The Organizational Behavior Of An Organization Essay

The purpose of this paper is to evaluate the organizational behavior of an organization. I will be analyzing and evaluating Crown Iron Works and providing recommendations of my findings. The success of an organization depends on its organization behavior which is the study of people, what people feel, think, and do in a company. (Elsbach, Kayes Kayes, 2015). Organizational Behavior is important to help organizations become more successful and efficient in running the company and adapting to changes. This will also help to achieve goals in many different areas such as communication, leadership and motivation to a team. Organizational Behavior The organization I chose is Crown Iron Works. Crown Iron Works has been around since 1878 and was a black smith shop. Beginning as a heavy metals fabrication company and transforming into what it is today a process engineering firm. Crown Iron Works has many locations throughout the world which are Germany, China, Brazil, and Argentina. They are a global supplier of oilseed extraction technology and equipment. (Crown Iron Works, n.d.). They provide support on a project from start to finish and use innovation, education, service and will offer support in accordance to company’s policy to meet their customer’s needs. (Crown Iron Works, n.d.). Crown Iron Works seems to struggle with organizational culture when it comes to job satisfaction. You can see morale is low in employees in the organization. They do not interact or work as aShow MoreRelatedOrganizational Behavior : An Organization1596 Words   |  7 PagesOrganizational Behavior Analysis Organizational behavior is vastly unique for each organization. Positive or negative behavior has far reaching effects on the internal and external environments. What elements helps develop the behavior of an organization? Organizational behavior is the main ingredient of all organizations, and can be the building block that rejoices successful, or screams failure. Elements such as the type of culture, form of communication, disposition of authority, motivationalRead MoreOrganization Behavior And Organizational Behavior1707 Words   |  7 PagesOrganization behavior including both individual and group, which take an important role on company’s performance, a good manager with high ability to manage the employees’ satisfaction and involvement could achieve a higher performance of the company. In recent years, most of companies used balanced scorecards to determine the companies’ goals to improve the performance, which including employee coaching and mentoring. I n this report, we will conduct the performance of a company with the interactionRead MoreOrganizational Behavior : An Organization1521 Words   |  7 PagesOrganizational Behavior (OB) entails the study and usage of knowledge about how individuals, people, as well as groups function in organizations (Luthans Yousseff, 2007). Using a systematic approach, organizational behavior interprets people/organization relations in terms of the groups, individuals, entire organization, and social system. The main objective of organizational behavior is to help find or develop better relationships by attaining human objectives, social objectives and ultimatelyRead MoreOrganizational Behavior : An Organization1054 Words   |  5 Pagestask of organizational structure is to encourage people to work hard and coordinate their effort to ensure a high level of organizational performance. To this effect the four key concepts that assistance in achieving the needed performance include understanding t he meaning of organizational behavior; individual differences; values, attitudes, and moods and emotions; perception and attribution, and the management of diversity. Organizational Behavior (OB) Defining organizational behavior to be aRead MoreOrganizational Behavior And The Organization1038 Words   |  5 Pagesimportant to understand what behavior and culture in an organization means in order to have a better understanding of the whole scenario. From this perspective, then a manager can better know how to incorporate what he or she knows and what the organization at large is comprised of. According to Borkowski, (2011), the definition provided states that â€Å"organizational behavior is the study of individuals and group’s dynamics within an organization setting† (p.3). Organizational culture on the other handRead MoreOrganizational Behavior And Organization Behavior2132 Words   |  9 PagesIntroduction What is Organizational behavior? Prior to this course, I never known that much of what is organizational behavior an in which ways it can impact the organization. Over the course my knowledge about Organization Behavior has expanded. Organization behavior is the systematic study and application of knowledge about how individuals and groups act within the organizations where they work. In this paper, I will discuss the behavior in an organization for which I was employed with for twoRead MoreOrganizational Behavior : Organization Behavior2093 Words   |  9 PagesIntroduction Organization behavior is the study and application of information regarding how an individual or group of people within an organization behaves. According to John Schermerhorn author of the book Organizational Behavior Twelfth Edition, organizational behavior is the key characteristic used to maintain and enhance interaction levels amongst employees within a company (Schermerhorn, 2011). There are additional characteristics such as leadership, openness to confer in relation to issuesRead MoreOrganizational Behavior : An Organization1986 Words   |  8 Pages10th, p.2), Organizational Behavior studies the influence and impact that individuals, groups, and organizational structure have on behavior within an organization for the purpose of applying such knowledge toward improving an organization s effectiveness. In the business world, Organizational Behavior is an important tool for managers to effectively manage their teams and aids in being able to understand and foresee employee behavior in the organization. It tells how organizations can be arrangedRead MoreOrganizational Behavior : An Organization1754 Words   |  8 PagesOrganizational Behavior Scenario Applications It takes a team to run a successful organization. Managers all around are focusing on improving employee morale in the workplace because without dedicated and motivated employees, companies could not be successful. Managers that are running prosperous companies have the knowledge of Organizational Behavior. Organizational Behavior is the study of what people think, feel and do in and around organizations. Organizational Behavior influences employees motivationRead MoreOrganizational Behavior : Organization Behavior Analysis2021 Words   |  9 Pages Organizational Behavior Analysis BUS610: Organizational Behavior (NAB1431A) Instructor: Dr. Roberto Coto Angela Montgomery September 8, 2014 Organizational Behavior Analysis Abstract Organization behavior analysis is the study of information regarding an organization and its individual or group of people with their actions and performances within an organization. It is most important key feature which should be used to maintain and enhance interaction levels between

A Dolls House Essay - 1579 Words

The play â€Å"A Doll’s House† by Henrik Ibsen, makes several impressions about the perceptions of society and how women roles were defined during that time. This play also shows how gender status was at the time. The role of women was quite clear in this play. Nora’s behavior, like most women during that time, was to give into anything her husband said and obey his orders. In the beginning of the play, Nora was shown as a childish and naive housewife with a skill for spending money, and had a â€Å"parent-child† relationship with her husband. Her husband insulted her many times and even accused her of having too many sweets and gaining weight. Women were not considered as equal with men, either in relation to their husbands or the society. As Nora†¦show more content†¦Though Nora has a financial advantaged she leads a complicated life because society dictates that the husband should be the marriage’s governing partner. Women could not cond uct business or control their own money, for which they need the authorization of the man who is portrayed as the owner of women. Nora must hide the fact that she received a loan from Krogstad, even though it was to save Tovald’s life, because she knows he would never accept the idea that his wife, a woman, had helped save his life. With the arrival of Mrs. Linden, an old school friend, Nora finally has someone to talk to and hang out with. She finds herself able to be fully honest and confide in with Mrs. Linden. Nora requests, on Mrs. Lindens behalf, that Torvald hires her which indicates an ongoing change in her attitude. With Nora’s deception and the perceptions of society, she is susceptible to blackmail. Krogstad has an advantage over Nora, and threatens to reveal her fraudulent signature on the bond to everyone if Tovald fires him. Nora’s courage comes out when she sends Mrs. Linden to persuade Krogstad to change his mind, she shows full independence and awareness of her actions. Since it is illegal for a woman to obtain a loan without her husband’s permission, Nora must work in secret to pay offShow MoreRelatedA Dolls House Essay790 Words   |  4 PagesIt has been said that, some people think that it’s holding on that makes one strong; sometimes it’s letting go. In Henrik Ibsen’s A Doll’s House, Nora’s departure becomes the controversial topic of debate for many readers; was Nora Helmer justified in leaving her husband and kids or not? It is argued that both parents are needed for a child to succeed in life and that separation is an act of cowardness. However, several readers also debate that Nora was justified in leaving Torvald and her kids.Read MoreA Dolls House And A Dolls House Essay1421 Words   |  6 Pages Henrik Ibsen one of his most famous literature works â€Å"A doll’s house† and Kate Chopin’s short story â€Å"The story of an hour† portrays to the Victorian era, when women didn’t have rights. Both authors were born in an era where women didn’t have rights, and that women faced many aspects in life, such as being submissive to their husband’s, they were viewed as possessions than as people, and live a life that they didn’t want to live during the Victorian age. Even though Ibsen did not live the life ofRead MoreA Dolls House And A Dolls House Essay1656 Words   |  7 Pages Commonly, we see female characters in literature completely at the discipline of their male counterparts. However, some females challenge the notion that subservience to the patriarchy is absolutely ‘necessary’. A Doll’s House by Henrik Ibsen and Thomas Hardy’s Far from the Madding Crowd both create interesting female characters in Nora Helmer and Bathsheba Everdene respectively. Whether these women are truly either independent or dependent, is ambiguous in their pieces of literature. Authors’Read More A Dolls House: Nora Essay964 Words   |  4 PagesAN  ANALYSIS  OF  NORA, THE MEN IN HER LIFE, AND  HER  NAVIGATATION  TO INDEPENDENCE nbsp;nbsp;nbsp;nbsp;nbsp;The  play,  A  Doll  House,  written  by  Henrik  Ibsen  in  1879,  is  considered  a   landmark  in  drama  for  its  portrayal  of  realistic  people,  places,  and  situations.  Ibsen   confines  his  story  to  the  middle  class.  He  writes  of  a  society  that  is limited  not only  by  its  means  of  livelihood  but  also  its  outlook.  Ibsen  portrays  his characters    as  preoccupied  with  work  and  money, showing a reductionRead MoreAnalysis of A Dolls House Essay1108 Words   |  5 Pagesemphasizing what a certain historical event, personage, or situation enables the playwright to communicate. Discuss what effect the playwrights transformation of historical reality has on an audience. Henrik Ibsens widely regarded work, A Dolls House, was first introduced in 1879 as a theatrical presentation of human rights. Today, Ibsens work remains as such, although often conveyed as more focused on womens rights. The Norwegian playwrights vision of a seemingly common home is quickly translatedRead MoreEssay about a doll house1558 Words   |  7 Pagesï » ¿ â€Å"A Doll House† Henrik Ibsen play â€Å"A Doll House,† written in 1879, focuses on a story of a disparaging role of women in Victorian society through his doll motif, played out in Nora’s sudden distaste for her home. Throughout the play there are many examples of Nora’s husband Torvald treating Nora in an insulting manner because she’s a woman. Torvald calls her little pet names, and states that she’s frail. Nora does things according to what Torvald wants. Everything is done by his standardsRead MoreHonesty In A Doll House Essay750 Words   |  3 Pages In A Doll House, authored by Henrik Ibsen, honesty is one of the key concepts in a relationship. Honesty is an important aspect of life in general. If honesty is not present and hidden, when the truth actually does come to the light, it can damage you more than intended in the beginning. Ibsen uses the character Christine to open the door to the lies that are kept in secret in the marriage. Ibsen also u ses Christine to show that honesty is important in life in general to get you farther, notRead More A Dolls House: Nora Essay1401 Words   |  6 Pages In Henrik Ibsen’s play A Doll’s House, the personality of the protagonist Nora Helmer is developed and revealed through her interactions and conversations with the other characters in the play, including Mrs. Linde, Nils Krogstad, Dr. Rank and Ann-Marie. Ibsen also uses certain dramatic and literary techniques and styles, such as irony, juxtaposition and parallelism to further reveal interesting aspects of Nora’s personality. Mrs. Linde provides and interesting juxtaposition to Nora, while KrogstadRead MoreA Doll House Analyzation Essay1332 Words   |  6 Pages1. A Doll House By: Henrik Ibsen This quotation is found within the play â€Å"A Doll House†. The character Nora is speaking to her old friend Mrs. Linde and Dr.Rank. The time period and society Nora lived in, was where women were viewed as inferior to men. Women of that era were expected to stay at home and attend to the needs of their spouse and children. Her husband Torvald, would constantly disallow the slightest pleasures that she aspired to have, such as macaroons. Nora lived a life of lies inRead More Theme Of A Dolls House Essay678 Words   |  3 Pages Henrik Ibsens, A Dolls House is definitely a unique story written by a very intelligent, complicated writer. I believe he intentionally wrote the play in a manner which would lead every reader to draw his own conclusions. He forces us to find our own interpretation of the play in context with our personal lives and experiences with the opposite sex. The theme may be interpreted by many as a study of the moral laws that men and women are required to fo llow by nature. I believe it is primarily based

Financial Management Policies and Strategic Planning

Question: Describe about the Fortescue Metals Group Limited. Answer: The Objective of working capital management is to ensure that the day to day operations of the firm are running smoothly and to ensure that the firm has the sufficient cash to meet the short term obligations and cash requirements for day to day operations, but to avoid excessive amount of the firm's resources tied up in working capital management which may hamper profitability. Proper management of working capital ensures that the production targets are achieved smoothly. Current Assets Cash and cash equivalents 2,38,10,00,000 Trade and other receivables 291000000 Inventories 773000000 Current tax receivable 35000000 Other current assets 49000000 Total Current Assets 3,52,90,00,000 Current liabilities Trade and other payables 739000000 Deferred income 620000000 Borrowings and finance lease liabilities 155000000 Provisions 174000000 Current tax payable 0 Total Current Liabilities 1,68,80,00,000 Gross Working Capital = Total Current Assets = 3,52,90,00,000 Total Current Assets (CA) 3,52,90,00,000 Total Current liabilities (CL) 1,68,80,00,000 Net Working Capital (CA - CL) 1,84,10,00,000 Net Operating Woking Capital = Cash Cash Equivalents + Trade Other Receivables + Inventories)- (Trade and other payables) 2,70,60,00,000 Current Ratio = Current Assets/Current Liabilities Current Ratio = 2.09 Quick Ratio = (Current Assets - Inventories)/Current Liabilities Quick Ratio = 1.63 The firm has reasonably well structured working management as reflected by the current ratio of 2.09 The firm has sufficient investment in cash and cash equivalents to meet up the liquidity requirement (as and when they arrive) in the short term. Cash Cash Equivalents represents 67% (approx.) of total current assets. The firm has sufficient investment in inventories to meet up the increased sales. Inventories represents 22% (approx.) of total current assets. Net Profit Margin = 0.03686 Asset Turnover = 0.40140 leverage Ratio = 2.83402 Du Pont Analysis = Return On Equity = (Net Income/Sales)*(Sales/Assets)*(Assets/Equity) Return On Equity = (316/8,574)*(8,574/21,360)*(21,360/7,537) Return On Equity = 4.193% There are three types of current asset investment policy that is relaxed fat cat policy, restricted (or lean and mean) policy and moderate policy. The Du Pont equation of ROE, assist in defining and analysing the policy followed by the firm. The Du Pont equation is (Profit Margin) X (Total asset turnover)X (Leverage Factor). If the firm has high asset turnover (low assets) means that the firm has high ROE and also implies the firm follows restricted (lean-and-mean) policy. If the firm has low asset turnover (high assets) means that the firm has low ROE and also implies the firm follows relaxed (fat cat) policy. The Moderate policy falls between the two extremes. Per the analysis the firm follows the moderate policy. Since the firm has Asset turnover ratio of 0.40140 it appears that the firm has the moderate current asset investment policy (that is it falls between restricted policy and relaxed policy). Accounts Payable Turnover (Ending Inventory + Cost of goods Sold - Beginning Inventory)/(Accounts Payable) Accounts Payable Turnover 9.11 Days Payable = 365/Accounts Payable Turnover Days Payable = 40.062 Days payable represents after how many days creditors are paid. Since in this scenario we make the payment (cash out flow) to the creditors higher the days payable the better it is for the firm. Accounts Receivables Turnover Sales/Receivables Accounts Receivables Turnover 29.4639 Days Receivables = 365/Accounts Receivable Turnover Days Receivables = 12.388 Days receivables represents after how many days debtors pay to firm. Since in this scenario we get payment (cash inflow) from the debtor lower the days receivables the better it is for the firm. Inventory Turnover = Cost Of Goods Sold/Inventory Inventory Turnover = 9.6080 Day's Inventory = 365/Inventory Turnover Day's Inventory = 37.99 Days inventory represents after how many days firm's inventory is converted into cash. The lower the days of inventory in hand the better it is for the firm. Also higher days of inventory on hand means that the firm has sufficient inventory in hand to meet the increased demand. References: Rajan, raghuram G., and Luigi Zingales. 1995. What do we know about capital structure?Some evidence from International Data. Journal of Finance, vol. 50, no. 5: 1421-1460. Myers, Stewart, and Nicholas S. Majluf. 1984. Corporate Financing and Investment Decisions when firms have Information that investors donot have. Journal of Financial Economics, vol. 13: 187-221. Harvey, Campbell R., Karl V. Lins, and Andrew H. Roper. 2004. The Effect of Capital Structure When Expected agency costs are extreme. Journal of Financial Economics, vol 74, no. 1: 3-30 Hamada, Robert. 1972. The Effect of Firms Capital Structure on the systematic Risk of Common stocks. Journal of Finance, vol. 27, no. 2 : 435-452. Fan, J. P. H, Sheridan Titman, and Garry J. Twite. 2004. An International Comparison of Capital Structure and debt Maturity Choices. European Finance Association 2003 Annual Conference Paper No. 769. Domowitz, Ian, Jack Glen, and Ananth Madhavan. 2000. International Evidence on Aggregate Corporate Financing Decisions. Working Paper Pennsylvania State University.

Traffic Problem in Phnom Penh free essay sample

Nowadays our unpaved roads as well as paved roads in Phnom Penh city seem to be unsafe. Moreover, its traffic is really fiendish. People not only don’t respect the traffic officers, but also disobey the law. In this case, there are many accidents happen every month. Thus, in order to make our streets safer and traffic better, we have to do some things such as educating people more about traffic law, widening the streets, and enforcing the law. First, educating people more about traffic law is an effective strategy to make the streets safer and reduce traffic problem. For example, when people know clearly about traffic law they will try to obey it, for if they break it directly, there will be an awkward situation. Furthermore, traffic law will simultaneously provide education and morality to people which lead to understanding, safety, and traffic problem reduction. Another reason is widening the roads. We will write a custom essay sample on Traffic Problem in Phnom Penh or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It is a great factor which can really make our traffic better. Large roads make travelers easy to travel from one place to the others with worrying about traffic jam. Also, it can cut down traffic accident and modernize our city as well. Finally, enforcing the law is the other effective aspect which can permanently better the traffic and make streets safer. In this case, government should impose a heavy fine on those who contravene the traffic law and sentence many years imprison for those who crush someone into death, in order to alert people not daring to commit such things. On the whole, these three strategies are the good ways to improve our traffic system.

The Greek Hero vs The AngloSaxon Hero Essay Example

The Greek Hero vs The AngloSaxon Hero Essay The Greek Hero vs.The Anglo-Saxon Hero The hero stands as an archetype of who we should be and who we wish to be. However, the hero has inherent flaws which we do not wish to strive towards.In literature, these flaws are not used as examples of what we should be but rather as examples of what not to be.This is especially dominant in the Greek hero. While the Greek hero follows his fate, making serious mistakes and having a fairly simple life, the Anglo-Saxon super hero tries, and may succeed, to change his fate, while dealing with a fairly complex life. The Greek hero is strong and mighty while his wit and intelligence are highly valued.In the Greek tragedy, the hero struggles to avoid many flaws.Among these flaws are ambition, foolishness, stubbornness, and hubris-the excessive component of pride.He must overcome his predestined fate-a task which is impossible.From the beginning of the tale, it is already clear that the hero will ultimately failwith the only way out being d eath.In Oedipus, the hero is already confronted with a load of information about his family and gouges his eyes out.At this point, when he tries to outwit his fate he has already lost The Anglo-Saxon hero must also deal with his fate but tries, and usually succeeds, to change it.While the Greek hero battles his fate with his excessive pride and intelligence, the Anglo-Saxon hero tries to eliminate his doom by force.The Anglo-Saxon hero is considered a barbarian of sorts due to his sometimes unethical and immoral views and courses of action.At the end, the Anglo-Saxon succeeds in altering his fate though. The Greek hero is so normal, that the reader can relate to him.He is usually a common human being with no extraordinary life. His story seems believable, even possible.

Interior Design Indian Art, Craft and Color

Interior Design Indian Art, Craft and Color The Indian culture of using art and craft to decorate the interior aspects of buildings such as palaces, temples, royal houses and residences of the wealthy and noble individuals is an old practice but continues to thrive in the modern world (Barnard 13).Advertising We will write a custom research paper sample on Interior Design: Indian Art, Craft and Color specifically for you for only $16.05 $11/page Learn More The aesthetic quality of color, patterns and craftwork used in traditional Indian cultures explain why the style is still popular in the modern context. The purpose of this paper is to develop a comprehensive analysis of Indian art, craft and color as used in interior design. In particular, the paper explores the Rajasthan style, one of the oldest and popular Indian arts culture. The Rajasthan arts culture is widely known for its colorful, lively and attractive characteristics. It originates from the state of Rajasthan, which explains the name of th e arts culture (Dongerkery 29). Among the Rajasthan artworks developed for the interior parts of buildings include Rajasthani murals developed through painting. Embossing is an important artistic style used in developing Rajasthani Murals (Barnard 18). In addition, the Royal Rajput family has played a significant role in maintaining the craft and art industry in India. For instance, fabric colorations and embellishment, painting and interior decorations as well as making of puppets are important aspects of the Rajput arts culture. The Rajsasthani interior design The Rajasthani paintings are generally mural works that give an enthusiastic and embossed artwork to the interior design of various houses in India. In the paintings, the base of the artworks is either canvas board or ply board. Ply boards must undergo a number of processes to ensure that it fits the work. For instance, the surface is coated with wood primer for a number of times to achieve a smooth surface finishing. Then, the artists draw a sketch on the wood or ply surface. In particular, the artists apply relief work on the portions of the main drawing. For example, trees and bushes in a background are developed through embossing (Edwards 66). A mixture of ceramic and powder/glue is one of the main artistic styles used to decorate the interior of the buildings. To develop this mixture, it is necessary for the artists to make soft dough made from a mixture of ceramic powder and glue. The mixture is then used to make a number of shapes of the relief work depending on the designs set for embossing.Advertising Looking for research paper on art? Let's see if we can help you! Get your first paper with 15% OFF Learn More Coloring is a major aspect of the Rajasthan artworks. In fact, all the artworks must be colored to achieve the desired finishing. First, it is necessary to color the background. Any scenery in the background must be completely colored. Then, the artist colors all t he objects closer to the foreground. A number of colors are applied in these artworks. The type of color depends on the objects on the scenery. For instance, bright colors are used to finish dresses. In addition, Rajasthani paintings use bright combination of colors. Moreover, the skin portions are provided different colors. For the jewelry, metallic colors are normally prefers. It is also worth noting that Rajasthan paintings are vanished to provide with adequate protection (Bhandari and Vandana 61). Wall hangings and other decorations on the walls are developed with dresses and mats. They are designed by sticking a number of decorative sequences such as mirrors. Glass is used for framing the paintings, but it is not necessary to use glass. A number of synthetic frames can be used. In the traditional systems, wooden frames made of teakwood or rosewood is used to develop frames, which provides an enhanced ethnic appearance of the objects (Ypma 47). Barnard, Nicholas. Arts and Craft s of India. London: Conran Octopus Limited, 2010. Print. Bhandari, Dhingra and Sudha Vandana. Textiles and Crafts of India. New Delhi: Prakash Book Depot, 2008. Print. Dongerkery, Kamala. Interior decoration in India: Past and Present. London, OUP, 2009. Print.Advertising We will write a custom research paper sample on Interior Design: Indian Art, Craft and Color specifically for you for only $16.05 $11/page Learn More Edwards, Eiluned. Textiles and Dress of Gujarat. Ahmedabad: Mapin Publishing, 2011. Print. Ypma, Herbert. India modern: traditional forms and contemporary design. New Delhi: Phaidon Press, 2004. Print.

The Freedom Riders ..Civil Right Movement Research Paper

The Freedom Riders ..Civil Right Movement - Research Paper Example In addition, the history of America affects the direction and roles of the government. The Freedom Riders movement is a specific point in history that changed the course of the government. Because of the movement, the government enacted legislation to allow equal rights. In May of 1961, a small group of African-Americans as well as white supporters took a journey on a bus (Arsenault 1). This journey became symbolic of the struggle for equal rights. Thirteen riders got on buses that were supposed to be for white people only, and refused to get off. Their goal was to reach Alabama from Washington. One bus was set on fire when it reached Alabama, and most of its riders were brutally beaten. This original group of Freedom Riders placed themselves in harms way in order to support a movement greater than themselves. After the African-Americans reached Alabama, people across the United States were more aware of the struggle for civil rights. They inspired more than sixty more freedom rides across the country and sparked a movement (et al). President Kennedy first attempted to stop the Freedom Riders (Bullard 20). When he realized he could not stop the protests, he chose to help them out. He told the southern states that their segregation laws would still be in effect if they agreed not to harm the Freedom Riders. Even though the Freedom Riders were not brutally beaten after President Kennedy made this agreement with the southern states, they were still arrested once they finished their ride. Elected officials grew frustrated with the Freedom Riders. In an effort to stop the movement, Attorney General Robert Kennedy â€Å"took the unusual step of asking the Interstate Commerce Commission to issue regulations against segregated terminals† (et al 21). Surprisingly, the Interstate Commerce Commission agreed. Essentially, the Freedom Riders won. They had set out to end segregation of public travel, and that is exactly what the United States

Form a christian perspective Essay Example | Topics and Well Written Essays - 1000 words

Form a christian perspective - Essay Example Firstly, it’s a great worshiping of the Prophet Jesus (the Christ), and of number of saints what defines most of Christianity. Despite being a monotheistic religion, Christians refer less to God while more to Christ (whom Christians see as a God’s son) and to other iconic figures, primary historical postures (saints) when praying. Christians relay on stories about Christ and saints, on the wisdom they were proclaiming, truth they were teaching, and try to follow examples of Christ and saints in own lives. Christ and saints are also used as bailsmen on heaven, thus when asking for something Christians often turns to them, than to God directly. Even those branches of Christianity which negate saint iconic figures, commonly recognize a preacher who’s talking to God. To gain insight into God’s purpose, Christians need to receive a translation from authorities and thus, Christian turns to the Church. Christian Church (the Church) is less important for Christians than a local church they specifically belong to. Christianity is a single religion, but it’s also a worldwide. There’s a lot of different confessions and variations of Christian belief, and therefore most close Christians are with their local churches where a local pastor preaches regularly, for the same audience for quite a period of time. Christians tend to came to a church for soul businesses as much often as for social businesses and in this way, create a community. Christians love to be united to share a one way, and a local church unites Christians together. Christians pay a great attention on sharing. Love and care for their neighbors define Christianity as it’s the famous claim Christ had made. Christians contribute money for churches (for some confessions, there’s a specific percent from income to contribute) and for other good deeds which are primary, of local needs.

The relationship between marijuana and juvenile delinquency Essay

The relationship between marijuana and juvenile delinquency - Essay Example Based on transactional analysis theory, in the case at hand, it can be deduced from the physical and circumstantial evidence that my son’s friend has committed the following criminal violations: trespass to dwelling, theft, and illegal possession of picklocks. Trespass to dwelling is committed by a person who shall enter the house or dwelling of another without the latter’s prior consent. In the case at bar, the mere presence of my son’s friend inside the house (which is presumed to have been closed and temporarily inhabited as not even a single occupant was found thereon at that time) raises the presumption that he is guilty thereof. At that time, no one could have given him the permission to come inside the house as there was no legitimate occupant was there at that time. His being my son’s friend doesn’t in any way legitimize his intrusion into the house without invitation or prior permission. My son’s friend is also presumed guilty of illegal possession of picklocks. I must consider first the fact that I am very sure, non one in the house has ever had a picklock nor uses the same. The fact that my son’s friend was able to enter the house without the assistance of anybody, or any occupant from within, should be considered in relation to the presence of picklock found on the counter very near to the place where I found him. Common sense would indicate that the picklock could have been used to open the house door in order for him to gain entry thereon. It is not necessary though to actually see him in the act of using it as mere possession is sufficient to incriminate him. Theft could also be considered against him in relation to my jewelries which I found lying in the counter next to him. Of course, I should be careful with the fact that neither I nor anybody from my family in the house had put the jewelries there. Besides, jewelries are not commonly placed in or near the kitchen but inside the bedroom. For example, if I usually keep my jewelries inside my bedroom cabinet, the mere fact that they were taken outside the cabinet (where they should be), already consummates the crime of theft. The jewelries need not be successfully taken outside the house because the thief has already exercised control over the subject jewelries when he took them outside the bedroom cabinet where they are kept. There is no other logical presumption that could be made on the information of the presence of my jewelries in the kitchen beside the culprit whose presence in the house is under question. On the other hand, the fact that he smells of marijuana is not sufficient to indict him for violation of the law on prohibited or regulated drugs. On this aspect, the intervention of a professional is necessary in order to properly determine his condition. If it is positive, then he is guilty thereof. If it is negative, then he is not. I cannot rely entirely on my intuition as I may not be considered an expert in determining the smell of marijuana. Based on the facts given and discussion above, I will do the following: First, I will call the police right away. This is for the

Effects of Enterprise Resource Planning (ERP)

Effects of Enterprise Resource Planning (ERP) Abstract Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which traditional capital budgeting decision-making models may not be appropriate. The purpose of this study is to determine if ERP implementations have brought about significant changes on large industries in India, by answering questions other studies have not answered. This study is motivated both by an appreciation of the magnitude of a companys decision to invest in an ERP system and by the fact that other research to date contains limitations of scope or method that may reduce the reliability of reported results. Accordingly, this study examines success factors of ERP implementations. The results of this research are significantly more reliable than results of other studies because this research examines whether the ERP systems yield substantial benefits to the firms that adopt them, and that the adoption risks do not exceed the expected value, although there is some evidence (from analysis of financial leverage) that suggests that firms do definitely perceive ERP projects to be risky. There also appears to be an optimal level of functional integration in ERP with benefits declining at some level, consistent with diseconomies of scope for very large implementations, as one would typically expect. Introduction 1.1 Background Information systems exist in most peoples working lives. It is now generally accepted that the information system world is one where human, social and organizational factors are as important as the technological (Avison et al. 2001).The business environment is changing dramatically and in order to stay competitive in the market, organizations must improve their business practices and procedures. Organizations within all departments and functions upgrade their capability to generate and communicate accurate and timely information. During the last decades, enterprises have focused on Information Technology (IT) and implemented various applications to automate their business processes. These applications were not developed in a coordinated way but have evolved as a result of the latest technological innovations. As a result various integration problems were caused because the applications could not co-operate and disparate IT solutions could not bind together (Thermistocleous and Irani, 2000). Prior to the concept of ERP systems, departments within an organization (for example, the human resources (HR) department, the payroll department, and the financials department) would have their own computer systems. The HR computer system would typically contain information on the department, reporting structure, and personal details of employees. The payroll department would typically calculate and store paycheck information. The financials department would typically store financial transactions for the organization. Each system would have to rely on a set of common data to communicate with each other. For the HRIS to send salary information to the payroll system, an employee number would need to be assigned and remain static between the two systems to accurately identify an employee. The financials system was not interested in the employee-level data, but only in the payouts made by the payroll systems, such as the tax payments to various authorities, payments for employee benefit s to providers, and so on. This provided complications. For instance, a person could not be paid in the payroll system without an employee number. But later ERP software, among other things, combined the data of formerly separate applications. This made the worry of keeping numbers in synchronization across multiple systems disappears. It standardized and reduced the number of software specialties required within larger organizations (Slater, 1999). 1.2 Evolution of ERP The evolution of ERP systems was after the spectacular developments in the field of computer hardware and software systems. In 1960s many organizations designed, developed and implemented centralized computing systems, which were almost like automating their inventory control systems using inventory packages (IC). These were legacy system based on their programming languages such as COBOL, ALGOL and FORTRAN. Material requirement planning (MRP) systems were developed in 1970s, which involves many planning the product or parts requirements according to the master production schedule (Okrent Vokurka, 2004). Following this system a new software system called manufacturing resource planning (MRP II) was introduced in 1980s with an emphasis on optimizing manufacturing process by synchronizing the materials with production requirements. Areas like shop floor and distribution management, human resource, finance, project management and engineering comes under MRP II (Okrent Vokurka, 2004). ERP systems first appeared in late 1980s and in the beginning of 1990s with the power of enterprise wide inter-functional co-ordination and integration. Based on the technological foundations of MRP and MRP II, ERP systems integrate business processes including manufacturing, accounting, human resource, distribution, financial, project management, service and maintenance, transportation, accessibility, visibility and consistency across the enterprise (Okrent Vokurka, 2004). During 1990s ERP vendors added more modules and functions as added advantage to the core modules giving birth to the ‘Extended ERP. These ERP extensions include advanced planning and scheduling (APS), e-business solution such as costumer relationship management (CRM) and supply chain management (SCM) (Okrent Vokurka, 2004). 1.3 About ERP systems During the 1990s, Enterprise Resource Planning (ERP) systems was introduced as â€Å"integrated suites† that included a wide range of software products supporting day-to-day business operations and decision-making. ERP serves many industries and numerous functional areas in an integrated fashion, attempting to automate operations from supply chain management, inventory control, manufacturing scheduling and production, sales support, customer relationship management, financial and cost accounting, human resources and almost any other data oriented management process. ERP systems have become increasingly prevalent over the last 10 years. Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which tr aditional capital budgeting decision-making models may not be appropriate. The license/maintenance revenue of ERP market was $17.2 billion dollars in 1998, it is expected to be $24.3 billion dollars in 2000, and ERP systems have been implemented in over 60% of multi-national firms. This market also cuts across industries for example, two of the worlds best-known software companies, IBM and Microsoft, now run most of their business on software neither of them makes, the SAP R/3 ERP package made by SAP AG (OLeary, 2000). The appeal of the ERP systems is clear. While most organizations typically had software systems that performed much of the component functions of ERP, the standardized and integrated ERP software environment provides a degree of interoperable that was difficult and expensive to achieve with stand alone, custom-built systems. For example, when a salesperson enters an order in the field, the transaction can immediately flow through to other functional areas both within and external to the firm. The order might trigger an immediate change in production plans, inventory stock levels or employees schedules, or lead to the automated generation of invoices and credit evaluations for the customer and purchase orders from suppliers. In addition to process automation, the ability of ERP systems to disseminate timely and accurate information also enables improved managerial and worker decision-making. Managers can make decisions based on current data, while individual workers can have greater a ccess to information, enabling increasing delegation of authority for production decisions as well as improved communications to customers (OLeary, 2000). 1.4 Model layer of ERP A Global Business Process Model is created which represents the whole ERP software product. This model is layered in 3 deeper levels. The first level is the System Configuration Level, which scopes on high-level option on the entire system. Option definition is therefore static: once a high-level option of the ERP system is chosen to be used within the organization, the choice cannot be made changed. One level deeper is the Object Level, which scopes on single data objects. The option on this level is more dynamic. The lowest level is the Occurrence level, which analyses single process occurrences. Because this level elaborates on object parameters, the option is very dynamic, meaning that options can easily be altered (Garg and venkitakrishnan, 2006). 1.5 Case study We systematically study the productivity and business performance effects of ERP using a unique dataset on firms that have purchased licenses for the SAP R/3 system, the most widely adopted ERP package. In the last 30 years, SAP has become the global leader in business software, serving more than 38,000 customers worldwide, including organizations of every size and type. Along the way, SAP has accumulated a unique knowledge base of best practices in more than 25 industries. The SAP tradition of leadership continues with a new generation of ERP software that gives the company unprecedented speed and flexibility to improve your bottom line by improving your enterprise resource planning (Web-1). Our goal is to better understand the economics of ERP implementations specifically, and more broadly, contribute to the understanding of the benefits of large-scale Industries in India. The author has tried to find out the success of ERP (Enterprise Resource Planning) implementation and the return on investment depends, among other factors, on the active project management team. This success and return on investment is very important to the organization since implementation cost is very high and the resulting Information Technology platform needs to supply significantly to the organizations business strategy and survival. Since competitors are likely to be implementing ERP solutions at the same time, there is the added advantage to gain a benefit, a boundary. How is this achieved? According to the research the organizations that have successfully implemented the ERP systems are gathering the benefits of having integrating working environment, standardized process and operational benefits. There have been many disgusting stories of improper ERP implementation because of which many companies have become bankrupt and in many cases organizations have decided to discard the ERP implementation projects. Not all ERP implementations have been successful. Majority of these studies have used case studies to conclude their findings and very few have used the experiential study of the ERP implementation process and its success. The difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998), but research on critical success factors in ERP implementation is rare and sectioned. Till now, only a few organizations have done a little to imagine the important predictors for initial and ongoing ERP implementation success (Brown and Vessey, 1999). This research is an effort to achieve that. It identifies the critical success factors in ERP implementation, categorizes them into the respective phases in the ERP life cycle model and discusses the importance of these factors in ERP implementation (Markus and Tanis, 2000). 1.6 Aims and objectives: This research is an attempt to broaden the ERP implementation research by defining the theoretical areas built and operational measures specific to ERP implementation and success measure to advance ERP research. 1.6.1 Aim The main aim of this research is to study and analyze the impact of implementing ERP solutions on large industries in India. 1.6.2 Objective The objective of this dissertation is to: Study about the Enterprise Resource Planning (ERP) systems and their business aspects. Analysing the implementation process of ERP systems and their Life cycle. Analysing the success and failure factors of the implementation of ERP systems. Analysing the pre and post implementation strategies involved in an ERP project. Understanding the effect of implementing ERP solutions on Indian large industries. Understanding the success factors of the ERP implementation by doing the case study on SAP (Systems, Applications and Products). This dissertation explains the importance of ERP implementation within an organization, primarily within the large industries and explains the issues related with the usability and the users opinion on an implemented ERP system. The research project discussed in this dissertation is derived from an implemented ERP system on large industries in Bangalore. The author has chosen SAP as his case study as the SAP provides the worlds best integrated solutions for the organizations. The system examined in this dissertation is the SAP implementation and the selected users for this system are the large industries in Bangalore like Bharath Heavy Electricals Limited (BHEL), Karnataka State Road Transport Commission (KSRTC), Repcol, etc. 1.7 Layout of the dissertation Chapter 2 Literature Review This chapter explores the literature that is relevant to the research questions on Enterprise Resource Planning systems and their implementation, Life cycle, Success factors, failure factors, the business aspects of ERP and as well as ERP solutions provided by SAP and its significance. This chapter mainly focuses on eleven critical success factors of ERP systems. This chapter will form the bases for the argument presented in proceeding chapters. Chapter 3 Research Approach This chapter discusses the overall review of the research approach and methods that will guide this research. This chapter also discusses about the techniques for data analysis including triangulation. Chapter 4 Research Site In this chapter, the site of the study and how the research was carried out (data collection) is discussed in detail. This chapter also provides the analysis of the data which was collected and an overall conclusion of the analyzed data. The particular component of the ERP system is studied and the problems being encountered. Chapter 5 Conclusion and recommendations This chapter outlines the conclusion of the research with the recommendations and the suggestions for future research. Literature review According to Garg and venkitakrishnan (2006), business environment has changed more in the last five years than it was before. Enterprises are continuously trying to improve themselves in the areas quality, time to market, costumer satisfaction, performance and profitability. The Enterprise Resource Planning (ERP) software fulfils all these needs. 2.1 Definition of ERP Enterprise resource planning has been in defined in many ways as cited by Brown (2006) they are as follows Sets of business software which allows an organization for complete management of operations.(Al-Mashari, et al., 2003) A software infrastructure fixed with â€Å"best practices,† respectively best ways to do business based on common business practices or academic theory. (Bernroider Koch, 2001) An organization-wide Information System that tightly combines all aspects of a business. It promises one database, one application, and a unified interface across the entire enterprise. (Bingi, Sharma, Godla, 1999) Highly integrated enterprise-wide software package that computerize core business processes such as finance, human resources, manufacturing, and supply and distribution. (Holland Light, 1999) A packaged business software system that enables a company to manage the efficient and effective use of resources by providing a total, integrated solution for the organizations information-processing needs. (Nah, Lau, Kuang, 2001) Business software that combines information across the organization. This integration removes inconsistencies and enables the organization to attain consolidated reports. (Shakir, 2000 cited by Brown, 2006) A combination of business management practice and technology, where Information Technology integrates and automates many of the business practices associated with the core business processes, operations, or production aspects of a company to achieve specific business objectives. (Web-8:www.sap.com) 2.2 Features of ERP systems According to Garg and venkitakrishnan (2006) ERP system needs have the following features: Modular design comprising many distinct business modules such as distribution, accounting, manufacturing, financial, etc. Use centralized common database management system (DBMS) The modules are integrated and provide seamless data flow among the modules, increasing operational transparency through standard interface. They are generally complex systems involving high cost. They are flexible and offer best business practices. They are time-consuming and configuration setups for integrating with the companys business information. The modules work in real time with online and batch processing capabilities. They will soon be internet enabled (Garg and venkitakrishnan, 2006). 2.3 Modules Different ERP vendors provide ERP systems with some degree of speciality but the core modules are almost the same for all of them. Some of the core ERP modules are Human resource management, Transportation management, Manufacturing management, Accounting management, financial management, Production management, Sales and distribution management, Costumer relation management, Supply chain management and E-Business. The modules of an ERP system can either work as stand alone units or several modules can be combined together to form an integrated system. The systems are usually designed to operate under several operating platforms. SAP AG, the largest ERP vendor provides a number of modules with its famous R/3 ERP system. New modules are introduced by SAP and other vendors in response to the market and technological demand such as the internet technology (Garg and venkitakrishnan, 2006). Koch et al. (1999) also discusses three common approaches to ERP systems implementation in organisations. As the number of modules being implemented increases, there is a shift from a big-bang to a phased approach. Big bang This approach enables organizations to cast off all their legacy systems at once and implement a single ERP system across the entire organization. This is the most ambitious and difficult of approaches to ERP implementation (Koch et al., 1999). Franchise Strategy This strategy, also referred to in literature as ‘phased implementation, suits large or diverse companies that dont share many common processes across business units. Independent ERP systems are installed in each unit, while linking common processes (Koch et al., 1999). This is the most common way of implementing ERP and it allows the systems to link together only to share the information necessary for the corporation to get a performance big picture across all the business units. â€Å"Usually these implementations begin with a demonstration or â€Å"pilot† installation in a particularly open-minded and patient business unit where the core business of the corporation will not be disrupted if something goes wrong† (Koch et al. 1999 cited by Jenine, 2001). Slam-dunk With this approach, ERP dictates the process design and the focus is on just a few key business processes. This implementation strategy is most appropriate for smaller organizations (Koch et al., 1999). ERP systems are usually highly complex, expensive, and difficult to implement. Besides the traditional MRP functionality, ERP systems include applications for many other functional areas such as Customer Relationship Management, Sales and Marketing processes, Human Resources, Accounting and Finance, Supply Chain Management, and Operational and Logistical Management. Many ERP vendors are offering some or all of these functions as options within their offering. Organizations can usually pick and choose between modules, implementing only those which are applicable to their situation (Al-Mashari et al., 2000 cited by Brown, 2006). 2.4 Functions of ERP This software tries to combine all departments and functions across a company onto a single computer system that can serve each different departments particular needs (Koch et al. 1999). ERP systems are nothing more than generic representations of the way a typical company which does business (Koch et al. 1999 cited by Jenine, 2001). ERP is software, which collects data from various key business processes and stores in a single comprehensive data repository where they can be used by other parts of the business. Many organizations are now using ERP systems to solve their problems. ERP improves organizational co-ordination, efficiency and decision-making. It is a kind of software, which helps managers to find out the most and the least profitable jobs. This in turn, helps managers to eliminate the most unprofitable jobs (Zygmont, 1998). Pp 89-91. ERPs allow computerising the tasks involved in performing a business process so it is important that implementers start with a clear expression of the business problems being addressed (Slater 1999 cited by Jenine, 2001). The most common reason that companies walk away from multimillion dollar ERP projects is that they discover that the software does not support one of their important business processes (Koch et al. 1999). Not only do the business functions need to be identified, the more delicate issues such as the companys corporate culture and management style must be examined to enable a holistic view of the implementation (Slater 1999). ERP systems stress the importance of accountability, responsibility and communication within an organisation. They focus on optimizing the way things are done internally rather than with customers, suppliers or partners (Koch et al. 1999 cited by Jenine, 2001). It is said that ERP is the best expression of the inseparability of business and information technology (Gupta, 2000). ERP systems highlight one specific theme: integration of all organisational processes and this has attracted many organizations to adopt ERPs in recent year (Sia, et.al. 2002 cited by Thavapragasam, 2003). According to Gupta (2000) ERP allows companies to integrate departmental information and for many users, an ERP is a â€Å"does it all† system that performs everything from entry of sales orders to customer service. Moreover, an ERP-system enables companies to integrate data used throughout the whole organization and holds operation and logistic, procurement, sales and marketing, human resource and financial modules (Wassenaar, et al., 2002 cited by Thavapragasam, 2003). ERPs are often known as off the shelf IT solutions that will enable organizations to achieve faster cycle fastens, reduces cost, and improved customer service (Sia, et al., 2002 cited by Thavapragasam, 2003). Wassenaar, et al. (2002) continues to suggest that ERP-system implementation implies a much stronger organizational change that normal information system development. Problems associated with software implementations are neither new nor specific to enterprise resource planning (ERP) systems. 2.5 Impact of implementation There is a small but growing literature on the impact of ERP systems; the majority of these studies are interviews, cases studies or a collection of case studies and industry surveys (Davenport, 1998). McAfee (1999) studied the impact of ERP systems on self-reported company performance based on a survey of Indian implementers of SAP R/3 packages. Participating companies reported substantial performance improvement in several areas as a result of their ERP implementation, including their ability to provide information to customers, cycle times, and on-time completion rates. 2.5.1 Benefits ERPs are designed to help manage organizational resources in an integrated manner. The primary benefits that are expected to result from their implementation are closely related to the level of integration that is promoted across functions in an enterprise. The professional literature has been proactive in determining the types of benefits that companies might anticipate from their ERP systems and to what extent organizations had actually attained those benefits on a post-implementation basis. Expectations for improved business performance after adoption may result from both operational and strategic benefits (Irving 1999; Jenson and Johnson 1999 cited by Nicolaou, 2004). In the Benchmarking Partners study (1998), respondent companies anticipated both tangible and intangible benefits. The most significant intangible benefits related to internal integration, improved information and processes, and improved customer service, while tangible benefits related to cost efficiencies in inventory, personnel, procurement and the time needed to close books, as well as improvements in productivity, cash/order management, and overall profitability. In assessing the extent to which they had actually attained those benefits, however, on a post-implementation basis, it was evident that they were not able to improve profitability or lower personnel, inventories, or system maintenance costs as much as they had hoped. On the other hand, respondents noted better-than-expected results in overall productivity and in order-management cycle time, as well as procurement, on-time delivery, and the ability to close financial cycles (cited by Nicolaou, 2004). Likewise, in the Conference Board study (Peterson et al. 2001 cited by Nicolaou, 2004), responding companies reported anticipating similar types of tangible and intangible benefits, although it was evident that the realization of those benefits required more time than expected. Where as Gattiker and Goodhue (2000) group the literature of ERP benefits into four categories: Improve information flow across sub-units, standardization and integration facilitates communication and better coordination; Enabling centralization of administrative activities such as account payable and payroll; Reduce IS maintenance costs and increase the ability to deploy new IS functionality; ERP may be instrumental in moving a firm away from inefficient business processes and toward accepted best of practice processes. The above studies on the impact of ERP systems suggest that there are potentially substantial benefits for firms that successfully implemented ERP systems (Ragowsky and Somers, 2000). We note here the significance of ERP impact has started to attract more attention from the organizations (Sarkis and Gunasekaran, 2001 cited by Hitt et. al, 2001). 2.5.2 Limitations Limitations of ERP systems have also been widely documented; as identified below. ERPs can have a negative impact on the work practices and culture of an organization (Gefen, 2000) There is a need for extensive technical support prior to its actual use (Gefen, 2000). The need for competent consulting staff to extensively customize the ERP to increase the acceptance of a new system (Gefen 2000). â€Å"Lack of feature-function fit† between the companys needs and the packages available (Markus and Tanis 2000). It takes an average of 8 months after the new system is installed to see any benefits (Koch et al. 1999). The Total Cost of Ownership (TCO) of ERP, as identified by the Meta Group, includes hardware, software, professional services and internal staff costs. TCO is averaged at $15 million per system (Koch et al., 1999). 2.6 ERP lifecycle The ERP life cycle is comprised of four phases namely analysis, installation, final preparation and go live (Robey, Ross and Boudreau, 2000). An integrative, theoretical framework was introduced which we call â€Å"integrated ERP implementation,† which is comprised of a set of theoretically important constructs. This framework has been developed based on the project life cycle approach, in which the ERP implementation project goes through different stages before it goes live. There are number of factors that affect the ERP implementation process are termed in this study as implementation critical success factors. Upon the completion of ERP implementation project, performance is measured by a mix of outcomes (Robey, Ross and Boudreau, 2000). Since the models are unpredictable, they cannot be measured directly, multi-item scales, each composed of a set of individual items, were needed to obtain indirect measures of each construct (Robey, Ross and Boudreau, 2000). Implementation planning- It is the first phase of ERP implementation in which initial implementation plan is prepared, team members are selected (which could be new or roll over from the acquisition team), project scope and initial objectives are defined. In this phase as well the implementation strategies and outcomes are identified as well. Installation- It is the second phase of Implementation process, activities such as hardware and network is installed according to the requirements of ERP system, configuration of ERP is conducted, system customization is performed and change management plan is executed. Final Preparation- In this phase data from legacy system is imported to the new system, data is converted and system testing is performed. Moreover, the users are trained on the system. Go Live- Going Live is the point in time in the ERP implementation, when the system is first used for actual production. In this phase, ERP system goes lives, progress is monitored and user feedback is reviewed (Robey, Ross and Boudreau, 2000). 2.7 Critical Factors of ERP implementation success This section discusses the 11 factors that are critical to ERP implementation success (cited by Kuang, 2001). ERP teamwork and composition ERP teamwork and composition is important throughout the ERP life cycle. The ERP team should consist of the best people in the organization (Bingi et al., 1999; Rosario, 2000; Wee, 2000). Building a cross-functional team is also critical. The team should have a mix of consultants and internal staff so the internal staff can develop Effects of Enterprise Resource Planning (ERP) Effects of Enterprise Resource Planning (ERP) Abstract Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which traditional capital budgeting decision-making models may not be appropriate. The purpose of this study is to determine if ERP implementations have brought about significant changes on large industries in India, by answering questions other studies have not answered. This study is motivated both by an appreciation of the magnitude of a companys decision to invest in an ERP system and by the fact that other research to date contains limitations of scope or method that may reduce the reliability of reported results. Accordingly, this study examines success factors of ERP implementations. The results of this research are significantly more reliable than results of other studies because this research examines whether the ERP systems yield substantial benefits to the firms that adopt them, and that the adoption risks do not exceed the expected value, although there is some evidence (from analysis of financial leverage) that suggests that firms do definitely perceive ERP projects to be risky. There also appears to be an optimal level of functional integration in ERP with benefits declining at some level, consistent with diseconomies of scope for very large implementations, as one would typically expect. Introduction 1.1 Background Information systems exist in most peoples working lives. It is now generally accepted that the information system world is one where human, social and organizational factors are as important as the technological (Avison et al. 2001).The business environment is changing dramatically and in order to stay competitive in the market, organizations must improve their business practices and procedures. Organizations within all departments and functions upgrade their capability to generate and communicate accurate and timely information. During the last decades, enterprises have focused on Information Technology (IT) and implemented various applications to automate their business processes. These applications were not developed in a coordinated way but have evolved as a result of the latest technological innovations. As a result various integration problems were caused because the applications could not co-operate and disparate IT solutions could not bind together (Thermistocleous and Irani, 2000). Prior to the concept of ERP systems, departments within an organization (for example, the human resources (HR) department, the payroll department, and the financials department) would have their own computer systems. The HR computer system would typically contain information on the department, reporting structure, and personal details of employees. The payroll department would typically calculate and store paycheck information. The financials department would typically store financial transactions for the organization. Each system would have to rely on a set of common data to communicate with each other. For the HRIS to send salary information to the payroll system, an employee number would need to be assigned and remain static between the two systems to accurately identify an employee. The financials system was not interested in the employee-level data, but only in the payouts made by the payroll systems, such as the tax payments to various authorities, payments for employee benefit s to providers, and so on. This provided complications. For instance, a person could not be paid in the payroll system without an employee number. But later ERP software, among other things, combined the data of formerly separate applications. This made the worry of keeping numbers in synchronization across multiple systems disappears. It standardized and reduced the number of software specialties required within larger organizations (Slater, 1999). 1.2 Evolution of ERP The evolution of ERP systems was after the spectacular developments in the field of computer hardware and software systems. In 1960s many organizations designed, developed and implemented centralized computing systems, which were almost like automating their inventory control systems using inventory packages (IC). These were legacy system based on their programming languages such as COBOL, ALGOL and FORTRAN. Material requirement planning (MRP) systems were developed in 1970s, which involves many planning the product or parts requirements according to the master production schedule (Okrent Vokurka, 2004). Following this system a new software system called manufacturing resource planning (MRP II) was introduced in 1980s with an emphasis on optimizing manufacturing process by synchronizing the materials with production requirements. Areas like shop floor and distribution management, human resource, finance, project management and engineering comes under MRP II (Okrent Vokurka, 2004). ERP systems first appeared in late 1980s and in the beginning of 1990s with the power of enterprise wide inter-functional co-ordination and integration. Based on the technological foundations of MRP and MRP II, ERP systems integrate business processes including manufacturing, accounting, human resource, distribution, financial, project management, service and maintenance, transportation, accessibility, visibility and consistency across the enterprise (Okrent Vokurka, 2004). During 1990s ERP vendors added more modules and functions as added advantage to the core modules giving birth to the ‘Extended ERP. These ERP extensions include advanced planning and scheduling (APS), e-business solution such as costumer relationship management (CRM) and supply chain management (SCM) (Okrent Vokurka, 2004). 1.3 About ERP systems During the 1990s, Enterprise Resource Planning (ERP) systems was introduced as â€Å"integrated suites† that included a wide range of software products supporting day-to-day business operations and decision-making. ERP serves many industries and numerous functional areas in an integrated fashion, attempting to automate operations from supply chain management, inventory control, manufacturing scheduling and production, sales support, customer relationship management, financial and cost accounting, human resources and almost any other data oriented management process. ERP systems have become increasingly prevalent over the last 10 years. Enterprise resource planning (ERP) systems are the most ambitious, sophisticated use of information technology (IT) by businesses to date. Managers must compare the massive investments of resources and time to be committed to an ERP implementation against the significant benefits that may be derived from ERP systems in an environment in which tr aditional capital budgeting decision-making models may not be appropriate. The license/maintenance revenue of ERP market was $17.2 billion dollars in 1998, it is expected to be $24.3 billion dollars in 2000, and ERP systems have been implemented in over 60% of multi-national firms. This market also cuts across industries for example, two of the worlds best-known software companies, IBM and Microsoft, now run most of their business on software neither of them makes, the SAP R/3 ERP package made by SAP AG (OLeary, 2000). The appeal of the ERP systems is clear. While most organizations typically had software systems that performed much of the component functions of ERP, the standardized and integrated ERP software environment provides a degree of interoperable that was difficult and expensive to achieve with stand alone, custom-built systems. For example, when a salesperson enters an order in the field, the transaction can immediately flow through to other functional areas both within and external to the firm. The order might trigger an immediate change in production plans, inventory stock levels or employees schedules, or lead to the automated generation of invoices and credit evaluations for the customer and purchase orders from suppliers. In addition to process automation, the ability of ERP systems to disseminate timely and accurate information also enables improved managerial and worker decision-making. Managers can make decisions based on current data, while individual workers can have greater a ccess to information, enabling increasing delegation of authority for production decisions as well as improved communications to customers (OLeary, 2000). 1.4 Model layer of ERP A Global Business Process Model is created which represents the whole ERP software product. This model is layered in 3 deeper levels. The first level is the System Configuration Level, which scopes on high-level option on the entire system. Option definition is therefore static: once a high-level option of the ERP system is chosen to be used within the organization, the choice cannot be made changed. One level deeper is the Object Level, which scopes on single data objects. The option on this level is more dynamic. The lowest level is the Occurrence level, which analyses single process occurrences. Because this level elaborates on object parameters, the option is very dynamic, meaning that options can easily be altered (Garg and venkitakrishnan, 2006). 1.5 Case study We systematically study the productivity and business performance effects of ERP using a unique dataset on firms that have purchased licenses for the SAP R/3 system, the most widely adopted ERP package. In the last 30 years, SAP has become the global leader in business software, serving more than 38,000 customers worldwide, including organizations of every size and type. Along the way, SAP has accumulated a unique knowledge base of best practices in more than 25 industries. The SAP tradition of leadership continues with a new generation of ERP software that gives the company unprecedented speed and flexibility to improve your bottom line by improving your enterprise resource planning (Web-1). Our goal is to better understand the economics of ERP implementations specifically, and more broadly, contribute to the understanding of the benefits of large-scale Industries in India. The author has tried to find out the success of ERP (Enterprise Resource Planning) implementation and the return on investment depends, among other factors, on the active project management team. This success and return on investment is very important to the organization since implementation cost is very high and the resulting Information Technology platform needs to supply significantly to the organizations business strategy and survival. Since competitors are likely to be implementing ERP solutions at the same time, there is the added advantage to gain a benefit, a boundary. How is this achieved? According to the research the organizations that have successfully implemented the ERP systems are gathering the benefits of having integrating working environment, standardized process and operational benefits. There have been many disgusting stories of improper ERP implementation because of which many companies have become bankrupt and in many cases organizations have decided to discard the ERP implementation projects. Not all ERP implementations have been successful. Majority of these studies have used case studies to conclude their findings and very few have used the experiential study of the ERP implementation process and its success. The difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998), but research on critical success factors in ERP implementation is rare and sectioned. Till now, only a few organizations have done a little to imagine the important predictors for initial and ongoing ERP implementation success (Brown and Vessey, 1999). This research is an effort to achieve that. It identifies the critical success factors in ERP implementation, categorizes them into the respective phases in the ERP life cycle model and discusses the importance of these factors in ERP implementation (Markus and Tanis, 2000). 1.6 Aims and objectives: This research is an attempt to broaden the ERP implementation research by defining the theoretical areas built and operational measures specific to ERP implementation and success measure to advance ERP research. 1.6.1 Aim The main aim of this research is to study and analyze the impact of implementing ERP solutions on large industries in India. 1.6.2 Objective The objective of this dissertation is to: Study about the Enterprise Resource Planning (ERP) systems and their business aspects. Analysing the implementation process of ERP systems and their Life cycle. Analysing the success and failure factors of the implementation of ERP systems. Analysing the pre and post implementation strategies involved in an ERP project. Understanding the effect of implementing ERP solutions on Indian large industries. Understanding the success factors of the ERP implementation by doing the case study on SAP (Systems, Applications and Products). This dissertation explains the importance of ERP implementation within an organization, primarily within the large industries and explains the issues related with the usability and the users opinion on an implemented ERP system. The research project discussed in this dissertation is derived from an implemented ERP system on large industries in Bangalore. The author has chosen SAP as his case study as the SAP provides the worlds best integrated solutions for the organizations. The system examined in this dissertation is the SAP implementation and the selected users for this system are the large industries in Bangalore like Bharath Heavy Electricals Limited (BHEL), Karnataka State Road Transport Commission (KSRTC), Repcol, etc. 1.7 Layout of the dissertation Chapter 2 Literature Review This chapter explores the literature that is relevant to the research questions on Enterprise Resource Planning systems and their implementation, Life cycle, Success factors, failure factors, the business aspects of ERP and as well as ERP solutions provided by SAP and its significance. This chapter mainly focuses on eleven critical success factors of ERP systems. This chapter will form the bases for the argument presented in proceeding chapters. Chapter 3 Research Approach This chapter discusses the overall review of the research approach and methods that will guide this research. This chapter also discusses about the techniques for data analysis including triangulation. Chapter 4 Research Site In this chapter, the site of the study and how the research was carried out (data collection) is discussed in detail. This chapter also provides the analysis of the data which was collected and an overall conclusion of the analyzed data. The particular component of the ERP system is studied and the problems being encountered. Chapter 5 Conclusion and recommendations This chapter outlines the conclusion of the research with the recommendations and the suggestions for future research. Literature review According to Garg and venkitakrishnan (2006), business environment has changed more in the last five years than it was before. Enterprises are continuously trying to improve themselves in the areas quality, time to market, costumer satisfaction, performance and profitability. The Enterprise Resource Planning (ERP) software fulfils all these needs. 2.1 Definition of ERP Enterprise resource planning has been in defined in many ways as cited by Brown (2006) they are as follows Sets of business software which allows an organization for complete management of operations.(Al-Mashari, et al., 2003) A software infrastructure fixed with â€Å"best practices,† respectively best ways to do business based on common business practices or academic theory. (Bernroider Koch, 2001) An organization-wide Information System that tightly combines all aspects of a business. It promises one database, one application, and a unified interface across the entire enterprise. (Bingi, Sharma, Godla, 1999) Highly integrated enterprise-wide software package that computerize core business processes such as finance, human resources, manufacturing, and supply and distribution. (Holland Light, 1999) A packaged business software system that enables a company to manage the efficient and effective use of resources by providing a total, integrated solution for the organizations information-processing needs. (Nah, Lau, Kuang, 2001) Business software that combines information across the organization. This integration removes inconsistencies and enables the organization to attain consolidated reports. (Shakir, 2000 cited by Brown, 2006) A combination of business management practice and technology, where Information Technology integrates and automates many of the business practices associated with the core business processes, operations, or production aspects of a company to achieve specific business objectives. (Web-8:www.sap.com) 2.2 Features of ERP systems According to Garg and venkitakrishnan (2006) ERP system needs have the following features: Modular design comprising many distinct business modules such as distribution, accounting, manufacturing, financial, etc. Use centralized common database management system (DBMS) The modules are integrated and provide seamless data flow among the modules, increasing operational transparency through standard interface. They are generally complex systems involving high cost. They are flexible and offer best business practices. They are time-consuming and configuration setups for integrating with the companys business information. The modules work in real time with online and batch processing capabilities. They will soon be internet enabled (Garg and venkitakrishnan, 2006). 2.3 Modules Different ERP vendors provide ERP systems with some degree of speciality but the core modules are almost the same for all of them. Some of the core ERP modules are Human resource management, Transportation management, Manufacturing management, Accounting management, financial management, Production management, Sales and distribution management, Costumer relation management, Supply chain management and E-Business. The modules of an ERP system can either work as stand alone units or several modules can be combined together to form an integrated system. The systems are usually designed to operate under several operating platforms. SAP AG, the largest ERP vendor provides a number of modules with its famous R/3 ERP system. New modules are introduced by SAP and other vendors in response to the market and technological demand such as the internet technology (Garg and venkitakrishnan, 2006). Koch et al. (1999) also discusses three common approaches to ERP systems implementation in organisations. As the number of modules being implemented increases, there is a shift from a big-bang to a phased approach. Big bang This approach enables organizations to cast off all their legacy systems at once and implement a single ERP system across the entire organization. This is the most ambitious and difficult of approaches to ERP implementation (Koch et al., 1999). Franchise Strategy This strategy, also referred to in literature as ‘phased implementation, suits large or diverse companies that dont share many common processes across business units. Independent ERP systems are installed in each unit, while linking common processes (Koch et al., 1999). This is the most common way of implementing ERP and it allows the systems to link together only to share the information necessary for the corporation to get a performance big picture across all the business units. â€Å"Usually these implementations begin with a demonstration or â€Å"pilot† installation in a particularly open-minded and patient business unit where the core business of the corporation will not be disrupted if something goes wrong† (Koch et al. 1999 cited by Jenine, 2001). Slam-dunk With this approach, ERP dictates the process design and the focus is on just a few key business processes. This implementation strategy is most appropriate for smaller organizations (Koch et al., 1999). ERP systems are usually highly complex, expensive, and difficult to implement. Besides the traditional MRP functionality, ERP systems include applications for many other functional areas such as Customer Relationship Management, Sales and Marketing processes, Human Resources, Accounting and Finance, Supply Chain Management, and Operational and Logistical Management. Many ERP vendors are offering some or all of these functions as options within their offering. Organizations can usually pick and choose between modules, implementing only those which are applicable to their situation (Al-Mashari et al., 2000 cited by Brown, 2006). 2.4 Functions of ERP This software tries to combine all departments and functions across a company onto a single computer system that can serve each different departments particular needs (Koch et al. 1999). ERP systems are nothing more than generic representations of the way a typical company which does business (Koch et al. 1999 cited by Jenine, 2001). ERP is software, which collects data from various key business processes and stores in a single comprehensive data repository where they can be used by other parts of the business. Many organizations are now using ERP systems to solve their problems. ERP improves organizational co-ordination, efficiency and decision-making. It is a kind of software, which helps managers to find out the most and the least profitable jobs. This in turn, helps managers to eliminate the most unprofitable jobs (Zygmont, 1998). Pp 89-91. ERPs allow computerising the tasks involved in performing a business process so it is important that implementers start with a clear expression of the business problems being addressed (Slater 1999 cited by Jenine, 2001). The most common reason that companies walk away from multimillion dollar ERP projects is that they discover that the software does not support one of their important business processes (Koch et al. 1999). Not only do the business functions need to be identified, the more delicate issues such as the companys corporate culture and management style must be examined to enable a holistic view of the implementation (Slater 1999). ERP systems stress the importance of accountability, responsibility and communication within an organisation. They focus on optimizing the way things are done internally rather than with customers, suppliers or partners (Koch et al. 1999 cited by Jenine, 2001). It is said that ERP is the best expression of the inseparability of business and information technology (Gupta, 2000). ERP systems highlight one specific theme: integration of all organisational processes and this has attracted many organizations to adopt ERPs in recent year (Sia, et.al. 2002 cited by Thavapragasam, 2003). According to Gupta (2000) ERP allows companies to integrate departmental information and for many users, an ERP is a â€Å"does it all† system that performs everything from entry of sales orders to customer service. Moreover, an ERP-system enables companies to integrate data used throughout the whole organization and holds operation and logistic, procurement, sales and marketing, human resource and financial modules (Wassenaar, et al., 2002 cited by Thavapragasam, 2003). ERPs are often known as off the shelf IT solutions that will enable organizations to achieve faster cycle fastens, reduces cost, and improved customer service (Sia, et al., 2002 cited by Thavapragasam, 2003). Wassenaar, et al. (2002) continues to suggest that ERP-system implementation implies a much stronger organizational change that normal information system development. Problems associated with software implementations are neither new nor specific to enterprise resource planning (ERP) systems. 2.5 Impact of implementation There is a small but growing literature on the impact of ERP systems; the majority of these studies are interviews, cases studies or a collection of case studies and industry surveys (Davenport, 1998). McAfee (1999) studied the impact of ERP systems on self-reported company performance based on a survey of Indian implementers of SAP R/3 packages. Participating companies reported substantial performance improvement in several areas as a result of their ERP implementation, including their ability to provide information to customers, cycle times, and on-time completion rates. 2.5.1 Benefits ERPs are designed to help manage organizational resources in an integrated manner. The primary benefits that are expected to result from their implementation are closely related to the level of integration that is promoted across functions in an enterprise. The professional literature has been proactive in determining the types of benefits that companies might anticipate from their ERP systems and to what extent organizations had actually attained those benefits on a post-implementation basis. Expectations for improved business performance after adoption may result from both operational and strategic benefits (Irving 1999; Jenson and Johnson 1999 cited by Nicolaou, 2004). In the Benchmarking Partners study (1998), respondent companies anticipated both tangible and intangible benefits. The most significant intangible benefits related to internal integration, improved information and processes, and improved customer service, while tangible benefits related to cost efficiencies in inventory, personnel, procurement and the time needed to close books, as well as improvements in productivity, cash/order management, and overall profitability. In assessing the extent to which they had actually attained those benefits, however, on a post-implementation basis, it was evident that they were not able to improve profitability or lower personnel, inventories, or system maintenance costs as much as they had hoped. On the other hand, respondents noted better-than-expected results in overall productivity and in order-management cycle time, as well as procurement, on-time delivery, and the ability to close financial cycles (cited by Nicolaou, 2004). Likewise, in the Conference Board study (Peterson et al. 2001 cited by Nicolaou, 2004), responding companies reported anticipating similar types of tangible and intangible benefits, although it was evident that the realization of those benefits required more time than expected. Where as Gattiker and Goodhue (2000) group the literature of ERP benefits into four categories: Improve information flow across sub-units, standardization and integration facilitates communication and better coordination; Enabling centralization of administrative activities such as account payable and payroll; Reduce IS maintenance costs and increase the ability to deploy new IS functionality; ERP may be instrumental in moving a firm away from inefficient business processes and toward accepted best of practice processes. The above studies on the impact of ERP systems suggest that there are potentially substantial benefits for firms that successfully implemented ERP systems (Ragowsky and Somers, 2000). We note here the significance of ERP impact has started to attract more attention from the organizations (Sarkis and Gunasekaran, 2001 cited by Hitt et. al, 2001). 2.5.2 Limitations Limitations of ERP systems have also been widely documented; as identified below. ERPs can have a negative impact on the work practices and culture of an organization (Gefen, 2000) There is a need for extensive technical support prior to its actual use (Gefen, 2000). The need for competent consulting staff to extensively customize the ERP to increase the acceptance of a new system (Gefen 2000). â€Å"Lack of feature-function fit† between the companys needs and the packages available (Markus and Tanis 2000). It takes an average of 8 months after the new system is installed to see any benefits (Koch et al. 1999). The Total Cost of Ownership (TCO) of ERP, as identified by the Meta Group, includes hardware, software, professional services and internal staff costs. TCO is averaged at $15 million per system (Koch et al., 1999). 2.6 ERP lifecycle The ERP life cycle is comprised of four phases namely analysis, installation, final preparation and go live (Robey, Ross and Boudreau, 2000). An integrative, theoretical framework was introduced which we call â€Å"integrated ERP implementation,† which is comprised of a set of theoretically important constructs. This framework has been developed based on the project life cycle approach, in which the ERP implementation project goes through different stages before it goes live. There are number of factors that affect the ERP implementation process are termed in this study as implementation critical success factors. Upon the completion of ERP implementation project, performance is measured by a mix of outcomes (Robey, Ross and Boudreau, 2000). Since the models are unpredictable, they cannot be measured directly, multi-item scales, each composed of a set of individual items, were needed to obtain indirect measures of each construct (Robey, Ross and Boudreau, 2000). Implementation planning- It is the first phase of ERP implementation in which initial implementation plan is prepared, team members are selected (which could be new or roll over from the acquisition team), project scope and initial objectives are defined. In this phase as well the implementation strategies and outcomes are identified as well. Installation- It is the second phase of Implementation process, activities such as hardware and network is installed according to the requirements of ERP system, configuration of ERP is conducted, system customization is performed and change management plan is executed. Final Preparation- In this phase data from legacy system is imported to the new system, data is converted and system testing is performed. Moreover, the users are trained on the system. Go Live- Going Live is the point in time in the ERP implementation, when the system is first used for actual production. In this phase, ERP system goes lives, progress is monitored and user feedback is reviewed (Robey, Ross and Boudreau, 2000). 2.7 Critical Factors of ERP implementation success This section discusses the 11 factors that are critical to ERP implementation success (cited by Kuang, 2001). ERP teamwork and composition ERP teamwork and composition is important throughout the ERP life cycle. The ERP team should consist of the best people in the organization (Bingi et al., 1999; Rosario, 2000; Wee, 2000). Building a cross-functional team is also critical. The team should have a mix of consultants and internal staff so the internal staff can develop

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