How to quite smoking Essay

The smoking problem has become quite prevalent in our society. Several governments have had problems dealing with a huge health care burden due to diseases and conditions brought about by smoking. At the same time, individuals suffer several addictive and health issues due to smoking. While this information may be apparent to most of the smokers, studies have found that quitting a smoking habit is quite a challenge. The reason behind such challenge is attributed to Nicotine. Nicotine is an addictive substance naturally occurring in Tobacco. Nicotine, just like any other addictive substance creates a new feeling to the user. It creates feeling associated with drug such as cocaine, heroin and methamphetamine. Therefore, an attempt to stop quit is usually a difficult undertaking due to the emotional, mental and physical attachment to the nicotine. This paper will provide a step by step process that would assist a smoker to quit. The first step in quitting smoking is by making a vital decision that there is need to quit the practice. It is upon the smoker to make individual effort and get to the point of conceding to the position that smoking is both repugnant and unhealthy. Smoking is one of the greatest health risk known to humanity. There are several health conditions and diseases that can directly or indirectly be associated with smoking.One of the greatest health concerns for smoking is cancer. It is common knowledge, almost known to everyone, that smoking is a leading cause for lung cancer. Other cancers that have attributed to smoking include cancer of the throat (pharynx), mouth, blabber, nose, kidney, pancreas, stomach, colon and acute myeloid leukemia.Health conditions relating to smoking do not end there. Long time  smoking has been associated with heart attacks, blood vessel diseases and stroke. It may also lead to blindness, tooth loss, bad breath, gum diseases and poor personal hygiene. Moreover, smoking has serious repercussion on women and babies. Older women who smoke and use birth control pills tremendously increase their susceptibility to cancer and blood clots in the blood vessels (American Lung Association, 2011). Finally, quitting smoking will increase the life of an individual and this perhaps one of the most important reasons to quit smoking. Therefore, the first step in quitting smoking is making the decision to quit. Once the decision to quit smoking has been arrived at, the next important step is to set a date that the quitting starts. It is advisable to pick a quitting date that is within the month. This is due to the fact that taking too long to start the quit process will provide enough time to rationalize smoking and thus reverse the decision the quit. At the same time, one should take time to make a quit strategy in order to review all angles to evade failure. Thus, an individual could take about two to three weeks to properly plan the quit.This time should also be used to develop and identify physical and emotional activities that will replace the role of nicotine. In most cases, smoking is a routine performed along with other activities such watching TV, drinking, breaks at work or drinking coffee. One should identify these activities in order to replace the smoking with something else. For instance, if free hours were spent drinking and watching TV while smoking, such free time should be used in other activities say going to the gym, swimming, cycling or taking extra working hours. The emphasis is physical and mental involvement taking the mind and body off smoking. A successful quit is proved by a total avoidance of nicotine in all its variations. A quitting smoker who is around other smokers is very likely to revert to smoking. Either, going to locations where there smokers exposes the individual to secondary smoke which still contains nicotine and the psychological effects may be as smoking. Therefore, a quitting smoker should try as possible to keep off heavy smoking locations as well as friends.On the other hand, a quitting smoker should try and gain new behavior. If during smoking, the quitting individual was used to coffee and alcohol, it  advisable to switch to other drinks such juice and water. There are other things used to occupy the mouth such sugarless gum, carrot sticks or just hard candy. Smoke quitters may not be able be cope with a complete quit due to a high physical dependence on nicotine. While this may be case, studies have found medication that assist quitters cope with lack of nicotine. There are several nicotine replacement therapies that have been approved by the Food and Drug Administration (FDA). Some of the most common replacement therapies include patch, lozenges, gum, inhalers and nasal sprays. These replacement therapies contain a predetermined dosage of nicotine. The idea is to provide the body with a diminishing amount of nicotine so that the physical shock to the body is mitigated. However, any replacement therapy should not be administered by the patient. A quitting smoker needs to consult a physician in order to establish the extent and type of therapy to use. Either, the dosage used should be such that weaning off should be steady in order to record results. Therefore, it is important to have a personal physician who will provide guidance through out the quitting process. Smoking is a habit, usually easy to pick up but extremely difficult to let go. Several youths in their prime find smoking a â€Å"cool† indulgence and in most cases do not draw any direct pleasure from it. With time though, they become addicted to the nicotine and in the process grow as older smoking. With it come the health risks such as cancer, lung disease, stroke, heart attack, gum disease among others. Other undesirable outcomes have long been associated with smoking. In retrospect, it is of vital importance that individuals should quit smoking. It begins by the individual admitting that the practice is dangerous, health-wise and therefore must quit. The next step is draw a plan on when and how to stop smoking. The individual should develop activities that would replace time spent during smoking. Either, a change of character will be paramount for the individual to do away with things that remind them of the smoky past. Finally, quitters who need additional pharmaceutical therapy may seek such therapy with the assistance of qualified physicians. References Centers for Disease Control and Prevention (CDC). (2008 ). _Annual smoking-attributable mortality, years of potential life lost, and economic costs – United States, 2000-2004 MMWR._ . Retrieved November 21, 2012 , from www.cdc.gov: www.cdc.gov/mmwr/preview/mmwrhtml/mm5745a3.htm American Cancer Society. (2012 , October 18 ). _Guide to Quitting Smoking._ Retrieved November 21, 2012 , from www.cancer.org. http://www.cancer.org/acs/groups/cid/documents/webcontent/002971-pdf.pdf American Lung Association. (2011). _Trends in Tobacco Use._Retrieved November 21, 2012 , from www.lungusa.org: www.lungusa.org/finding-cures/our-research/trend-reports/Tobacco-Trend-Report.pdf

Imc Process in Advertising Essay

McDonalds is known today around the world and by every two year old. When they first opened up in 1940 they were a BBQ drive thru. In 1948 they reopened as a hamburger joint and their big advertisement was 15 cent hamburgers. In 1955 the golden arches were designed by architect Stanley Meston, and they did not know at that time they would become the national trademark of McDonalds. The advertising has changed over the years, but the catchy phrases live on and most people would know the company by their slogans. The first advertisement done for McDonalds was the number of hamburgers sold, the first sign read 100 million sold in 1958. Over the years it has changed to billions and billions. By 1962 they were advertising the first come in and sit down McDonalds. The biggest advertising campaign came for McDonald’s in 1966 when they introduced Ronald McDonald in the first television commercials and at the Macy’s Thanksgiving Day Parade where Ronald McDonald was sitting in a flying hamburger. He became an instant hit by children and the franchise grew tremendously in the next few years even to include internationally. In 1971 the advertising grew to add friends for Ronald McDonald to include Hambuglar, Grimace, Mayor McCheese, Captain Crook, and the Big Mac in Ronald McDonald land. The advertising of these new characters created frenzy for children with toys, games, and cartoons. The â€Å"Have you had your break today,† advertisement began in 1995, and in 1997 the catch phrase was â€Å"Did Someone say McDonalds?† That did not catch on as well as the advertisers expected so in 1998 they changed it to â€Å"Made for you,† this is still their slogan today. Advertising the â€Å"Made for you,† slogan has benefited the company greatly because even in the recession during 2007-2008 sales to the company still grew. The advertising of McDonalds use to be driven more towards children, but in recent years it has been geared more towards adults with Wi- Fi advertising, the line of McCafà ©s it offers, and the adults menus of hamburgers and salads. The theory behind this was not only do children want to go to McDonalds but it is a great place for adults to meet, have a meal and work with their computers. Consumers are impacted by McDonalds advertising because of the prices, the look of the food on commercials and billboards, and convenience that your food will be hot and ready, and â€Å"Made for you.† When it is a hot day and you are thirsty and you see the commercials or a billboard with a cold soda, and the ice over flowing, and  the condensation on the side of the glass, knowing that it is only a dollar and there is a McDonalds on every corner it makes you want one. While you are there getting that drink the pictures on the menu make you hungry. This is how they get the attention of customers and boost sales. They have the largest advertising budget in the United States at $2 billion dollars a year. (O’Brien, 2012) That is why you cannot turn on a radio, television, or drive down the road without seeing a Mc Donald’s advertisement. The large advertising budget allows McDonald’s to reach an audience far larger than most fast food chains. This keeps them on top, and adding new items to the menus will keep customers coming back for more. This is found in the once a year campaign of the McRib. The advertising for the sandwich is done about a week before they are in the restaurants and because of the limited time available ads this increases the want for the sandwich. When people are watching a show late at night and seeing the advertisement’s for McDonalds it makes them think they are hungry and should run out to McDonalds to get the hamburger, chicken nuggets, and those world famous french fries along with a cold soda, that is advertised with lots of ice. Now that most McDonalds are open late or 24 hours, this means you can fix your cravings caused by an advertisement any time day or night. This is exactly the chains plans in advertising. I believe that McDonalds has had great success in their advertising over the years. This is because the success of the company, stock prices that are $100 per share and when you compare them to other fast food chains McDonalds is on the top. (O’BRIEN, 2012) Even though the ways of advertising has changed from radio to television, billboards to internet the messages are all the same. Buy our product it will make you happy, healthy, improve your lives, make you live longer, or fix that late night craving. I believe the more a product is advertised the more people will want to try it. If it is satisfying to the consumer they will be coming back for more. Having a slogan, jingle, or a character helps keep the advertisement in our minds, and when we hear them we do not even have to be in the room to know what is being advertised on the commercials. I tried this on my daughter while writing this paper and she was able to get almost everyone. This proves the fact that the more they advertise the more the product becomes familiar and people are more comfortable with familiar things. Works Cited O’BRIEN, K. (2012, may 4). The Money Issue. Retrieved from The New York Times: http://www.nytimes.com/2012/05/06/magazine/how-mcdonalds-came-back-bigger-than-ever.html?pagewanted=all O’Brien, K. (2012, may 5). The secrets of McDonalds. Retrieved from New York Times: http://www.centives.net/S/2012/the-secrets-of-mcdonalds/

Causes of Variation

Variation is a result that leads to a difference or deviation (for example, structure, form, function) from the recognised norm or standard. It is a modification in structure, form or function in an organism, deviating from other organisms of the same species or group. There are two types of variation: interspecific variation and intraspecific variation. Interspecific variation is when one species differs from another like mammals differ from fish. These differences are explained through differing ancestries explained by the difference of genetics perhaps due to natural selection. However, intraspecific variation is when members of the same species differ from each other like how there are many different types of cats. This can be mainly explained through mutations.Variation is the result of two main factors: genetic differences and environmental influences. In most cases it is a combination of both factors. Additionally, in asexual reproduction, variety can only occur through mutati ons whereas off springs that have been produced sexually the variety will be more apparent due to the probabilities being higher due to more factors contributing to the cause of variation such as meiosis and fusion of gametes, as well as mutation.Genetic differences are due to the different genes that each individual organism possesses. The differences occur arise in living organisms and change from generation to generation. Genetic variation arises as a result of mutations, meiosis and fusion of gametes. Mutations are changes in DNA that result in the offspring containing different characteristics by the changing of quantity or structure of the DNA.The end result of the process of altering the DNA structure is a different amino acid sequence that leads to a formation of a different polypeptide, and hence a different protein, or no protein being produced at all. So, as proteins are responsible for the characteristics of an organism, it follows that changes to DNA are likely to alter an organisms characteristics. These sudden changes to genes and chromosomes may, or may not be passed onto the next generation.Genetic differences are also explained through meiosis. Meiosis is the process in which four daughter nuclei’s are produced, each with half the number of chromosomes as the parent cell. It allows the offspring to adapt and survive in the changing world by allowing genetic variation through the independent segregation of homologous chromosomes due to the homologous pairs of chromosomes arranging in a new, random order. Also, the recombination of homologous chromosomes crossing over causes variation. Overall, meiosis mixes up the genetic material before it is passed into the gametes, all of which are therefore different.Lastly, genetic differences are also explained through the fusion of gametes. In sexual reproduction the offspring inherit some characteristics of each parents and are therefore different from both of them. Which gamete fuses with at fe rtilisation is a completely random process that emphasises the variation occurring in the offspring.On the other hand, environmental influences also have a massive input in variation. The environment influences the way in which the genes are expressed. The genes allow certain things to happen whereas the environment determines where each characteristic is utilised. For example, a plant may contain genes that allow it to grow tall however, it is the environment that allow this stage to progress so if the seed germinates for example, the plant will not be able to utilise it’s beneficial characteristics to the highest extent. Examples of environmental influences are: climatic conditions (such as rainfall, temperature and sunlight), soil conditions, food availability and pH.Overall, variation is caused due to a combination of environmental influences and genetic differences. However, it is hard to distinguish between the effects of environmental and genetic so is difficult to dra w conclusions about the causes of variation.

Lead and human exposure Research Paper Example | Topics and Well Written Essays - 1500 words

Lead and human exposure - Research Paper Example Studies show that humans that are exposed to lead for longer times have hair loss problems, elevated blood pressure, weight problems, and other health problems. Natural disasters such as hurricanes, earth quakes, floods and heavy rains are a reason for spreading the poisonous chemicals. In this way, the industrial chemicals reach homes and penetrate into the bodies of the men, women and children that have low or no exposure to lead. After hurricane Katrina, lead was found in homes and agricultural fields that presented a health hazard and exposed the humans to lead. The fumes and the floods became the major reasons for exposing the lead from the factories to homes. On the other hand, the onshore lead utilized in making some types of chemicals in ships reached the fields and homes. A sample of sediment and soil from New Orleans is checked for lead and a heavy amount of lead was found in the sample (Rabito et al, 2012). The Environmental Protection Agency planned a renovation strategy that would limit the impacts of the lead. However, a report presented that the families that are planning to return to New Orleans must have to face high health hazards due to the presence of lead in the city. However, no survey was conducted by the government and environmental agency to estimate the amount of lead present in residential units (Rabito et al, 2012). ... On the other hand, air and soil contaminations are only restricted through proper control and neutralization tactics (Rabito et al, 2012). The tests show the most amount of lead is found in the soil sample near the industrial areas particularly the industries that are involved in the recycling and production of lead based products. On the other hand, the coastal regions have more exposure as compared to the regions at higher sea levels (Rabito et al, 2012). It was considered that the heavy metal might have contaminated the fresh water resources presenting a constant danger to the environment and the habitat of the regions. Lead exposure may also lead to an elevated blood pressure in children if the lead is exposed to the people and the pregnant women that may become a cause of the heart diseases in children (Whelan et al, 1997). The important perspective is that the exposure to the lead may be a reason for the colic and paralysis as described by the old Greek physicians. Old bridges have a coat of lead based paint that prevents rust from penetrating. On the other hand, it is equally harmful for the fish and other marine animal and plant species (Fan et al, 2012). Lead is capable of contaminating all the sources that reach humans like soil, water and air. On the contrary, the exposure does not only require the person to inhale or intake the substance, touching the element or in-taking its smoke may be more dangerous. Before the hurricane, the amount of lead in the soil was decreasing gradually at a higher pace due to the regulations imposed on the utilization of lead based products and generation of other alternate products. On the other hand, as lead is considered a heavier metal

Demand Estimation Assignment Example | Topics and Well Written Essays - 1750 words

Demand Estimation - Assignment Example Such a product according to economic theory is said to exhibit somewhat elastic demand relative to that of similar products in the market (Graves, & Sexton, 2009). Consequently, the owner of the low-calorie, frozen microwavable food product may need to worry less about rivals in the market since the pricing strategies have a negligible impact on his products. The income elasticity is estimated at 1.62. Such a result is an indication that a 1 percent positive change in the average incomes of the consumers of the product would lead to 1.62 percent increase in the quantity demanded. Theorists argue that such a degree of responsiveness due to changes in consumer income is elastic (Saez, Slemrod, & Giertz, 2012). In line with this, the firm can take the step increasing the price of the commodity if the incomes of the consumers are increased. The elasticity of advertisement is estimated at 0.1 implying that a unit increase in the funds spent on advertisement results to 0.11 increase in the quantity demanded. The result that the degree of responsiveness of the quantity demanded to changes in the intensity of the advertisement is relatively elastic. As such, increases in the level of advertisement do not justify increases in prices by the firm since it is possible that such price have the potential to scare away the consumers (Graves, & Sexton, 2009). In relation to the microwave ovens in the region, the elasticity is estimated at 0.07. Despite the food product being a complement to the microwave oven, a 1 percent elevation in the quantity of ovens in the region only increases the quantity of the food product by merely 0.07 percent. Concerning this, the degree of responsiveness of the quantity needed in relation to variations in the price of the oven is inelastic. The management is better off ignoring the effect of the changes in the price of the ovens when strategizing on

Ikea Company and Its International Retailer Selling Case Study

Ikea Company and Its International Retailer Selling - Case Study Example From this paper, it is clear that the analysis of internal environment would include strengths and weaknesses of the company. The strength of the company lies in its expert marketing abilities and also its location. These are the two aspects which add to the value of the company’s products. It is also a strong global brand attracting key groups of consumers. The company’s scale and size of the company’s business could make it hard to impose quality standards and maintain quality issues. Moreover, some of the countries making IKEA products also do not implement proper working environment legislation. These could account for company’s weaknesses. Some of the key opportunities which IKEA tries to take advantage of being a consistently increasing in demand for greener products. Also, the demand for low priced products remains high. Also, the present financial conditions in the economy across the world predict a gradual decline in consumer’s preference f or expensive products. Also, there is high demand for low water usage and low carbon footprints. The company must design a business strategy which would be socially and economically conscious. Thus it would be based on the present market conditions. It is true that the present financial conditions are favorable towards the production of low priced products but soon the situation is likely to improve and this would consequently change people’s tastes and preferences as well. This means that the company must design a strategy which would be adaptive to the surrounding environment if it seeks to avoid losses due to change in tastes and fashion. Going by the existing opportunities and threats facing the company, IKEA strives to develop an environmental and sustainability plan which is central to its business strategy. The plan seeks to continue operations till 2015 and includes social, economic and environmental issues.

Water crisis in the South Asian Essay Example | Topics and Well Written Essays - 1000 words

Water crisis in the South Asian - Essay Example This research will begin with the statement that the world is facing severe water crisis and the developing world is suffering an acute shortage of fresh water supply even today. Water is required for a number of daily activities besides drinking and a shortage of water can ultimately lead to food scarcity in certain populous countries of the developing world. The population explosion and lack of planning in the developing world are among the core causes of this rampant situation. According to UN Water, some 1.3 million people are without the access to clean water and certain regions of the world face a threat of water wars. Water scarcity is most pronounced in North America, Middle East, and South Asia. India and Pakistan in South Asia have already fought a war over water supply issues. The cost of drinking water is more than that of gasoline in some of the Middle Eastern countries. This overview of the situation shows that water scarcity is perhaps the most important issue faced by the planet. The freshwater is present mostly in the form of groundwater aquifers. The water in streams and rivers forms a lesser portion of the available water resources. Almost 11 trillion cubic meters of freshwater is available in the world for drinking and other uses, however, this enormous supply of water is not uniformly distributed across the planet. Moreover, the availability of water also varies across the different seasons of the year. Some of the regions in the world receive as low as 500 cubic meters of water per capita per annum of water supply and are labeled as water stressed.

Health and social care Assignment Example | Topics and Well Written Essays - 750 words

Health and social care - Assignment Example The policy also focuses on restricting the supply of drugs and imposing restriction on the people who are engaged in drugs trade activities. The Care Standard Act 200 imposed for providing assistance to the children by reducing the irregularity and unfairness. Various facilities residential care homes, nursing homes and children homes for development of health of the children. The main aim of this standard is to enhance the health of the children. This act covers a wide perspective such as parental responsibility, protection of child etc. This act imposes duty and responsibility on wide number of individuals or organizations for promoting and safeguarding the welfare of the children (Waller, 2009). The main role or the responsibility of the work force development is to assist the volunteers, staff and the trustees by performing the function as an individual or in team and thus assisting them to develop and improve their skills , creativity , understanding and knowledge in performing the work effectively and efficiently towards the achievement of the goals and objectives. It also helps in improving the delivery of services. The term children workforce is considered as a narrow perspective for discussing and determining whether the work is paid or unpaid. The workforce development mainly comprises of recruiting, retaining and developing of the volunteers and staff for achieving the objectives and goals set by the organization. Training, induction, qualification, appraisals, monitoring, supervision and reading together contributes towards the workforce development. Work force development strives towards providing better service to the individuals and the communities who are invol ved. It fulfils the expectation of the funders in terms of improving the effectiveness and quality. It provides better opportunities to its employees for personal growth and development. Therefore it plays an important role and the people in various areas of workforce are

Integration of Veteran Centric Content into Nursing Curricula Article

Integration of Veteran Centric Content into Nursing Curricula - Article Example   Hence, by integrating the Veteran centric content in nursing educational programs it enhances the veteran-centric care which results to improved health care opportunities for the Veteran population. Therefore, nursing curricula should contain the Veteran centric content that trains nurses on how to become responsible and accountable for veterans. The content should also train nurses on how to focus on the desires and treatment options for Veterans. The coordination and communication among healthcare providers promotes this content more effectively. The nursing curriculum is likely to make it easier for student nurse practitioners to get educated on how to understand the stressors faced by Veterans. It allows the students to address and learn how to deal with emerging symptoms that Veterans present such as substance abuse, the physical and emotional issues or pain they undergo and mental problems (Miller, 2012). Integrating Veteran centric content in the nursing curricula transforms nursing education into advanced practice nursing. Such changes results in the increase of educated and advanced practice nurses who know how to deal with the changing health needs of Veterans, understand the military culture.

Statistics Project Research Paper Example | Topics and Well Written Essays - 2000 words

Statistics Project - Research Paper Example So aaccording to given conditions we state that null hypothesis and alternative hypothesis will be There are various statistical packages designed to carry out quantitative data analysis, the most widely used package is SPSS. SPSS enables the researcher to input raw data modify or reorganize the data once inputted and then perform a wide selection of analytical techniques (Blaxter, Hughes & Tight 2001). The scales utilized within the test instruments will be designed to denote the use of detailed statistical algorithms on collected data. Preliminary data analysis will include descriptive statistics, which will encompass univariate analytic techniques such as means, modes and standard deviations, and exploratory descriptive statistics, which will ascertain if the data collected, is normally distributed. So the Pearson correlation (r) of popularity and math scores is equal to -0.368. So according to this small value of correlation coefficient we conclude that there is a week negative association between these variables. This may imply as popularity level increases, math test scores decreases and vice versa. We use correlation method to determine whether some variable that's not under our control is associated - correlated - with another variable of our interest. Correlational studies aim at identifying relationships between variables. So i Test Statistic By using formula t = , = = = -1.1194 Scatter Plot Critical Region: t 2.048 Do not reject Ho, because the calculated value is not fall in the critical region. Conclusion: Do not reject null hypothesis so we conclude that there is no significant linear association/relationship between level of popularity and math test score. So in the relationship between children's level of popularity with their peers and their performance in academic tests they respond that there is no significant relationship between these popularity level and their maths scores. Descriptive Statistics The Descriptive procedure displays univariate summary statistics for several variables in a single table and calculates standardized values (z scores). Variables can be ordered by the size of their means (in ascending or descending order), alphabetically, or by the order in which we select the variables. Simple it is a useful procedure for obtaining summary comparisons of

Assignment 3 Example | Topics and Well Written Essays - 750 words - 7

3 - Assignment Example Through this style, the employees were given the freedom to come up with innovative ideas to transform the operations of the business. In addition Sir Richard involved the subordinates in decision making process. As a result, they felt as an integral part of the company. This motivated them to work hard towards the organizational goals, an aspect that was replicated in the overall performance of the firm. Sir Richard Branson also understood that the employees were the one who interacted with the customers in the market. As a result, he used them as an important source of information. He gave the workforce a role of identifying opportunities and noting any changes in the tastes and preferences of the target market. Therefore, the company was able to make the necessary changes in its operations before the competitors (Chan 2013). This gave it an upper hand in the market. Furthermore, it improves the customer relationship, thereby, increasing their loyalty levels. Sir Richard implemented a functional organizational structure in order to streamline the operations of the company. Each department is held by a manager who oversees and manages its operations. However, all functional units work together towards the common objective of the company. Setting up functional units enabled the company to maximize the returns from the employees as they are grouped according to their areas of specialization. This has been very instrumental in establishing very strong teams that are able to deal with the diverse challenges that are facing the company in the market. Sir Richard Branson led the organization from the front. He has been the role model for the rest of the workforce. In addition, he always ensured that he was there when critical decisions concerning the operations of the business were made. He has always offered suggestions but open to critics and challengers. This ensured that the decisions that were

Strategy and Planning Essay Essay Example for Free

Strategy and Planning Essay Essay The maximum exploitation of our resources is the key to advantage over the competitors. Marketing is one of the main areas in which a well versed strategic plan can make the organisation to attract customers here the way in which we describe the organizations motives, goals and the dedication to the customers reflect in our adverts. So, cleverly placing the right factors in the right place is a challenge in the strategic planning decision making. In this ever changing business environment the only way of survival of an organisation depends upon the decisions it makes. Thus strategic planning is the key factor to success. In this research we will briefly discuss about the tools of strategy and the outcomes of implementing these tools in an organisation. We will discuss about SWOT analysis, PESTEL analysis and Potters Five Force. 3 (b). SWOT Analysis SWOT analysis is one of the tools in strategic planning and decision making. This tool helps us to judge the organizations position in the business environment. SWOT stands for Strength, Weakness, Opportunities and Threats. Strength The organizations factors which are most influential with respect to customers, market share, and brand value and so on. The strength of an organisation maybe its good will, an excellent customer relationship management and many other sensitive factors which lies on the organizations side. Weakness The things which are an advantage of the competitor and a disadvantage to our organisation. The weakness factor may depend upon our organizations own business policies and or work ethics which binds us to a corner, the competitors takes advantage of this issue and exploit the opportunity but fine tuning our strategy and decision making will bring in a drastic change. Opportunities The chance in which all the things fall in line for our organisation to exploit and to make a profit of it is the definition for opportunities. Opportunities can occur due to a change in trend of customers, brand switching an so on. It is wise for an organisation to make use of such opportunities. Threats The main and most important factor is the threats from rivals and competitors. If an organisation fails to with stand the threats from the competitors then it will surely end up in bankruptcy, the competition may come up with innovative ways of marketing and attracting customers so it is our bounded duty to over come the competitors by creating innovative ways of marketing through strategic planning. Example for SWOT analysis Soft drink giant: Coca-Cola Strengths One of the most successful organisations of all time. The brand value of Coca-Cola is worth more than $68 million in 2009. the company manages its products over 200 countries with over 700 products which is a gigantic goal to achieve but maintaining it as the leader of its kind is still another battle. People tend to be faithful to the Coca-Cola brand because of its one main product the cola drink. So a wide variety of different products from the company with the same brand name tends to market the products for itself. (www. interbrand. com) Weaknesses The Coca-ColaCompany products are beverages so the main weakness for them is that they have this lobby of beverage segment and this is might be their weakness because in the long run they might hit the ground if any other company produces a better beverage. And nowadays people tend to make choices more often than in the past so it is a vulnerable area to be looked upon! Opportunities People are concerned about their health now more than ever so the introduction of Coke Zero a new product from the Coca-ColaCompany is catching up a considerable amount of market share because of its new distinct taste without added sugar in some countries but basically its a new drink with zero calories, the company claims!. The company is exploiting the current trend of health criteria. Threats The main competitor of Coca-ColaCompany is the PepsiCo Inc, the Pepsi Cola Company introduces new products in response to the Coca-ColaCompany. The Coca-ColaCompany is trying very hard to cope up with the situation. During 998 the PepsiCo Inc managed to out smart the company. So without the proper strategic planning PepsiCo will soon go beyond the Cokes victory 3(c). The PESTLE Analysis The most important tool of strategic planning is the PESTEL analysis. The PESTEL analysis is a tool which helps us to judge our position in the market with respect to the macro environment. PESTLE stands for P Political Forces, E Economical Forces, S -Social Forces, T -Technological Forces, L Legislative Forces and E Environmental Forces. These forces influence the overall performance, market value, finance and customer relationship of the company. We will briefly discuss about the PESTEL forces one by one by implementing into an organisation. Example : Integrated Electronics (INTEL) Semiconductors. The Intel Semiconductors are the producers of the famous Intel microchips which literally runs the computer industry but with some rivals such as AMD Inc (Advanced Micro devices). Here we will apply the PESTEL analysis to know the factors that are influencing the Intel semiconductors. Political : The implementation of new taxes and the internationalism of the products tends to make the company to adhere to strict rules in each country which the company is ventured on. So Intel is focusing upon its new products onto buyers and not on further research and development because of the political pressure around the organisation. Economic: The semiconductor industry is in rise. So, the financial status of the company is rising due to a smaller amount of competitors there is lower amount of threats so the economic factor of the company is in concrete position as of now. Social: The company is present in an ever changing dynamic business environment so it has to be sensitive to changes that occur in the environment and then adapt to the changes that takes place. Technological: The semiconductor industry is ever growing in rapidly increasing speed. So, the technological advancements of the industry must be up to date due to high growth ratio of processors which are used in computers across the globe. The research and development team comes up with new innovative ideas to integrate the previous processing unit into the new one with advanced technology so the computation power increases more than double the time the predecessor microchip used to compute. Legislative: The legal factors are important factors of the company because every country that the company venture into must strictly adhere to that particular countrys rules and regulations. Environment: Being a semiconductor company the company must look after environmental issues which affect the world so the semiconductor devices must be environmentally friendly and recycling of the devices plays a vital role in the environmental factor. The company has a good background of making environmentally friendly chips and recycling units so the environmental issue is under control. (http://ivythesis. typepad. com) 3(d). Porters Five Forces: The porters five forces is a business strategy tool which is used to analyse the position of a company and assessing its strength with respect to the competitors in this case new entrants and their impact in this ever changing environment. The porters five forces are: Existing rivalry among firms Threat of new entrants determinants of supplier power Determinants of buyer power Threat of substitute products Example: AIRBUS The porters five applied to the Airbus aviation company who have been the most influential carriers of all time apart from Boeing. These two major aircraft companies were literally in a fight for gaining the considerable mount of market share. Since the introduction of Airbus A380 the Boeing Company has lost lot of customers. The new entrant in our case the A380 is so much advanced than the legendary Boeing 747 which literally ruled the skies. The Boeing 747 was a fuel efficient and economically well versed passenger and good carrier aircraft but the major flaw in t he Boeing decision making is that it was not concentrating on the future of the aircraft but it produced a wide variant of Boeing 700 series but the cleverly devised strategic plan of Airbus was a nightmare to the Boeing corporation. The A380 has an excellent performance with regardless of its massive size the jumbo jet can people double the time the Boeing 747 used to carry. Since the aviation industry has only fewer concentrations of rivals the market share is huge compared to other industries. So with the new A380, Airbus has a considerable amount of stake in the airline industry. But Boeings answer to A380 is the new 787 dreamliner. Which is more fuel efficient but in the case of size the A380 outsmarts the Boeing. Importance of Change: The change management in an organisation is the most important factor which influences the future of an organisation. It describes an strategic approach in modifying or altering an organizations internal factors such as teams, individuals etc. there are different ways to achieve the change in an organisation by collaborative which is done by providing workshops and seminars explaining about the change to the people working in the organization. Consultative the people are informed about the change and the feedback of the change is taken into consideration. Directive the members of the staff are informed about the details of the change and the sensitivity of the change. Coercive the members are forced to follow the change. Example of Change: The acquisition of Iberia by British Airways The British Airways acquired the Iberia for $7 billion and it made the third largest airline in the world. The member of the staff was quickly adapted to the change in different management team. The Iberia staff members were given a change management session on order to cope up with the new acquisition. The acquisition made the stock holders value to increase and they were given a 55 percent of the new airlines share. 4. Conclusion: We have so far discussed about some of the Strategic planning tools and the ways in which they can be exploited. And in conclusion we can say that the way in which we approach the organisation with the necessary tools and strategic planning will make a gigantic impact on the organisation in the present and in the future. In this ever changing business environment the challenge for each organisation is to identify the needs of the customers and to create an appropriate strategic plan to approach the problem which will provide the optimum results which can benefit the customers as well as the organisation. . References SWOT Analysis, [online], Available http://www. marketingteacher. com/Lessons/lesson_swot. htm PESTLE Analysis, [online], Available http://rapidbi. com/pestle/Introduction-to-the-PESTLE-analysis-tool. html Coca-Cola Case Study, [Online], Available http://www. interbrand. com/best_global_brands. aspx http://finance. mapsofworld. com/brand/value/coca-cola. html Intel case S tudy, [Online], Available http://ivythesis. typepad. com/term_paper_topics/2009/09/intel-case-study. html Read more: http://www. americanessays. com/study-aids/free-essays/management/strategy-and-planning. php#ixzz2OPwRLxoO

Ecological Footprint Analysis Of Iran Environmental Sciences Essay

Ecological Footprint Analysis Of Iran Environmental Sciences Essay Nowadays by increasing the population of the world, more than ever we are and should be more concerned about our resources compared to our consumption. If we look at the research we can realize that our consumption is overshooting the Earths natural capacity to product our needs as well as digesting our waste. To evaluate a measurement to study how sustainable countries develop and how much they care about the environment and its capacity some scientists developed a model which is based on a simple question; Do we fit our planet by continuing our current lifestyle? This method is called Ecological Footprint. Definition of Ecological Footprint (EF) The concept of the Ecological Footprint was introduced by Rees (1992) and elaborated by Wackernagel and Rees (1996, 1997) among others. The EF can be compared with the productive biological capacity of the available land and the sea to this population (WWF, 2005). The EF measures the demand for natural resources. For its creators, the EF is a measure of the impact of the population expressed in terms of the appropriate area; it is the surface of ecologically productive territory in the diverse categories (arable lands, pastures, forests, sea and CO2 absorption area), necessary to supply the resources of energy and matter that a population consume and to absorb its wastefulness considering its current technology (Wackernagel and Rees, 1996).One characteristic term of this methodology is the biocapacity or interest from natural capital. Thus, the biocapacity measures the bioproductivity or biological productivity in an area. The average biological productivity of a hectare of the earths productive surface area is called global hectare (GHA) and is used as the common unit of comparison. Bioproductivity is the ability of a biome (e.g., arable land, pasture land, forest land, productive sea) to produce biomass, which is defined as the weight of organic matter, including animals, plants and micro-organism (living and dead), above or below the soil surface. Thus, the biomes have different levels of bioproductivity. Some of it is built or degraded land. Biocapacity is dependent not only on natural conditions but also on prevailing land use (e.g., farming use, forest use). The use of bioproductive area as an aggregate unit is a powerful and resonant means of measuring and communicating environmental impact and sustainability. It is crucial to note that the biocapacity represents the theoretical maximum sustainable capacity for a year. While ecological overshoot by definition reveals the degradation of natural capital, the ecological remainder does not guarantee the sustainability of production. Rather, as the Footprint of production approaches the biocapacity and the ecological remainder narrows, the likelihood that the country will experience environmental stressor degradation escalates, at least over longer periods of time. In the EF, by comparing the demand with the available supply it is possible to estimate the ecological sustainabil ity of territories or countries. A nations ecological footprint correspond to the aggregate land and water area in various ecosystem categories to produce all the resources it consumes, and to absorb all the waste it generates on a continuous basis, using prevailing technology. Methodology of Footprint Calculation: FUNDAMENTAL ASSUMPTIONS OF ECOLOGICAL FOOTPRINT ACCOUNTING Ecological Footprint accounting is based on six fundamental assumptions (Wackernagel et al. 2002): à ¢Ã¢â€š ¬Ã‚ ¢ The majority of the resources people consume and the wastes they generate can be tracked. à ¢Ã¢â€š ¬Ã‚ ¢ Most of these resource and waste flows can be measured in terms of the biologically productive area necessary to maintain flows. Resource and waste flows that cannot be measured are excluded from the assessment, leading to a systematic underestimate of humanitys true Ecological Footprint. à ¢Ã¢â€š ¬Ã‚ ¢ By weighting each area in proportion to its bioproductivity, different types of areas can be converted into the common unit of global hectares, hectares with world average bioproductivity. à ¢Ã¢â€š ¬Ã‚ ¢ Because a single global hectare represents a single use, and all global hectares in any single year represent the same amount of bioproductivity, they can be added up to obtain an aggregate indicator of Ecological Footprint or biocapacity. à ¢Ã¢â€š ¬Ã‚ ¢ Human demand, expressed as the Ecological Footprint, can be directly compared to natures supply, biocapacity, when both are expressed in global hectares. à ¢Ã¢â€š ¬Ã‚ ¢ Area demanded can exceed area supplied if demand on an ecosystem exceeds that ecosystems regenerative capacity (e.g., humans can temporarily demand more biocapacity from forests, or fisheries, than those ecosystems have available). This situation, where Ecological Footprint exceeds available biocapacity, is known as overshoot (deficit). What does a per person national Footprint actually mean? A per person national Footprint measures the amount of bioproductive space under constant production required to support the average individual of that country. For example, a five-hectare per person Footprint means that an average individual in that country uses all of the services produced in a year by five hectares of world-average productive land. This land does not need to be within the borders of the individuals country as biocapacity is often embodied in goods imported from other countries to meet consumption demands. What is included in the Ecological Footprint? What is excluded? To avoid exaggerating human demand on nature, the Ecological Footprint includes only those aspects of resource consumption and waste production for which the Earth has regenerative capacity, and where data exist that allow this demand to be expressed in terms of productive area. For example, freshwater withdrawal is not included in the Footprint, although the energy used to pump or treat it is. Ecological Footprint accounts provide snapshots of past resource demand and availability. They do not predict the future. Thus, while the Footprint does not estimate future losses caused by present degradation of ecosystems, if persistent this degradation will likely be reflected in future accounts as a loss of biocapacity. Footprint accounts also do not indicate the intensity with which a biologically productive area is being used, nor do they pinpoint specific biodiversity pressures. Finally, the Ecological Footprint is a biophysical measure; it does not evaluate the essential social and economic dimensions of sustainability. Statistical Data: The statistics shown the next page are extracted from ECOLOGICAL FOOTPRINT ATLAS 2009, Published 24th November 2009 by GLOBAL FOOTPRINT NETWORK, RESEARCH AND STANDARDS DEPARTMENT, Oakland, California, United States of America Interpretation of Data: As we can see in the tables the Total Ecological Footprint of Iran is 2.66 compared to its Total Biocapacity which is 0.99. It means that for this country the Total Ecological Footprint is roughly 160% more than its Total Biocapacity which is by definition a biological overshoot and can lead to degradation of natural capital or resources. In other words, our demand is much higher than our demand and this can be a warning for us at least in longer periods of time and there should be decisive measures to reduce the factors which contribute to higher Footprints. How to improve the situation: In simple words it can be said that to improve the situation beside any rules or policies which governments can take, all people can take effective steps to reduce their stressors on environment by decreasing their consumption as well as their waste. There are some simple ways suggested by experts: A) Reduce your Carbon Footprint A1) Use cleaner transport * Walk, bike, or take public transit whenever possible. * Avoid allowing your car to idle. If youll be waiting for more than 30 seconds, turn off the engine (except in traffic). And dont take the drive-through-park the car and walk inside instead. * Have your vehicle serviced regularly to keep the emission control systems operating at peak efficiency. Check your cars air filter monthly, and keep the tires adequately inflated to maximize gas mileage. * Avoid short airplane trips-take a bus or train instead. A2) Add energy-saving features to your home * Install compact fluorescent bulbs in all your home light fixtures-but remember, compact fluorescents contain mercury, so look for low-mercury models and be sure to dispose of old bulbs safely through your local hazardous waste program. * Weatherproof your home. Make sure your walls and ceilings are insulated, and consider double-pane windows. Eliminate drafts with caulking, weather strips, and storm windows and doors. * Insulate your water heater. Even better, switch to a tankless water heater, so your water will be heated only as you use it. * Choose energy efficient appliances. A3) Adopt energy-saving habits * Keep thermostat relatively low in winter and ease up on the air conditioning in summer. Clean or replace dirty air conditioner filters as recommended to keep the A/C operating at peak efficiency. * Unplug your electronics when not in use. To make it easier, use a power strip. Even when turned off, items like your television, computer, and cellphone charger still sip power. * Dry your clothes outside whenever possible. * Make minimal use of power equipment when landscaping. * Defrost your refrigerator and freezer regularly. * Choose green electricity. Many utilities give you the option to purchase electricity generated by wind and solar power for a small rate surcharge. * Purchase carbon offsets to make up for the energy use you cant eliminate. B) Reduce your Food Footprint * Eat more local, organic, in-season foods. * Plant a garden-it doesnt get more local than that. * Shop at your local farmers market or natural foods store. Look for local, in-season foods that havent travelled long distances to reach you. * Choose foods with less packaging to reduce waste. * Eat lower on the food chain-going meatless for just one meal a week can make a difference. Globally, it has been estimated that 18% of all greenhouse gas emissions are associated with meat consumption. C) Reduce your Housing Footprint C1) Choose sustainable building materials, furnishings, and cleaning products. * Explore green design features for your building, like passive solar heating, a rainwater catchment or grey water recycling system, and recycled materials. * Choose efficient appliances, including low flow shower heads, faucets, and toilets. * Choose furnishings that are second-hand, recycled, or sustainably produced. * Plant drought tolerant plants in your garden and yard. * Use biodegradable, non-toxic cleaning products. C2) Adopt water-saving habits * Take shorter, less frequent showers-this not only saves water, but the energy necessary to heat it. * Dont use the garbage disposal. Compost instead. * Run the dishwasher and the laundry machine only when full. * Wash cars rarely, or better yet, take them to a carwash. Commercial carwashes use less water per wash than home washers, and they are also required to drain used water into the sewage system, rather than storm drains, which protects aquatic life. * Avoid hosing down or power-washing your deck, walkways, or driveway. * Regularly look for and fix leaks. D) Reduce your Goods and Services Footprint * Buy less! Replace items only when you really need to. * Recycle all your paper, glass, aluminium, and plastic. Dont forget electronics! * Compost food waste for the garden. Garbage that is not contaminated with degradable (biological) waste can be more easily recycled and sorted, and doesnt produce methane gases (a significant greenhouse gas contributor) when stored in a landfill. * Buy recycled products, particularly those labelled post-consumer waste. Glossary Ecological Footprint: A measure of how much biologically productive land and water an individual, population or activity requires to produce all the resources it consumes and to absorb the waste it generates, using prevailing technology and resource management practices. The Ecological Footprint is usually measured in global hectares. Because trade is global, an individual or countrys Footprint includes land or sea from all over in the world. Ecological Footprint is often referred to in short form as Footprint. Ecological Footprint and Footprint are proper nouns and thus should always be capitalized. Global hectare (gha): A productivity-weighted area used to report both the biocapacity of the Earth, and the demand on biocapacity (the Ecological Footprint). The global hectare is normalized to the area-weighted average productivity of biologically productive land and water in a given year. Because different land types have different productivity, a global hectare of, for example, cropland, would occupy a smaller physical area than the much less biologically productive pasture land, as more pasture would be needed to provide the same biocapacity as one hectare of cropland. Because world bioproductivity varies slightly from year to year, the value of a gha may change slightly from year to year. Overshoot: Global overshoot occurs when humanitys demand on nature exceeds the biospheres supply, or regenerative capacity. Such overshoot leads to a depletion of Earths life-supporting natural capital and a build-up of waste. At the global level, ecological deficit and overshoot are the same, since there is no net-import of resources to the planet. Local overshoot occurs when a local ecosystem is exploited more rapidly than it can renew itself. Land type: The Earths approximately 11.9 billion hectares of biologically productive land and water are categorized into five types of surface area: cropland, grazing land, forest, fishing ground, and built-up land. Also called area type. Ecological deficit/reserve: The difference between the biocapacity and Ecological Footprint of a region or country. An ecological deficit occurs when the Footprint of a population exceeds the biocapacity of the area available to that population. Conversely, an ecological reserve exists when the biocapacity of a region or country exceeds the Footprint of its population. If there is a regional or national ecological deficit, it means that the region or country is either importing biocapacity through trade, liquidating its own ecological assets, or emitting wastes into a global commons such as the atmosphere. In contrast, the global ecological deficit cannot be compensated through trade, and is equal to overshoot. Carbon Footprint: When used in Ecological Footprint studies, this term is synonymous with demand on CO2 area. The phrase Carbon Footprint has been picked up in the climate change debate. Several web-calculators use the phrase carbon Footprint. Many just calculate tonnes of carbon, or tonnes of carbon per Euro, rather than demand on bioproductive area. The Ecological Footprint encompasses the carbon Footprint, and captures the extent to which measures for reducing the carbon Footprint lead to increases in other Footprint components. Biological capacity, or biocapacity: The capacity of ecosystems to produce useful biological materials and to absorb waste materials generated by humans, using current management schemes and extraction technologies. Useful biological materials are defined as those used by the human economy. Hence what is considered useful can change from year to year (e.g. use of corn (maize) stover for cellulosic ethanol production would result in corn stover becoming a useful material, and thus increase the biocapacity of maize cropland). The biocapacity of an area is calculated by multiplying the actual physical area by the yield factor and the appropriate equivalence factor. Biocapacity is usually expressed in global hectares. Natural capital: Natural capital can be defined as all of the raw materials and natural cycles on Earth. Footprint analysis considers one key component, life-supporting natural capital, or ecological capital for short. This capital is defined as the stock of living ecological assets that yield goods and services on a continuous basis. Main functions include resource production (such as fish, timber or cereals), waste assimilation (such as CO2 absorption or sewage decomposition) and life-support services (such as UV protection, biodiversity, and water cleansing or climate stability). Refrences: ECOLOGICAL FOOTPRINT ATLAS 2009, Published 24th November 2009 by GLOBAL FOOTPRINT NETWORK, RESEARCH AND STANDARDS DEPARTMENT, Oakland, California, United States of America E C O L O G I C A L E C O N O M I C S 6 6 ( 2 0 0 8 ) 6 2 8 6 3 7, Sustainability of nations by indices: Comparative study between environmental sustainability index, ecological footprint and the energy performance indices http://www.myfootprint.org/en/take_action/reduce_your_footprint/ http://www.footprintnetwork.org/en/index.php

Grande Bretagne Hotel; External business environment

Grande Bretagne Hotel; External business environment Strategic concepts in tourism, hospitality and events Individual assignment: Grande Bretagne Hotel Athens; External business environment INTRODUCTION No company in the world is working standalone and in isolation. That’s even more emphasised in the tourism industry where the location of the tourism companies follows the location of the tourism product, the tourism destination. A hotel can not be located standalone in a no attractive tourism destination and expect success, it should be as close to the epicentre of the tourism happening and movement. The problem is, every tourism company wants that, and they all have to compete in the saturated, consistent market with each other and with the environment like a whole. In this assignment we will discuss the challenges and implications of the external environment applied to our hospitality organisation of a choice based on the selected theoretical model. Further evaluate the competitive environment using the Porter’s Five Forces Model with closing recommendation for the future of the business. BRIEF DESCRIPTION OF CHOSEN SUPPLIER For the purpose of this assignment we had chosen the New Hotel Athens. New Hotel Athens (formerly Olympic Palace Hotel), along with 4 other hotels, is a part of Yes Hotels chain, and they are part of the worldwide Design Hotel company with more than 250 independent hotels in over 50 countries worldwide. (http://corporate.designhotels.com/about_design_hotels) Situated in Plaka area in central Athens, New Hotel is a 79 room establishment designed by the Brazilian award winning design duo Fernando and Humberto Campana. The hotel also sports exquisite all-day bar-restaurant, New taste, and Workshop Floor, meeting space with teleconference facilities. IDENTIFICATION OF FACTORS ISSUES IN THE EXTERNAL ENVIRONMENT (MACRO ANALYSIS) Business environment refers to those factors of the surrounding of business enterprise which have influence on the functioning of a business. The business cannot control these aspects but can respond to change if needed. This is also call macro environemnt. (http://books.google.gr/books?id=nfADHVmJkTUCpg=PA3dq=external+business+environmenthl=ensa=Xei=jiJvVNnjHJP5asqEgvgLredir_esc=y#v=onepageq=external%20business%20environmentf=true) External business environment Economic conditions Economic conditions are global as well as national, and when there is a global financial crisis as in 2007, and the recent one, changes in the external environment can be dramatic. Positive economic condition of the nation have also positive effect on their spending habits. And opposite, when the nation is suffering financial hardship, the money that will be spent for recreation and holidays will be less. Indirectly, the negative economic condition increase the unemployment rate and the interest rate and taxations. New Hotel Athens, operates within the EU and Greek economic environment. Considering the not so positive economic condition of the country and the Euro zone generally, we can say irrefutable that it reflects negatively on the business. After a calamitous recession in which the economy shrank by 30%, government debt now stands at 174% of GDP and the budget deficit last year was almost 13% of GDP (The Economist 2014). This leaded to aggressive rise of the taxes, increased interest rate for bank loans and credits and overall increase cost of the raw materials and imports. In the table below we can see the country’s economic freedom index and few other economy related facts and figures like, the the freedom of corruption, fiscal freedom, business, labour and trade freedom etc. (The Heritage Foundation 2014) Greece, Economic Freedom index 2014 Source The Heritage Foundation Regardless of the present adverse condition in the country, there is a positive forecast for the future economy of the country from international and domestic experts. High government official also promised a new taxation roadmap that would be unveiled in the future, with the maximum income tax cut to 32 per cent from 42 per cent and the corporate tax rate reduced to 15 per cent from 26 per cent. (ABC News 2014) Market (competition) The market/competition is a constantly amending factor in the external environment of the business. Not only that new competitors arise and other disappear, but also the existing ones are changing and adapting their marketing strategies, product lines and prices. Often those changes are not evident so the businesses must be alerted to what their competitors are doing. Our hotel is one of the 23, exclusive 5 star hotels in the central area of Athens, excluding Piraeus and Glyfada (Greekhotels.com 2014), and one of the 176, 5 star hotels in the country. (Hellenic Chamber of Hotels 2006). In that saturated market are included as well the big international players like Starwood, Intercontinental, Hilton and other hotel chains with great influence on the market and provide fierce competitiveness. But New Hotel Athens diversificate in many ways from the competition, and their business model follows the fresh market trends providing a product for a niche tourism clients. Technology In the last half a century, one of the rapid change factors in the external environment and the constant pusher on the businesses and organisations has been the technological change. If the don’t react sufficiently quick to this change, they can face with the risk of losing market shares. The technological change don’t affects only on the design of the products, but as well on the delivery of service. In the example with our hotel, we must say that this external factor is taken into consideration seriously, and even used for competitive advantage. The property is recently renovated according to the latest standards and trends, with implemented computer controlled in house systems, offering free WiFi to the customers (unlike most of the 5 star hotels), and having great interactive web page and social networks presence. Climate change Climate change is an insidious threat because the pace of change may be recognisable only if considered on a decade-by-decade basis. The effect of climate change will not fall equally on all nations and all businesses. Businesses that depend directly on a good supply of water e.g. agriculture, field sports will be adversely effected if climate change results in reduced rainfall. However the flow on affect of drought will eventually work their way through to all businesses in the affected community. Legal The most common law changes that affect business include Workplace Health and Safety, Consumer Protection, Industrial Relation and Environmental Law. But most obvious change in law through legislation is the taxation. Sometimes the taxation changes occur fast and with little warning and there is not much time for the business to prepare. The New Hotel Athens guests are protected by the general Greek consumer protection law for all transactions you make while travelling in the country. As enterprise, the hotel is obliged to issue written receipts, that safeguards the consumer in the event of any claim or dispute with the enterprises. (VisitGreece 2014) Media The significant changes in the technology and the rise of the internet, reflected on the media as well and changed it from ground up. That affected deeper on the external business environment. The old channel for communication where suffocated, altered and brand new ones appeared. The businesses had to embrace this change and adapt to it as fast as possible. New Hotel Athens following the modern media trends, had build extensive online presence all over the internet (as a medium). And had gained significant positive feedback. For example Trip Advisor, according to the votes by the customers, had awarded this hotel with the â€Å"Travelers Choice Award† for 2014 and had ranked it as number 7 out of 324 hotels in Athens. Except the booking sites, New Hotel Athens heavily uses the social media for promotion and communication with the customers and the public. Political Just like law, changes in the general government policy can be well notified and discussed or changes without notice. Many organisations depends on the government financial assistance and if there is a change in the government policy, those funding can be reduced or to completely disappear. Also any political instability in the country, leads to destabilisation of the society and have repellent effect on the tourism. For example the recent political crisis in Greece and the rise of the radicalism had negative impact on the tourism as a whole. Some of the media even scared out the tourists with warnings of racist attacks (Hamilton Spectator 2012). Or the few cases when the strict immigrants policy mistreated few tourists by the police in Athens (BBC 2013). Demographic The population changes include increasing or decreasing of the population, change in the age group proportion, change in the ethnic diversity, change in the number of two-income families, number of marriages and geographic population distribution. All those changes affects the external environment of a business. Human resources, security and mentality wise. New Hotel Athens operates in quite diversive demographic environment that just adds to the colourfulness of the business. USING THEORETICAL MODELS TO SUPPORT THE DISCUSSION PORTERS 5 FORCES (MICRO ANALYSIS) Porter five forces analysis is a framework to analyze level of competition within an industry and business strategy development. It includes three forces from horizontal competition and two forces from vertical competition. Porter referred to these forces as the micro environment, to contrast it with the more general term macro environment (Porter 1980). The Porter’s Five Forces is a powerful and simple tool for understanding where the power lies in a business situation. Conventionally, the tool is used to identify whether new products, services or businesses have the potential to be profitable. However it can be very illuminating when used to understand the balance of power in other situations. Porter’s 5 Forces (Source Wikimedia) Supplier Power: The bargaining power of suppliers is also described as the market of inputs. Suppliers of components, raw materials, labor, and services to the firm can provide power over the firm when there are few or no substitutes. Suppliers may refuse to provide those supplies to the firm or charge high prices for the unique resources. Potential factors are: Supplier switching costs, supplier concentration, degree of differentiation, substitute, labor unions, supplier competition etc. New Hotel Athens, being part of the YES Hotels chat and part of Design Hotel chain, can maintain wide supply chain due to the dispersed suppliers connection of the sister companies and the mother company. If there is leak of supplies from one source, they can easily switch to other supplier connected to some of the other properties or globally with the mother company, Design Hotel Chain. From FB materials to technology. Though, thats not applicable to the suppliers who provide unique supplies to the hotels. Buyer Power: The bargaining power of customers, is described also as the market of outputs. It is the ability of customers to make a pressure over business, therefore to affects the customers sensitivity to price changes. The companies can take measures to reduce buyer power, such as introducing a loyalty program and promotions. If the buyer have many alternatives then his power is high and opposite. Potential factors for this are: buyer concentration, buyers switching costs, buyer information, substitute products, barganing leverage, buyers price sensitivity etc. Competitive Rivalry: For most of industries the intensity, competitive rivalry is the biggest determinant of the competitiveness of the industry. Potential factors includes: Innovation, advertising, competitive strategies, company concentration, degree of transparency etc. Threat of Substitution: The existence of different products that can satisfy the same need, can make the customers switch to alternatives. Potential factors here includes: the propensity to substitute, price performance of substitute, buyer switching costs, product differentiation, number of substitute products available, ease of substitution, quality depreciation etc. Threat of New Entry: Power is also influence by the ability of companies to enter the market. If it does not cost much time or money to enter the market and compete effectively, if there are few economies of scale in place, or if there is little protection of the key technologies, new competitors can quickly enter the market and weaken the existing business position.The following few factors can affect on how much new entrants can be a threat: existence of barriers to entry, government policy, capital requirements, absolute cost, economies of scale, product differentiation, brand equity, expected retaliation, access to distribution, customer loyalty, industry profitability etc. BASED ON THE ANALYSIS, FEW REALISTIC RECOMMENDATION FOR CHANGE Conducting macro and micro environmental analysis we can come up with some conclusion †¦

Essay --

On a very warm, muddy day in the forest of Nowhere, Rachel Springfoot bounded through the trees on her quick feet. She ran as fast as she could on top of the thick layer of moss that covered the forest floor. She sprinted past her favorite climbing tree, her many braids, large and small, streaming out behind her. She smelled the wet dirt and leaves of the forest. She stopped, out of breath, at the tallest tree of her quarter. She started to climb. Watching her climb was quite interesting because she just jumped and never stayed in one spot very long. She just bounced on different branches, often doing flips and tricks along the way. After only a minute or two she came to the top of the tree. The sun was just setting and there was a beautiful pink sky that made everything look orange. Far off on the horizon she saw five great big rock monsters waking from their slumber. She stared in awe at the giant creatures standing up and lumbering off in the opposite direction, toward the Icy Mountains. Rachel could barely see the tips of the black and white glaciers against the burning sun. It had only lasted for a moment, but she had seen what had been foretold. You see, everything in the forest of Nowhere revolves around prophecies. There is a prophecy for everything, including the lives of each youngling. The whole forest had a story and this is how it goes: Long ago there was a war between the Winters and the Summers and the Autumns and the Springs. they had been fighting for years, so far back that no one knows why. But there was a princess, daughter of the Spring King, who knew that something was not right. She was an Enchantress who knew the ways of spells and she sensed that there was magic involved so she explored. Soon after, ... ...llapsed down on the snow. It had been a week since Rachel had killed the giant and she was feeling much better. She had woken up on a very white bed in her tree house medical room with her mother tree’s face, a doctor and the boy of Spring. She had been rather shocked to hear the story but this is how it went. The voice she had heard was Mother Tree’s and she had still been asleep when she started to glow and the rock giant had been overpowered by her light and he fell and died. Only minutes after, the doctor and the boy of Spring, Ray, had come to bring her home. She had a couple of bad bruises but that was it. Now mother tree’s spirit came over to her bed side. â€Å"Rachel,† she said softly †you control the forest, you are the life of not only your quarter but the whole forest.† â€Å"What?† Rachel asked. mother replied â€Å"The Forest of Nowhere is depending on you†

Sleep Essay -- Sleeping Health Sleep Essays

Sleep â€Å"The worst thing in the world is to try to sleep and not to, then forcing oneself to stay awake for days on end must surely come a close second.† -  Ã‚  Ã‚  Ã‚  Ã‚  F Scott Fitzgerald We spend one third of our lives doing it, and yet, some of us never seem to be able to get enough. People all over the world don’t receive enough sleep whether it’s from a medical condition like narcolepsy, or simply not having enough time in a day. The effects of getting a good night’s rest are essential and signs of sleep depravation are not as hard to spot as one may think. Sleep can be compared to quicksand, ignore it and you’ll find yourself trapped. It will take over you’re body and if you try to fight it, the more it wins. The effects of not receiving enough sleep are not uncommon. Sleep depravation has been used throughout history and is common as a form of torture in many POW camps (Victims of Sleep Depravation). Countries, including the United States have used this method to extract information from prisoners. It leaves no physical markings but its psychological effects can be very harmful. Victims will literally go crazy. Those who have gone through it say that no sleep is even worse than starvation. The number of people who suffer from a lack of sleep is growing. This is largely contributed to the increased popularity of late night TV and use of the internet. How many of us can honestly say that we turned the television off in the middle of our favorite show so that we may go to bed at a reasonable hour? While driving a lack of sleep can be just as harmful, if not more, than driving while drunk.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"We had three of our grandchildren in the back seat. They were singing and the radio was blasting and he went off the road. He said he was all right. I was going to drive, but he said I’m fine, I’m fine. The next day I called the doctor.† (Sleep Apnea) Almost half of Americans drive while drowsy. One out of every five drivers actually had to pull over and take a nap. Compared to alcohol, which only slows you’re reflexes, driving while drowsy makes the driver completely unaware of his or her surroundings. This can be extremely dangerous for motorists especially truckers, who more often than not, drive late into the night. (Drowsiness on motorists) Adults are not the only ones effected by a lack of sleep. A one-year-old baby will sleep 16 out of the 24 ... ...p Apnea. 2 February 2004. http://www.sleepnet.com/sleepapnea.html. Narcolepsy Information. 2 February 2004. http://www.sleepnet.com/narcolepsy.html. Don’t Go To Bed Yet. 2 February 2004.   Ã‚  Ã‚  Ã‚  Ã‚  http://www.sleepfoundation.org/publications/travel.cfm. Amphetamines. 23 February 2004.   Ã‚  Ã‚  Ã‚  Ã‚  http://corp.aadac.com/drugs/beyond/amphetamines.asp. Got Caffeine? 23 February 2004. http://www.sleepfoundation.org/caffeine.cfm. Study Confirms Sleep Essential for Creativity. 2 March 2004.   Ã‚  Ã‚  Ã‚  Ã‚  http://www.cnn.com/2004/HEALTH/01/21/sleep.creativity.ap/ Depressants. 10 March 2004. http://www.usdoj.gov/dea/concern/depressants.html Night Fever. 10 March 2004.  Ã‚  Ã‚  Ã‚  Ã‚  http://www.guardian.co.uk/life/feature/story/0,13026,1117085,00.html The Real Victims of sleep Depravation. 10 March 2004.  Ã‚  Ã‚  Ã‚  Ã‚  http://news.bbc.co.uk/1/hi/magazine/3376951.stm Insomnia. 10 March 2004.  Ã‚  Ã‚  Ã‚  Ã‚  http://yalenewhavenhealth.org/Library/HealthGuide/IllnessConditions/topic.asp?hwid=uh1001 Kunz, Jeffrey, and Asher Finkel, ed. The American Medical Association Family   Ã‚  Ã‚  Ã‚  Ã‚  Medical Guide. New York: Random House, Inc. 1987. Stern, Jack, David Carroll. The Home Medical Handbook. New York: David Carroll,   Ã‚  Ã‚  Ã‚  Ã‚  1987. Sleep Essay -- Sleeping Health Sleep Essays Sleep â€Å"The worst thing in the world is to try to sleep and not to, then forcing oneself to stay awake for days on end must surely come a close second.† -  Ã‚  Ã‚  Ã‚  Ã‚  F Scott Fitzgerald We spend one third of our lives doing it, and yet, some of us never seem to be able to get enough. People all over the world don’t receive enough sleep whether it’s from a medical condition like narcolepsy, or simply not having enough time in a day. The effects of getting a good night’s rest are essential and signs of sleep depravation are not as hard to spot as one may think. Sleep can be compared to quicksand, ignore it and you’ll find yourself trapped. It will take over you’re body and if you try to fight it, the more it wins. The effects of not receiving enough sleep are not uncommon. Sleep depravation has been used throughout history and is common as a form of torture in many POW camps (Victims of Sleep Depravation). Countries, including the United States have used this method to extract information from prisoners. It leaves no physical markings but its psychological effects can be very harmful. Victims will literally go crazy. Those who have gone through it say that no sleep is even worse than starvation. The number of people who suffer from a lack of sleep is growing. This is largely contributed to the increased popularity of late night TV and use of the internet. How many of us can honestly say that we turned the television off in the middle of our favorite show so that we may go to bed at a reasonable hour? While driving a lack of sleep can be just as harmful, if not more, than driving while drunk.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"We had three of our grandchildren in the back seat. They were singing and the radio was blasting and he went off the road. He said he was all right. I was going to drive, but he said I’m fine, I’m fine. The next day I called the doctor.† (Sleep Apnea) Almost half of Americans drive while drowsy. One out of every five drivers actually had to pull over and take a nap. Compared to alcohol, which only slows you’re reflexes, driving while drowsy makes the driver completely unaware of his or her surroundings. This can be extremely dangerous for motorists especially truckers, who more often than not, drive late into the night. (Drowsiness on motorists) Adults are not the only ones effected by a lack of sleep. A one-year-old baby will sleep 16 out of the 24 ... ...p Apnea. 2 February 2004. http://www.sleepnet.com/sleepapnea.html. Narcolepsy Information. 2 February 2004. http://www.sleepnet.com/narcolepsy.html. Don’t Go To Bed Yet. 2 February 2004.   Ã‚  Ã‚  Ã‚  Ã‚  http://www.sleepfoundation.org/publications/travel.cfm. Amphetamines. 23 February 2004.   Ã‚  Ã‚  Ã‚  Ã‚  http://corp.aadac.com/drugs/beyond/amphetamines.asp. Got Caffeine? 23 February 2004. http://www.sleepfoundation.org/caffeine.cfm. Study Confirms Sleep Essential for Creativity. 2 March 2004.   Ã‚  Ã‚  Ã‚  Ã‚  http://www.cnn.com/2004/HEALTH/01/21/sleep.creativity.ap/ Depressants. 10 March 2004. http://www.usdoj.gov/dea/concern/depressants.html Night Fever. 10 March 2004.  Ã‚  Ã‚  Ã‚  Ã‚  http://www.guardian.co.uk/life/feature/story/0,13026,1117085,00.html The Real Victims of sleep Depravation. 10 March 2004.  Ã‚  Ã‚  Ã‚  Ã‚  http://news.bbc.co.uk/1/hi/magazine/3376951.stm Insomnia. 10 March 2004.  Ã‚  Ã‚  Ã‚  Ã‚  http://yalenewhavenhealth.org/Library/HealthGuide/IllnessConditions/topic.asp?hwid=uh1001 Kunz, Jeffrey, and Asher Finkel, ed. The American Medical Association Family   Ã‚  Ã‚  Ã‚  Ã‚  Medical Guide. New York: Random House, Inc. 1987. Stern, Jack, David Carroll. The Home Medical Handbook. New York: David Carroll,   Ã‚  Ã‚  Ã‚  Ã‚  1987.

Rastra Bank

Deposit/Credit of Commercial Banks (2001 – 2012) 1000 900 800 700 600 500 400 300 200 100 0 2001 2002 2003 2004 2005 2006 2007 Credit Rs. in billion 2008 2009 2010 2011 2012 Deposit BANKING AND FINANCIAL STATISTICS MID JULY, 2012 NO. 58 NEPAL RASTRA BANK BANK & FINANCIAL INSTITUTION REGULATION DEPARTMENT STATISTICS DIVISIONCONTENTS Explanatory Notes Highlights on Performance of Banks and Non-Bank Financial Institutions List of Tables Class ‘A' – Commercial Banks 1 Financial System at a Glance 2 Major Indicators of Commercial Bank 3 Statement of Assets & Liabilities of Commercial Bank (Aggregate) 4 Some Ratios of Commercial Banks 5 Capital fund to Risk Weighted Assets of Commercial Banks 6 Non Performing Loan Status of Commercial Banks 7 Statement of Assets & Liabilities of Nepal Bank Ltd. 8 Statement of Assets & Liabilities of Rastriya Banijya Bank 9 Statement of Assets & Liabilities of NABIL Bank Ltd. 0 Statement of Assets & Liabilities of Nepal Investment Bank L td. 11 Statement of Assets & Liabilities of Standard Chartered Bank Nepal Ltd. 12 Statement of Assets & Liabilities of Himalayan Bank Ltd. 13 Statement of Assets & Liabilities of Nepal SBI Bank Ltd. 14 Statement of Assets & Liabilities of Nepal Bangladesh Bank Ltd. 15 Statement of Assets & Liabilities of Everest Bank Ltd. 16 Statement of Assets & Liabilities of Bank of Kathmandu Ltd. 17 Statement of Assets & Liabilities of Nepal Credit & Commercial Bank Ltd. 19 Statement of Assets & Liabilities of Nepal Industrial & Commercial Bank Ltd. 8 Statement of Assets & Liabilities of Lumbini Bank Ltd. 20 Statement of Assets & Liabilities of Machhapuchhre Bank Ltd. 21 Statement of Assets & Liabilities of Kumari Bank Ltd. 22 Statement of Assets & Liabilities of Laxmi Bank Ltd. 23 Statement of Assets & Liabilities of Siddhartha Bank Ltd. 24 Statement of Assets & Liabilities of Agricultural Development Bank Ltd. 25 Statement of Assets & Liabilities of Global Bank Ltd. 26 Statement of Assets & Li abilities of Citizens Bank International Ltd. 27 Statement of Assets & Liabilities of Prime Commercial Bank Ltd. 29 Statement of Assets & Liabilities of Bank of Asia Nepal Ltd. 8 Statement of Assets & Liabilities of Sunrise Bank Ltd. 30 Statement of Assets & Liabilities of Development Credit Bank Ltd. 31 Statement of Assets & Liabilities of NMB Bank Ltd. 32 Statement of Assets & Liabilities of Kist Bank Ltd. 33 Statement of Assets & Liabilities of Janata Bank Nepal Ltd. 34 Statement of Assets & Liabilities of Mega Bank Nepal Ltd. 35 Statement of Assets & Liabilities of Commerz and Trust Bank Nepal Ltd. 36 Statement of Assets & Liabilities of Civil Bank Ltd. 37 Statement of Assets & Liabilities of Century Commercial Bank Ltd. 38 Statement of Assets & Liabilities of Sanima Bank Ltd. 9 Profit & Loss Account of Commercial Banks 40 Sector wise Loan and Advances of Commercial Banks 41 Product wise Loan and Advances of Commercial Banks 42 Deprived Sector Loan Statement of Commercial Banks 43 List of Class ‘A' Licensed Financial Institutions (Commercial Banks) 44 Branches of Commercial Banks Class ‘B' – Development Banks 45 Statement of Assets & Liabilities of Development Bank (Aggregate) 46 Statement of Assets & Liabilities of Development Banks 47 Sector wise Outstanding Credits of Development Banks 48 Non Performing Loan Status of Development Banks 49 List of Class ‘B' Licensed Financial Institutions (Development Banks) Class ‘C' – Finance Companies 50Statement of Assets & Liabilities of Finance Companies (Aggregate) 51 Statement of Assets & Liabilities of Finance Companies 52 Sector wise Outstanding Credits of Finance Companies 53 NPL Status of Finance Companies 54 List of Class ‘C' Licensed Financial Institutions (Finance Companies) Class ‘D' – Rural Development Banks, Micro Credit Development Banks 55 Statement of Assets & Liabilities of MFDB & RDB (Aggregate) 56 Statement of Assets & Liabilities of MFDB & RDB Page No. 1 2 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 54 55 56 57 58 63 65 66 70 71 75 77 78 79 80 Explanatory Notes 1. This issue of â€Å"Banking and Financial Statistics, Mid-July 2012, Issue No. 58† contains statistical information of NRB licensed Banks and Non-bank Financial Institutions. 2. This bulletin consists of 56 tables and a brief explanation on performance of NRB licensed banks and financial institutions. 3.The figures published in this bulletin are based on the actual monthly and quarterly returns of the banks and non-bank financial institutions. 4. Efforts have been made to present current data for mid-July 2012. 5. Blank space in the heading and sub heading indicates the not availability of data or nil in transaction. 6. Because of subsequent revisions, differences with previously published figures are at times unavoidable. 7. The totals in the tables may not exactly tally w ith the sum of the constituent items due to rounding of the figures. 8. The following months of the Gregorian Calendar year are the approximate equivalent of the months of the Nepalese Calendar Year:Gregorian Month Mid-Apr/Mid-May Mid-May/Mid-June Mid-June/Mid-July Mid-July/Mid-Aug Mid-Aug /Mid-Sept Mid-Sept/Mid-Oct Mid-Oct/Mid-Nov Mid-Nov/Mid-Dec Mid-Dec/Mid-Jan Mid-Jan/Mid-Feb Mid-Feb/Mid-Mar Mid-Mar/Mid-Apr Nepalese Month Baisakh Jeth Asar Saun Bhadau Asoj Kattik Mangsir Pus Magh Fagun Chait 9. It is expected that this publication will be of immense use to the researchers and all concerned people in the field of banking, management, economics and statistics. 1 Highlights on Performance of Banks and Non-Bank Financial Institutions Financial Sector at a Glance 1. The history of financial system of Nepal was begun in 1937 with the establishment of the Nepal Bank Ltd. as the first commercial bank of Nepal with the joint ownership of government and general public.Nepal Rastra Bank was established after 19 years since the establishment of the first commercial bank. A decade after the establishment of NRB, Rastriya Banijya Bank, a commercial bank under the ownership of Government Nepal was established. 2. In the context of banking development, the 1980s saw a major structural change in financial sector policies, regulations and institutional developments. Government emphasized the role of the private sector for the investment in the financial sector. With the adoption of the financial sector liberalization by the government in 80's opened the door for foreign Banks to open Joint venture Banks in Nepal. As a result, various banking and non-banking financial institutions have come into existence.Nabil Bank Limited, the first foreign joint venture bank of Nepal, started operations in July 1984. During two decades, Nepal witnessed tremendous increment in number of financial institutions. Nepalese banking system has now a wide geographic reach and institutional diversi fication. Consequently, by the end of mid – July 2012, altogether 265 banks and non- bank financial institutions licensed by NRB are in operation. Out of them, 32 are â€Å"A† class commercial banks, 88 â€Å"B† class development banks, 69 â€Å"C† class finance companies, 24 â€Å"D† class micro-credit development banks, 16 saving and credit co-operatives and 36 NGOs. In mid- July 2011, the commercial banks branches reached to 1425 with the population of nineteen thousand per branch.Present development of financial institutions in Nepal is reflected in table below. Growth of Financial Institutions 3. Types of Financial Institutions Commercial Banks Development Banks Finance Companies Micro-finance Development Banks Saving & Credit 6 19 20 1985 3 2 1990 5 2 1995 10 3 21 4 2000 13 7 45 7 2005 17 26 60 11 Mid – July 2006 18 28 70 11 2007 20 38 74 12 2008 25 58 78 12 2009 26 63 77 15 2010 27 79 79 18 2011 31 87 79 21 2012 32 88 69 24 Co-operati ves Limited Activities) NGOs (Financial 7 5 7 44 98 47 181 47 193 47 208 46 235 45 242 45 263 38 272 36 265 Banking 19 17 16 16 15 16 16 Intermediaries) Total 2 4. As of Mid – July 2012, Commercial Bank group occupied 77. percent of total assets/liabilities followed by Development Banks 12. 4 percent, Finance Companies 8. 2 percent and Micro-finance Development Bank 2. 2 percent. In Mid – July 2011, the respective shares were 75. 3, 12. 0, 10. 9 and 1. 8 percent respectively as presented in Table 1. Figure 1 Total Assets/Liabilities Structure Finance Companies 8. 2% MFDB & RDB 2. 2% Dev. Banks 12. 4% Commercial Banks 77. 3% 5. The composition of the total liabilities shows as usual, deposit held dominant share of 78. 0 percent followed by other Liabilities 11. 0 percent Capital fund by 8. 5 percent and borrowings by 2. 5 percent respectively in Mid – July 2012.Likewise in the assets side, loan and advances accounted the largest share of 58. 5 percent followed by investments 15. 2 percent, liquid fund 17. 5 percent and others 8. 8 percent in the same period as shown in figure below. Figure 2 Compositions of Assets/Liabilities of Financial System as on Mid-July, 2012 Assets Composition of Financial System Liquid Funds 17. 5% Liabilities composition of Financial System Borrowings 2. 5% Others 8. 8% Others 11. 0% Inves tmen t 15. 2% Figure 2 (a) Loa ns & Advances 58. 5% Ca pital Fund 8. 5% Deposit 78. 0% Figure 2 (b) 6. Commercial Banks held dominant share on the major balance sheet components of financial system.Of the total deposits Rs. 1076,629 million in Mid – July 2012, the commercial banks occupied 80. 6 percent. Similarly, development banks held 11. 8 percent, finance companies 7. 1 percent and micro finance development banks 0. 5 percent. Likewise, on the loans and advances the share of commercial banks stood 3 at 77. 1 percent, development banks 12. 5 percent, finance companies 8. 3 percent and micro finance development banks 2 . 2 percent in Mid – July 2012. In the same year the share of commercial banks in the borrowings, liquid funds and investments constitute 45. 1 percent, 66. 9 percent and 86. 3 percent respectively as reflected in Table 1. 7.The capital fund, one of the components of liabilities, witnessed growth of 11. 4 percent and reached to Rs. 117,980 million in Mid – July 2012 from Rs. 105,816 million in mid July 2011. The borrowings decreased significantly by 26. 9 percent while deposit and other liabilities increased by 23. 2 percent, 16. 7 percent respectively compared to Mid – July 2011. Similarly loans and advances, the major component of assets increased by 12. 3 percent and reached to Rs. 807,579 million in Mid – July 2012 from Rs. 718,674 million in mid July 2011. Likewise investment increased by 28. 9 percent while liquid fund witnessed significant growth of 59. 9 percent in Mid – July 2012 compared to the previous period as shown in Table 1.Growth o f Major Balance-Sheet Indicators (%) Mid- July Particulars 2001 Capital Fund 26. 56 2002 43. 97 2003 26. 56 2004 -107. 36 2005 -516. 43 2006 17. 90 2007 192. 50 2008 273. 5 2009 104. 36 2010 46. 66 2011 36. 9 2012 11. 4 Borrowings Deposits Liquid Funds Investment 21. 95 16. 20 40. 59 3. 96 -5. 90 43. 36 11. 51 -20. 59 31. 00 12. 46 13. 12 22. 08 8. 64 23. 77 9. 81 -14. 32 18. 95 34. 61 15. 42 4. 23 33. 76 22. 32 19. 28 21. 66 14. 53 17. 55 30. 10 68. 64 18. 11 12. 73 32. 55 45. 18 17. 46 7. 51 16. 83 7. 34 4. 53 23. 8 10. 8 -0. 8 10. 2 -26. 9 23. 2 59. 9 28. 9 Loans & Advances 15. 94 19. 54 11. 35 11. 67 13. 38 10. 22 26. 55 34. 27 30. 70 21. 32 15. 8 12. 3 Commercial Banks 8.The number of commercial bank branches operating in the country increased to 1425 in Mid – July 2012 from 1245 in mid July 2011. Among the total bank branches, 49. 7 percent bank branches are concentrated in the central region followed by Western 17. 9 percent, Eastern 17. 8 Mid Western 8. 4 percent and Far Western 5. 9 percent respectively as presented in Table 44. 9. The total assets of commercial banks increased by 21. 5 percent compared to increment of 11. 6 percent in the previous year. By the end of this fiscal year, the total assets of commercial banking sector reached to Rs. 1067,096 million from Rs 878,364 million in the last period as shown in Table 3. 10.The share of loans and advances to total assets remained 58. 3 percent in Mid – July 2012. Similarly, share of investment and liquid funds to total assets registered 17. 0 percent and 15. 2 percent respectively as represented in Table 3. 4 11. The composition of liabilities of commercial banks shows that, the deposit has occupied the dominant share of 81. 3 percent followed by others 10. 0 percent capital fund 7. 2 percent and Borrowings 1. 5 percent in the Mid – July 2012 as reflected in Table 3. Figure 3 Compositions of Assets/Liabilities of Commercial Banks as on Mid- July 2012 Assets Composition of Comm ercial Banks Liquid Funds 15. 2% Others 10. 0% Liabilities Composition of Commercial BanksCapital fund 7. 2% Borrowings 1. 5% Investments 17. 0% Other Assets 9. 5% Figure 3 (a) Loan & Advances 58. 3% Deposit 81. 3% Figure 3 (b) 12. In the Mid – July 2012, the loans and advances increased by 17. 9 percent compare to 12. 4 percent in Mid July 2011. By the end of Mid – July 2012, the total outstanding amount of loans and advances including Bills Purchase and Loan against Collected Bills of commercial banks reached to Rs. 622,575 million. It was Rs. 528,023 million in Mid – July 2011 as shown in Table 3. 13. The total investment including share & other investment of commercial banks in Mid – July 2012 increased by 21. 2 percent and reached to Rs. 81,273 million from Rs. 149,557 million in Mid – July 2012. Similarly liquid fund increased significantly by 65. 0 percent and amounted to Rs. 161,785 million in Mid July 2012 as shown in Table 3. 14. In the M id – July 2012, total deposit of commercial bank increased by 26. 2 percent compare to 9. 0 percent growth in the Mid – July 2011. As of Mid – July 2012, it reached to Rs. 867,978 million from Rs 687,588 million in the Mid – July 2011. Among the component of deposit, current deposit increased by 18. 1 percent compared to 2 percent of decrement in last year. Similarly, saving & fixed deposit increased by 31. 8 percent and 17. 8 percent as shown in Table 3. 15.The Saving deposit comprises the major share in total deposit followed by fixed deposit, call deposit and current deposit. As of Mid – July 2012, the proportion of saving, fixed and calls & current deposits are 35. 1 percent, 34. 4 percent, 18. 6 and 10. 7 percent respectively as reflected in Table 3. Figure 4 Deposit Composition of Commercial Banks Call 18. 6% Others 1. 1% Current 10. 7% Savings 35. 1% Fixed 34. 4% 5 16. In the Mid – July 2012, the borrowing decreased by 37. 6 percent c ompared to increment of 25. 6 percent in the previous year. By the end of Mid – July 2012, it reached to Rs. 15, 507 million from Rs. 24,853 million in the Mid – July 2011 as reflected in Table 3. 17.Capital fund of commercial banks increased by 30. 6 percent compared to previous year and reached to Rs. 77,143 million in Mid – July 2012. It was Rs. 59,064 million in Mid – July 2011 as presented in Table 3. 18. Out of the Rs. 622,575 million outstanding sector wise credits in Mid – July 2012, the largest proportion of the loans and advances is occupied by manufacturing sector. The share of this sector is 23. 1 percent followed by wholesale & retailers 20. 5 percent, other sector 11. 1 percent, finance, insurance & real estate by 10. 0 percent and construction 9. 8 percent. Similarly, transportation, communication & public services comprise 4. 0 percent, consumable loan by 6. percent, other service industries by 4. 9 percent and agriculture by 3. 7 p ercent in the same period as represented in Table 40. 19. The outstanding of deprived sector credit of commercial banks in the Mid – July 2012 by the end of Mid – July reached to Rs. 24,150 million as presented in Table 42. The ratio of deprived sector credit to total outstanding of product wise loans and advances stood at 3. 8 percent in the current period. Last year it was 3. 6 percent. 20. In Mid – July 2012, the credit to deposit ratio of the commercial banks reached to 71. 7 percent compared to 76. 8 percent in Mid – July 2010 as presented in Table 3. Figure 5 21.The non-performing loan of commercial banks decreased to 2. 6 percent in Mid – July 2012 from 3. 2 percent in the Mid – July 2011. The total amount of NPA in Mid –July 2012 reached to Rs. 16,325 million from Rs. 16,872 million in the Mid – July 2011 as reflected in Table 6. 6 Development Banks 22. The total number of development banks increased to 88 in Mid â€⠀œ July 2012 from 87 in Mid – July 2011. Out of them, 19 are national level and rests are district level development banks. 23. The total assets/liabilities of development banks increased by 22. 3 percent and reached to Rs. 170,894 million in the Mid – July 2012 from Rs. 139,736 million in Mid – July 2011.The entry of new development banks along with business expansion resulted to increase in the total assets and liabilities. 24. Among the component of liabilities, deposit constituted 74. 5 percent followed by capital fund 13. 3 percent borrowing by 0. 7 percent and others by 11. 5 percent in Mid – July 2012. In the previous year the respective share of deposit, capital fund and borrowing were 69. 3 percent, 16. 1 percent and 3. 4 percent. On the assets side, loans and advances constituted 58. 9 percent, liquid funds 27. 7 percent and investment 3. 0 percent in Mid – July 2012. The respective shares were 63. 7 percent, 21. 0 percent and 4. 2 percen t respectively in Mid –July 2011 as reflected in Table 45.Figure 6 Compositions of Assets/Liabilities of Dev. Bank as on Mid-July, 2012 Figure 6(a) Figure 6(b) 25. In total deposit of Development Bank in 2012, Saving deposit comprises the major share 47. 9 percent in total deposit followed by Fixed deposit of 29. 4 percent , Call deposit 20. 0 percent , Current deposit 2. 1 percent and others 0. 7 percent. As of Mid – July 2011, the proportion of saving, fixed, and call & current deposits were 44. 3 percent, 32. 2 percent, 21. 1 and 1. 9 percent respectively as reflected in Table 45. Figure 7 7 26. During the period of current fiscal year, the deposit collection of Development Banks increased by 31. percent and reached to Rs. 127,300 million in Mid – July 2012 from Rs. 96,887 million. Deposit in previous year had increased by 25. 9 percent. Similarly capital fund increased by 0. 8 percent and reached to Rs. 22,702 million. In the same period borrowings decreased significantly by 74. 6 percent and reached to Rs. 1,193 million in Mid – July 2012 from 4,700 million in previous year. The increment of capital fund and borrowings were 46. 9 percent and 5. 8 percent in Mid – July 2011. Figure 8 27. The average proportion of non-performing loan to total outstanding loan of development banks reached to 4. 9 percent in Mid – July 2012 from 4. 2 percent in Mid – July 2011.Total amount of NPL as end of Mid July 2012 is Rs. 10,062 million as presented in Table 48. 8 Finance Companies 28. The total number of finance companies remained to 69 in Mid – July 2012. During this period the following finances went into merger. S. No Name Merge into 1 2 3 4 5 6 7 Universal Finance Shikhar Finance Swastik Merchant Finance Suryadarshan Finance Standard Finance IME Finance Lord Buddha Finance Business Development Bank Kasthamandap Development Bank Infrastructure Development Bank Annapurna Bikash Bank Machapuchhre Bank Global Bank Global Bank During the period Annapurna Finance upgraded to Development bank and started operation as Kailash Development Bank. 29.The decrement in number of Finance Companies resulted the total assets/liabilities of the finance companies to shrink by 10. 7 percent in Mid -July 2012 and reached to Rs. 112,973 million from 126,617 million in Mid – July 2012 as presented in Table 50. Among the total liabilities deposits held the largest share of 67. 4 percent followed by capital fund 13. 6 percent, others 18. 1 percent and borrowings 1. 0 percent. The respective share of deposit, capital fund and borrowing were 67. 5 percent, 17. 2 percent and 11. 7 percent in the previous year. On the assets side, loan and advances held 59. 0 percent of total assets followed by liquid funds 23. 8 percent, investments 3. 1 percent and others 14. percent in Mid – July 2012 as presented in Table 50. The respective share of loan & advances, liquid funds and investments were 68. 7 percent, 1 6. 2 percent and 4. 5 percent in Mid July 2011. Figure 9 Compositions of Assets/Liabilities of Finance Companies as on Mid-July, 2012 Figure 9(a) Figure 9(a) Figure 9(b) Figure 9(b) 9 30. The total deposit mobilization by the finance companies in the current fiscal year decreased 10. 9 by percent in Mid – July 2012 and reached to Rs. 76,116 million from Rs. 85,477 million. Similarly, capital fund decreased by 29. 7 percent and reached to 15,318 Rs. million from Rs. 21,818 million. Likewise, borrowing decreased by 75. percent and reached to Rs. 1,106 million from Rs. 4,506 million in Mid – July 2012 as reflected in Table 50. 31. In the Mid – July 2012, liquid fund decreased by 31. 0 percent and reached to Rs. 26,884 million from Rs. 20,511 million Mid – July 2011. Likewise, loan & advances declined by 23. 4 percent. The growth was 28. 5 percent in Mid – July 2011. The total outstanding amount of loan and advances including Bills purchased and loan a gainst collected bills reached to Rs. 66,644 million in Mid – July 2012 from Rs. 87,032 million in Mid – July 2011. Likewise, the investment including Share & other investment decreased by 38. 4 percent and reached to Rs. ,529 million in Mid – July 2012. The increment was 29. 3 percent in Mid – July 2011. 32. Credit deposit ratio of finance companies reached to 87. 5 percent in Mid – July 2012 from 101. 8 percent in the Mid – July 2011. Figure 10 33. The average proportion of non-performing loan to total outstanding loan of Finance Companies reached to 10. 7 percent in Mid – July 2012 and reached to Rs. 7,145 million as presented in Table 53 . The ratio was 5. 4 percent and amount of Rs. 4,729 million in the Mid – July 2011. 10 Micro Finance Development Banks & Rural Development Banks 34. Currently there are 24 ‘D' class rural & micro finance development banks in the country.Out of them five are regional level rural devel opment banks and remaining are micro finance development banks. 35. In Mid – July 2012, the total assets/liabilities of micro finance development banks increased by 39. 6 percent compared to increment of 13. 6 percent in the Mid – July 2011. In Mid – July 2012, the total assets/liabilities of these banks reached to Rs. 30,007million from Rs. 21,496 million in Mid – July 2011 as presented in Table 55. Figure 11 36. As of Mid – July 2012 the total outstanding loan and advances of micro finance development banks increased by 21. 0 percent and reached to Rs. 17,738 million from Rs. 14,650 million in Mid – July 2011 as reflected in Table 55. Cooperatives and NGOs 37.The number of financial cooperatives licensed by NRB to conduct limited banking activities and number of NGOs are 16 and 36 respectively in Mid – July 2012. Due to unavailability of current data, the statistical information of cooperatives and NGOs are not included in this bull etin. 11 Table No. 1 Financial System at a Glance (Rs in Million) Mid – July 2001 1 Capital Fund Commercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 2 Borrowing Commercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 3 Deposits Commercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 4 Other Liabilities Commercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 5 Liquid FundCommercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 6 Investment Commercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 7 Loans and Advances Commercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 8 Other Assets Commercial Banks Development Banks Finance Companies Micro Finance Development Banks Others 9 Total Assets / Liabilities Commercial Banks Develo pment Banks Finance Companies MFDB & RDB Others 91. 8% 1. 7% 5. 8% 0. 7% 87. 4% 6. 0% 5. 9% 0. 7% 1. 0% 0. 9% 0. 7% 88. 0% 2. 3% 8. 8% 0. 5% 76. 3% 14. 7% 8. 1% 0. 6% 27398. 5 92. 9% 1. 8% 4. 6% 0. 8% 39279. 7 87. 1% 8. 3% 4. 1% 58587. 3 94. 9% 1. 0% 3. 5% 55133. 5 90. 6% 3. 4% 5. 2% 0. 7% 0. 8% 92. 1% 1. 3% 5. 9% 90. 3% 2. 4% 6. 6% 1. 9% 1. 6% 10993. 5 74. 9% 5. 7% 17. 5% 2002 15827. 2 64. 5% 17. 2% 16. 8% 2003 20031. 0 59. 0% 20. 6% 16. 0% 3. 1% 1. 4% 11650. 9 27. 2% 50. 5% 1. 2% 20. 5% 0. 6% 197325. 6 205135. 3 228736. 4 89. 1% 2. 8% 7. 2% 0. 3% 0. 5% 96632. 6 89. 7% 6. 8% 2. 3% 0. 7% 0. 4% 43782. 0 87. 0% 5. 6% 5. 9% 0. 8% 0. % 51457. 9 88. 2% 6. 7% 4. 6% 2. 0% 0. 5% 75. 4% 14. 9% 8. 8% 1. 5% 0. 9% 96691. 9 100. 8% -4. 4% 2. 7% 0. 3% 0. 6% 273946. 2 314567. 1 357050. 9 85. 6% 7. 5% 6. 2% 1. 2% 0. 7% 124048. 9 148290. 7 165119. 1 2004 (1474. 3) -692. 0% 282. 0% 247. 8% 45. 3% 16. 9% 13102. 9 23. 1% 45. 5% 10. 0% 21. 1% 0. 3% 258742. 3 90. 4% 1. 5% 7. 5% 0. 3% 0. 3% 117061. 3 89. 4% 7. 1% 2. 4% 0. 7% 0. 3% 53448. 8 86. 3% 4. 1% 8. 2% 0. 9% 0. 5% 55903. 1 88. 8% 6. 3% 4. 5% 2. 2% 0. 3% 184389. 1 75. 9% 13. 8% 9. 5% 1. 5% 0. 7% 93691. 2 101. 7% -5. 5% 2. 9% 0. 3% 0. 5% 387432. 2 87. 7% 4. 7% 7. 0% 1. 3% 0. 6% 2005 (9088. 1) -210. 5% 52. 2% 46. 8% 8. 1% 3. 4% 16217. 6 42. % 27. 7% 6. 1% 21. 0% 3. 0% 88. 8% 2. 4% 7. 9% 0. 3% 0. 6% 93. 4% 4. 0% 1. 6% 0. 8% 0. 3% 45792. 5 83. 8% 4. 9% 8. 5% 1. 4% 1. 3% 66499. 1 90. 5% 3. 0% 3. 6% 2. 3% 0. 6% 78. 3% 9. 2% 10. 2% 1. 7% 0. 7% 97. 2% 0. 0% 1. 9% 0. 4% 0. 4% 86. 7% 4. 9% 6. 4% 1. 3% 0. 7% 2006 (7461. 5) -237. 8% 63. 9% 57. 8% 11. 1% 5. 0% 21830. 3 43. 6% 23. 9% 5. 3% 24. 4% 2. 8% 88. 8% 1. 8% 8. 3% 0. 3% 0. 8% 89. 0% 6. 5% 3. 7% 0. 7% 0. 1% 47728. 1 81. 4% 3. 3% 11. 3% 2. 8% 1. 3% 88959. 6 92. 4% 2. 4% 3. 1% 1. 9% 0. 2% 76. 7% 8. 7% 11. 8% 1. 9% 0. 9% 94. 3% 1. 9% 2. 6% 0. 6% 0. 6% 84. 7% 5. 2% 7. 7% 1. 6% 0. 7% 2007 6901. 7 -60. 1% 58. 8% 78. 0% 16. 2% 7. 1% 26703. 7 47. % 8. 4% 13. 0% 26. 0% 4. 9% 391152. 6 86. 3% 3. 9% 8. 8% 0. 3% 0. 7% 157719. 2 91. 6% 0. 6% 6. 4% 0. 7% 0. 6% 58064. 2 75. 9% 6. 4% 12. 9% 3. 1% 1. 6% 101888. 2 91. 8% 1. 5% 4. 5% 2. 0% 0. 2% 291605. 8 79. 5% 5. 3% 12. 2% 2. 0% 1. 0% 130919. 0 92. 6% 1. 5% 4. 4% 0. 6% 1. 0% 582477. 3 84. 2% 3. 9% 9. 2% 1. 8% 0. 9% 2008 25778. 0 38. 6% 25. 4% 28. 9% 4. 9% 2. 2% 31391. 5 45. 9% 8. 1% 13. 9% 26. 8% 5. 4% 83. 7% 5. 1% 10. 3% 0. 3% 0. 6% 82. 9% 3. 6% 11. 6% 1. 0% 0. 9% 68. 3% 10. 2% 18. 1% 1. 2% 2. 2% 90. 5% 2. 8% 3. 6% 2. 9% 0. 2% 78. 3% 6. 0% 13. 2% 1. 8% 0. 7% 96532. 9 87. 3% 3. 0% 7. 1% 0. 9% 1. 7% 80. 2% 5. 6% 11. 4% 1. 8% 1. 0% 2009 52681. 8 57. % 17. 7% 20. 0% 3. 7% 0. 9% 35387. 8 51. 8% 7. 4% 14. 7% 25. 4% 0. 8% 83. 5% 7. 1% 8. 5% 0. 3% 0. 6% 81. 9% 5. 2% 9. 9% 2. 0% 1. 0% 74. 6% 11. 3% 11. 5% 2. 0% 0. 6% 92. 6% 3. 5% 2. 3% 1. 5% 0. 2% 77. 8% 8. 2% 11. 7% 1. 6% 0. 7% 67366. 6 87. 8% 4. 1% 4. 3% 2. 3% 1. 6% 82. 1% 6. 9% 8. 8% 1. 6% 0. 6% 2010 77264. 3 52. 7% 19. 8% 24. 6% 2. 8% 0. 0% 38047. 1 52. 0% 11. 7% 8. 1% 28. 3% 0. 0% 7 88083. 6 80. 1% 9. 8% 9. 9% 0. 3% 0. 0% 94786. 2 81. 7% 8. 6% 8. 2% 1. 5% 0. 0% 152590. 3 67. 3% 17. 1% 14. 2% 1. 4% 0. 0% 147743. 6 90. 7% 4. 6% 3. 0% 1. 7% 0. 0% 620837. 5 75. 2% 10. 6% 12. 4% 1. 8% 0. 0% 70130. 0 86. 6% 7. 4% 4. 8% 1. 3% 0. 0% 76. 7% 10. 6% 10. % 1. 8% 0. 0% 2011 105816. 3 55. 8% 21. 3% 20. 6% 2. 3% 0. 0% 47096. 3 52. 8% 10. 0% 9. 6% 27. 7% 0. 0% 873488. 8 1076629. 3 78. 7% 11. 1% 9. 8% 0. 4% 0. 0% 108082. 5 78. 1% 10. 0% 10. 2% 1. 7% 0. 0% 151266. 2 64. 8% 19. 4% 13. 6% 2. 2% 0. 0% 162870. 4 91. 8% 3. 6% 3. 5% 1. 1% 0. 0% 718674. 5 73. 5% 12. 4% 12. 1% 2. 0% 0. 0% 80391. 3 82. 9% 9. 5% 6. 0% 1. 6% 0. 0% 75. 3% 12. 0% 10. 9% 1. 8% 0. 0% 77. 3% 12. 4% 8. 2% 2. 2% 94913. 2 80. 2% 8. 6% 9. 5% 1. 7% 807579. 3 77. 1% 12. 5% 8. 3% 2. 2% 209934. 4 86. 3% 2. 6% 1. 7% 9. 4% 241900. 3 66. 9% 19. 6% 11. 1% 2. 4% 126163. 1 73. 4% 10. 7% 13. 9% 2. 0% 80. 6% 11. 8% 7. 1% 0. 5% 34392. 3 45. 1% 3. % 3. 2% 48. 2% 2012 117979. 6 65. 4% 19. 2% 13. 0% 2. 4% 284115. 2 327925. 3 50890 5. 7 674584. 3 183080. 3 163664. 3 140248. 7 107071. 3 97917. 7 142159. 2 120335. 6 141347. 3 209053. 7 230424. 7 391537. 7 511752. 8 152979. 7 138846. 1 474325. 9 505958. 5 706324. 0 988878. 8 1026595. 1 1166214. 1 1380971. 4 12 Table No. 2 Major Indicators of COMMERCIAL BANKS Unit 2001 1. Gross Domestic Product 1 Mid – July 2002 459443. 00 413. 00 57. 31 185144. 70 24327. 00 83855. 60 64171. 40 12790. 70 113174. 60 34209. 80 2651. 10 448. 29 7997. 61 274. 03 4888. 75 1. 86 3. 71 34. 44 1. 17 10202. 50 2003 492231. 00 447. 00 54. 14 203879. 30 28862. 50 97238. 0 63287. 60 14490. 30 124522. 40 45386. 30 2867. 70 456. 11 8806. 88 278. 57 5378. 94 10. 12 10. 03 32. 67 8. 44 11814. 60 2004 536749. 00 423 58. 49 233811. 20 33729. 90 114137. 20 65130. 90 20813. 20 140031. 40 49668. 60 2519. 40 552. 75 10099. 84 331. 04 6048. 87 14. 68 12. 45 9. 44 11. 68 14854. 40 2005 589412. 00 422 59. 95 252409. 80 34646. 40 129995. 00 67318. 20 20450. 20 163718. 80 60181. 10 2442. 50 598. 13 1 0903. 23 387. 96 7072. 09 7. 95 16. 92 21. 17 10. 07 15153. 30 2006 654055. 00 437 59. 18 291245. 50 37386. 50 151639. 40 76572. 80 25646. 80 176820. 30 82173. 70 4988. 70 666. 47 11515. 46 404. 62 6991. 24 9. 60 3. 03 24. 51 10. 4 16567. 00 2007 727089. 00 470 56. 26 337497. 20 45031. 20 174732. 50 87212. 60 30520. 90 231829. 50 93530. 80 5461. 40 611. 41 13344. 19 419. 98 9166. 23 15. 88 31. 11 13. 82 13. 90 28640. 70 2008 818401. 00 555 48. 70 426080. 30 56089. 30 211452. 00 104772. 50 53766. 50 302913. 40 108954. 80 2772. 90 767. 71 15763. 24 545. 79 11206. 56 26. 25 30. 66 16. 49 20. 13 41208. 20 2009 960011. 00 752 36. 76 563604. 40 71651. 00 259925. 40 141259. 40 90768. 60 398143. 00 130856. 90 2608. 00 749. 47 20390. 90 529. 45 14404. 59 32. 28 31. 44 20. 10 34. 82 56912. 90 2010 1170993. 00 987 28. 37 630880. 84 80606. 2 237709. 33 200058. 50 112506. 81 469279. 4 134041. 09 6268. 50 639. 19 22324. 95 475. 46 16606. 39 11. 94 17. 87 2. 43 41. 62 66877. 97 2011 1345767. 00 12 45 21. 38 687587. 89 78982. 9 231094. 43 253586. 40 123924. 18 528023. 14 149557. 36 7807. 70 552. 28 25829. 75 424. 11 19835. 58 8. 99 12. 52 11. 58 26. 76 83578. 54 2012 1558174. 00 1423 18. 62 867978. 25 93304. 4 304786. 78 298835. 74 171051. 31 622575. 49 181272. 66 6906. 71 609. 96 32760. 69 437. 51 23498. 29 26. 24 17. 91 21. 21 17. 84 92199. 07 Rs. in million In Unit In Thousand Rs. in million Rs. in million Rs. in million Rs. in million Rs. in million Rs. in million Rs. in million Rs. in million Rs. in million Rs. in Unit Rs. n million Rs. in Unit In Percentage In Percentage In Percentage In Percentage Rs. in million 441519. 00 430. 00 53. 84 181767. 00 25100. 70 80988. 40 65322. 30 10355. 60 109121. 20 25446. 50 2909. 70 422. 71 7851. 71 253. 77 4713. 66 17. 31 13. 28 41. 63 14. 39 8230. 20 2. Number of Bank Branches 3. Population per Bank Branches 4. Total Deposits A. Current B. Savings C. Fixed D. Others 5. Total Credit 6. Total Investment 7. Credit to Government Enterpri ses 8. Average Deposit per Bank Branch 9. Per Capita Deposits 10. Average Credit per Bank Branch 11. Per Capita Credit 12. Deposit Growth 13. Credit Growth 14. Investment Growth 15. Time Deposit Growth 16.Paid up Capital & Reserve Fund 1 Source: Nepal Rastra Bank, Research Department (At current prices) 13 Table No. 3 Statement of Assets & Liabilities of COMMERCIAL BANKS (AGGREGATE) (Rs. In million) Mid-July 2006 2007 (17742. 1) (4149. 5) 10571. 7 20017. 1 4841. 7 6586. 0 10. 0 10. 0 (34912. 0) (32800. 2) 1376. 8 1607. 8 369. 7 429. 8 9519. 6 12750. 4 3644. 5 3767. 7 1991. 9 3119. 3 2273. 2 3692. 1 111. 4 1610. 0 2060. 0 291245. 6 337497. 2 37386. 6 45031. 2 32794. 6 39967. 0 4592. 0 5064. 2 151639. 4 174732. 5 145701. 7 168419. 0 5937. 7 6313. 5 76572. 8 87212. 6 63555. 6 72661. 1 13017. 2 14551. 4 22722. 1 26953. 3 2924. 7 3567. 6 599. 6 698. 86580. 7 79854. 6 4513. 5 8064. 9 26097. 4 28485. 1 36083. 1 33659. 7 19886. 7 9644. 6 47230. 1 60737. 6 11272. 7 3249. 1 428706. 2 490638. 1 38842. 1 6306. 6 5908. 6 398. 0 24309. 2 21058. 2 20866. 6 191. 6 1288. 9 1287. 7 1. 2 0. 0 1962. 1 8226. 3 1805. 5 6420. 8 57539. 1 57464. 7 0. 0 0. 0 74. 4 24634. 7 17515. 0 7119. 7 173383. 4 168394. 7 4988. 7 3353. 8 669. 6 1230. 9 1453. 3 83. 0 21. 2 61. 8 4026. 7 52632. 7 36718. 0 297. 7 36420. 3 4448. 0 1750. 5 513. 6 9202. 6 377. 5 2109. 7 59040. 3 12683. 2 428706. 2 44089. 7 7813. 6 7359. 7 453. 9 28434. 1 23233. 2 23085. 4 147. 9 1545. 4 1511. 9 33. 0 258. 6 3397. 0 7841. 8 2768. 1 5073. 7 64443. 63889. 5 0. 0 0. 0 0. 0 553. 5 29087. 8 21374. 8 7713. 2 228951. 9 218597. 7 4892. 7 5461. 4 2824. 1 500. 4 1060. 3 1263. 3 53. 5 1. 4 52. 1 6077. 7 59145. 6 33444. 3 423. 6 33020. 8 5877. 6 7052. 0 584. 8 12186. 9 350. 0 2633. 5 50313. 4 2667. 8 490638. 1 Liabilities CAPITAL FUND a. Paid-up Capital b. Calls in advance c. Statutory Reserves d. Share Premium e. Retained Earning f. Others Reserves g. Exchange Fluctuation Fund BORROWINGS a. NRB b. â€Å"A†Class Licensed Insti tution c. Foreign Banks and Fin. Ins. d. Other Financial Ins. e. Bonds and Securities DEPOSITS a. Current Domestic Foreign b. Savings Domestic Foreign c. Fixed Domestic Foreign d.Call Deposits e. Others Bills Payable Other Liabilities 1. Sundry Creditors 2. Loan Loss Provision 3. Interest Suspense a/c 4. Others Reconcillation A/c Profit & Loss A/c 2001 8230. 2 5504. 1 1787. 1 2002 10202. 5 6431. 0 2540. 0 260. 9 970. 6 2349. 5 1167. 7 953. 4 228. 5 2003 11814. 6 7726. 0 2820. 0 75. 7 1192. 9 3170. 4 1437. 0 1599. 2 134. 2 2004 (10201. 7) 8350. 0 3385. 0 (25056. 1) 3119. 4 3023. 6 731. 6 1770. 5 521. 4 2005 (19129. 5) 9723. 9 3825. 9 10. 0 (34292. 8) 1062. 5 541. 1 6842. 9 4488. 6 1347. 2 27. 6 979. 6 252409. 8 34646. 4 29196. 3 5450. 0 129995. 0 123899. 0 6095. 9 67318. 2 59053. 9 8264. 3 17681. 7 2768. 5 480. 2 92900. 7 2986. 31419. 2 39070. 5 19424. 9 65319. 8 10104. 8 408928. 8 38369. 4 5137. 3 4763. 8 373. 5 21173. 5 17859. 5 16501. 0 1358. 6 848. 9 835. 2 13. 7 0. 0 2465. 1 120 58. 7 1482. 0 10576. 7 50821. 9 47678. 2 100. 4 0. 0 3043. 4 9359. 1 6467. 5 2891. 5 157198. 9 157198. 9 2442. 5 3909. 2 745. 7 1053. 4 2110. 1 168. 2 21. 7 146. 5 3809. 6 50728. 6 38786. 5 161. 9 38624. 6 2427. 5 795. 8 8718. 8 262. 4 1269. 9 75288. 9 17742. 5 408928. 7 2008 9960. 7 31829. 9 7467. 1 347. 4 (31727. 9) 1911. 2 133. 0 14408. 2 2673. 1 4410. 5 4022. 7 426. 2 2875. 7 426080. 3 56089. 3 48226. 3 7863. 0 211452. 0 203810. 7 7641. 3 104772. 5 88824. 5 15948. 0 49417. 4 4349. 2 975. 81303. 1 15198. 9 24730. 6 29554. 2 11819. 3 19151. 2 14856. 8 566736. 0 66875. 4 13010. 3 12651. 6 358. 7 43459. 7 30820. 1 30467. 6 352. 5 7094. 1 6942. 8 151. 3 320. 2 5225. 2 10405. 4 3591. 0 6814. 4 71495. 5 71065. 8 0. 0 17. 0 170. 0 242. 7 37459. 3 18240. 7 19218. 6 302913. 4 288246. 8 11893. 7 2772. 9 3694. 9 931. 4 1381. 8 1381. 7 29. 7 29. 6 0. 0 8101. 2 55347. 5 30046. 4 432. 7 29613. 7 7959. 1 3450. 6 1042. 0 12849. 4 390. 8 2257. 1 7186. 3 10984. 9 566736. 0 2009 30399. 5 40738. 3 9 514. 2 298. 4 (27143. 0) 6670. 4 321. 4 18320. 2 2154. 3 8132. 5 4012. 7 520. 7 3500. 0 563604. 5 71651. 0 63927. 8 7723. 2 259925. 4 250353. 9 9571. 141259. 4 110297. 3 30962. 1 84709. 7 6058. 9 1738. 5 87709. 2 17306. 4 23682. 5 27666. 2 19054. 0 95621. 7 14772. 4 812165. 9 105989. 0 15839. 2 15014. 6 824. 6 75438. 8 55539. 2 54348. 6 1190. 7 11505. 6 11462. 2 43. 4 415. 4 7978. 6 14711. 1 8418. 7 6292. 4 69261. 4 68902. 0 0. 0 17. 0 70. 0 272. 4 61595. 5 33293. 2 28302. 3 398143. 0 387543. 3 7991. 7 2608. 0 3745. 7 1308. 0 1560. 5 877. 3 17. 9 17. 8 0. 1 11004. 8 59152. 5 28776. 5 429. 2 28347. 2 8978. 3 4339. 7 993. 7 16064. 4 475. 2 1889. 1 93915. 3 6976. 4 812165. 9 939. 0 2308. 7 411. 8 1896. 9 0. 0 181767. 0 25100. 7 185144. 7 24327. 0 203879. 3 28862. 5 233811. 2 33729. 9 80988. 4 83855. 97238. 9 114137. 2 65322. 3 64171. 4 63287. 6 65130. 9 7691. 8 2663. 8 59221. 3 10531. 9 2258. 8 77221. 2 12027. 9 2462. 4 86697. 4 18061. 1 2752. 1 113183. 6 59221. 3 77221. 2 86697. 4 113 183. 6 Total Assets LIQUID FUNDS a. Cash Balance Nepalese Notes & Coins Foreign Currency b. Bank Balance 1. In Nepal Rastra Bank Domestic Currency Foreign Currency 2. â€Å"A†Class Licensed Institution Domestic Currency Foreign Currency 3. Other Financial Ins. 4. In Foreign banks c. Money at Call Domestic Currency Foreign Currency INVESTMENTS a. Govt. Securities b. NRB Bond c. Govt. Non-Fin. Ins. d. Other Non-Fin Ins. e Non Residents SHARE & OTHER INVESTMENT a.Interbank Lending b. Non Residents c. Others LOANS & ADVANCES a. Private Sector b. Financial Institutions c. Government Organizations BILL PURCHED a. Domestic Bills Purchased b. Foreign Bills Purchased c. Import Bills & Imports LOANS AGAINST COLLECTED BILLS a. Against Domestic Bills b. Against Foreign Bills 251527. 2 55583. 3 4775. 1 4116. 9 658. 2 37230. 9 21440. 9 274917. 9 49937. 2 5494. 8 4881. 1 613. 8 31115. 2 23170. 3 305561. 7 38163. 6 5440. 4 4735. 9 704. 5 21334. 4 16867. 6 339816. 7 46252. 8 4719. 3 4283. 8 4 35. 5 26579. 7 22728. 2 2010 40719. 8 46630. 4 260. 4 12146. 3 303. 5 (26722. 0) 7414. 6 686. 7 19783. 9 6752. 6 4816. 8 1933. 3 2553. 4 3727. 630880. 8 80606. 2 69758. 6 10847. 6 237709. 3 232482. 4 5226. 9 200058. 5 172137. 7 27920. 8 105687. 2 6819. 7 1226. 0 77413. 0 10050. 4 21631. 8 24101. 3 21629. 5 1234. 6 16042. 8 787300. 9 102749. 0 17573. 1 17137. 2 435. 9 69551. 5 49542. 7 48933. 2 609. 5 8460. 4 8415. 1 45. 3 1333. 7 10214. 7 15624. 4 8296. 2 7328. 1 81343. 8 79079. 6 1386. 8 8. 5 382. 3 486. 7 52697. 3 35917. 0 16780. 3 467107. 2 453049. 0 11270. 6 2787. 6 2172. 6 662. 0 742. 8 767. 8 98. 6 71. 4 27. 3 13896. 1 60702. 9 25188. 4 170. 3 25018. 1 10127. 5 5946. 9 279. 6 19160. 5 458. 8 1616. 6 4457. 9 0. 0 787300. 9 2011 59064. 4 58294. 9 0. 0 14925. 9 317. 1 (24831. 2) 9612. 745. 3 24852. 8 10226. 1 6321. 0 1868. 1 379. 9 6057. 8 687587. 9 78982. 9 68644. 3 10338. 5 231094. 4 225420. 6 5673. 8 253586. 4 223579. 9 30006. 5 116624. 7 7299. 5 942. 9 84386. 3 13044. 3 21340 . 1 23249. 4 26752. 5 5931. 6 15598. 5 878364. 5 98071. 7 20265. 2 19765. 0 500. 3 63293. 3 48727. 4 48274. 9 452. 4 3826. 0 3497. 3 328. 7 284. 6 10455. 2 14513. 2 6047. 6 8465. 6 102655. 9 100267. 3 1687. 7 58. 5 332. 3 310. 1 46901. 4 35002. 2 11899. 3 522853. 3 503339. 4 13362. 3 6151. 5 5073. 8 1663. 5 1728. 3 1682. 1 96. 0 74. 1 21. 8 16098. 8 66675. 1 24341. 4 896. 7 125. 8 23318. 9 12063. 3 9681. 6 200. 3 20388. 5 600. 7 1376. 6 17961. 1 0. 878364. 5 2012 77142. 6 65983. 3 4325. 3 18708. 7 213. 3 (19595. 1) 6742. 9 764. 1 15507. 2 4286. 7 1970. 7 2175. 8 146. 2 6927. 8 867978. 3 93304. 4 83148. 3 10156. 1 304786. 8 298957. 4 5829. 3 298835. 7 264970. 6 33865. 1 161784. 1 9267. 2 1599. 4 92665. 2 15909. 0 22094. 0 19491. 9 35170. 4 (3672. 9) 15876. 8 1067096. 6 161785. 5 26026. 9 25398. 0 628. 9 127706. 2 110572. 6 109814. 5 758. 1 6784. 5 6101. 5 683. 0 187. 7 10161. 4 8052. 4 2865. 4 5187. 0 131017. 9 127213. 0 3030. 3 270. 8 120. 0 383. 8 50254. 8 1948. 9 1. 8 48304. 2 612 322. 6 577113. 2 28302. 7 6906. 7 9607. 0 3165. 4 3466. 1 2975. 4 645. 9 593. 5 52. 4 19818. 7 76147. 9 20790. 282. 9 620. 6 19886. 8 14554. 3 15511. 3 364. 1 24927. 9 447. 8 1638. 5 3410. 1 0. 0 1067096. 6 796. 1 928. 2 683. 7 1825. 1 14993. 9 13577. 3 7016. 7 13327. 3 3783. 1 11388. 8 2026. 4 14953. 8 25100. 9 25100. 9 28573. 8 28573. 8 39045. 5 39045. 5 42384. 3 42384. 3 345. 6 5636. 0 6340. 8 7284. 3 107118. 9 104209. 3 2909. 6 1887. 2 1887. 2 115. 0 115. 0 61376. 3 19888. 5 334. 3 19554. 2 111694. 4 109043. 3 2651. 1 1322. 2 1322. 2 158. 0 158. 0 77596. 3 23742. 8 308. 2 23434. 6 123211. 1 120343. 4 2867. 7 1143. 8 1143. 8 167. 5 167. 5 97489. 4 27722. 2 297. 8 27424. 4 138922. 9 136403. 5 2519. 4 1050. 4 1050. 4 58. 2 58. 2 103863. 8 34458. 5 180. 34278. 2 FIXED ASSETS OTHER ASSETS a. Accrued Interests Financial Institutions Govt. Entp. Private Sector b. Staff Loans / Adv. c. Sundry Debtors d. Cash In Transit e. Others Expenses not Written off Non Banking Assets Reconcillation Account Profit & Loss A/c 41487. 8 53853. 5 69767. 2 69405. 3 Total 251527. 2 274917. 9 305561. 7 339816. 7 14 Table No. 4 Some Ratios of COMMERCIAL BANKS Mid July 2007 2001 A. GDP, DEPOSITS, CREDIT & INVESTMENT 1. Deposit / GDP 2. Credit / GDP 3. Investment / GDP 4. Credit & Investment / GDP 5. Time Deposit / GDP 6. Current Deposit / GDP 7. Credit / Deposit 8. Investment / Deposit 9. Credit & Investment / Deposit 10.Fixed Deposit / Total Deposit 11. Current Deposit / Total Deposit 12. Credit to Govt. Entp. / Credit 13. Credit to Pvt. Sector / Total Credit B. LIQUIDITY 1. NRB Balance / Deposit 2. Vault / Deposit 3. Liquid Fund / Deposit C. CAPITAL ADEQUACY 1. 2. 3. 4. Capital Fund / Total Deposit Capital Fund/ Total Credit Capital Fund / Total Assets Capital Fund / Risk weighted Assets 4. 53 7. 54 3. 27 (5. 49) 12. 51 2. 79 32. 43 44. 25 26. 56 6. 19 32. 76 35. 62 8. 63 60. 03 14. 00 74. 03 35. 94 19. 51 2. 67 97. 33 2002 2003 2004 2005 2006 2008 2009 2010 2011 2012 43. 85 26. 80 8 . 10 34. 91 35. 06 8. 79 61. 13 18. 48 79. 60 34. 66 20. 05 2. 34 97. 66 41. 2 25. 30 9. 22 34. 52 32. 61 5. 86 61. 08 22. 26 83. 34 31. 04 14. 16 2. 30 97. 70 43. 56 26. 09 9. 25 35. 34 33. 40 6. 28 59. 89 21. 24 81. 13 27. 86 14. 43 1. 80 98. 20 42. 82 27. 78 10. 21 37. 99 33. 48 5. 88 64. 86 23. 84 88. 70 26. 67 13. 73 1. 49 98. 51 44. 53 27. 03 12. 56 39. 60 34. 89 5. 72 60. 71 28. 21 88. 93 26. 29 12. 84 2. 82 97. 18 46. 91 32. 22 13. 00 45. 22 36. 41 6. 26 68. 69 27. 71 96. 40 25. 84 13. 34 2. 36 95. 53 51. 91 36. 90 13. 27 50. 18 38. 53 6. 83 71. 09 25. 57 96. 66 25. 06 13. 16 0. 66 95. 16 58. 71 41. 47 13. 63 55. 10 14. 71 7. 46 70. 64 23. 22 93. 86 25. 06 12. 71 0. 66 99. 34 53. 88 39. 89 11. 45 51. 34 17. 08 6. 8 74. 04 21. 25 95. 29 31. 71 12. 78 1. 34 98. 66 51. 09 39. 24 3. 49 42. 72 18. 84 5. 87 76. 79 6. 82 83. 61 36. 88 14. 96 1. 47 98. 53 55. 70 39. 96 11. 63 51. 59 19. 18 5. 99 71. 73 20. 88 92. 61 34. 43 10. 75 1. 13 98. 87 13. 44 3. 19 28. 97 8. 91 2. 87 20. 15 9 . 72 1. 83 19. 78 7. 08 1. 89 15. 20 7. 23 2. 17 13. 34 6. 88 2. 32 13. 06 7. 23 2. 97 15. 70 9. 85 2. 81 18. 81 7. 85 2. 79 16. 29 7. 09 2. 95 14. 26 12. 74 3. 00 18. 64 5. 51 9. 01 3. 71 (9. 88) 5. 79 9. 49 3. 87 (12. 04) (4. 36) (7. 29) (3. 00) (9. 07) (7. 58) (10. 82) (4. 65) (6. 33) (6. 09) (10. 03) (4. 14) (5. 30) (1. 23) (1. 79) (0. 85) (1. 71) 2. 34 3. 29 1. 76 4. 04 5. 39 7. 4 3. 74 7. 22 7. 39 9. 98 5. 92 6. 58 8. 59 11. 19 6. 72 10. 59 11. 15 12. 39 7. 23 11. 50 15 Table No. 5 Capital Fund to Risk Weighted Assets of COMMERCIAL BANKS Mid-July 2003 Mid-July 2004 Mid-July 2005 Mid-January 2006 Mid-July 2006 Mid-July 2007 Mid-July 2008 Mid-July 2009 Mid-July 2010 (Rs. in million) Mid-July 2011 Capital Fund to Risk Weighted Assets (%) Mid-July 2012 Capital Fund to Risk Weighted Assets (%) (5. 46) (9. 35) 12. 71 11. 82 16. 28 11. 90 11. 37 11. 86 11. 08 12. 58 11. 81 12. 85 23. 55 14. 60 13. 27 11. 81 11. 47 18. 25 12. 47 15. 54 14. 85 16. 81 12. 75 18. 38 14. 65 12. 53 24. 39 19. 11 20. 80 14. 19 23. 06 21. 81 443. 5 Banks Capital Capital Capital Capital Capital Capital Fund to Fund to Fund to Fund to Fund to Fund to Risk Risk Risk Capital Fund Risk Risk Risk Capital Fund Capital Fund Capital Fund Capital Fund Capital Fund Weighte Weighte Weighte (In Million) Weighte Weighte Weighte d Assets d Assets d Assets d Assets d Assets d Assets (%) (%) (%) ( In %) (%) (%) (9449. 14) (21998. 92) 1455. 09 698. 24 1464. 85 1604. 21 686. 28 843. 26 703. 74 658. 31 269. 65 594. 51 361. 77 517. 87 390. 91 334. 58 355. 01 (28. 25) (44. 28) 13. 05 8. 85 14. 21 11. 03 13. 78 8. 11 12. 33 12. 05 6. 51 18. 87 11. 37 24. 75 15. 46 38. 56 41. 85 (8806. 67) (21009. 57) 1609. 2 1099. 38 1560. 16 1790. 57 671. 41 743. 80 766. 88 704. 86 223. 23 656. 36 337. 08 579. 38 570. 15 574. 56 383. 29 (24. 97) (42. 12) 13. 56 11. 18 15. 99 10. 62 10. 25 5. 61 11. 07 11. 18 3. 42 13. 75 8. 71 17. 82 12. 81 29. 13 19. 36 (7514. 79) (20288. 80) 1766. 07 1579. 21 1664. 36 2034. 01 744. 88 386 . 64 1247. 56 777. 45 404. 79 730. 99 274. 13 688. 84 701. 50 639. 44 413. 43 (19. 54) (40. 54) 12. 44 11. 58 16. 36 11. 10 9. 47 3. 02 13. 57 11. 22 5. 51 13. 29 6. 35 11. 36 11. 15 20. 72 13. 93 (7072. 25) (19693. 87) 1828. 89 1366. 69 1922. 27 2056. 96 897. 39 291. 67 934. 97 785. 65 269. 60 722. 35 88. 17 678. 32 739. 70 655. 09 562. 10 (30. 7) (59. 89) 12. 73 11. 30 19. 67 11. 26 12. 61 3. 10 12. 33 14. 37 5. 11 12. 10 3. 26 10. 61 10. 51 15. 84 15. 85 (5008. 40) (17865. 29) 2567. 79 2246. 10 2344. 60 2588. 90 1348. 08 835. 76 1414. 79 1216. 70 383. 77 1037. 50 (648. 20) 987. 90 961. 65 695. 40 641. 00 (29. 67) (50. 30) 15. 08 12. 36 19. 13 13. 10 15. 01 6. 70 12. 86 15. 71 5. 22 13. 62 (13. 29) 12. 98 12. 64 14. 18 14. 83 (6334. 74) (17265. 78) 2307. 63 2851. 62 2225. 28 2651. 37 1444. 80 (2707. 44) 1676. 12 1265. 83 (574. 91) 1208. 61 (435. 81) 1110. 67 1115. 21 921. 93 863. 82 1753. 24 487. 34 565. 12 (32. 47) (48. 45) 12. 04 12. 17 15. 71 12. 11 13. 29 (23. 55) 11. 19 12. 3 8 (9. 3) 12. 20 (7. 80) 12. 07 11. 20 12. 43 11. 84 4. 19 14. 69 21. 43 Capital Fund Capital Capital Capital Fund to Fund to Fund to Risk Risk Capital Fund Capital Fund Risk Weighted Weighted Weighted Assets Assets (%) Assets (%) (%) (22. 60) (44. 17) 11. 91 11. 31 16. 80 12. 50 12. 54 (16. 49) 11. 34 11. 47 11. 22 12. 96 5. 99 11. 30 14. 96 11. 16 11. 20 14. 93 11. 66 11. 80 13. 28 21. 30 14. 16 28. 23 36. 25 (5404. 00) (13823. 20) 4065. 20 5538. 10 3190. 40 3980. 70 2048. 40 855. 60 2875. 90 2067. 70 992. 00 1963. 70 998. 40 1776. 60 2060. 80 1721. 60 1630. 70 11206. 60 1054. 70 1116. 10 1131. 90 1143. 00 1493. 70 1929. 80 1642. 80 (14. 85) (37. 0) 11. 71 12. 10 14. 70 11. 31 12. 18 6. 62 11. 04 11. 91 10. 93 14. 60 17. 78 11. 61 11. 57 11. 49 10. 45 15. 79 9. 53 11. 65 10. 35 12. 45 13. 36 21. 02 20. 14 (4851. 80) (8617. 08) 3129. 41 3765. 16 3053. 00 3119. 88 2141. 89 1112. 24 2203. 62 1741. 60 1099. 00 1660. 25 1151. 52 1700. 20 1624. 51 1795. 60 1492. 79 8976. 24 1522. 28 1308 . 27 1329. 21 1534. 98 1582. 12 1883. 79 1816. 05 2045. 10 1400. 00 Capital Fund Capital Fund 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 Nepal Bank Limited Rastriya Banijya Bank NABIL Bank Limited Nepal Investment Bank Limited Standard Chartered Bank Nepal Limited.Himalayan Bank Limited Nepal SBI Bank Limited Nepal Bangladesh Bank Limited Everest Bank Limited Bank of Kathmandu Limited Nepal Credit and Commerce Bank Limited Nepal Industrial & Commercial Bank Limited Lumbini Bank Limited Machhapuchhre Bank Limited Kumari Bank Limited Laxmi Bank Limited Siddhartha Bank Limited Agriculture Development Bank Ltd. Global Bank Ltd Citizens Bank International Ltd. Prime Commercial Bank Ltd Bank of Asia Nepal Ltd. Sunrise Bank Ltd. Development Credit Bank Ltd. NMB Bank Ltd. Kist Bank Ltd. Janata Bank Nepal Limited Mega Bank Nepal Limited Commerz and Trust Bank Nepal Limited Civil Bank Limited Century Commercial Bank Limited Sanima Bank Limited Total (5744. 60) (17162. 60) 3207. 70 3898. 50 3115. 40 3348. 00 1726. 00 (2151. 40) 2387. 13 1635. 16 734. 10 1626. 90 366. 90 1264. 17 1898. 80 1213. 24 1178. 00 6661. 59 767. 1 668. 00 776. 41 732. 10 707. 89 1318. 80 1286. 50 (11. 17) (4607. 70) (24. 08) (7422. 94) 11. 61 11. 69 17. 78 11. 02 14. 14 12. 87 10. 56 11. 45 14. 25 15. 30 24. 62 11. 18 13. 80 14. 99 10. 73 18. 05 11. 36 11. 28 11. 68 14. 86 11. 74 24. 03 20. 68 14. 83 67. 81 3835. 70 4585. 39 3371. 62 3439. 22 2508. 19 1845. 66 2759. 14 2071. 36 1523. 30 17649. 53 1442. 28 1773. 51 1966. 16 1912. 81 1877. 69 10903. 50 1563. 31 2144. 29 2410. 48 2091. 93 2182. 42 2032. 97 2169. 96 2089. 52 1446. 17 1682. 61 1400. 00 1200. 00 1100. 95 (9. 66) (3008. 00) (22. 52) (4738. 00) 11. 75 12. 09 17. 38 11. 45 11. 84 10. 53 10. 43 11. 62 13. 58 24. 49 14. 68 10. 86 14. 5 13. 21 11. 75 19. 95 11. 20 15. 57 16. 34 17. 41 14. 68 21. 23 17. 80 14. 49 36. 44 19. 33 28. 77 21. 28 42. 08 464. 49 6921. 00 7397. 00 5019. 00 5700. 76 3999. 00 2323. 00 4643. 10 3240. 64 1923. 00 2643. 00 2112. 00 2789. 00 2760. 00 2649. 55 3022. 00 16324. 00 3386. 00 2571. 03 3018. 74 2494. 08 2409. 00 2413. 00 2289. 00 2359. 99 2210. 82 1862. 00 1495. 00 1306. 00 1200. 00 2334. 00 97068. 72 (20509. 78) (12. 04) (17545. 71) (9. 07) (13750. 28) (6. 33) (12966. 30) (4. 72) (4251. 95) (5. 30) (4870. 10) (1. 71) 15460. 31 235. 00 37257. 20 241. 74 40719. 83 377. 06 74949. 02 16 Table No. 6 Non Performing Loan Status of Commercial Banks (Rs. n million) 2003 Banks Total Gross Loan NPL NPL to Total Gross Loan (%) 2004 Total Gross Loan 17937. 66 NPL NPL to Total Gross Total Loan Gross Loan (%) 2005 NPL NPL to Total Gross Total Loan Gross Loan (%) Mid – July 2006 NPL NPL to Total Gross Total Loan Gross Loan (%) 2007 NPL NPL to Total Gross Total Loan Gross Loan (%) 2008 NPL NPL to Total Gross Loan (%) 2009 Total Gross Loan NPL NPL to Total Gross Loan (%) 2010 Total Gross Loan NPL NPL to Total Gross Total Loan Gross Loan (%) 2011 NPL NPL to T otal Gross Loan (%) Total Gross Loan 2012 NPL NPL to Total Gross Loan (%) 5. 83 7. 27 2. 26 1. 98 0. 74 2. 06 0. 54 4. 29 0. 84 2. 30 2. 80 0. 73 0. 47 2. 69 2. 4 0. 62 2. 25 6. 35 1. 55 2. 01 0. 47 3. 22 3. 03 1. 25 2. 45 4. 90 0. 00 0. 49 0. 00 0. 00 0. 00 1 2 3 4 5 6 7 8 9 Nepal Bank Limited Rastriya Banijya Bank NABIL Bank Limited Nepal Investment Bank Limited Standard Chartered Bank Nepal Limited. Himalayan Bank Limited Nepal SBI Bank Limited Nepal Bangladesh Bank Limited Everest Bank Limited 18132. 33 10964. 91 26608. 83 16005. 32 8113. 68 5921. 79 6000. 16 10844. 60 4795. 84 7961. 51 5049. 58 4856. 03 3396. 41 2562. 86 2622. 36 1495. 86 2137. 59 775. 94 629. 03 449. 63 117. 09 247. 95 1092. 84 426. 90 1013. 28 111. 19 420. 87 700. 83 170. 69 306. 77 31. 10 36. 32 0. 00 0. 00 60. 47 60. 15 5. 54 1. 8 4. 13 10. 08 8. 90 12. 73 2. 20 8. 67 20. 63 6. 66 11. 70 2. 08 1. 70 0. 00 0. 00 9640. 08 53. 74 57. 64 3. 35 2. 47 3. 77 8. 88 6. 25 10. 81 1. 72 6. 66 12. 72 3. 92 7. 36 0. 98 0. 76 0. 00 1. 61 16866. 50 8372. 00 49. 64 50. 70 1. 32 2. 69 2. 69 7. 44 6. 54 19. 04 1. 63 4. 99 8. 64 3. 78 15. 23 0. 39 0. 95 1. 63 2. 58 12441. 59 23100. 87 13278. 78 13171. 54 9206. 28 15761. 97 8241. 45 9796. 38 10136. 25 7488. 70 5899. 16 6902. 10 4321. 58 6146. 57 7007. 78 4279. 80 3869. 27 33310. 75 2262. 18 8045. 50 182. 60 272. 49 195. 90 1040. 75 505. 30 2927. 00 129. 20 203. 60 1289. 90 179. 55 1339. 20 16. 92 64. 35 33. 50 33. 57 6858. 99 18. 18 34. 3 1. 38 2. 07 2. 13 6. 60 6. 13 29. 88 1. 27 2. 72 21. 87 2. 60 30. 99 0. 28 0. 92 0. 78 0. 87 20. 59 13756. 60 24871. 36 15903. 00 17769. 00 10790. 10 17793. 70 10065. 00 9169. 40 14082. 68 9694. 00 5122. 20 9128. 70 4944. 60 7319. 90 9062. 50 6529. 20 6319. 90 34440. 37 2601. 70 1856. 00 6876. 50 178. 30 421. 97 197. 10 641. 60 45. 80 3645. 90 113. 17 243. 29 1606. 87 1001. 10 1007. 00 85. 16 66. 20 23. 10 21. 50 6185. 29 0. 00 13. 49 27. 65 1. 12 2. 37 1. 83 3. 61 4. 56 39. 76 0. 80 2. 51 31. 37 1. 11 20. 37 1. 16 0. 7 3 0. 35 0. 34 17. 96 0. 00 15770. 70 27494. 60 21769. 80 27529. 30 13964. 40 20233. 90 12742. 60 9469. 60 18836. 40 12747. 0 5281. 00 11465. 46 5367. 40 8969. 80 11530. 80 9794. 40 9481. 20 36585. 40 5134. 07 4798. 30 5156. 00 2755. 30 4057. 69 3692. 54 2009. 9 1410. 80 5951. 80 171. 40 309. 40 128. 70 475. 80 464. 90 2945. 30 121. 00 223. 80 864. 00 98. 30 798. 20 92. 90 156. 00 12. 70 57. 00 4256. 20 0. 00 0. 00 0. 00 0. 00 0. 00 79. 80 8. 95 21. 65 0. 79 1. 12 0. 92 2. 35 3. 65 31. 10 0. 64 1. 76 16. 36 0. 86 14. 87 1. 04 1. 35 0. 13 0. 60 11. 63 0. 00 0. 00 0. 00 0. 00 0. 00 2. 16 19482. 25 31606. 96 27589. 93 36827. 16 13679. 76 25519. 14 15131. 75 7025. 65 24469. 56 14945. 72 7183. 68 13679. 39 5681. 39 12467. 19 14593. 57 13463. 35 13330. 80 32566. 53 9063. 9 8128. 11 9732. 59 7635. 76 8963. 62 6353. 98 1151. 40 4955. 97 220. 72 301. 98 90. 29 551. 21 305. 66 1355. 95 117. 45 189. 81 196. 83 123. 11 514. 73 342. 85 62. 75 6. 73 59. 99 2875. 62 8. 52 0. 00 0. 00 0. 76 13. 89 1 02. 93 5. 91 15. 68 0. 80 0. 82 0. 66 2. 16 2. 02 19. 30 0. 48 1. 27 2. 74 0. 90 9. 06 2. 75 0. 43 0. 05 0. 45 8. 83 0. 09 0. 00 0. 00 0. 01 0. 16 1. 62 0. 49 25086. 80 35692. 51 33030. 93 40948. 44 16176. 65 29123. 76 18023. 36 9119. 03 28156. 40 17113. 33 8387. 77 12929. 30 5272. 30 14972. 07 14938. 51 14736. 41 16895. 41 39375. 27 12163. 64 10924. 88 14102. 43 11229. 90 12235. 68 7500. 48 7931. 13 573. 20 4085. 02 45. 58 2. 8 11. 45 0. 14 0. 46 0. 54 3. 16 1. 47 1. 77 0. 16 1. 18 2. 71 0. 56 4. 66 1. 78 0. 40 0. 12 0. 42 8. 22 0. 61 0. 04 0. 21 0. 10 1. 34 1. 19 26709. 90 36866. 10 38922. 74 41887. 69 18662. 48 32968. 27 21718. 79 10237. 46 31661. 84 17956. 95 9229. 80 15165. 52 6213. 15 14732. 06 14926. 38 15389. 51 18647. 20 40389. 35 12779. 18 12514. 23 17083. 90 11873. 20 12434. 38 9043. 46 11343. 09 13437. 00 3584. 31 4816. 46 2486. 29 3155. 16 1187. 30 1410. 73 4024. 64 689. 85 245. 63 115. 80 1293. 38 245. 53 1963. 56 108. 40 326. 33 363. 40 90. 36 59. 73 660. 73 167. 90 1 38. 84 109. 57 3491. 50 321. 78 146. 18 81. 19 76. 62 427. 64 148. 55 30. 16 133. 60 . 28 10. 92 1. 77 0. 59 0. 62 3. 92 1. 13 19. 18 0. 34 1. 82 3. 94 0. 60 0. 96 4. 48 1. 12 0. 90 0. 59 8. 64 2. 52 1. 17 0. 48 0. 65 3. 44 1. 64 0. 27 0. 99 0. 00 0. 00 0. 00 0. 00 0. 00 3. 20 29698. 86 40448. 44 42867. 78 42912. 08 19828. 51 35968. 62 26463. 67 10943. 16 36616. 83 19319. 14 12900. 60 17523. 19 6979. 19 16105. 66 17877. 54 16697. 06 20607. 30 45337. 64 20764. 49 14415. 39 19315. 41 12519. 13 14823. 53 11426. 71 12468. 48 14966. 53 7461. 29 8047. 82 5599. 15 7829. 82 4202. 19 612935. 20 1731. 63 2940. 36 969. 34 850. 42 147. 31 740. 64 143. 85 469. 38 307. 49 443. 39 361. 56 128. 55 32. 86 433. 17 399. 96 103. 70 463. 85 2880. 3 322. 77 289. 55 91. 06 402. 85 449. 26 142. 43 305. 85 734. 05 0. 00 39. 30 0. 00 0. 00 0. 00 16325. 23 25105. 68 14470. 52 8548. 66 7338. 57 6693. 86 12919. 63 5531. 83 9644. 70 6095. 84 6008. 31 4717. 30 3743. 09 3222. 75 2540. 79 3697. 99 1750. 93 1567. 83 286. 68 181. 44 252. 20 1147. 46 345. 82 1042. 18 104. 76 399. 94 600. 05 146. 59 237. 30 24. 98 28. 19 0. 00 25. 22 27000. 90 13689. 30 10946. 74 10453. 16 8420. 87 13451. 17 6739. 35 9626. 91 7900. 09 6182. 05 6011. 90 4909. 36 3685. 13 5130. 22 5681. 01 2726. 14 2634. 93 144. 51 280. 87 226. 31 1001. 35 441. 02 1832. 94 128. 81 308. 51 519. 26 185. 43 561. 13 19. 86 53. 99 44. 49 67. 93 89. 82 87. 17 920. 29 264. 94 161. 50 43. 71 202. 08 227. 72 72. 40 245. 87 266. 27 60. 14 17. 73 70. 57 3235. 90 74. 47 4. 37 29. 97 11. 56 163. 60 89. 53 10 Bank of Kathmandu Limited 11 Nepal Credit and Commerce Bank Ltd 12 Nepal Industrial & Commercial Bank Ltd 13 Lumbini Bank Limited 14 Machhapuchhre Bank Limited 15 Kumari Bank Limited 16 Laxmi Bank Limited 17 Siddhartha Bank Limited 18 Agriculture Development Bank Ltd. 19 Global Bank Ltd. 20 Citizens Bank International Ltd. 21 Prime Commercial Bank Ltd 22 Bank of Asia Nepal Ltd. 23 Sunrise Bank Ltd. 24 Development Credit Bank Ltd. 25 NMB Ban k Ltd. 26 Kist Bank Ltd. 27 Janata Bank Nepal Ltd. 8 Mega Bank Nepal Limited 29 Commerz and Trust Bank Nepal Limited 30 Civil Bank Limited 31 Century Commercial Bank Limited Total 30. 5 1. 517488432 5194. 211 25. 45163 0 0 0 0 55. 83 0. 70394 24. 1 0. 19301 0 0 0 12486. 117 0 608. 3301 111904. 40 32095. 69 28. 68 127065. 40 28933. 41 22. 77 148366. 43 27877. 70 18. 79 194360. 82 25580. 50 13. 16 229363. 91 24215. 85 10. 56 306638. 36 18648. 50 6. 08 384315. 13 13574. 64 3. 53 469160. 83 11223. 34 2. 39 528023. 14 16871. 58 2. 66 17 Table No. 7 Statement of Assets & Liabilities of NEPAL BANK LTD. (Rs. In million) Mid-July Liabilities 1 CAPITAL FUND a. Paid-up Capital b. Calls in advance c Statutory Reserves d. Share Premium e. Retained Earning f. Others Reserves g. Exchange Fluctuation Fund 2 BORROWINGS a. NRB b. A†Class Licensed Institution c. Foreign Banks and Fin. Ins. d. Other Financial Ins. e. Bonds and Securities 3 DEPOSITS a. Current Domestic Foreign b. Savings Domestic Foreign c. Fixed Domestic Foreign d. Call Deposits e. Others 4 Bills Payable 5 Other Liabilities 1. Sundry Creditors 2. Loan Loss Provision 3. Interest Suspense a/c 4. Others 6 Reconcillation A/c 7 Profit & Loss A/c 2001 1125. 7 380. 4 544. 6 2002 1349. 5 380. 4 544. 6 2003 1449. 1 380. 4 557. 2 2004 1064. 3 380. 4 557. 2 2005 2006 2007 2008 2009 (10347. 5) (10066. 5) (6056. 7) (5399. 8) (4958. 8) 380. 4 380. 4 380. 4 380. 4 380. 4 699. 3 1045. 3 1286. 8 1332. 2 0. 0 0. 0 0. 0 (11672. ) (11672. 7) (7877. 3) (7306. 4) 127. 4 180. 5 127. 7 193. 9 118. 1 0. 0 25. 7 0. 0 1124. 9 1717. 4 1604. 9 1820. 1 1124. 5 1717. 4 1604. 9 1820. 1 0. 3 0. 0 0. 0 0. 0 0. 0 0. 0 0. 0 0. 0 0. 1 0. 0 0. 0 0. 0 0. 0 34744. 2 35444. 9 38715. 2 41451. 7 5714. 4 6030. 5 6761. 5 7799. 1 5522. 7 5873. 6 6605. 7 7639. 1 191. 8 156. 9 155. 8 160. 0 22671. 8 23547. 9 26425. 4 28545. 1 22665. 5 23538. 9 26412. 9 28530. 9 6. 3 9. 0 12. 5 14. 1 6269. 3 5790. 9 5393. 2 4757. 9 6263. 3 5784. 5 5387. 6 4752. 0 5. 9 6. 4 5. 6 6. 0 2. 8 0. 0 250. 0 86. 0 75. 6 135. 1 99. 6 169. 2 76. 1 92. 4 35. 9 36401. 0 23575. 4 10265. 5 9718. 7 814. 5 1641. 5 2362. 0 2556. 9249. 9 3269. 6 2376. 3 2141. 8 13629. 7 6456. 8 5090. 4 4510. 5 12707. 0 12207. 5 436. 8 510. 1 1768. 0 1056. 0 3085. 8 2033. 4 1399. 5 2329. 7 65259. 2 5886. 2 1020. 7 942. 5 78. 2 4315. 5 3793. 6 2626. 6 1167. 0 183. 8 183. 8 0. 0 0. 0 338. 1 550. 0 550. 0 13838. 6 11278. 0 0. 0 0. 0 0. 0 2560. 6 51. 2 0. 0 51. 2 17456. 0 16883. 7 572. 3 1073. 3 22. 6 21. 2 1029. 5 1. 3 1. 3 208. 9 15731. 5 12950. 6 161. 9 12788. 7 322. 4 147. 1 2311. 4 122. 3 169. 3 388. 4 10332. 2 65259. 2 54133. 0 5517. 4 1116. 5 1048. 4 68. 1 4400. 9 3702. 9 3702. 2 0. 7 291. 8 291. 8 0. 0 0. 0 406. 2 0. 0 0. 0 11776. 9 11776. 9 0. 0 0. 0 0. 0 0. 0 2644. 5 2597. 2 47. 12180. 4 11414. 9 765. 5 610. 7 1. 6 15. 3 593. 8 0. 0 0. 0 210. 6 10504. 9 6456. 0 128. 3 6327. 7 1314. 2 254. 9 513. 6 1966. 2 128. 0 798. 2 737. 4 9024. 0 54133. 0 47707. 1 7003. 6 1084. 9 1012. 9 72. 0 5918. 7 5112. 8 5125. 8 (13. 0) 327. 6 320. 0 7. 6 478. 3 0. 0 49660. 0 5055. 2 1180. 5 1120. 2 60. 3 3874. 7 2868. 8 2868. 8 0. 0 316. 4 316. 4 0. 0 0. 0 689. 5 0. 0 0. 0 0. 0 12918. 4 12918. 4 0. 0 0. 0 0. 0 0. 0 3733. 5 2426. 9 1306. 6 15480. 6 14809. 8 274. 8 396. 1 290. 1 7. 9 6. 1 276. 2 0. 0 0. 0 0. 0 229. 4 9382. 5 4510. 6 273. 2 4237. 4 1579. 9 131. 4 544. 8 2615. 7 90. 2 702. 6 1777. 5 49660. 0 1380. 0 0. 0 (6976. 4) 206. 2 51. 0 1970. 1970. 7 0. 0 0. 0 0. 0 0. 0 44346. 1 9572. 1 9382. 8 189. 3 31079. 7 31074. 0 5. 7 3579. 4 3572. 6 6. 8 0. 0 115. 0 56. 9 10191. 6 3273. 2 2188. 6 4046. 0 683. 8 3002. 2 54608. 8 9454. 8 1498. 6 1469. 1 29. 5 7556. 1 6519. 7 6487. 1 32. 6 452. 3 452. 3 0. 0 0. 0 584. 1 400. 0 400. 0 0. 0 10597. 9 10597. 9 0. 0 0. 0 0. 0 0. 0 2881. 1 2249. 0 632. 1 19261. 0 18208. 9 391. 3 660. 8 221. 2 9. 3 6. 6 205. 3 0. 0 200. 7 266. 2 264. 8 1. 4 0. 0 424. 6 215. 0 213. 7 1. 4 0. 0 511. 5 52. 4 52. 4 0. 0 0. 0 126. 7 0. 0 0. 0 0. 0 0. 0 35528. 6 5000. 7 34060. 1 4311. 7 34737. 4 4689. 5 36288. 5 6300. 0 20281. 6 19851. 5 21534. 5 22063. 0 9921. 8 9731. 8 396. 9 7481. 0 0. 0 324. 5 13947. 3 7. 8 157. 4 28191. 9 12. 4 104. 1 30090. 6 270. 0 174. 5 26711. 0 13947. 3 28191. 9 30090. 6 26711. 0 2010 (4851. 8) 380. 4 0. 0 1558. 8 0. 0 (7363. 0) 504. 0 68. 0 2125. 1 300. 0 0. 0 1825. 1 0. 0 0. 0 42129. 9 10540. 7 10342. 5 198. 2 27241. 3 27233. 9 7. 4 4241. 1 4234. 6 6. 5 0. 0 106. 8 47. 1 9280. 3 3934. 3 1527. 4 3285. 8 532. 8 934. 3 428. 6 50093. 5 9968. 6 1573. 7 1536. 8 36. 9 8394. 9 7350. 2 7319. 9 30. 3 350. 2 348. 6 1. 6 0. 0 694. 5 0. 0 0. 0 0. 0 4339. 8 4212. 4 127. 4 0. 0 0. 0 0. 0 1476. 0 1332. 6 143. 4 25074. 2 24747. 4 326. 8 0. 0 12. 5 0. 1 6. 4 6. 0 0. 0 0. 0 0. 0 327. 9 8410. 0 3250. 0. 0 3250. 1 1634. 7 370. 9 276. 0 2878. 3 49. 2 435. 3 0. 0 0. 0 50093. 5 2011 (4607. 7) 380. 4 0. 0 1608. 7 0. 0 (7252. 4) 587. 6 68. 0 1842. 4 0. 0 0. 0 1842. 4 0. 0 0. 0 46804. 2 10915. 9 10674. 3 241. 6 27255. 8 27245. 7 10. 1 7482. 3 74 76. 1 6. 2 729. 4 420. 8 11. 1 10387. 7 5406. 2 1501. 0 3014. 7 465. 8 879. 0 383. 4 55700. 1 11238. 1 1568. 5 1537. 2 31. 3 9269. 6 8171. 0 8167. 7 3. 3 656. 3 656. 3 0. 0 0. 0 442. 3 400. 0 400. 0 0. 0 5582. 1 5582. 1 0. 0 0. 0 0. 0 0. 0 2079. 8 1806. 4 273. 4 26637. 8 26607. 8 30. 0 0. 0 72. 1 0. 0 5. 6 66. 5 0. 0 0. 0 0. 0 308. 2 8855. 8 3014. 7 0. 0 0. 0 3014. 7 1703. 3 814. 9 0. 0 3322. 9 44. 5 381. 500. 6 0. 0 55700. 1 2012 (3084. 1) 1772. 8 0. 0 1634. 4 0. 0 (7190. 8) 631. 5 68. 0 2153. 8 0. 0 0. 0 2153. 8 0. 0 0. 0 56042. 6 12325. 2 12115. 1 210. 1 29980. 6 29971. 8 8. 8 11664. 6 11659. 6 5. 0 1649. 1 423. 1 73. 0 9510. 5 3591. 6 1696. 4 3311. 5 911. 0 (4030. 6) 406. 7 61071. 9 11991. 9 1939. 2 1914. 1 25. 1 10052. 7 8569. 8 8511. 1 58. 7 404. 4 404. 4 0. 0 0. 0 1078. 5 0. 0 0. 0 0. 0 6049. 3 6049. 3 0. 0 0. 0 0. 0 0. 0 2423. 9 0. 0 0. 0 2423. 9 29551. 3 29551. 3 0. 0 0. 0 147. 5 0. 0 5. 0 142. 5 0. 0 0. 0 0. 0 361. 9 8764. 9 3311. 5 0. 0 0. 0 3311. 5 1974. 8 889. 9 0. 0 25 88. 8 38. 5 309. 4 1433. 2 0. 0 61071. 9 Total Assets 50867. 63816. 6 8063. 8 1648. 9 1409. 9 239. 0 6410. 9 3307. 4 66329. 5 4770. 6 1420. 9 1198. 1 222. 8 3349. 7 2524. 1 64063. 8 6444. 0 969. 4 885. 9 83. 5 4452. 6 3783. 5 1 LIQUID FUNDS 8050. 5 a. Cash Balance 1784. 8 Nepalese Notes & Coins 1479. 4 Foreign Currency 305. 4 b. Bank Balance 6265. 7 1. In Nepal Rastra Bank 3050. 4 Domestic Currency Foreign Currency 2. â€Å"A†Class Licensed Institution 328. 1 Domestic Currency Foreign Currency 3. Other Financial Ins. 4. In Foreign banks 2887. 2 c. Money at Call 0. 0 Domestic Currency Foreign Currency 2 INVESTMENTS 6720. 0 a. Govt. Securities 6720. 0 b. NRB Bond c. Govt. Non-Fin. Ins. d. Other Non-Fin Ins. Non Residents 3 SHARE & OTHER INVESTMENT 56. 3 a. Interbank Lending b. Non Residents c. Others 4 LOANS & ADVANCES 21728. 8 a. Private Sector 21131. 0 b. Financial Institutions c. Government Organizations 597. 8 5 BILL PURCHED 234. 2 a. Domestic Bills Purchased b. Foreign Bil ls Purchased 234. 2 c. Import Bills & Imports 6 LOANS AGAINST COLLECTED BILLS 99. 3 a. Against Domestic Bills b. Against Foreign Bills 99. 3 244. 0 84. 8 129. 1 2859. 5 4. 1 740. 8 0. 0 540. 0 1022. 0 7115. 2 7115. 2 11722. 8 11722. 8 10593. 8 10593. 8 37. 6 59. 8 429. 9 13226. 3 13226. 3 0. 0 0. 0 0. 0 0. 0 3057. 0 2045. 5 1011. 5 13377. 5 12424. 1 210. 7 742. 7 373. 1 6. 8 366. 3 0. 0 0. 0 189. 7 8933. 9 4146. 306. 8 3839. 2 1251. 2 293. 2 3243. 5 91. 6 838. 5 615. 9 47707. 1 20755. 6 20103. 4 652. 2 139. 2 139. 2 102. 7 102. 7 27602. 5 8793. 0 132. 1 8660. 9 19078. 1 18335. 1 743. 0 88. 4 88. 4 99. 6 99. 6 30510. 2 9772. 9 195. 1 9577. 8 19108. 0 18616. 7 491. 3 33. 7 33. 7 0. 0 0. 0 27454. 4 11498. 8 141. 0 11357. 8 7 FIXED ASSETS 8 OTHER ASSETS a. Accrued Interests Financial Institutions Govt. Entp. Private Sector b. Staff Loans / Adv. c. Sundry Debtors d. Cash In Transit e. Others 9 Expenses not Written off 10 Non Banking Assets 11 Reconcillation Account 12 Profit & Loss A/c 1 3978. 6 6958. 2 101. 9 6856. 3 265. 8 10569. 4 4044. 2 313. 8 3730. 1733. 7 409. 7 474. 1 3907. 6 76. 3 604. 1 677. 2 54608. 8 7020. 4 18809. 5 20737. 3 15955. 6 Total 50867. 7 63816. 6 66329. 5 64063. 8 18 Table No. 8 Statement of Assets & Liabilities of RASTRIYA BANIJYA BANK (Rs. In million) Mid-July Liabilities 1 CAPITAL FUND a. Paid-up Capital b. Calls in advance c Statutory Reserves d. Share Premium e. Retained Earning f. Others Reserves g. Exchange Fluctuation Fund 2 BORROWINGS a. NRB b. â€Å"A†Class Licensed Institution c. Foreign Banks and Fin. Ins. d. Other Financial Ins. e. Bonds and Securities 3 DEPOSITS a. Current Domestic Foreign b. Savings Domestic Foreign c. Fixed Domestic Foreign d. Call Deposits e.Others 4 Bills Payable 5 Other Liabilities 1. Sundry Creditors 2. Loan Loss Provision 3. Interest Suspense a/c 4. Others 6 Reconcillation A/c 7 Profit & Loss A/c 2001 1506. 7 1172. 3 2002 1538. 2 1172. 3 2003 1557. 5 1172. 3 266. 2 146. 9 146. 9 0. 0 0. 0 0. 0 4050 0. 4 4864. 0 297. 7 156. 1 156. 1 0. 0 0. 0 0. 0 38964. 6 4639. 7 317. 0 161. 9 161. 9 0. 0 0. 0 0. 0 39308. 6 4687. 9 18822. 1 18997. 2 20861. 2 16477. 2 15166. 6 13579. 5 0. 8 336. 3 31490. 7 6. 7 154. 4 35459. 2