Imports of French Wine in China

Imports of French Wine in China Report on French wine from France to China France shared about one third of the import wine market in China. And China is now the fifth biggest export destination for French wine. In Figure 1, we briefly describe the main process of French wine from France to China. Figure 1. Main Process of French Wine Supply chain The supplier in the supply chain is the French vineyard. The manufacturer, winery, purchase the grapes from the vineyard and ship the wine to bottling estate. The French wine import company, as the distributor, import different brands of French wine and then distribute all the French wine to retailers in China such as Carrefour and Walmart. At last, Chinese customers can buy French wine from these retailers. Regarding to the organizational network in this case, wineries or agencies of the import companies play the role of shipper. And the import companies play the role of consignee. At port of arrival, the financial flows are from import companies which is the distributor to the forwarder and bank; from forwarder to customs, inspection authorities, on carriers and shipping line agent; from shipping line agents to port authorities, port services, customs and terminal operators. At port of departure, the financial flows are from shipping line agents to port authorities, customs, port s ervices and terminal operator; from forwarders to insurance companies, pre-carriers and shipping line agents; from wineries or agents of import companies, which are the shippers in this case, to the forwarder. And connect the organizational network in ports of departure together with the network in ports of arrival, the financial flow also exists from banks in ports of arrival to banks in ports of departure and from banks in ports of departure to the wineries or agents of import companies. When it comes to the logistics network, the goods flows generally follow the main process of the supply chain. Wines are bottled by bottling estates and stuffed in empty containers and then transported to the export terminals. Containers with wines then collected and loaded on sea vessels and arrive import terminals. At last, after discharged from sea vessels, wines can be collected by import companies and distributed to retailers. If we put the supply chain processes into a cycle view, the procur ement cycle is between wineries/bottling estates and vineyards/bottles suppliers. The manufacturing cycle is between wineries/bottling estates and French wine import companies. The replenishment cycle is between French wine import companies and retailers such as Carrefour and Wal-mart. And the customer order cycle is between retailers and customers such as restaurants and individuals. On the other hand, if restaurants or other customers place orders directly to the import companies, the import companies bypass the retailer such as Carrefour and Wal-mart, then the customer order cycle will be between customers and import companies, and the replenishment and manufacturing cycle will be between import companies and wineries. If we put the supply chain in a push/pull view, retailers execute the process in the customer order cycle after the customer order arrives. All processes that are part of the customer order cycle are pull processes. And other processes from suppliers to retailers a re push processes because they respond to speculated rather than actual demand. If we also take direct order from customers to import companies into consideration, the push/pull boundary will be between import companies and customers, and import companies will be the actual retailers in this situation. There are several transport activities involve in French wine. First, vineyards ship fresh grapes to the wineries. Second, wineries will use the producing process to brew wine. Third, wines will be transported to bottling estates to subpackage them to wine bottles or just handled by bulk in barrels. Meanwhile, empty bottles and corks are transported to bottling estates for bottling French wines. No matter what kind of packages, bottles or bulk, wine will be loaded to containers. The containers which load wine bottles or barrels will be shipped by sea transport or air transports. Figure 2. Sea transport route from France (Paris) to China (Shanghai) The sea transport route from France (Port Rouen) to China (Shanghai) is mainly through the Suez Canal and showed in Figure 2. After wine arrive at the port, they will be stored in warehouse of distributors. When Distributors received orders from retailors, they will ship the wine to retailors’ warehouse and customers are able to purchase French wines from retailors, just like Wal-mart or the shop of vintner. On the other hand, some big customers, for instance, hotels will give orders directly to the distributors to get French wine and they store wines in their cellar. The main packages used to transport wines are barreled or bottled, they will all be loaded into containers for further sea transport or air way which we mentioned above. However, bottled wines are more popular than bulk ones to individual custumers and restaurants. Due to glass bottles are fragile cargo, transport requirements are undoubtedly more higher than normal goods. Reefer containers are requested for several types of wines to maintain the transport temperature at about 10 degree centigrade, which cause transport costs for wines are higher. For French wines, storage and handling procedure happen in all process of supply chain. The storage of fresh grape in vineyards and wineries. The wines stored during manufacturing procedure and warehouses of distributors and retailors. The main handling process of French wines to China is container ship voyage and showed in figure. After arriving at China port, wines will be discharged from containers and sent to distributors’ wareho use. Finally wines will be delivered to final destination that is retailors’ shops according to retailors’ order. This is the main logistics network design of French wine to China. To assess important supply chain characteristics of French wine to China, we have to understand French wines’ characteristics and their customers. The transport requirements of French wines are high due to the frangibility of glass bottles and a constant temperature is requested in the whole supply chain of French wine. On the other hand, French wines are variable and classified to different levels, from Vin de Table to A.O.C so that target customers are totally different. As a result of that, the uncertainty of French wines to China are higher than normal beverage supply chain, such as fruit juice or bears. From the book of Sunil Chopra and Peter Meindl, supply chain responsiveness including the definitions: â€Å"Respond to wide ranges of quantities demanded; Meet short lead times; Handle a large variety of products; Build highly innovative products; Meet a high service level and Handle supply uncertainty†. Based on Chinese custom reportà ¯Ã‚ ¼Ã…’Chinese imports of wines increased from 2.86 hundred million in 2010 to reach 3.95 hundred million in 2012. French wines share about one of third import wine market of China. The quantities and variety of French wines increasingly raised and their characteristics of high value-added than normal beverage require a higher service level. From the question 3, we estimate the transport and warehousing costs of the final product price which we notice the transport cost of French wine to China are higher than normal beverage like Coca-Cola is about 6% of final price. So supply chain efficiency of French wine supply chain is not great due to costs of manufacturing and delivering to customer is not average compared to other beverage supply chain. â€Å"The Great Wall† wine is a famous wine brand in China which manufacture in Hebei Province and all its supplier is from China. It is very clear that the transport cost, labor cost and material cost are obviously lower than French wines that manufactured in France and bottled in France. And the target market of â€Å"The Great Wall† is focus on the low-end market so that the price of â€Å"The Great Wall† is also lower than some brands of French wines. A normal bottle of â€Å"The Great Wall† retail price in 750 ml is about 3 to 5 euro and a French one is about 10 to 15 euro. According to a Chinese wine information website, the profit of French wines in China is about 30%~50% and Chinese wines are only about 11% which is much lower than French wine. From the aspect of supply chain characteristics, Chinese wines are not like French wines, the brand of Chinese wines are much less and manufactured by only several big companies. Due to focal warehouse and m anufacture with headquarter in China, Chinese wines supply chain can use minimize inventory and pursue the lowest cost of transport. â€Å"The Great Wall† can predict the market more accurate than French wine company and the uncertainty of domestic supply chain is lower. The conclusion is that â€Å"The Great Wall† wine compared to French wine supply chain is less responsive. However, its supply chain efficiency is greater than French brands imported from France. After evaluating the supply chain of French wine from France to China and comparing it with local brands, we conclude that the supply chain has some disadvantages as follows. Firstly, due to the sea transportation part, the transportation costs are much higher for French wine than those for local brands. Secondly, a French wine costomer places greater emphasis not on quantity of the product but the product variety and response time than on cost. So that wineries need to base their competitive strategies on costomer priorities. However, also due to the sea transportation part, wineries may fail to response immediately to costomers’ orders of French wines of different year. For example, once a costomer want one bottle of French wine produced in 2004, and he can’t find it in Carrefour and Wal-mart, he will turn to local brands’ products. To solve this problem, our idea is to build a new vineyard and chateau in China. Through this new strategy design of supply chain, wineries are able to transport French wines by road or railway instead of sea transportation, which can dramatically reduce the transportation costs for wineries. Furthermore, wineries don’t need to cooperate with import companies anymore and take over the role of distributor, which can increase the supply chain ownership. Last but not least, this new supply chain strategy also fit the competitive strategy better since wineries can response immediately to costomers’ priority of product variety. On the other hand, it takes time for wineries to build local vineyard and chateau in China, so they have to keep the old supply chain strategy before the local vineyard and chateau are built. Besides, the investment in China also influence the profit of wineries in the short run. But we believe that the new strategy is much better and it worth the investment in a long run. References Searates database (2015), †Sea Route from Paris to Shanghai†, Searates,  http://www.searates.com/services/routes-explorer/?filter-st=1from=alat=48.856614alng=2.3522219000000177to=blat=31.230416blng=121.473701container= derived in 2015.1.10 Chopra S, Meindl P. Supply chain management. Strategy, planning operation [M]. Gabler, 2007. Weining Du, French Wine Importation and distribution in Shanghai [D]. East China University of Science and Technology, 2010. Xudong Pan, A study on China Coca-Cola Supply Chain Model [D]. Xiamen University, 2002. Anonymous (2012), â€Å"Statistics report about 2012 Import wines†, wine.cn,  http://www.wine.cn/html/201302/17560.html derived in 2015.1.11 Great Wall Wine Staff (2015), â€Å" Brand Introduction of Great Wall Wine†, Great Wall Wine,  http://www.greatwallwine.com.cn/pinpaijieshao.html derived in 2015.1.10

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

Young People in Society

Explain how political, economic and social constructs can be used to categories society. Look at how Irish society stratifies according to social class and gender. Sociologists develop theories and concepts to help reveal the structure of social life and they engage in numerous different forms of empirical Investigation to test and develop these theories. They are Interested In how people communicate and create meaning and understanding, but they are also interested in questions of power and inequality.They use a variety of sources such as historical documents, observations, river research to help develop reliable information about how society operates. Define social stratification Social stratification is a system where people are ranked hierarchically which leads to groups of people being classified into layers and strata (class, caste, slavery and estate).Class – social class system Is a system of stratification that results from unequal distribution of wealth, power and pr estige. Caste -? this is a fixed arrangement of strata from the most to the least privileged. Estate – this consist three different strata or layers – aristocracy, clergy and commoners. Slavery – this is the oldest and most extreme form of stratification or inequality in which some people are literally owned by others as property.All social stratification systems share four basic principles each reflecting how these systems cause inequalities based on class, gender, ethnicity, age, religious affiliation and consequences at an Individual and at a collective level In society, no one social stratification system Is unique, each system Is a characteristic of the society It relates to and it is not simply a reflection of differences at an individual level, nor is it a new incept as afore mentioned but it is a system that has and will persist over generations and although stratification systems may not be an exact replica In each society, fundamentally stratification systems are universal albeit widely variable, they also incorporate ideological beliefs while also engendering shared identities (Macaroni et a', 2005). Do all societies stratify? If so, in what way? Virtually all societies have some form of stratification or structured inequalities that are organized and that persist over time. It Is universal but variable and seems to be found everywhere. At the same time, what is unequal and how unequal it is varies from one society to another.For example, I) Social stratification persist over generation – in all societies, parents confer their social positions on their children, so that patterns of inequality stay much the same from generation to generation. (Monoclonal et a', 2005). II) Some Individuals do also experience social mobility -? It may be downward or upward. Society celebrate the achievements of those who rose to people are regarded as more important than others, more worthy of respect or seen as more useful than others in ce rtain situations. It is also evident that people could move downward as a result of illness, unemployment, economic break-down, business setback etc.However, social standing of most people remain unchanged for a life time – like the Royal Family in England. What system of stratification is in operation in Ireland? Is it an open or close system of stratification? The social stratification in Ireland today is undefined. However, the class system seem to be in operation in Ireland and it is considered a close system. A closed system does not afford a person the same opportunity, and as a result a person's position in fife is solely determined by the family group they are born into. Identity and belonging dominate the social class in modern Ireland. This can be to the majority of people defined by two categories: the first being wealth (Middle class).If you are wealthy you have a lot more opportunities in education, professionals or higher managerial e. G. Senior government worke rs, doctors, farmers, company directors etc. And; secondly being poor (Lower class). – these are people in lower scale in the society e. G. School teachers, driver, machine operator, bar-worker waitress, cleaner, call- centre worker etc. The rate of lower class status rocketed since recession. (Hyde et al, 2007:65-66) Describe the system of stratification found in Ireland. How is it broken down? (include tables and diagrams here if relevant) During the Celtic Tiger it was perceived that Ireland as a whole was very wealthy and many people were classed as Wealthy or ‘upper class'.However since the recession hit the social status regarding the wealth of the country has deteriorated. Today, a larger number of the population are working or middle class. The growing unemployment rate has forced many people, including well educated individuals to rely on state benefits. This has been a huge factor in the rapid decrease in the social status of the country. Social mobility in Ir eland appears to be going in the wrong direction. Not only is the social stratification in Ireland defined by its economic status, but also by a number of other factors; for example; a person's religion. In the past the influence the Catholic Church had on people determined the way they lived there life.Catholic priests were understood to be very well respected figures in society and anyone of the catholic religion were accepted as part of the community however individuals of a different faith were viewed as outsiders. Nowadays a person's faith does not have as big an influence on their social status and many people from different religious backgrounds are accepted in Irish communities. Does class/socio- economic position, impact on your health? Please provide evidence, statistics to There are differences among people in the amount of access they have to the resources of wealth and prestige in most societies. Such differences among people in terms of income and status are usually re ferred to as social class differences. The categories that people have been assigned to by virtue of their occupation have been marred with patterns of illness in society.The lower your place in the social class scale, the worse is likely to be your health status and visa-versa (Hyde et al, 2007). Although race, gender, age etc have influenced socio-economic status, classification by occupation tends to be more common; hence in Ireland, a person's social class is measured according to his or her occupation while social class of children is determined by parents' occupation (Denote and Cannon, 2003). According to Denote and Cannon, there are huge inequalities between the classes in the distribution of wealth in the country. It is estimated that 10 per cent of the population own nearly half the wealth in the country, therefore 90 per cent of the population share the other half, but not equally. Ibid:71 in McDonald B, 2009) Health inequalities are often observed along a social rise. Th is means that the more favorable your social circumstances such as income or education, the better your chance of enjoying good health and a longer life. While there is a significant gap between the wealthy and the poor, the relationship between social circumstances in health is in fact a graded one. Source of data ‘Inequalities in Mortality 1989-1998' A series of studies by the Institute of Public Health in Ireland (PIP) found that the number of people living with a chronic condition is expected to increase dramatically by 2020 and that disproportionately more of these people will belong to the older population.

Henrietta Lacks More Than Immortality - Free Essay Example

Sample details Pages: 5 Words: 1535 Downloads: 7 Date added: 2019/08/02 Category Medicine Essay Level High school Tags: Henrietta Lacks Essay Did you like this example? In 1952, more than 3,000 people in the United States died due to the polio virus (Beaubien). Because of the polio vaccine, it has not originated in the U.S. since 1979 (Centers for Disease Control and Prevention). Don’t waste time! Our writers will create an original "Henrietta Lacks: More Than Immortality" essay for you Create order We have one person to thank for this: an African-American woman named Henrietta Lacks. Henriettas immortal cells which were stolen by scientists have also helped us to understand cancer, HIV/AIDS virus, and to test many anti-tumor medicines. Those cells have generated millions of dollars, not any of which went to her family, and have saved thousands of lives. Henrietta Lacks has not only revolutionized science with her cells, the trials that she had in life also teach immortal lessons of persistence, injustice, bravery, and how an indomitable spirit can have a profound impact. Henrietta Lackss childhood had plenty of hardships and difficulties. Henrietta was born Loretta Pleasant in Roanoke, Virginia in 1920. Nobody knows how she came to be called Henrietta. When Henriettas mother died in 1924, her father sent her to live with her grandfather, Tommy Lacks. Growing up in Virginia in the 1920s as an African-American woman was extremely difficult, to say the least. Even though Henrietta only attended school until the sixth grade, [s]hed walk two miles past the white school where children threw rocks and taunted her to the colored school, a three-room wooden farmhouse . . . (Skloot 20). Receiving little education, even as a child she was underestimated and underappreciated because of circumstances beyond her control. As if that wasnt enough, Henrietta also had her first child at age fourteen with her cousin, David Lacks, and married him at twenty. Her childhood was short and adverse, but even still the people who knew her best still remembered her beautiful smile, proving how even though Henrietta had a great many challenges early on in life, she persisted in order to overcome them.Henriettas relationship with Johns Hopkins hospital was full of misdirection and injustice. After David and Henrietta had moved to Maryland and had five children, Henrietta noticed what seemed to be a knot next to her cervix. She went to the Johns Hopkins gynecology clinic to have it looked at, where Dr. Howard Jones examined her cervix to find the lump exactly where she said it would be. After being diagnosed with an Epidermoid carcinoma of the cervix, Stage I (Which turned out to be diagnosed incorrectly after examination several years later), Henrietta underwent surgery to kill her cancerous cells with radium. At this time, a man named George Gey and his wife were conducting experiments at Johns Hopkins to attempt to grow malignant cells outside of the body in the hopes of curing cancer. Dr. Richard Wesley TeLinde at Johns Hopkins was collecting cervical cancer cells from women and offered them to George, which was where Henrietta fit in. In order to kill her cancer cells, the doctors inserted radium (A mineral able to kill cancer cells) into her cervix. Before this, how ever,   though no one had told Henrietta that TeLinde was collecting samples or asked if she wanted to be a donor [the doctor] picked up a sharp knife and shaved two dime-sized pieces of tissue from Henriettas cervix . . . and after that, gave them to Dr. TeLinde (Skloot 33). In essence, Johns Hopkins had just stolen her cells. Not only that, but they also neglected to mention to Henrietta that the radium treatments would render her infertile and unable to have any more children. Overall, Henrietta was mistreated and taken advantage of at Johns Hopkins. Even while Henrietta was unable to do so herself, she shows us the importance of standing up for our health and rights with her story.At the end of her life, Henrietta bore unimaginable pain with remarkable patience. Henrietta never complained of pain, and in fact never even told her family that she had cancer for a while. After she went back to the hospital once to confirm that the tumor was indeed shrinking, she never saw the need. However, the doctors at Johns Hopkins realized that her cervical cancer had grown back, and not only that but many other tumors as well. Cervical cancer had basically shut down one of her cancer suppressing genes, causing cancerous cells to spread over most of her organs. Henr ietta was dying, with her last days filled with enormous pain and suffering. Despite all of that, when George Gey came to visit Henrietta after discovering that her cells were immortal, [he] told Henrietta her cells would help save the lives of countless people, and she smiled. She told him she was glad her pain would come to some good for someone. (Skloot 66). Those last incredible words of Henrietta teach us all how courage can help you bear even the worst of times. The death of Henrietta Lacks affected all of the people around her. On October 4, 1951, she died after a long struggle (Skloot 86). The people performing her autopsy would describe the tumors in her body like pearls. They covered most of her organs, including her lungs, her digestive system, and her heart. Officially, her cause of death was a build-up of all of the toxins in her urine that was released into her bloodstream. Because she couldnt use the restroom or have a catheter inserted into her bladder, the toxins had no place to go but her blood. When her body was sent back to her relatives, her cousins dressed up her dead body and her family buried her somewhere near her mothers burial site. It is proof as to how much Henrietta was loved that cousins filed onto porches to watch Henrietta pass, their hands on hips or clutching children as they shook their heads and whispered to the Lord. (Skloot 91). When the people in her community learned that Henrietta had died, it saddened and shocked many of them. Henrietta was so lively and well-liked that her death had a large impact on everyone close to her, proving how one good person really can make a difference.Henriettas family was wholly unaware of what her cells have done for a very long time. After she died, her husband remarried and her five children only knew their mother in memories. They certainly had no idea what she had done to change science. Her family would only discover about her cells twenty-two years after her death when a scientist came to take samples from her children in the hopes that they would have the s ame immortal cells as their mother.   According to one of Henriettas children, Sonny Lacks: John[s] Hopkin[s] didnt give us no information about anything . . . cause they were selling her cells all over the world and shipping them for dollars. (Skloot 168). Even when they did know that Henriettas cells were important, they didnt know what exactly they had done. All they knew was that they didnt like the idea that their mothers cells were seemingly everywhere. The story of a family struggling to know their mother is not only sad, it once again demonstrates how the life of Henrietta Lacks was not limited to what her cells have done for science.Henriettas cells (Called HeLa by scientists) were the first ever immortal cells and helped to make many advances in science. The reason why immortal cells were a breakthrough was that, in order to test various drugs, medicines, and procedures to see how they would impact a human, scientists need human cells. Before Henrietta, all attempts at cultivating immortal cells had failed. Cancer cells survive longer than regular cells because instead of having a limit as to how long they survive, cancer cells will live on forever in the right environment. HeLa just happened to be remarkably resilient and survived where other cancer cells didnt. When George Geys assistant tested Henriettas cancer cells and they survived, scientists all over the world started clamoring for Henriettas cells to test their ideas. [Gey] sent shipments of HeLa cells to researchers in Texas, India, New York, Amsterdam, and many places between. (Skloot 57). Because of this, Henriettas cells have been in space to test the effects of space on humans, have been exposed to many toxins and nuclear bombs, and helped us to better understand cancer. They have also been instrumental in developing the polio vaccine and studying the HIV/AIDS virus. Henrietta Lacks, whether she knew it or not, has made an enormous impact on the world today with her remarkable cells.Henrietta Lacks was so much more than her immortal cells. She persisted through challenges early in life, teaches us how important it is to stand up for yourself when Johns Hopkins stole her cells and shows a beautiful example of patience and diligence even when in intense pain. Not only this, but th e great impact that her death and HeLa cells had on her family, the people around her, and the world is astounding. In any way that you look at it, Henrietta Lacks was an incredible woman who taught many important, everlasting ideals within her short life. Not to mention, there is always a lesson to be learned from a woman who, even on her deathbed, was simply happy to know that she would help.