strong>Nikita Shrestha</strong> has joined Airport Hotel as Director of Sales &amp; Marketing department. Earlier, she was Sales Manager at Hotel Soaltee Crowne Plaza.<br />
	 </p>
<p>
	<strong>Bikash Tamang</strong> has joined the hotel as Operation Manager. Earlier, he was in San Francisco, USA.<br />
	 </p>
<p>
	<strong>Vinayak Thapa</strong> has joined the hotel as Sales Manager. Earlier he was Asst Business Executive in the Sales &amp; Front Office department of Grand Hotel, Kathmandu.<br />
	 </p>
<p>
	<strong>Manita Tandukar</strong> has joined the hotel as Asst Sales Manager. Earlier, she was Asst Sales &amp; Marketing Manager at View Bhrikuti Hotel, Nagarkot.<br />
	 </p>
<p>
	<strong>Anita Tuladhar</strong> has joined the hotel as House Keeping Manager. Earlier, she was House Keeping Manager at Radisson Hotel.<br />
	 </p>
<p>
	<strong>Raju Dhoj Thapa </strong>has joined Aankhee Jhyal as Executive Director. Earlier, he was the General Manager of <strong>Bhancha Ghar.<br />
	<br />
	</strong></p>
<p>
	<strong>Bhawana Shrestha</strong> has joined there as Managing Director. Earlier, she was associated with the travel and tourism industry.<br />
	<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>Promotions <br />
	<br />
	</strong></span></p>
<p>
	<strong>Pradeep Kumar Shrestha</strong> has been promoted as CEO of Tinau Bikas Bank, Butwal. Earlier, he was the <strong>General Manager of the bank.<br />
	<br />
	</strong></p>
<p>
	<strong>Pratap Rawal</strong> has been promoted as Chief General Manager of JCB Division at MAW Enterprises Pvt Ltd. Earlier, he was the Sales &amp; Marketing Consultant for all the divisions of the same company.<br />
	 </p>
<p>
	<strong>Sandip Chachan</strong> has been promoted as Executive Director of Volvo Division at MAW Enterprises Pvt Ltd. Earlier, he was Deputy General Manager of JCB Division in the same company.<br />
	<br />
	 </p>
<p>
	<strong><span style="font-size:14px;">Transferrers <br />
	<br />
	</span></strong></p>
<p>
	<strong>Balaram Pathak</strong> has been transferred as Director Food &amp; Beverage at Soaltee Crowne Plaza. Earlier, he was the Crowne Meeting Director at the hotel.<br />
	 </p>
<p>
	<strong>Arpan Paudel</strong> has been transferred as Branch Manager to the Pokhara branch of International Development Bank Ltd. Earlier, he was the Corporate Banking Relationship Manager at the bank's head office at Teku in Kathmandu.<br />
	 </p>
<p>
	<strong>Suman Acharya</strong> has been transferred to Kupondole branch of NCC Bank as Branch Manager. Earlier, he was the Branch Manager at Banepa branch of the bank.&nbsp; <br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'Latif Salman Rawan has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '635',
			'article_category_id' => '38',
			'title' => 'Understanding Employee Behaviour',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	As an organisation is a place where most people spend around 50 per cent of their daily time, HR personnel should be able to deal with different types of people. People from different walks of life such as diverse cultural backgrounds, ethnic groups, race, gender, caste and nationality work in an organisation. Hence, the HR department in any organisation must be very careful and cautious while dealing with people of different nature. The HR being a support function department, HR professionals must be able to address every issue of an employee including cultural, language and religious barriers, working environment, misconception and misunderstanding among other issues.</p>
<p>
	Besides, the HR must be capable of motivating, facilitating, counseling, coaching, analysing performances and must be able to take quick and efficient decisions. In some cases, it would be very difficult to study the behaviour of an employee. For example, an employee who shows very good performance during the probation period may show a different kind of behaviour afterwards. As human behaviour cannot be predicted and there is no mechanism as such to study the behaviour of an individual, HR professionals find it difficult to cope up with employee behaviour. </p>
<p>
	For this, there are some ways through which employee behaviour can be studied to some extent. Knowledge System Analysis (KSA) and Psychometric Test are methods that can be used during the process of hiring so that an employee’s behaviour can be assessed to some extent. Likewise, close observation of every employee is an important task HR professionals must conduct as this helps knowing the employees in person. Monkey Survey, which is available free of cost online, can be the best available tool for an HR department to study the behaviour of employee(s).&nbsp;</p>
<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	The HR department can organise various trainings like catholic social teachings, stress management trainings, art of living etc in order to refresh employees. Besides, it is the duty of the HR professionals to conduct individual counseling to know how employees are feeling, what are their problems, and their needs and desires. There is a theory which tells that people do not leave their job but they leave their bosses hence it is a challenge for HR personnel to analyse internal as well as external factors due to which employees change their jobs.</p>
<p>
	Starting a new job in an organisation is like getting married with the team one has to work with and the entire organisation. As everything becomes new in this case, it is the responsibility of an HR head to make a new employee feel comfortable. While hiring new employees, there may arise some conflicts such as old employee versus new employees, experienced versus educated, religions, cultures and many others. The behaviour of the employees in this regard cannot be changed but the HR specialists can certainly influence the ground situation to some extent. Another challenge for HR personnel is that, in many cases, personal issues are reflected at a workplace due to which one employee can demoralise the whole team. </p>
<p>
	For this, some NGOs have a unit called Staff Care which provides the employees with emotional, financial or any other kind of support depending on their needs. This unit is accountable to the employees and by establishing such units in an organisation, the HR personnel can create value to the employees and the organisation. It is also understood that one should have fun at work despite the pressures he or she has to bear. This depends on the culture within an organisation, the nature of business, plans and policies, and rules and regulations set by the organisation. It is true that human beings, by nature, are never satisfied with what they have or get and as human nature is dynamic, it is difficult for HR personnel to deal with and solve all the problems. </p>
<p>
	Hence, HR personnel can make people feel good at work so that they have peace of mind while at work which in turn ensures they do not show negative behaviour. To conclude, in order to make it easier for an HR department to handle a diverse set of employees, the department has to be very careful in hiring employees so as to lower down the chances of getting wrong people in an organisation. Similarly, if personal traits can be studied and HR personnel have the capability of handling negative ideas and approaches in a positive way, then it becomes easier to cope up with employee behaviour. Besides, HR personnel must be strict enough to say no and take actions against wrongdoers while, at the same time, they must be able to judge hardworking employees and appraise them accordingly. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
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			'keywords' => '',
			'description' => 'Knowledge
System Analysis
(KSA) and
Psychometric
Test are
methods that
can be used
during the
process of hiring.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '634',
			'article_category_id' => '38',
			'title' => 'Job Mapping',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<span style="font-size: 14px;"><strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mgmt2.jpg" width="150" /><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>By Dr Rabindra Karna</strong></span></p>
<p>
	It is common for any business to have clarity about customer expectations in the beginning as it goes through continuous modification process with the development into the market. It is equally vital to have right people in the organisation to ensure genuine and all accepted services to the customer who literally is the guarantor of success or cause of failure for any business. Simultaneously, it would be critically difficult for people resources to deliver customer satisfaction without clarity about their jobs or expectations from them. Similarly, it would not be possible for HR practitioners or leaders to describe individual jobs without knowing the nature of a job, job family, size of a job and position tagging etc. To meet business objectives, people resources are the key. For an effective and efficient organisation, well developed people bearing clarity about services (individual and organisational) are required to deliver in terms of their contribution to the business. </p>
<p>
	To begin the process of building effective people organisation, a business needs to step ahead with a “job map”. A job map is considered as a bifurcation of jobs into its process steps. Job mapping is also defined as a process of classification systems where positions are classified based on job profiles under occupational group and sub groups. A job map does not describe all expectations; it rather defines broader expectations used in the process of detailing individual job description. Thus, job mapping is a process to compile information and generate database of available and possible jobs in an organisation, for its efficient functioning. As a result of the process, position titles, job profiles and descriptions along with performance matrix becomes consistent. Job mapping also supports grouping of jobs into logical order inside job families and tied to the external market. In gist, a job map does not describe what an organisation is doing; it instead details the opportunities for enhancements in terms of building an effective and progressive institution. </p>
<p>
	The job mapping process necessitates engagement of people resources at various levels. There are enough researches showing compulsion of resources engagement that supports communication process and contributes to success in implementing change. Management scientists too have suggested that all jobs require 7Ds i.e. design, define, determine, display, diagnose, develop and deliver. It has also been confirmed by researches that people in general waste about 20 per cent of their time in obtaining clarifications on incomplete instruction and correction works by redoing tasks that went wrong. Job mapping enables the clarity at a desired level through defining and identifying problem areas. Once a problem is diagnosed, a solution to the problem automatically gets acknowledged and helps plan and introduce improved processes. Job mapping enables us to clarify, examine and develop improvements through role clarity, reduced duplication, agreement on common processes and achieving optimum efficiency by effective distribution and utilisation of resources. While analysing a job map in a structured way, one can easily identify the process improvements. The need becomes that of defining current task and schedules of the business before deeper identification. Hence, it is widely suggested to adopt the critical examination method and examine a whole lot of tasks and assignments to conclude the total outline of a job. A job map remains incomplete till the competency map is derived for any organisation. It essentially requires incorporation with job evaluation, recruitment and placement, skills enhancement needs and process etc.</p>
<p>
	The point to remember is: competency must be considered as behaviour rather than ability or skills and ensure that the competency mapping results into job evaluation. Therefore, defining critical business needs is one of the tools to have error free job map. It would be imperative to define and describe current process and issues, customer needs, business boundaries/limitations, business objectives etc and then determine the overall job map. The team assigned with mapping tasks also needs to identify multiple inefficiencies and obstacles in the process. </p>
<p>
	This necessitates evaluation of advantages and disadvantages of change intended into an organisation. Job mapping, though, has many advantages such as improved people performance contributing to improved business results, promotion of team spirit by defining interlink between different functions, departments and work groups. It also works as an effective educational as well as communication tool that have a huge impact in improving interpersonal relations within an organisation. Simultaneously, it also has the limitation of getting dependent on a small group of people on projects that restricts the representation in a wider perspective.</p>
<p>
	However, this disadvantage can be eliminated by inviting views and comments from larger work groups through circulation of the draft to ensure error free mapping. It is further recommended by many management scientists to distribute preliminary job map to each individual in the taskforce to review and then expand distribution to each functional team for their review and comment. These teams can meet at various levels to confirm that each job has been captured accurately and obtain recommended changes felt by the reviewer/reviewing team. This should be considered as an opportunity to seek input from many people at different stages and inviting their ideas as well as participation in the process.</p>
<p>
	All the feedback that is received, taken in positive light, can help in revising the map and support preparation of the final documents that is now ready for use in the desired and chosen application. However, to ensure a successful mapping, it is suggested to have a duly defined project plan detailing critical business need, analysis of current status and processes, new designs and implementation etc. To conclude, a job map gives companies a framework to discover opportunities that differentiate their offerings and get jobs accomplished perfectly by its employees to satisfy the customer need. </p>
<p>
	It also helps businesses to create breakthrough products and services through practicing innovations that makes the destinies of businesses within comfortable reach. Job mapping is ultimately a versatile and valuable tool for improving people (individual) and organisational performances. It offers a straight forward work requirement that enables good performances by elimination of obstacles, for employees to perform. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
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			'keywords' => '',
			'description' => 'Job mapping
is a process
to compile
information
and generate
database of
available and
possible jobs in
an organisation,
for its effi cient
functioning.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '633',
			'article_category_id' => '38',
			'title' => 'Strengthening Boards Is A Must For Good Governance In Banks/FIs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mundul.jpg" width="150" /><br />
	</strong></p>
<p>
	<strong>By Sujit Mundul <br />
	</strong></p>
<p>
	<strong>Corporate Governance</strong> is a well discussed subject over the last decade or so. A good governance aims to protect shareholders rights and enhance disclosure and transparency. It facilitates effective functioning of the board and provides an efficient legal and regulatory enforcement framework.</p>
<p>
	If we look at the definition of Corporate Governance (CG), it transpires, “The fundamental concern of CG is to ensure the conditions whereby a firm’s directors and managers i.e. executives act in the interests of the firm and its shareholders. It also ensures the means by which managers are hailed responsible to capital providers for the use of assets.”</p>
<p>
	So it clearly shows a direction towards:</p>
<p>
	<strong>Responsibility</strong></p>
<p>
	<strong>Accountability <br />
	</strong></p>
<p>
	<strong>Transparency&nbsp;</strong> </p>
<p>
	<strong>Fairness <br />
	</strong></p>
<p>
	for the board of directors and the relevant executives who run day-to-day business and administration. This much discussed subject “governance” once again has taken the centre stage in the global financial world. The recent collapse of the European Bank Dexia sent shock waves across the global banking industry hardly three months after it was given a clean chit by the European Banking Authority (EBA). </p>
<p>
	EU-wide stress test covering 91 banks, representing virtually 65 per cent of the EU banking assets was conducted in the not too distant past by EBA in cooperation with few central banks, European Central Bank, European Commission and European Systemic Risk Board. On the basis of their results announced in July this year, Dexia issued a statement on its website that there is “no need for Dexia to raise additional capital.” However, since October 5th, it is inching towards bankruptcy. This phenomenon has raised an intellectual debate on the limitations of bank regulation and supervision.</p>
<p>
	For quite some time, the major concern of the policy makers was to monitor and administer prudential controls i.e. provisioning for non-performing assets, capital adequacy in the process of regulating banks and ensuring their stability. Perhaps, regulatory oversight was considered to be a substitute to corporate governance. It looked like corporate governance was considered to be less critical for banks compared with non-banking entities. The global financial crisis has clearly revealed the fact that regulation and supervision of banks has not ensured a sound banking system. As a logical corollary to this, it has now become a very convincing argument than ever before that good corporate governance complements regulation and supervision.</p>
<p>
	Banks play a critical role in the development of economies around the world. Effective corporate governance in banks helps foster financial stability, strengthen risk management and ultimately contribute to sound economic development. Banks are really unique; therefore, corporate governance of banks goes beyond the conventional agency theory. We cannot deny the fact that the banks are the most leveraged commercial enterprises. Typically, bank owners contribute circa 10 per cent of the regulatory capital. Public deposits constitute a major share of their fund base (may be up to 80 per cent). We all know that banks have a fiduciary relationship with their customers, i.e., hold the wealth of depositors and manage it on their behalf. This constitutes an additional principalagent relationship that does not exist with non-financial firms.</p>
<p>
	Let us take a look at India. Despite the existence of the Banking Regulation Act, 1949 - which inter alia contains the key parameters of good corporate governance - the issues relating to corporate governance in banks did not assume significance, especially after the nationalisation of major banks and several social obligations placed on them. The sense of urgency in implementing good corporate governance was recognised when these banks started accessing the capital markets from 1994.</p>
<p>
	One important point must be noted in this connection. After 1994, the listed banks are not only governed by banking regulation act and the various statuettes under which they are incorporated, but also by the provisions of the Companies Act related to management and administration and minority shareholders protection.</p>
<p>
	It goes without saying that long-term survival and success of an institution depends greatly on the skills, experience and knowledge of its directors and top management. The “working board” requires individuals who are informed, competent and independent to ensure enterprise and integrity which can promote sound growth of the company.</p>
<p>
	In the context of corporate governance, it would be interesting to note that while reviewing the policy of granting fresh licenses to corporations, the RBI Governor Dr D Subbarao raised concerns of “possible self-dealing” by promoter groups in private banks. He also cautioned the banks’ boards regarding excessive risk taking. In April 2011, the RBI levied a penalty on 19 banks including India’s largest bank – State Bank of India for violations on the sale of derivatives. It also imposed a fine of Rs 25 lakhs on Citibank for frauds relating to portfolio management by one of its managers. </p>
<p>
	Sending a strong message to the banks’ boards, the RBI governor said the boards and senior management of the banks would require to be more sensitive to the interests of the depositors and careful of the “potentially destructive consequences of risk taking, be alert to the warning signals and be wise enough to contain exuberance.” Dr Subbarao further said “the short point is this: if the directors on the boards of the banks did not know what was going on, they should ask themselves if they were fit enough to be directors. If they did know and did not stop it, they were complicit in the recklessness and fraud.” One of the biggest challenges in India is the dearth of professionals who are capable and willing to accept the mandate of independent directors. Now let us take a look at Nepal in this regard. Nepal Rastra Bank - the fountainhead of the country’s monetary system - has issued directives on good corporate governance. (NRB Directives No 6: Code-of-Ethics to be observed by Directors/CEO of Banks and Financial Institutions), the salient points of which are: </p>
<p>
	<strong>A declaration be signed as to observe the NRB regulations.</strong></p>
<p>
	<strong>Prohibitions to involve in activities against the interest of the Bank/FI.</strong></p>
<p>
	<strong>Prohibition for CEO to work part-time.</strong></p>
<p>
	Director of a Bank not to become a director of other institutions licensed by NRB.</p>
<p>
	<strong>Prohibition for Directors to hold Trusteeships.</strong></p>
<p>
	<strong>Prohibition to misuse the position for personal benefits.</strong></p>
<p>
	<strong>Maintenance of confidentiality and fair and equal treatment.</strong> </p>
<p>
	If we undertake a critical appreciation of the situation in the Nepali banking industry, the picture would not be very different from India in that finding appropriate and willing professionals for board positions continues to remain a major challenge. As a sequel to the recent global financial crisis, the regulators in most of the countries have placed much emphasis on the selection of board directors in Banks/FIs as they would play pivotal roles in the implementation of good governance in order to ensure sound health of the organisation.</p>
<p>
	Despite strengthening of rules, regulations, codes of conduct etc relating to good corporate governance over the years, we have found that major incidents in frauds, mis-selling, insider trading etc continue to recur in many parts of the world. So, it seems that these rules/regulations have not really strengthened the spirit of corporate governance. The spirit lies in the hearts of the managers. It is deep rooted in the foundation of moral sentiments and values, rendering it difficult for the regulators to measure. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'This subject of
“governance”
once again
has taken
the centre stage
in the global
fi nancial world.Effective
corporate
governance in
banks helps
foster fi nancial
stability,
strengthen risk
management
and ultimately
contribute to
sound economic
development.',
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		'Article' => array(
			'id' => '647',
			'article_category_id' => '48',
			'title' => 'Budget Of Vision 50',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="madan lamsal" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/madanlamsal(3).jpg" style="width: 91px; height: 114px;" vspace="5" /><br />
	<br />
	<strong>By Madan Lamsal </strong><br />
	<br />
	<br />
	The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may. Because, he has a vision for both long and short-terms. As a long term, it is publicly declared objective of the FM’s party to endow Nepal a proletarian dictatorship veering out the country from the clutches of the influence of expansionist, imperialist, capitalist and revisionist powers of the world. To meet this end, FM’s party thinks that it should rule the country for another fifty years. And how can that be possible without bringing about a full-fledged budget, which actually lays foundation stone to rule for next five decades? <br />
	<br />
	<img align="left" alt="no laughing matter" border="1" height="348" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nolaughingmatter(1).jpg" style="margin:10px;padding:10px;" vspace="5" width="300" /><br />
	<br />
	<br />
	Who will implement this great vision? Simply, the cadres of own party. No less ! No more !! “Therefore, we are going to increase budget allocation on headings that will send money straight either to the party whole-timers or grassroots people of our party,” the FM remarked during a lunchtime press conference last week. <br />
	<br />
	<br />
	On the occasion, the FM also made a number of supplementary plans public. One, the government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Two, the government would treat every Nepali like his party cadre and every cadre of party as Nepali. “Once we start calling it fixed deposit we will get additional leeway to implement our different policies including subsidy in arms and ammunitions, if not in fertilizer,” said the FM. <br />
	<br />
	<br />
	The short term vision of the budget would rightly be on the November elections and the economic benefits of it. FM shared that the declaration of these polls was in fact a well-thought about strategy to revive the economy. Therefore, the government is dead against revival of the dead Constituent Assembly, he declared. According to him, the salaries paid to the CA members and ministers and the rise given in that from time to time, saved the country’s economy going into recession for the last four years. “But the potency of that trick was declining with the passing months. So we declared election,’ he explained. <br />
	<br />
	<br />
	He viewed that the businesses were becoming stingier in the recent months making it difficult for the government to collect more taxes which could be given by the government to the party cadres to generate economic activities. He also divulged that the CA members who represented the poor in the past elections were no longer poorer as they collected enough money over the last four years. Thus, they were spending less and saving more out of their salary and perks. This explains how well our FM understands the famous theory of economics that the marginal propensity to consume for an individual goes down with every increase in the income. <br />
	<br />
	<br />
	Elaborating on how the elections will revive the economy, the FM said: “This will give double whammy. The politicians are likely to flow out the money they have stashed in their vaults into the economy. This money will be spent in the elections and that will create economies of scale. When the new set of people gets elected, a new round of consumer spending from the salary they get will be started. That will give a new fillip to the economy.” Looks like his party is determined to rule for next fifty years. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-09-16',
			'keywords' => '',
			'description' => 'The government is changing the name of the ‘fiscal deficit’ into ‘fixed deposit’ so that Nepal’s book of accounts will improve, for forever. Our Finance Minister (FM) who is not only a PhD but also a post doctoral ‘Fellow-of-Reds’ in the guerrilla warfare economics is determined to present a full-fledged budget, come whatever may.',
			'sortorder' => '547',
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	),
	(int) 1 => array(
		'Article' => array(
			'id' => '646',
			'article_category_id' => '50',
			'title' => 'Feedback July 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img alt="feedbackjune" border="1" height="404" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feedback(2).jpg" vspace="5" width="349" /><br />
	<br />
	<strong><br />
	Govt Must Practice Protectionism </strong><br />
	<br />
	<img alt="feebackimage" border="1" height="170" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/feeback1.jpg" vspace="5" width="300" /><br />
	<br />
	<br />
	The ‘Sectoral’ story on Cement made us realise that we are moving ahead on the path to selfsufficiency. It also shed light on the challenges faced by the manufacturers of the related sector. Nepali cement industry is finding it challenging to compete with Indian cements that are available in the Nepali market at cheaper prices. If the government really feels that the cement industry has to be promoted, it should protect the domestic cement industry by any means. The claim may appear absurd in the era of globalisation that has created financial interdependence and internationalisation of trade. Especially, in the case with India, the interconnectedness is even stronger. But, the world is still practicing protectionism. France is protecting its farmers in order to preserve the beautiful rustic way of life of farms and fine wines. Australians are protecting their farmers and same is the case with New Zealand. Even the United States is protecting its cotton industries with tremendous subsidies. They are protecting their industries to maintain their competitive advantage. So, why not practice protectionism for some years? And, I do not mean that the government should protect industries in an excess. Once our industry becomes strong and there is a level playing field for both parties, we can let them compete. <br />
	<br />
	<strong><br />
	Aashutosh Khadgi, Dhapasi, Kathmandu </strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<br />
	<strong><br />
	Bring out Investment Angle <br />
	</strong><br />
	<br />
	New Business Age’s initiative to bring together the Gen-Y corporate leaders on a single platform to share their business strategies is praiseworthy. It must have taken a lot of effort in trying to give an overall picture of where the new generation has been taking their family businesses. It was good to know that this generation is conscious about and has respect for values like corporate governance and transparency. The broader perspective must have come by the exposure to the outside world of course. The story has tried to incorporate various aspects right from sharing their inspiration to exposing their personal interest and vision for tomorrow. However, some of my curiosities are still unanswered. If possible, I would like to know about the financial dimension of the leading business houses, for example, where have their investment been shifting and how they are managing the funds. They must have brought changes in these aspects as well. Being a business magazine, these aspects might also be interesting to cover. We, as readers, will also know if someone in Nepal is in the line to become the next Mark Zuckerberg or Larry Page. So, can we expect a cover story focusing on the investment aspect of the corporate houses in the coming issues? <br />
	<br />
	<strong><br />
	Jiba Nath Adhikari, Putalisadak, Kathmandu <br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	Nubiz’s Makeover <br />
	</strong><br />
	<br />
	The June issue of New Business Age was a real surprise! Congratulations to the Nubiz family on the complete makeover of the magazine. The new look of the magazine, right from its masthead to layout design and picture placement, is trendy and international. It is no less than an international magazine from any angle. Placing the headlines of other articles as well on the cover page besides the cover-story was a good thing as the cover now gives the picture of an entire magazine. The new design has given more space to pictures and experimented with their placements. Plus, the magazine appears to be more colourful. Specially, the sections like Biz News ad Biz Launches have appeared more attractive due to categorisation and colourful shades. But, the font sizes of the text and headlines are not in cohesion, in places—the headlines are more dominating sometimes and the text more jam-packed or vice versa. But, all in all, the magazine has come up with a suave look! I wish it all the very best! <br />
	<br />
	<strong><br />
	Ambika Sapkota, Pokhara <br />
	</strong><br />
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	Corrigendum <br />
	</strong><br />
	<br />
	In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue, please read “Baker Tilly is the eighth largest accounting firm in the World” and “Baker Tilly has nine partners” instead of what was inadvertently printed. Please also add that Baker Tilly’s member firm in Nepal is moving towards implementing AudIT this year. Baker Tilly has pointed out to a number of other minor errors as well in the print though the main message of the interview is not changed. We regret the misprint and the inconvenience caused to Baker Tilly and Mr. Daw Ching as well as to our readers. <br />
	<br />
	<strong><br />
	Editor <br />
	</strong><br />
	<br />
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p style="text-align: center;">
	<strong>--------------------------------------------------------------------------------------------------------------</strong></p>
<p style="text-align: center;">
	<strong><br />
	</strong></p>
<p>
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-28',
			'keywords' => '',
			'description' => 'In the interview of Foong Daw Ching, Regional Chairman of Baker Tilly International for Asia Pacific Region printed under Visiting Business People column in the New Business Age on Vol. 11 No. 9, June 2012 issue,',
			'sortorder' => '546',
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	(int) 2 => array(
		'Article' => array(
			'id' => '645',
			'article_category_id' => '52',
			'title' => 'Triangular Fight On Budget',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>The president too has come out with his ‘political position’ on a full-fledged budget, making it a triangular fight. </strong><br />
	<br />
	<br />
	<img alt="from the editor" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/from-the-editor(1).jpg" vspace="5" /><br />
	<br />
	It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY). Unlike in the past, the timeliness of the budget announcement was hampered by political bickering between the ruling alliance and the opposition in the parliament. But, this time around, a third party--the president--has also come out with his ‘political position’ on a full-fledged budget, making it a triangular fight.<br />
	<br />
	On the 5th of July, President Ram Baran Yadav hinted that he would not put the seal of assent on the full ‘finance ordinance’ covering the entire FY 2012/13. This controversy was absolutely unnecessary. Apart from that, the president’s willingness to choose ‘this over that’ is even more distressing. In view of the danger of financial crisis looming large and private sector confidence hitting bottom rock, the sincere effort from all quarters should have been to bring about a full-budget. This would have at least helped to boost the investors’ confidence and provided some degree of policy predictability in the economy. One of the major concerns of the opposition parties—mainly the Nepali Congress and the CPN-UML—is that the full-budget will provide the government to allocate more sum for its party’s vested interests. That may or may not be true, but the kind of protest these parties are now engaged in, is also not going to stop the present government either to practice porkbarrel economy. <br />
	<br />
	<br />
	The wisest thing for the opposition would have been to be a part of the budget formulation team. Instead of sloganeering from outside, they could have stopped the government from allocating exorbitant amount for the UCPN-Maoists’ pet schemes like Youth Self-employment and the agreed full-payment to its ex-combatants. Nepal seems to be sharply veering from the objective of concluding the peace process. This means that there will be prolonged political uncertainty and, if a consensus is not reached soon, many more budgets to follow are likely to be victims of Nepal’s sharply polarised politics. And, thus the woes of economy are sure to aggravate. Therefore, the major political forces of the country must first cease the practice of treating the annual budget as a means to meet their sectarian political ends. <br />
	<br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-09',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'It will be the fifth consecutive year that the announcement of national budget has been a victim of ‘free-republican’ politics overdose. At times, the presentation of the budget has been delayed by months, very often it came in piecemeal and many times, a change in the government has drastically changed the priorities in the middle or the fag end of the fiscal year (FY).',
			'sortorder' => '545',
			'image' => null,
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			'breaking_news' => false,
			'main_news' => false,
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			'user_id' => '0'
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	),
	(int) 3 => array(
		'Article' => array(
			'id' => '644',
			'article_category_id' => '39',
			'title' => 'ICT Branding Expo - Version 2.0',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu. The five-day long exhibition will showcase latest and innovative information technology products. According to Sagar Dev Lakhe, President of the ICT Association of Nepal, the expo is being promoted as a branding expo for the second year in a row. Lakhe said it is a challenging job to promote a branding expo in the market where extensive use of IT is primarily limited to only the urban centres.</p>
<p>
	Last year's expo was successful so we have improvised on it and given continuity to the event, he added. ICT Association has been organising expos every year. According to Lakhe, such an expo must look and feel like an IT expo. So, we are using social media and IT to the utmost level and the visitors will be seeing and experiencing technology right from the entrance to the exit,” Lakhe said.</p>
<p>
	The slogan of the event is Bridging digital divide in IT Trade. The expo will showcase branded products popular in Nepal and abroad along with the latest innovative products and technology. Avid, Baleyo, CHIMEI, Creative, Delta, Digicom, EV, Fujikura, Hasee, Inktech, Philips, Smart Cell and ZTE are some of the brands participating in the expo. TP Link is the title sponsor of the expo. The event is expected to increase demand for technology products.</p>
<p>
	Lakhe said It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and technology on offer and meet their needs. The provision to book and purchase tickets online has been arranged. The fans on its Facebook page are entitled with certain discounts on entry charge. Around 200,000 visitors are expected to visit the expo. Lakhe assures that visitors need not worry about the parking space and quality food available at the food court. TechKnow Zone, Wi-Fi Lounge, VIP Lounge, Business Development Room, Food court are some of the specialities of the expo. The association has planned to inaugurate the event by an especially able person who has been making a living with the use of IT. It is also planning to felicitate persons who have been contributing to the sector for more than three decades but remaining away from the limelight, during the closing ceremony of the expo on 10 January.</p>
<p>
	<strong><img align="left" alt="focus" border="1" height="170" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikhiii.jpg" vspace="1" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Nikhil Bansal</strong></p>
<p>
	<strong>Director Hitech Distribution Pvt Ltd and Spokesperson,ICT Association of Nepal <br />
	</strong></p>
<p>
	The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo to be held from 5 to 9 January is an exhibition in the true sense. Unlike other expos, it is not merely a selling point for products. At this expo, one will get to see and experience IT from the time of planning to visit the expo right till the time they come out of the venue. It is not only about uniting potential clients and exhibitors at a place but also about disseminating information about brands, products and innovations and sharing necessary information required for making a purchase decision.</p>
<p>
	The success of the expo will not be calculated on the amount of sales and number of products sold. This year's ICT expo will be the true exhibition of latest innovations, technologies, products in addition to creating a brand image in a manner that the established image actually begins giving desired outcomes after the event. The expo is intended to be of truly international standards and managed in such a way that visitors and stalls management are fully taken care of. The Visitors will mainly comprise those who are tech savvy and have a certain level of understanding on technology. While it is not possible to spend hours to introduce a simple product for a novice, we don't mean to devalue visitors as this is also an exhibition for anyone who is interested in it.</p>
<p>
	Apart from utilising the technology to its fullest, this expo will also showcase extraordinary quality in terms of stall and visitor management. We expect people to gain as much information as they can and exhibitors can share all they have. We want to ensure that people neither ignore the stalls nor do they gather at one stall for a long period of time.This is an upgrade to previous years expos and the association is dedicated to take it to the next level.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="focus" border="2" height="163" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/sagar-lakhe.jpg" vspace="2" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Sagar Dev Lakhe <br />
	</strong></p>
<p>
	<strong>President ICT Association of Nepal</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>What are the preparations so far for the expo?</strong></p>
<p>
	Almost 99 per cent of the preparations are over. All sponsors, dates, venues and events are finalised. Similarly, almost all the stalls are booked.</p>
<p>
	<strong>What are you doing to change the trend of expos being treated as a shopping destination of late?</strong></p>
<p>
	We have made a provision of e-ticketing through http://ict.org.np/ where users can print the ticket on their own which is totally a new practice for expos. Similarly, Facebook, Twitter, Google+, LinkedIn and YouTube are used to the fullest to ensure quality visitors. As per our analysis, this is the first expo that has properly used the social media. It is not a sales expo but a pre-sales expo which is expected to create future market prospects. We are expecting visitors to acquire as much information as they can about the products and their needs.</p>
<p>
	<strong>You have promised to have quality visitors at the expo this time around. How are you planning to achieve that? <br />
	</strong></p>
<p>
	The use of social media and provision of online registration is a step towards this. Similarly, we have doubled the price than the expos held earlier and discount can only be secured through online registration and Facebook page. Executive level visitors are quite hesitant to visit expos as they are afraid that their profile may be devalued or may not get the deserving attention. We need to change this so we have arranged a separate entry point for the executive visitors. Similarly, separate gates are being arranged for the entry of corporate level visiting card holders, discount holders, pass holders, students etc. All these initiatives can at least make executive visitors mentally prepared that these expos are for them too.</p>
<p>
	<strong>You have named this a branding expo. How will it be different and help promote exhibitors respective brands?</strong></p>
<p>
	Last year's expo was a successful one and it encouraged us to organise its version 2.0 this year. At a branding expo, visitors get to see the difference between general expos and a branding one. Stalls are set up as per international standards where different brands portray themselves. This is an important and meaningful platform for brand promotion to the intended customers. We have also put retail stores in a fish market manner so there will be a comparison of quality of participating stalls which will leave a huge difference on impression.</p>
<p>
	<strong><img align="left" alt="focus" border="2" height="155" hspace="2" src="http://newbusinessage.com/ckfinder/userfiles/Images/ashokia.jpg" vspace="2" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
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	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	Ashok Agrawal</strong></p>
<p>
	<strong>Managing Director Action Point Nepal Pvt Ltd (TP Link - Title Sponsor of the event) <br />
	</strong></p>
<p>
	The last year's expo successfully portrayed its quality and the theme of being a branding expo. It truly gave an impression of an international standard expo by its look, venue, stalls and the quality of exhibition. We expect the same this year too. Our main focus during the event will be on branding and we hope our brand TP Link finds recognition in the market.</p>
<p>
	We want our customers to identify with the brand and are not looking for one time sales from the event. Our objective is to share our information, promote ourselves and educate customers so that our brand gets established in the market. We will be showcasing some of the brands we deal with, during the fiveday long event.</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Roshan Bhandari<img align="right" alt="focus" border="2" height="156" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/nikku.jpg" vspace="1" width="150" /></strong></p>
<p>
	<strong>Managing Director Human Click (Gold Sponsor of the Expo) <br />
	</strong></p>
<p>
	The ICT Info-Trade Fair has been doing well since the time it began and has been successful in managing stalls and visitors well. We expect 300-400,000 visitors turning out at this year's expo. At this year's branding expo, only the branding channel, distribution channel and authorised channels will be having their stalls in the main hall.</p>
<p>
	The branding expo proves better than other expos for both visitors and businesses as they will be trying to know each other and gather information for future deals. We are showcasing Philips monitors and Creative brands professional audio and visual products. The 3D monitor from Philips, which we will be launching during the expo, is expected to be one of the major highlights. Similarly, we are also displaying energy efficient monitors with IPS technology that can save up to 70 per cent of energy compared to other monitors available in the market. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-09-17',
			'keywords' => '',
			'description' => 'The fifth ICT Info-Trade Fair 2012, the ICT Branding Expo, will be organised from 5 January by Information Communication and Technology (ICT) Association of Nepal at Exhibition Hall in Kathmandu.',
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	(int) 4 => array(
		'Article' => array(
			'id' => '643',
			'article_category_id' => '39',
			'title' => 'Norvic: Care At Its Best',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="top" alt="corporate focus" border="6" height="212" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/nervi.jpg" vspace="5" width="300" /></p>
<p>
	Chaudhary Group, a prominent corporate house of Nepal, established Norvic International Hospital in 1993 as a 30 bed facility. Today, the hospital operates 100 beds as a full-service community healthcare facility where 40 per cent of the beds are reserved for critical care Intensive Care Unit (ICU) and Coronary Care Unit (CCU).</p>
<p>
	Growing at a steady 20 per cent per annum for the last three years, it is scheduled to add 66 more beds by the end of March 2012. It also plans to become a 200-bedded super specialised general hospital in the very near future. Praveen Dawar, Vice-President of Norvic International Hospital &amp; Medical College Pvt Ltd says, We are the leading private sector hospital in Nepal and the leading hospital overall, for critical care. Over the years, the hospital has experienced major restructuring with an increase in number of Inpatient beds and progressive expansion of ambulatory care and day surgery. It has also gone through redevelopment of the Emergency Department, Cancer Clinic and Outpatient Specialty Clinics. Having achieved many firsts in healthcare treatment,</p>
<p>
	Norvic provides 24 hours emergency services and modern operation theatres backed by its excellent post operative care. The hospital started preventive health services packages for a handful of companies in 2004. Currently, over 60 organisations in Nepal&nbsp; embassies, INGOs, UN missions, airline companies, bank, corporate houses and department stores among others&nbsp; are closely associated with the hospital and have annual health screening of their staff done there.</p>
<p>
	<br />
	<strong> </strong></p>
<p>
	<strong><img align="left" alt="corporate focus" border="5" height="192" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/norve.jpg" vspace="5" width="150" /></strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Praveen Dawar <br />
	</strong></p>
<p>
	<strong>Vice-President Norvic International Hospital &amp; Medical College Pvt Ltd</strong></p>
<p>
	 </p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>Human Resource</strong></p>
<p>
	A highly skilled staff of affiliated physicians, full-time and part-time professional health care staff and active volunteers serve the hospital in their respective capacities. The staff benefits from the hospital's commitment to quality, continuous learning, cross training, skills development, adequate exposure, fun events and activities, flexibility, balance, leadership and a sense of community. It's a team effort where everybody is important and has a crucial role to play. We work as a family unit and do our very best for the patients that come here,says Dawar. The hospital has total staff strength of 380 with 78 Consultant Doctors, 15 of them on the hospital's payroll; 31 Medical Officers; 120 Nurses and a whole lot of support staff manning housekeeping, vehicles, maintenance and security departments.</p>
<p>
	<strong>Customer Focus</strong></p>
<p>
	With years of experience, the hospital has designed many progressive health packages to suit individuals, families, professionals, business executives, students, children and senior citizens. There is a separate Norvic Care Division (NCD) which propagates Prevention is better than Cure by advocating regular medical check-ups. NCD also undertakes Outreach Free Check-up Medical Camps to reach underprivileged masses and help the downtrodden. The hospital commits itself to care and looks at providing world class quality healthcare at an affordable cost. We strive to create strong customer focus in all the operational areas of Norvic Hospital,” confirms Dawar.</p>
<p>
	<strong>Marketing <br />
	</strong></p>
<p>
	The hospital is presently running to its full capacity with 80 operating beds always occupied and approximately 500 OPDs per day. It conducts a good number of free medical camps within the Kathmandu Valley as well as outside of it, to promote awareness about the hospital. There are four camps organised every month and besides the medical camps within the valley, the hospital also reaches out to locations outside the valley such as Charikot, Kavre, Baglung, Kakani, Dakshinkali etc. At these camps, the medical check-ups are done free of cost and medications too are provided at no charge. Dawar informs, We do a lot of direct marketing by sending out e-mails updating people on medical camps and new facilities at the hospital. We also hold talk programmes at different organisations that include INGOs, UN missions, banks etc.</p>
<p>
	<strong>Credible Reputation</strong></p>
<p>
	Contrary to public perception, even the population belonging to the lower middle class can easily afford the hospital, shares Dawar. With 23 beds in the general category that has reasonable hygienic conditions, a bed can cost a patient around Rs 1,000 per day. Standard beds at the hospital cost around Rs 1,800 per day, there are a total of 13 standard beds. Despite being a local hospital, it has reached international standards, claims Dawar. He says that even the expatriates living in Nepal who have seen the best of medical facilities in their home countries have great confidence in Norvic. The hospital is best known for its specialisations related to cardiac care, neuro-surgeries, gastroenterology, orthopaedic surgeries, general/internal medicine, pulmonology and hepatology. In addition to the patients that come to the hospital from within Nepal, it has also been receiving patients from Bhutan and eastern part of India namely North Bengal and Assam quite steadily. Dawar says he will consider Norvic to have achieved success the day when nobody from Nepal has to go to Singapore, Bangkok or India for treatment. That should be our long term goal, to give patients enough confidence and dissuade them from going abroad for treatment, Dawar confides.</p>
<p>
	The hospital is particularly proud of its association with Dr Naresh Trehan, the Founder Chairman of Medanta - The Medicity. Eminent Cardiologist Dr Bharat Rawat was placed at Norvic Hospital by the prestigious Escorts Heart Institute and Research Centre (EHIRC) for a period of three months in 1997. But he liked it so much here that he has been with us for 14 years now, Dawar tells with a smile. Norvic is currently working towards specialising in five more critical areas to be converted to its portfolio of super specialities.</p>
<p>
	Our intention is to stay contemporary with the latest technology and development in the chosen field of medical sciences and provide quality care at affordable price to everybody who comes to us seeking treatment,Dawar concludes on a positive note.</p>
<p>
	<span style="font-size:14px;"><strong>Milestones</strong></span></p>
<p>
	<strong>1993: Norvic registered as Norvic-Health Care &amp; Research Centre Limited. Services started with 30 beds. </strong></p>
<p>
	<strong>1997: Shifts to its own premises in Thapathali&nbsp; a 100 bed facility.</strong></p>
<p>
	<strong>1998: MoU signed between Norvic and Escorts Heart Institute &amp; Research Centre, New Delhi to start a Heart Command Centre.</strong></p>
<p>
	<strong>1999: Centre for Neurological &amp; Allied Sciences established. Neurosurgical Procedures started. First Pacemaker Implant conducted.</strong></p>
<p>
	<strong>2000: First Cath Lab in the country established.</strong></p>
<p>
	<strong>2002: First Beating Heart CABG Procedure and Coronary Angioplasty (PTCA) carried out. Norvic certified with ISO 9001:2000 Certification for Quality Management System.</strong></p>
<p>
	<strong>2003: Peripheral, Cerebral, Renal and Carotid Angioplasties carried out.</strong></p>
<p>
	<strong>2004: Norvic starts a dedicated state-of-the-art Digestive Disease Centre with Endoscopy, Sigmoidocopy and Colonoscopy facilities. Obstetrics &amp; Gynaecology department established.</strong></p>
<p>
	<strong>2005: Mini PCNL commenced to enhance and specialise the Urology faculty. CT scan established. Immunisation programme for the United Nations started. Norvic signs billing agreement with Vanbreda International of Belgium.</strong></p>
<p>
	<strong>2006: First everTotal Knee Replacement surgery carried out. Norvic signs agreement with the Asian Development Bank (ADB) for medical care. <br />
	</strong></p>
<p>
	<strong>2007: State-of-the-art Mission: Save Heart Mobile CCU started. Norvic signs agreement with UNMIN for medical care.</strong></p>
<p>
	<strong>2008: Norvic signs agreements with International Organisation for Migration (IOM) and Department for International Development (DFID).</strong></p>
<p>
	<strong>2009: Sophisticated GE Innova-2000 Fixed Cath Lab installed to further enhance Interventional Procedures. Advanced Diagnostic Centre comes into operation. Norvic Institute of Nursing Education (NINE) established. Norvic joins hands with Action Aid and GTZ providing them health care packages and facilities.</strong></p>
<p>
	<strong>2010: Specialised Dental Care added to the existing facilities. First ever Laser Surgery starts in the history of Urology in Nepal. The 3rd phase of Norvic's expansion plans begins.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<span style="font-size:14px;"><strong>SWOT Analysis</strong></span></p>
<p>
	<strong>Strengths:</strong></p>
<ul>
	<li>
		&nbsp;Established Brand Name</li>
	<li>
		&nbsp;Best Hospital for Critical Care</li>
	<li>
		&nbsp;Clean and Hygienic Ambience</li>
	<li>
		&nbsp;Complete Line of Products as a Multi Speciality Hospital</li>
	<li>
		&nbsp;Good Team of In House Doctors</li>
	<li>
		&nbsp;Central Location</li>
	<li>
		&nbsp;Mobile CCU and 24 hrs Emergency &amp; Trauma Care</li>
</ul>
<p>
	 </p>
<p>
	<strong>Weaknesses:</strong></p>
<ul>
	<li>
		People's Perception of Norvic being a Costly Hospital</li>
</ul>
<p>
	<strong>Opportunities:</strong></p>
<ul>
	<li>
		&nbsp;Expand to other Super Specialities</li>
	<li>
		Tie Up with Medanta“ The Medicity</li>
	<li>
		Medical College (fi rst batch in 2014)</li>
</ul>
<p>
	<strong>Threats: <br />
	</strong></p>
<ul>
	<li>
		Competition with International Manpower &nbsp;</li>
</ul>
<p>
	 </p>
<p>
	 </p>',
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			'created' => '2012-02-24',
			'modified' => '2012-09-17',
			'keywords' => '',
			'description' => 'Norvic commits
itself to care
and looks at
providing world
class quality
healthcare at an
affordable cost.',
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	(int) 5 => array(
		'Article' => array(
			'id' => '642',
			'article_category_id' => '40',
			'title' => 'Infrastucture :The Basis To Development',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="cover story" border="1" height="431" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/infra.jpg" style="margin:10px; padding:10px;" vspace="10" width="390" />The state of infrastructure in Nepal is far from promising at present, observe experts. While the government is primarily responsible for developing infrastructure in the country, it has more or less failed to live up to expectations largely due to its incapability of making use of available resources and money power. The government’s inability to use the management acumen of the private sector has made matters worse. In recent times, the private sector has made its presence felt in developing infrastructure at its own level, especially in the communication and hydropower sectors.</p>
<p>
	According to the world global competitiveness report, in 2009/10, Nepal was placed in 131st position out of 133 countries in the quality of infrastructure. In 2010/11, Nepal’s position further declined to 139th position, the lowest in the fray. This shows a severe need of quality infrastructure and upgrade of the existing ones in the country.</p>
<p>
	However, figures for basic infrastructure in other sectors are miserable, to say the least. At present, 890 people use one kilometre of road while 87 per cent of energy demand is still met through traditional sources. The government has prioritised infrastructure development from the beginning of planned development in 1956. Nepal spends around 60 to 70 per cent of around Rs 11 billion GDP annually, for infrastructure.</p>
<p>
	<strong>Private Sector Participation</strong></p>
<p>
	Private sector participation in development of physical infrastructures was formally realised only with the promulgation of act that facilitated private sector investment in 2006. From 1990 to 2007, the private sector invested US$ 404 million in just eight projects of low income category according to World Bank statistics. Out of these, five were in energy and three in telecom sector. The government realising the importance of the private sector involvement in developing infrastructure projects has adopted models like BOT (Build-Operate- Transfer), BOOT (Build-Own-Operate- Transfer), Design-Build-Operate (DBO), Design-Build-Maintain (DBM) etc. These models are in use for foreign partnerships mostly in hydropower projects.</p>
<p>
	 </p>
<p>
	 </p>
<p>
	 </p>
<p>
	<img align="middle" alt="cover story" border="1" height="125" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove5.jpg" vspace="5" width="200" /></p>
<p>
	<strong>Public-Private Partnership</strong></p>
<p>
	While the government suffers from capital crunch, the private sector has a profit maximising motive on top of its agenda. Therefore, a model of public-private partnership (PPP) seems to be a viable proposition for infrastructure development purpose. Purusottam Man Shrestha, National Project Manager of Public-Private Partnership for Urban Environment (PPPUE) observes that PPP model remedies the weaknesses of developing projects independently by the private sector or government. He adds, “In the course of maximising profit, the private sector may disregard the interest of general public where the profit tends to get low.</p>
<p>
	Similarly, public sector is not seen as efficiently handling the projects and managing them, which can be best done by the private sector. The model of PPP can create a win-win situation for both the private and public sector partners.” With this model of development, possible losses can be minimised with the government backing while revenue collection can be best utilised with prudent management skills. In Nepal, few projects in sectors like drinking water, waste management, urban sanitation, solar street lights, bio-gas, urban transportation management like parking space, bus terminal management etc are under consideration, according to Shrestha. All these are projects are at a micro level, mostly developed in coordination with local government-like municipalities.</p>
<p>
	Large projects under PPP model like Kathmandu-Terai Fast Track, West-Seti A 750 MW project etc have been much discussed but are yet to see the daylight. Shrestha believes projects of small nature can be most suitable at the moment considering the financing capacity of the private sector. Solid waste management, drinking water, health related waste management, transmission line are taken as the best projects under this model.</p>
<p>
	Health and education are two other sectors that are considered appropriate for this model. R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd opines PPP is the best model of infrastructure development where there is a possibility of generating revenue as well as the development of basic infrastructure. He further says the frequent changes in policy and lack of national commitment on the political parties and leaders in the government has become the largest barrier for this model to be successful. Experts believe Nepal is yet to make preparations and work out so that this model will be the method of developing required infrastructures for the country.</p>
<p>
	<strong>Physical Infrastructures <br />
	</strong></p>
<p>
	Whether the private sector will invest or not in the development industry is dependent on the suitable investment climate and market for a particular infrastructure. The private sector can invest and develop in physical infrastructure like roads where there are alternatives. Alternative and fast track roads, bridges carry potential for private sector where they collect toll from the users. But private sector road developments like toll roads need huge investment which is difficult to manage by the business community alone.</p>
<p>
	In hydropower and communication sector, there has been encouraging private sector participation. Small and midsized hydropower projects are being developed by this community. In the communication sector, there are large players like Ncell, UTL, and new comers like Smart Telecom and Hello Nepal making their strong presence. Mega projects like the new international airport at Nijgadh in Bara, Kathmandu-Terai expressways and railway lines, mega hydro projects etc are not less viable. The proposed new international airport at Nijgadh could be one of the promising projects.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="200" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/serv.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Service Infrastructures <br />
	</strong></p>
<p>
	The private sector is seen active in developing and operating service infrastructures that are much needed for the general public. Private schools, colleges and hospitals have set a level of quality of services which their public counterparts are unable to compete with. Shrestha said that the issues witnessed in these sectors like over commercialisation can be solved if the PPP model can be used in these areas. He said that this model will help to expand the service over a larger area and larger group of service recipients. This model prevents these basic services from being too profit oriented.</p>
<p>
	<strong>Prospects <br />
	</strong></p>
<p>
	The private sector is demanding the development of basic infrastructure, however, very little is heard about the private sector taking initiative in sizeable physical infrastructure projects. Manakamana cable car is one prominent exception in this regard. In fact this project stands testimony that Nepal’s private sector can develop infrastructure projects into profitable ventures. Experts believe there are numerous possibilities where private sector investors can take infrastructure as an investment opportunity. Small and medium projects in urban areas related to parking space, waste management and drinking water are attractive for this sector and identified as easy to develop too, according to Shrestha.</p>
<p>
	There are projects that garner profitable returns similar to that of any other business endeavours they have been traditionally carrying out. Some believe that development projects can be independently carried out by the private sector while some disagree with it. The latter opine that hard infrastructure development is the primary function and duty of the government. Till date, only 300 MW of total installed capacity of hydropower is produced but the demand is for 1100 MW. Besides, there is a huge market in India too. This underlines a great potential and demand for physical infrastructure.Pradeep Gangol, the Executive Manager of the Independent Power Producers’ Association (IPPAN) reasons, “The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication, and transportation. If the private sector invests in hydropower, the government can allocate more funds for sensitive sectors like health and education.”</p>
<p>
	<strong>Bottlenecks</strong></p>
<p>
	The biggest problem that infrastructure development faces is the financing issue. With the interest rate tremendously high, the rate of return becomes too low for anybody to find an interest in financing infrastructure projects.</p>
<p>
	Gangol says that time consuming procedure to acquire approval for forest use, environmental approval, procurement and use of explosives and land acquisition for projects also make it difficult to initiate projects. In the hydropower sector, the major problem is the constant price offered by Nepal Electricity Authority (NEA) to independent power producers for the last ten years while the bank interest rates are going up continuously.</p>
<p>
	<strong>The Way Forward</strong></p>
<p>
	The private sector players accept they are not in a position to develop large scale physical infrastructure at present. Availability of capital to finance these projects is the major hurdle. Though the business community has realised the potential of investing in infrastructure, they are doing so only in areas like hydropower and telecommunication. If the private sector is allowed to bring in foreign soft loan, developing large hydropower or similar revenue generating projects will be possible.</p>
<p>
	Similarly, Shrestha suggested that the donor agencies should involve themselves in PPP financing as well in addition to financing government projects like the ones at present. The Nepali financial market is still not oriented to PPP projects or infrastructure development. So a special tool can be devised for collecting capital from this market.</p>
<p>
	Similarly, general public can also be encouraged to invest in infrastructure projects. The governments in the developing countries like Nepal mostly have the budgetary constraints to commence the development projects. Therefore, PPPs can prove to be the alternative source of infrastructure investment. To attract and invite the private sector, first of all, the government must devise a viable project and put a certain amount of money.</p>
<p>
	Development partners too must look at such projects along with the government projects which will also help make greater impact of the donor funding. It is definite to take few more years when the private sector will gain confidence and prepare itself to develop infrastructure. Though there are hopes and prospects, it is certain that much time is required to see if private sector owned development projects actually become a reality. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'In 2009/10
Nepal was
placed in 131st
position out of
133 countries
in the quality of
infrastructure.
In 2010/11,
Nepal’s position
further declined
to 139th position.Projects of small
nature can be
most suitable
at the moment
considering
the fi nancing
capacity of the
private sector.',
			'sortorder' => '542',
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	(int) 6 => array(
		'Article' => array(
			'id' => '641',
			'article_category_id' => '40',
			'title' => 'The Government Should Play A Proactive And Facilitating Role',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects. During his long career, he was also involved in the reconnaissance and feasibility level design of micro and small hydropower projects, river training projects and slope stabilisation projects. In an interview with New Business Age, Gangol shared his views on prospects and constraints of developing hydropower based on private sector investment.</p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="500" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove4.jpg" style="margin:10px; padding:10px;" vspace="10" width="378" />What is the prospect of private sector investment in Nepalese hydropower sector?</strong></p>
<p>
	The prospect of private sector investment in Nepaleses hydropower sector is indeed great. The enormous power potential in Nepal and the huge market for it, both domestically and in neighbouring countries make Nepal a lucrative destination for domestic and international investors. The private investment is all the more important in poor countries like Nepal, which have limited resources to invest in infrastructural sectors like power, telecommunication and transportation. If the private sector can invest in hydropower, the government can allocate more funds for sensitive sectors like health and education. However, the government of Nepal has to do a lot to improve the investment climate in Nepal so as to lure investors to invest in Nepalese&nbsp; hydropower sector.</p>
<p>
	<strong>Hydroelectricity sector has been attracting some private investors for developing projects. How can the private sector investors be encouraged to invest further in this sector? <br />
	</strong></p>
<p>
	The Government of Nepal has to think in a more liberal way and announce a series of incentives that will make Nepalese power sector the most lucrative for investment in the world. Such measures/incentives will eventually lead to the construction of numerous small, medium and large hydropower projects all over Nepal, and help create employment for millions of people. It will also generate billions of rupees, through royalties, for the government and local DDCs and VDCs and help local people become prosperous through purchase of shares. Besides, it can accelerate local development through CSR activities like access roads, heath posts, schools, trails, irrigation canals, vocational and technical training etc. The government should keep in mind that investment will flow where there is an opportunity for profit.</p>
<p>
	<strong>Is it the issue of returns or are there any other reasons for private sector being hesitant to invest in infrastructure? <br />
	</strong></p>
<p>
	In spite of enormous potential for hydropower development in Nepal and possibility of huge power market in India, investors are still shying away from investing into Nepalese power sector. Besides rate of return issues, Nepal has to make sure that it has open access to the Indian market through a government-to-government agreement.</p>
<p>
	And the government has to assure that there will be policy stability at least for a reasonable period of time, say 10 years. Last year, for example, the department of electricity development (DoED) made changes in its rules and regulations four times within a year. Such frequent changes in rules and regulations and policies do not help in enthusing investors to invest in Nepalese power sector. Furthermore, it is a very time consuming process to acquire documents related to forest clearance, EIA, procurement and use of explosives. Land acquisition for projects is also equally difficult. Now-a -days, it is becoming increasingly difficult to manage local expectations.</p>
<p>
	<strong>Do you see the possibility of developing projects independently by private companies? <br />
	</strong></p>
<p>
	Nepali power companies can develop small power projects (up to 25 MW) independently. For bigger projects, however, they have to enter into joint ventures with foreign power companies or investors. The government should encourage more and more domestic investors to invest in hydropower, by way of equity investment.</p>
<p>
	<strong>Why do you think commercial banks are hesitating to invest in this sector?</strong></p>
<p>
	It is a very strange situation that though Nepal is facing an unprecedented 19 hoursa- day of load shedding, the commercial banks are reluctant to invest in the power sector. The main reason is that the power purchase agreement (PPA) rates have remained virtually stagnant over the last 10 years. During the same period, the prices of construction materials like cement, steel rods, copper wire, fuel costs, and labour charges have increased exponentially.</p>
<p>
	To make matters worse, the bank interest rates have also increased from 10 per cent to 15 per cent. The government is still hesitant to make suitable adjustments in PPA rates and thats why the PPA rates reflect market conditions. For example, if a farmer finds that the cost of producing potatoes is Rs 20 per kg as against the market price of Rs 16 per kg, s/ he will rather invest in producing other crops that ensure better rates of return. This is the reason for which the commercial banks are reluctant to invest in the power sector.</p>
<p>
	<strong>What are the challenges for investors after developing a project? <br />
	</strong></p>
<p>
	The challenges for investors to invest in Nepalese power sector are many. The tariff rates do not reflect market conditions while the bank interest rates are still high. It is difficult and time consuming to overcome bureaucratic hassles to acquire documents related to forest clearance, EIA report, procurement and use of explosives etc. Land acquisition is another problem that the investor is finding increasingly difficult to cope with. Policy changes are frequent, more often to discourage the investors. And lastly, it is becoming increasingly difficult to cope with the management of local expectations.</p>
<p>
	<strong>How do you expect the government to play a role so as to invite more private investors in this sector? <br />
	</strong></p>
<p>
	The government has to make appropriate changes in the electricity act and policies so as to instil confidence in investors. There should be an electricity regulatory commission that will create a level playing field for both private and public sectors. The government should make adjustment in power tariff so as to ensure reasonable rate of return. If needed, it should think about VAT exemption to make the power sector most lucrative in Nepal. The objective of the whole exercise should be to lure general public (through shares), investors, and banks to invest enthusiastically in the power sector. There should be policy stability for at least 10 years. Furthermore, a new department of clearance can be established under the energy ministry to ensure that all documents are processed within a month. The government should play a proactive and facilitating role in acquiring land for projects and managing local expectations.</p>
<p>
	<strong>How do you find the government's role in ending the energy crisis at the earliest and accelerate power development in Nepal?</strong></p>
<p>
	Nepal is facing unprecedented load shedding of 19 hours a day which is a serious problem. But the government does not seem to be as serious as the grave situation demands. The measures announced by the government seem to be piecemeal, rather than announcing all the needed measures at once. The present power crisis, if continued any longer, will eventually put our entire economy to a grinding halt. Therefore, the politicians have to become more serious in solving Nepalese power problems. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Pradeep Gangol is the Executive Manager of the Independent Power Producers Association, Nepal (IPPAN). IPPAN has been consistently advocating and lobbying for investor friendly environment in Nepalâese power development. Gangol is also a senior hydropower engineer and has more than two decades of experience to his credit in planning, surveying and designing of hydropower projects.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '640',
			'article_category_id' => '40',
			'title' => 'Private Sector Will Not Come Merely On Verbal Assurances',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.</strong></p>
<p>
	<strong><img align="left" alt="cover stoey" border="1" height="357" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove3.jpg" style="margin:10px; padding:10px;" vspace="10" width="375" />How do you rate the success of PPP model of development?</strong></p>
<p>
	The PPP model in Nepal has not achieved the same level of success that is witnessed in Bihar of India even though they have adopted it only recently. However, this does not mean that works have not been done on our initiatives. Minimum requirements and environment is created for enabling PPP but we donate have projects like in the developed countries that are expected to be under the PPP model. It's only the concept that is seeded while there is very little work to write home about.</p>
<p>
	<strong>What are the reasons for PPP model not being successful in Nepal?</strong></p>
<p>
	Political stability is PPP's fundamental base for success but due to the current national scenario, large investments are not coming. The private sector is sceptical about making investments though they are convinced about the importance of investing in development projects. We have failed to build the confidence of the private sector and it is extremely challenging to invite private financing from the international market. To make matters worse, the minimum arrangement for FDI is also missing. Investment risks must be minimised where possible and laws must be prepared for funds management based on international rules and regulations. There is a special procedure for private partner procurement which we are still unable to formulate.</p>
<p>
	We are still forced to follow the traditional method of inviting tenders through existing public procurement act. The current procedure is marred by a long procedural delay and the private sector cannot wait that long. This is one aspect that de-motivates the private sector. Political intervention and local groups are among other challenges for developing large scale projects. Besides, there is a lack of skilled manpower that is vital for formulating and procuring PPP projects.</p>
<p>
	A core workforce required for PPP needs to be developed in Nepal itself. We have to initiate projects that are attractive to the private sector and market them to the banking fraternity otherwise; the private sector will not come merely on verbal assurances. Even today, people are simply talking about large PPP projects without doing adequate homework and just looking at the success in other countries as examples.</p>
<p>
	<strong>How suitable is the PPP model for the development of physical infrastructure in Nepal?</strong></p>
<p>
	The PPP model in Nepal caters to basic infrastructure and services whereas it is needed more for large scale infrastructure projects. We must look at roads, tunnels, bridges, transmission lines, large hospitals, airport construction and management that can be done under the PPP model. For example, Apollo Hospital of India, in partnership with the public sector, is expanding its accessibility to a larger area to serve the general public. Similar projects can be developed in Nepal too.</p>
<p>
	<strong>Is it only the issue of investment and political environment behind the private sector's disinterest to invest in the infrastructure sector? How big a role does the issue of profi tability play in this scenario?</strong></p>
<p>
	It is incorrect to say that the private sector is not interested. As a matter of fact, they have also understood that there is profit in such endeavours. However, they are not convinced about the system that runs these projects, to see a chance of materialising profits. They are suspicious about the future because of the way policies and regulations change in Nepal on a frequent basis. We may have the policies and the projects in place, but we don't have the required financing for big projects available in our domestic market. Even all the commercial banks, put together, can barely finance one or two large projects. It essentially means that foreign private financing must be brought in and for that to happen, we don't have a necessary arrangement in place.</p>
<p>
	<strong>The government has taken a regressive step on the Fast Track project, which was said as being developed in partnership with the private sector. What kind of impact will it leave on the private investors?</strong></p>
<p>
	The project had reached a certain level, to begin with. Meanwhile, it was realised that the private sector participation would be better. However, at a later stage, there were voices being raised within the government bodies for its rectification. As a result, the project is getting delayed now. This delay certainly does not convey a positive message as a decision once made is being corrected again. Withdrawing the earlier made decision will contribute towards diminishing credibility. A couple of companies had applied in connection with the project but unfortunately, the entire process was cancelled leading to reduced confidence level of the private sector.</p>
<p>
	<strong>By when can we expect large projects getting developed under the PPP model in Nepal? <br />
	</strong></p>
<p>
	There are a lot of prospects indeed. For example, a small though important project such as developing a multi-storeyed parking space in the heart of the city like New Road can happen on an immediate basis. That can be a good yet simple PPP project which the government can realise by allowing a private operator to build the parking lot on a public space. This can be profitable and, at the same time, the private sector will happily invest in a project of this nature. We have proposed it along with a feasibility study but it is being delayed for various reasons. And let me tell you that there are a lot of similar projects that are still awaiting approval. Officials frequently get changed in the concerned local bodies and such things cannot create an environment for long term project commitments. There can be sizeable PPP projects which the domestic financial market can support.</p>
<p>
	<strong>What are your expectations from the government for making private participation successful in the development sector?</strong></p>
<p>
	The government should follow a special practice for PPP procurement. Minimum required laws and regulations must be formed first for private financing, without which money won't come. Even in the domestic financial market, there must be a specific arrangement for PPP financing apart from the existing provision of financing by banks and financial institutions. The government must identify the sectors that need PPP model and plan for at least five to 10 years in advance. The private sector must be invited only after formulating the projects ascertaining the financial scenario and benefits of PPP arrangements. For example, it is largely felt that inadequate study and preparations have gone into the waste management project catering to the Kathmandu valley.</p>
<p>
	The PPP model remedies the weaknesses of developing projects independently by either the private sector or the government. By definition, the private sector tends to maximise profit so it may neglect the larger mass and benefits for the society. For a drinking water project, for example, private developers may target a higher income group only where it sees a higher rate of return. So, a larger mass and the general public may get neglected.</p>
<p>
	If the same project is run under the PPP model, the government can intervene and enforce the supply of quality drinking water to the general public as well. To minimise the loss while doing so, the government may guarantee the profit by handing over the management to a private entity. On the other hand, when such projects are done entirely by the public sector, we have seen a lot of problems in management, leakages etc. Hence, the PPP model reduces the deficiencies of the public sector and best uses the efficiencies of the private sector. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Purusottam Man Shrestha is the National Project Manager of Public-Private Partnership for Urban Environment (PPPUE). An MBA in Marketing and Small Business Management from University of Delhi, he had earlier worked as Enterprise Development Advisor for Rural Urban Partnership Programme.',
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	(int) 8 => array(
		'Article' => array(
			'id' => '639',
			'article_category_id' => '40',
			'title' => 'Private Sector Cannot Be Expected To Develop Infrastructure',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="361" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove2.jpg" style="margin:10px; padding:10px;" vspace="10" width="350" />How do you view the possibility of private sector involvement for the development of the transportation sector in Nepal?</strong></p>
<p>
	The southern part of Nepal is completely linked by roads while the northern part remains largely disconnected. This means that the required infrastructure is lacking. The infrastructure for north-south linkage is crucial for the fast development of this country. You must understand that developing roads is a huge investment. The domestic transportation sector does not get spared due to the increasing fuel prices quite frequently. Electric railway transportation is the only cheap alternative in the long run; however it requires a huge investment. Few surveys have been initiated by the government in the last couple of financial years. This must be developed as a master plan because railways is shorter than roadways distance wise and also facilitates both human and goods movement.</p>
<p>
	Developing such a huge project is not possible solely with our internal resources and needs international investment or soft loan funding. As for the private sector, nobody will come forward to invest in infrastructure entirely by themselves. They won’t even come as part of joint ventures because there is no market, as such, to make huge investments and get lucrative returns on it. Therefore, the long term investments are the responsibility of the public sector. However, if we can bring in the management of the private sector for such endeavours, that will be efficient. This kind of an arrangement will be economical as well as revenue generating. It has to develop as a part of the broader national agenda and treated as an economic priority.</p>
<p>
	<strong>What should the government do to encourage the private sector for investing in infrastructure?</strong></p>
<p>
	At present, it is very difficult for the private sector to get involved into infrastructure development due to many reasons. For example, the trucking business is still not organised and trucks are individually owned and leased to companies. A single trucking company has not been developed in an organised manner till now. There are only 283 registered companies in the business and nobody knows how many of them are in existence.</p>
<p>
	Transportation is getting more difficult in places where cities are developing. The private sector will be more interested in facility management rather than investing in infrastructure. If we look at Kathmandu, transporters will drop goods and go back for more if proper parking spaces and warehouses can be set up. But there is not a single warehouse that can serve on a long term basis. This is where the private sector can come in and invest in such projects</p>
<p>
	<strong>Why isn’t the private sector interested to get involved if there are prospects? <br />
	</strong></p>
<p>
	When the interest rate is tremendously high (14 per cent), the rate of return correspondingly becomes very low. For example, the cost of a project can’t be predicted for say, five years down the line, adjusting with the interest rate of borrowing. Given such uncertainty, the private sector cannot be expected to take initiatives in situations like these.</p>
<p>
	<strong>Do you see the possibilities of building roads by the private sector in Nepal similar to that in other countries?</strong></p>
<p>
	We don’t have the level of traffic in Nepal that will lure the private sector to invest in toll roads. The private sector will invest automatically where there is an opportunity for profit. If we had the level of traffic that could yield profits, the tunnel to link Birgunj with Kathmandu would have been constructed by now. The FNCCI is ready to lead and the business community in Hetauda is showing interest but there are elements that have contributed towards slowing down the entire process. Goods and passenger movement is not high as of now but on a positive note, there is an increase in internal population as well as growing international linkages. Toll road development needs huge investment so the government must come forward for constructing infrastructure because it gets soft loan. Debt recovery needs prudent management which can be done by the private sector. If PPP can be fully implemented, a lot of projects could be developed in the foreseeable future.</p>
<p>
	<strong>So you mean to say that it is better to let the private sector manage infrastructure instead of asking them to develop so.</strong></p>
<p>
	Yes, because they don’t have the required capacity given the insufficient domestic resources. The private sector must be allowed to bring in foreign capital as there are foreign banks that trust the Nepali private sector. If such soft loan is allowed to bring in, hydroelectricity can be rapidly developed. Nobody is willing to invest with the domestic rate of interest that is higher than 10 per cent. A single bank cannot finance a project larger than 100 MW; large scale projects need consortium efforts as they need billions of rupees. So, the government must finance development efforts but let the private sector manage them. The government cannot manage projects efficiently and the result is that every public sector enterprise is making losses. Therefore, the government should not conduct business; it should instead allow the private sector to manage. The private sector will then make money and earn revenue for the government.</p>
<p>
	<strong>What should the government do to make the transport sector effi cient and effective?</strong></p>
<p>
	First and foremost, there has to be a right policy. Efficiency will only increase when the transit time can be lowered and turnover can be made faster, this will also lower the cost of transportation as it lowers the overhead cost. The existing transportation facilities can be developed given the available resources but the policy makers must have the political will with a common national agenda for this to happen. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
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			'keywords' => '',
			'description' => 'R B Rauniar, the Managing Director of Interstate Multi-Modal Transport Pvt Ltd is involved in the transport and transit industry for more than 40 years. He advises the Ministry of Labour and Transport Management time to time and has also worked with the Federation of Nepalese Chambers of Commerce and Industry (FNCCI).',
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	(int) 9 => array(
		'Article' => array(
			'id' => '638',
			'article_category_id' => '40',
			'title' => 'Investment In Infrastructure Is A Costly Proposition',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>Sanju Koirala is the Corporate Communication Manager of Ncell, the largest private sector telecom operator in Nepal. She has been working as Ncell’s Corporate Communication Manager since 2009. Ncell has made a large contribution on developing communication infrastructure all over Nepal. It has increased the base stations by more than six times in the last three years. In an interview with New Business Age, Koirala shared her ideas on the prospects and challenges of developing communication infrastructure in Nepal.</strong></p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong><img align="left" alt="cover story" border="1" height="384" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/cove.jpg" style="margin:10px; padding:10px;" vspace="10" width="300" />Ncell has expanded quite fast in a very short period of time in Nepal’s telecom business. How big is the prospect of a further expansion in terms of demand and possible supply of services?</strong></p>
<p>
	When the decision to enter Nepali market was made, one of the top priorities was to develop the mobile telecom market and to become number one within two to three years’ time. Although, the goal was reached way before, that is, by the end of November 2011, Ncell will continue with the same endeavour. We will continue investing in network expansion and new services. In fact, Ncell is at a growing stage and we will continue improving our network quality and capacity. By achieving one target, we have set another one in front of us which is even more challenging. We strive to reach quality to be aligned with TeliaSonera global standards and have an excellence in customer satisfaction. For future investment plans, it means increasing capacity and quality in the existing network, be selective to cover new geographical areas, increase data usage by enhancing data speed, implement new end user services and improve network reliability and robustness. Customers have started to feel the difference among various Nepali telecom operators. They have started to value what it means to have a good voice quality and network coverage, no matter wherever they are. It surprised the customers in 2011 and it will continue to surpass their expectations in 2012. Our actions and work will always pleasantly surprise the customers with excellent quality and new services.</p>
<p>
	<strong>How can the contribution of private sector players be compared to that of government sector in communication infrastructure development?</strong> <strong>There are allegations of unfair play coming up quite often.</strong></p>
<p>
	When a private company invests, it always keeps the desirable rate of return in mind. Besides commercial targets, we also have social responsibility targets. Among all possible mobile technologies, Ncell makes the decision as to which technology to trust the most. The return of investment and long term technology sustainability are the main decision making factors. By having set clear rules and regulations regarding usage and fee of frequency spectrum, the government can avoid unfair play. And these rules and regulations shall be applicable for every existing and potential operator in Nepal. Every player expects and should have an equal level playing field in an open and liberal economy.<strong><br />
	</strong></p>
<p>
	<strong>The cost of building infrastructure is very high. How satisfactory are the rate and time-window of return?</strong></p>
<p>
	Geographical terrain, lack of transportation, power outage and shortage of skilled manpower makes investment in infrastructure a costly proposition. We are also aware of the people’s spending power, with low level income; gestation period is bound to increase. It is now at an acceptable level taking into account the revenue from voice and value added services. In my opinion, the market is still developing. When we look from mid and long term perspectives, it’s important not to start a price war among operators and avoid regulatory imposed tariffs. Both of these are short term strategies and if wrongly applied, can impact severely on future investment and quality. It does not necessarily mean that the tariffs on services will not decrease but it will be based on the economy of scale and in a planned way. Everyone has to remember that an operator’s ultimate goal is long term sustainable profitability and every wrong decision has an adverse affect on investment and services.</p>
<p>
	<strong>Do you see the possibility of sharing the same infrastructure by other companies of the same nature? Do you think this will reduce the cost of service expansion? </strong></p>
<p>
	It is possible, but cost sharing and cost bearing business dealing should not be dictated by the government. It should be a business to business decision to have a positive impact as well as in expansion and cost of service.</p>
<p>
	<strong>The NTA has not given permission to share certain resources between telecom operators?And, particularly optical fi bre that is being used by NTC is not shared with other companies. How do you view this?</strong></p>
<p>
	This is one of the most challenging issues because pricing scheme has to be defined and NTA has no information about real and specific costs that are different among various operators. In fact, Ncell is leasing the required bandwidth from NTC and NEA. However, it’s not easy to get into an agreement with government-owned companies. First of all, there should be a display of interest by the first operator to share it based on their interest to get opportunity to share similar bandwidth in other directions where they don’t have it yet. Thus, it should be based on mutual interest rather than forced and imposed regulations.</p>
<p>
	<strong>What are the challenges and problems in developing infrastructure?</strong></p>
<p>
	Getting required permission from different government bodies is a difficult task. And it does get worse when people demand for road, electricity supply and many other things. Besides that, in network rollout, one of the most challenging factors is availability of power. If the rest can be agreed and aligned by changing regulations, making clear and understandable rules and fees, shortage in power will remain for years. This is also related to the government plans to provide sufficient electricity even for households in the cities and remote areas. We are not sure if NTA has any plans on the level of energy requirements for the next five to 10 years. No one has really asked us about expected energy requirements for the Ncell network in the coming years. Therefore, we need to rely only on a backup solution based on diesel generators. That, for sure, has an adverse effect on network running costs and ecology.</p>
<p>
	<strong>What are your expectations from the government about supporting the development of communication infrastructure? Has the government done enough to develop the basic infrastructures?</strong></p>
<p>
	A concise general plan for developing the mobile, fixed and broadband services in Nepal is required. If we look around the Asia Pacific region, every country has imposed different principles. And here, challenges come from the fact that there are no less common principles even within the region. Thus, it brings complexity for the NTA and requires assessment of existing status, plans and changes as required. It also requires expertise and consultancy from GSMA (GSM Association) as well as bringing the local operators together in one working group. RTDF (Rural Telecom Development Fund) could be used for optical fibre and for other facilities. For example, equipments and construction material for infrastructure customs and other taxes can be reduced, failing which, it will increase the investment resulting in costlier airtime for mobile phone users. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-08-23',
			'keywords' => '',
			'description' => 'Sanju Koirala is the Corporate
Communication Manager of
Ncell, the largest private sector
telecom operator in Nepal. She
has been working as Ncell’s
Corporate Communication Manager
since 2009. Ncell has made a
large contribution on developing
communication infrastructure all
over Nepal. It has increased the
base stations by more than six
times in the last three years. In
an interview with New Business
Age, Koirala shared her ideas on
the prospects and challenges
of developing communication
infrastructure in Nepal.',
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		'Article' => array(
			'id' => '637',
			'article_category_id' => '47',
			'title' => 'Hotelier Extraordinaire',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:12px;"><br />
	</span></p>
<p>
	<span style="font-size:12px;"><img align="left" alt="presonality" border="1" height="288" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/rana.jpg" style="margin: 10px; padding: 10px; width: 222px; height: 288px;" vspace="10" width="222" />Shreejana Rana is one hotelier who distinguishes herself from many others in a variety of respects. As Director CSR and R&amp;D of Hotel de lâ Annapurna, which is doing reasonably well as a hospitality entity, she believes,Survival is not enough, we need to get better. This very go-getter attitude of hers has resulted in the hotel's massive renovation and upgradation endeavours of late. I am working hard and giving it all I have to ensure that my hotel lives up to its much revered tagline No. 1 Address in Kathmandu, she confides. Rana thinks it is best to take her chances nowbring back the glory of yesteryears and make a premium 5-star property out of the hotel that it once was, rather than wait endlessly hoping for perfect conditions to make investments.</span></p>
<p>
	<span style="font-size:12px;">Born to Late Kiranendu Malla and Late Kendra R L Malla, she lost her father when she was barely two-years-old. Rana credits her mother, widowed at the young age of 21, for single-handedly raising her younger brother and herself. She says, My mother's courage, hard work and the love she bestowed upon us, despite numerous challenges, have inspired me to respect and uphold family values.While admitting that she had a privileged upbringing which included the best schooling one could think of, Rana led a simple life with plenty of values and discipline her family instilled in her. In those days, rules were made by the parents and never questioned, she elucidates.</span></p>
<p>
	<span style="font-size:12px;">An alumnus of St Mary's High School in Jawalakhel, she finished high school from Cambrian Hall, one of India's premier private schools located in Dehradun. Immediately afterwards, she got an opportunity to train with the ITC Welcome Group for five years in the early 1990s. And it was during her learn-onthe- job stint with the ITC when she came across Kapil SJB Rana, a dashing hotel heir who had just returned from England after completing his studies. I helped him get acquainted with Nepali customs as he had practically lived his entire life abroad and knew little about Nepal,she blushes reminiscing her early courtship days. As fate would have it, she was to marry him in due course of time. My family was happy about it and supported my decision wholeheartedly,she shares.</span></p>
<p>
	<span style="font-size:12px;">A very ambitious person, by her own admission, Rana also has a soft corner which has led her to being a social entrepreneur. She is a firm believer in empowering women through entrepreneurship and an ardent supporter of fight against heart diseases. While she believes that success is absolutely important and intends to leave no stone unturned to achieve it, she also has the heart to think about people who are less fortunate and wants to give back to the society. Early into her professional career, she dabbled as a fashion entrepreneur with her boutique Image Fashion House at Durbarmarg.</span></p>
<p>
	<span style="font-size:12px;">We were involved in organising the 1st Miss Nepal pageant and managed costumes and choreography part of the event,she tells excitedly. Being an emotional person since a young age, social work came naturally to Rana. She is associated with a number of organisations to help fulfill her social responsibilities. Her social undertakings include associations with Jayanti Memorial Trust (JMT), Women Entrepreneurs Association of Nepal (WEAN), SAARC Chamber Women Entrepreneurs Council (SCWEC), Association of St Maryâ's Alumnae Nepal (ASMAN),</span></p>
<p>
	<span style="font-size:12px;">Burn Violence Survivors Nepal (BVS-N) and Federation of Women Entrepreneurs Association of Nepal (FWEAN) among others. I believe in getting women trained and educated to empower them rather than spoiling them with cash money. It is more important to guarantee how money gets utilised, she says. And then adds, If corporate entities in Nepal are only seen making money but not giving back anything to the society, it will be difficult to survive in the long run. As the gap between haves and havenots widen further, social tensions that Nepal already suffers from will reach an unprecedented high. Having lost her father at a time when she was just about starting to know him, left a deep impact on Rana's psyche.</span></p>
<p>
	<span style="font-size:12px;">Hence, she wants to make sure that her two children 13-year-old daughter Keshya Rana and 6-year-old son Satyajot Rana receive the best parentage, My husband and I want to give them the best of both parents and family values. She aspires to give her children quality education and exposure so that they can grow up as capable individuals and stand on their own feet. They must equip themselves and prove their worth. I don't want them to take the family legacy for granted, she elaborates. Rana further assures that Keshya, a boarder of all-girls Downe House School at Berkshire in England, and Satyajot, a student of British Primary School in Kathmandu, will be free to chart their own career courses and won't be pressurised to join the family business. While agreeing that she is very content as a person, Rana wishes her mother was alive today to see her treading a successful trail.</span></p>
<p>
	<span style="font-size:12px;">How I wish I could spend more time with her,she gets a tad emotional. Growing up in a close knit family and a comfortable set up, she has never let her affluent background go to her head. She philosophises, I have been very fortunate with my wants and desires so it has been smooth sailing all along with no major regrets whatsoever. A house-proud person, she sees to it that her children eat at home whenever they are around. She believes that her husband, as a thinker, is the right kind of motivation she has in life,He has always been my backbone and encouraged me to move ahead. Just when I thought I knew her well enough by now,</span></p>
<p>
	<span style="font-size:12px;">Rana narrated an anecdote to me, which she says was an eye-opener of sorts for her.Due to my penchant for seeking women rights, my husband once wondered if he has deprived me of anything in life. It made me wake up to a realisation that I need to be more sensitive towards people who are dearest to me, she recounts. A complete believer in putting her time to good use, Rana signs off on a defining note,I have to constantly work towards ensuring that I am worth my being which makes it all the more important for me to have my own identity.&nbsp;</span></p>',
			'published' => true,
			'created' => '2012-02-24',
			'modified' => '2012-10-04',
			'keywords' => '',
			'description' => 'A fiercely ambitious entrepreneur aside, Shreejana Rana is a strong advocate of philanthropic activities widely practiced in developed countries but seldom seen in a country like ours. A true lover of Nepal, she wants to spread optimism and work towards making her country and all Nepalis proud, in her own little way.',
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	(int) 11 => array(
		'Article' => array(
			'id' => '636',
			'article_category_id' => '45',
			'title' => 'Corporate Movements January 2012',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<span style="font-size:14px;"><strong>Newcomers<br />
	<br />
	</strong></span><br />
	<strong>Latif Salman Rawan</strong> has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.<br />
	 </p>
<p>
	<strong>Alok Kr Sharma</strong> has replaced N K Chari as the new Managing Director of Nepal SBI Bank Limited. Chari has been transferred to Chandigarh Local Head Office of SBI as Senior General Manager. Earlier, Sharma was Head of Credit Department of SBI Orissa branch.<br />
	 </p>
<p>
	<strong>Amrit Charan Shrestha</strong> has been appointed the Chief Executive Officer of Nepal Credit &amp; Commerce Bank Ltd. Earlier, he worked as the Acting CEO of Nabil Bank Limited.<br />
	 </p>
<p>
	<strong>Jarmo Nyman</strong> has joined Ncell as Chief Technical Officer. Earlier, he was Head of Business Development with NSN Global Services and Programme Director for Orange''s Spanish swap and roll out.<br />
	 </p>
<p>
	<strong>Abdujabbor Kayumov</strong> has joined Ncell as Chief Commercial Officer. Earlier, he was working as the Chief Executive Officer of Tcell North and has been a part of the TeliaSonera group since 2007.<br />
	 </p>
<p>
	<strong>Shyam Sunder Sharma</strong> has been appointed the Chairman of ABC Television. Earlier, he was the Head Human Resource of Nepal Satellite Telecom.<br />
	 </p>
<p>
	<strong>Sarad S Dhungel</strong> has joined Westar Properties Pvt Ltd as Manager Marketing. Earlier, he was Head Card &amp; Transaction Banking at International Development Bank Ltd, Teku.<br />
	 </p>
<p>
	<strong>Pralhad Raj Kunwar</strong> has joined Radisson Hotel, Kathmandu as General Manager replacing its Acting GM <strong>Abhinav Rana. Earlier, Kunwar was the General Manager of Hotel Yak &amp; Yeti.<br />
	<br />
	</strong></p>
<p>
	<strong>Neeraj Kumar</strong> has joined Radico Khetan Limited as Country Head. Earlier, he was the General Manager of Sumy Distillery Pvt Ltd.<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>New Comers at Airport Hotel<br />
	<br />
	</strong></span></p>
<p>
	<strong>Nikita Shrestha</strong> has joined Airport Hotel as Director of Sales &amp; Marketing department. Earlier, she was Sales Manager at Hotel Soaltee Crowne Plaza.<br />
	 </p>
<p>
	<strong>Bikash Tamang</strong> has joined the hotel as Operation Manager. Earlier, he was in San Francisco, USA.<br />
	 </p>
<p>
	<strong>Vinayak Thapa</strong> has joined the hotel as Sales Manager. Earlier he was Asst Business Executive in the Sales &amp; Front Office department of Grand Hotel, Kathmandu.<br />
	 </p>
<p>
	<strong>Manita Tandukar</strong> has joined the hotel as Asst Sales Manager. Earlier, she was Asst Sales &amp; Marketing Manager at View Bhrikuti Hotel, Nagarkot.<br />
	 </p>
<p>
	<strong>Anita Tuladhar</strong> has joined the hotel as House Keeping Manager. Earlier, she was House Keeping Manager at Radisson Hotel.<br />
	 </p>
<p>
	<strong>Raju Dhoj Thapa </strong>has joined Aankhee Jhyal as Executive Director. Earlier, he was the General Manager of <strong>Bhancha Ghar.<br />
	<br />
	</strong></p>
<p>
	<strong>Bhawana Shrestha</strong> has joined there as Managing Director. Earlier, she was associated with the travel and tourism industry.<br />
	<br />
	<br />
	 </p>
<p>
	<span style="font-size:14px;"><strong>Promotions <br />
	<br />
	</strong></span></p>
<p>
	<strong>Pradeep Kumar Shrestha</strong> has been promoted as CEO of Tinau Bikas Bank, Butwal. Earlier, he was the <strong>General Manager of the bank.<br />
	<br />
	</strong></p>
<p>
	<strong>Pratap Rawal</strong> has been promoted as Chief General Manager of JCB Division at MAW Enterprises Pvt Ltd. Earlier, he was the Sales &amp; Marketing Consultant for all the divisions of the same company.<br />
	 </p>
<p>
	<strong>Sandip Chachan</strong> has been promoted as Executive Director of Volvo Division at MAW Enterprises Pvt Ltd. Earlier, he was Deputy General Manager of JCB Division in the same company.<br />
	<br />
	 </p>
<p>
	<strong><span style="font-size:14px;">Transferrers <br />
	<br />
	</span></strong></p>
<p>
	<strong>Balaram Pathak</strong> has been transferred as Director Food &amp; Beverage at Soaltee Crowne Plaza. Earlier, he was the Crowne Meeting Director at the hotel.<br />
	 </p>
<p>
	<strong>Arpan Paudel</strong> has been transferred as Branch Manager to the Pokhara branch of International Development Bank Ltd. Earlier, he was the Corporate Banking Relationship Manager at the bank's head office at Teku in Kathmandu.<br />
	 </p>
<p>
	<strong>Suman Acharya</strong> has been transferred to Kupondole branch of NCC Bank as Branch Manager. Earlier, he was the Branch Manager at Banepa branch of the bank.&nbsp; <br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '2012-08-31',
			'keywords' => '',
			'description' => 'Latif Salman Rawan has joined Bottlers Nepal Limited as CEO replacing Soumindra Bhattacharya who has been transferred to Coca-Cola Sri Lanka as Country Manager. Earlier, Rawan was the Country Manager of Pepsi-Cola in Iran.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '635',
			'article_category_id' => '38',
			'title' => 'Understanding Employee Behaviour',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	As an organisation is a place where most people spend around 50 per cent of their daily time, HR personnel should be able to deal with different types of people. People from different walks of life such as diverse cultural backgrounds, ethnic groups, race, gender, caste and nationality work in an organisation. Hence, the HR department in any organisation must be very careful and cautious while dealing with people of different nature. The HR being a support function department, HR professionals must be able to address every issue of an employee including cultural, language and religious barriers, working environment, misconception and misunderstanding among other issues.</p>
<p>
	Besides, the HR must be capable of motivating, facilitating, counseling, coaching, analysing performances and must be able to take quick and efficient decisions. In some cases, it would be very difficult to study the behaviour of an employee. For example, an employee who shows very good performance during the probation period may show a different kind of behaviour afterwards. As human behaviour cannot be predicted and there is no mechanism as such to study the behaviour of an individual, HR professionals find it difficult to cope up with employee behaviour. </p>
<p>
	For this, there are some ways through which employee behaviour can be studied to some extent. Knowledge System Analysis (KSA) and Psychometric Test are methods that can be used during the process of hiring so that an employee’s behaviour can be assessed to some extent. Likewise, close observation of every employee is an important task HR professionals must conduct as this helps knowing the employees in person. Monkey Survey, which is available free of cost online, can be the best available tool for an HR department to study the behaviour of employee(s).&nbsp;</p>
<p>
	<img align="left" alt="management" border="5" height="70" hspace="1" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani2.jpg" vspace="1" width="150" /></p>
<p>
	The HR department can organise various trainings like catholic social teachings, stress management trainings, art of living etc in order to refresh employees. Besides, it is the duty of the HR professionals to conduct individual counseling to know how employees are feeling, what are their problems, and their needs and desires. There is a theory which tells that people do not leave their job but they leave their bosses hence it is a challenge for HR personnel to analyse internal as well as external factors due to which employees change their jobs.</p>
<p>
	Starting a new job in an organisation is like getting married with the team one has to work with and the entire organisation. As everything becomes new in this case, it is the responsibility of an HR head to make a new employee feel comfortable. While hiring new employees, there may arise some conflicts such as old employee versus new employees, experienced versus educated, religions, cultures and many others. The behaviour of the employees in this regard cannot be changed but the HR specialists can certainly influence the ground situation to some extent. Another challenge for HR personnel is that, in many cases, personal issues are reflected at a workplace due to which one employee can demoralise the whole team. </p>
<p>
	For this, some NGOs have a unit called Staff Care which provides the employees with emotional, financial or any other kind of support depending on their needs. This unit is accountable to the employees and by establishing such units in an organisation, the HR personnel can create value to the employees and the organisation. It is also understood that one should have fun at work despite the pressures he or she has to bear. This depends on the culture within an organisation, the nature of business, plans and policies, and rules and regulations set by the organisation. It is true that human beings, by nature, are never satisfied with what they have or get and as human nature is dynamic, it is difficult for HR personnel to deal with and solve all the problems. </p>
<p>
	Hence, HR personnel can make people feel good at work so that they have peace of mind while at work which in turn ensures they do not show negative behaviour. To conclude, in order to make it easier for an HR department to handle a diverse set of employees, the department has to be very careful in hiring employees so as to lower down the chances of getting wrong people in an organisation. Similarly, if personal traits can be studied and HR personnel have the capability of handling negative ideas and approaches in a positive way, then it becomes easier to cope up with employee behaviour. Besides, HR personnel must be strict enough to say no and take actions against wrongdoers while, at the same time, they must be able to judge hardworking employees and appraise them accordingly. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Knowledge
System Analysis
(KSA) and
Psychometric
Test are
methods that
can be used
during the
process of hiring.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '634',
			'article_category_id' => '38',
			'title' => 'Job Mapping',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<span style="font-size: 14px;"><strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mgmt2.jpg" width="150" /><br />
	</strong></span></p>
<p>
	<span style="font-size:14px;"><strong>By Dr Rabindra Karna</strong></span></p>
<p>
	It is common for any business to have clarity about customer expectations in the beginning as it goes through continuous modification process with the development into the market. It is equally vital to have right people in the organisation to ensure genuine and all accepted services to the customer who literally is the guarantor of success or cause of failure for any business. Simultaneously, it would be critically difficult for people resources to deliver customer satisfaction without clarity about their jobs or expectations from them. Similarly, it would not be possible for HR practitioners or leaders to describe individual jobs without knowing the nature of a job, job family, size of a job and position tagging etc. To meet business objectives, people resources are the key. For an effective and efficient organisation, well developed people bearing clarity about services (individual and organisational) are required to deliver in terms of their contribution to the business. </p>
<p>
	To begin the process of building effective people organisation, a business needs to step ahead with a “job map”. A job map is considered as a bifurcation of jobs into its process steps. Job mapping is also defined as a process of classification systems where positions are classified based on job profiles under occupational group and sub groups. A job map does not describe all expectations; it rather defines broader expectations used in the process of detailing individual job description. Thus, job mapping is a process to compile information and generate database of available and possible jobs in an organisation, for its efficient functioning. As a result of the process, position titles, job profiles and descriptions along with performance matrix becomes consistent. Job mapping also supports grouping of jobs into logical order inside job families and tied to the external market. In gist, a job map does not describe what an organisation is doing; it instead details the opportunities for enhancements in terms of building an effective and progressive institution. </p>
<p>
	The job mapping process necessitates engagement of people resources at various levels. There are enough researches showing compulsion of resources engagement that supports communication process and contributes to success in implementing change. Management scientists too have suggested that all jobs require 7Ds i.e. design, define, determine, display, diagnose, develop and deliver. It has also been confirmed by researches that people in general waste about 20 per cent of their time in obtaining clarifications on incomplete instruction and correction works by redoing tasks that went wrong. Job mapping enables the clarity at a desired level through defining and identifying problem areas. Once a problem is diagnosed, a solution to the problem automatically gets acknowledged and helps plan and introduce improved processes. Job mapping enables us to clarify, examine and develop improvements through role clarity, reduced duplication, agreement on common processes and achieving optimum efficiency by effective distribution and utilisation of resources. While analysing a job map in a structured way, one can easily identify the process improvements. The need becomes that of defining current task and schedules of the business before deeper identification. Hence, it is widely suggested to adopt the critical examination method and examine a whole lot of tasks and assignments to conclude the total outline of a job. A job map remains incomplete till the competency map is derived for any organisation. It essentially requires incorporation with job evaluation, recruitment and placement, skills enhancement needs and process etc.</p>
<p>
	The point to remember is: competency must be considered as behaviour rather than ability or skills and ensure that the competency mapping results into job evaluation. Therefore, defining critical business needs is one of the tools to have error free job map. It would be imperative to define and describe current process and issues, customer needs, business boundaries/limitations, business objectives etc and then determine the overall job map. The team assigned with mapping tasks also needs to identify multiple inefficiencies and obstacles in the process. </p>
<p>
	This necessitates evaluation of advantages and disadvantages of change intended into an organisation. Job mapping, though, has many advantages such as improved people performance contributing to improved business results, promotion of team spirit by defining interlink between different functions, departments and work groups. It also works as an effective educational as well as communication tool that have a huge impact in improving interpersonal relations within an organisation. Simultaneously, it also has the limitation of getting dependent on a small group of people on projects that restricts the representation in a wider perspective.</p>
<p>
	However, this disadvantage can be eliminated by inviting views and comments from larger work groups through circulation of the draft to ensure error free mapping. It is further recommended by many management scientists to distribute preliminary job map to each individual in the taskforce to review and then expand distribution to each functional team for their review and comment. These teams can meet at various levels to confirm that each job has been captured accurately and obtain recommended changes felt by the reviewer/reviewing team. This should be considered as an opportunity to seek input from many people at different stages and inviting their ideas as well as participation in the process.</p>
<p>
	All the feedback that is received, taken in positive light, can help in revising the map and support preparation of the final documents that is now ready for use in the desired and chosen application. However, to ensure a successful mapping, it is suggested to have a duly defined project plan detailing critical business need, analysis of current status and processes, new designs and implementation etc. To conclude, a job map gives companies a framework to discover opportunities that differentiate their offerings and get jobs accomplished perfectly by its employees to satisfy the customer need. </p>
<p>
	It also helps businesses to create breakthrough products and services through practicing innovations that makes the destinies of businesses within comfortable reach. Job mapping is ultimately a versatile and valuable tool for improving people (individual) and organisational performances. It offers a straight forward work requirement that enables good performances by elimination of obstacles, for employees to perform. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Job mapping
is a process
to compile
information
and generate
database of
available and
possible jobs in
an organisation,
for its effi cient
functioning.',
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	(int) 14 => array(
		'Article' => array(
			'id' => '633',
			'article_category_id' => '38',
			'title' => 'Strengthening Boards Is A Must For Good Governance In Banks/FIs',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><img align="left" alt="management" border="5" height="196" src="http://newbusinessage.com/ckfinder/userfiles/Images/mundul.jpg" width="150" /><br />
	</strong></p>
<p>
	<strong>By Sujit Mundul <br />
	</strong></p>
<p>
	<strong>Corporate Governance</strong> is a well discussed subject over the last decade or so. A good governance aims to protect shareholders rights and enhance disclosure and transparency. It facilitates effective functioning of the board and provides an efficient legal and regulatory enforcement framework.</p>
<p>
	If we look at the definition of Corporate Governance (CG), it transpires, “The fundamental concern of CG is to ensure the conditions whereby a firm’s directors and managers i.e. executives act in the interests of the firm and its shareholders. It also ensures the means by which managers are hailed responsible to capital providers for the use of assets.”</p>
<p>
	So it clearly shows a direction towards:</p>
<p>
	<strong>Responsibility</strong></p>
<p>
	<strong>Accountability <br />
	</strong></p>
<p>
	<strong>Transparency&nbsp;</strong> </p>
<p>
	<strong>Fairness <br />
	</strong></p>
<p>
	for the board of directors and the relevant executives who run day-to-day business and administration. This much discussed subject “governance” once again has taken the centre stage in the global financial world. The recent collapse of the European Bank Dexia sent shock waves across the global banking industry hardly three months after it was given a clean chit by the European Banking Authority (EBA). </p>
<p>
	EU-wide stress test covering 91 banks, representing virtually 65 per cent of the EU banking assets was conducted in the not too distant past by EBA in cooperation with few central banks, European Central Bank, European Commission and European Systemic Risk Board. On the basis of their results announced in July this year, Dexia issued a statement on its website that there is “no need for Dexia to raise additional capital.” However, since October 5th, it is inching towards bankruptcy. This phenomenon has raised an intellectual debate on the limitations of bank regulation and supervision.</p>
<p>
	For quite some time, the major concern of the policy makers was to monitor and administer prudential controls i.e. provisioning for non-performing assets, capital adequacy in the process of regulating banks and ensuring their stability. Perhaps, regulatory oversight was considered to be a substitute to corporate governance. It looked like corporate governance was considered to be less critical for banks compared with non-banking entities. The global financial crisis has clearly revealed the fact that regulation and supervision of banks has not ensured a sound banking system. As a logical corollary to this, it has now become a very convincing argument than ever before that good corporate governance complements regulation and supervision.</p>
<p>
	Banks play a critical role in the development of economies around the world. Effective corporate governance in banks helps foster financial stability, strengthen risk management and ultimately contribute to sound economic development. Banks are really unique; therefore, corporate governance of banks goes beyond the conventional agency theory. We cannot deny the fact that the banks are the most leveraged commercial enterprises. Typically, bank owners contribute circa 10 per cent of the regulatory capital. Public deposits constitute a major share of their fund base (may be up to 80 per cent). We all know that banks have a fiduciary relationship with their customers, i.e., hold the wealth of depositors and manage it on their behalf. This constitutes an additional principalagent relationship that does not exist with non-financial firms.</p>
<p>
	Let us take a look at India. Despite the existence of the Banking Regulation Act, 1949 - which inter alia contains the key parameters of good corporate governance - the issues relating to corporate governance in banks did not assume significance, especially after the nationalisation of major banks and several social obligations placed on them. The sense of urgency in implementing good corporate governance was recognised when these banks started accessing the capital markets from 1994.</p>
<p>
	One important point must be noted in this connection. After 1994, the listed banks are not only governed by banking regulation act and the various statuettes under which they are incorporated, but also by the provisions of the Companies Act related to management and administration and minority shareholders protection.</p>
<p>
	It goes without saying that long-term survival and success of an institution depends greatly on the skills, experience and knowledge of its directors and top management. The “working board” requires individuals who are informed, competent and independent to ensure enterprise and integrity which can promote sound growth of the company.</p>
<p>
	In the context of corporate governance, it would be interesting to note that while reviewing the policy of granting fresh licenses to corporations, the RBI Governor Dr D Subbarao raised concerns of “possible self-dealing” by promoter groups in private banks. He also cautioned the banks’ boards regarding excessive risk taking. In April 2011, the RBI levied a penalty on 19 banks including India’s largest bank – State Bank of India for violations on the sale of derivatives. It also imposed a fine of Rs 25 lakhs on Citibank for frauds relating to portfolio management by one of its managers. </p>
<p>
	Sending a strong message to the banks’ boards, the RBI governor said the boards and senior management of the banks would require to be more sensitive to the interests of the depositors and careful of the “potentially destructive consequences of risk taking, be alert to the warning signals and be wise enough to contain exuberance.” Dr Subbarao further said “the short point is this: if the directors on the boards of the banks did not know what was going on, they should ask themselves if they were fit enough to be directors. If they did know and did not stop it, they were complicit in the recklessness and fraud.” One of the biggest challenges in India is the dearth of professionals who are capable and willing to accept the mandate of independent directors. Now let us take a look at Nepal in this regard. Nepal Rastra Bank - the fountainhead of the country’s monetary system - has issued directives on good corporate governance. (NRB Directives No 6: Code-of-Ethics to be observed by Directors/CEO of Banks and Financial Institutions), the salient points of which are: </p>
<p>
	<strong>A declaration be signed as to observe the NRB regulations.</strong></p>
<p>
	<strong>Prohibitions to involve in activities against the interest of the Bank/FI.</strong></p>
<p>
	<strong>Prohibition for CEO to work part-time.</strong></p>
<p>
	Director of a Bank not to become a director of other institutions licensed by NRB.</p>
<p>
	<strong>Prohibition for Directors to hold Trusteeships.</strong></p>
<p>
	<strong>Prohibition to misuse the position for personal benefits.</strong></p>
<p>
	<strong>Maintenance of confidentiality and fair and equal treatment.</strong> </p>
<p>
	If we undertake a critical appreciation of the situation in the Nepali banking industry, the picture would not be very different from India in that finding appropriate and willing professionals for board positions continues to remain a major challenge. As a sequel to the recent global financial crisis, the regulators in most of the countries have placed much emphasis on the selection of board directors in Banks/FIs as they would play pivotal roles in the implementation of good governance in order to ensure sound health of the organisation.</p>
<p>
	Despite strengthening of rules, regulations, codes of conduct etc relating to good corporate governance over the years, we have found that major incidents in frauds, mis-selling, insider trading etc continue to recur in many parts of the world. So, it seems that these rules/regulations have not really strengthened the spirit of corporate governance. The spirit lies in the hearts of the managers. It is deep rooted in the foundation of moral sentiments and values, rendering it difficult for the regulators to measure. &nbsp;</p>',
			'published' => true,
			'created' => '2012-02-23',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'This subject of
“governance”
once again
has taken
the centre stage
in the global
fi nancial world.Effective
corporate
governance in
banks helps
foster fi nancial
stability,
strengthen risk
management
and ultimately
contribute to
sound economic
development.',
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$xml = false
simplexml_load_file - [internal], line ??
include - APP/View/Elements/side_bar.ctp, line 133
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::_renderElement() - CORE/Cake/View/View.php, line 1224
View::element() - CORE/Cake/View/View.php, line 418
include - APP/View/Articles/index.ctp, line 157
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::render() - CORE/Cake/View/View.php, line 473
Controller::render() - CORE/Cake/Controller/Controller.php, line 968
Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117