Sympathy in Mary Shelleys Frankenstein Essay - 2937 Words

Sympathy in Mary Shelleys Frankenstein In her novel, Frankenstein, Mary Shelley employs many innovative literary techniques to invoke feelings of sympathy for the monster. Sympathy is created by the author both by making the readers pity the monster’s loathsome existence and by leading them to understand his violent and cruel actions. We pity the creature because of the way he is treated by mankind and we can identify with his feelings and reactions and understand why he behaves as he does. Shelley uses different narrators throughout the novel and the reader sympathises with the views of these people to differing degrees. The language used when describing the physical appearance of the monster and his feelings is very†¦show more content†¦The setting in the Arctic wastelands is harsh, cold and alien. Walton appears to be a very decent and trustworthy person and the reader is led to believe his initial impressions of Victor Frankenstein as the innocent victim of terrible circumstances to be correct. Later Victor Frankenstein tells his story to Walton and the reader is introduced to the world of Victor, the privileged child of loving parents who goes to university and becomes a passionate, introverted young man. He became utterly single-minded in his quest to create ‘an animal as complex and wonderful as man’. We feel his sense of despair and horror when he first views his creation, which he calls a ‘catastrophe’. The descriptions the author uses are very strong and powerful, ‘yellow skin’, ‘watery eyes’, ‘dun-white sockets’, ‘shrivelled complexion’ and ‘straight black lips’. This truly seems to be a horrific sight. Victor tells of the ‘demoniacal corpse to which I had so miserably given life’. Yet we know that this is indeed Victor’s creation and we feel sympathy for the creature that through no fault of its own had been brought into existence. The more Victor tells of his loathing and disgust for the monster, the more the feelings of pity and sympathy are stirred in the reader for this poor, hideous, unloved creature. The setting was very important for the scene of when the monster was brought to life - it wasShow MoreRelated Sympathy in Mary Shelleys Frankenstein Essay3354 Words   |  14 PagesSympathy in Mary Shelleys Frankenstein Mary Shelley was born in 1797. She had a difficult life with many family upsets’, miscarriages and suffered personal depression; she died aged 53. Mary Shelley wrote Frankenstein firstly as a short ghost story but it was published as a novel in 1816. Frankenstein is a Gothic novel and it deals with two genres, Gothicism and science fiction. Gothicism is part of the Romantic Movement that started in the late eighteenth century. The Romantic MovementRead MoreEssay Readers Sympathies in Mary Shelleys Frankenstein1587 Words   |  7 PagesReaders Sympathies in Mary Shelleys Frankenstein Frankenstein a gothic horror, written by Mary Shelley in 1818, can be interpreted as a subtle autobiography; whose narrative reflects on the characters throughout the story. It was written at the time where the Romantic period replaced the age of reason, the time where dreams and ideas replaced logic and science. The two main characters in the story, Victor and the monster are used as metaphors for this. Shelley usesRead MoreEssay about Sympathy in Mary Shelleys Frankenstein986 Words   |  4 PagesSympathy in Mary Shelleys Frankenstein Frankenstein for many people is a huge fiendish monster, a brainless oaf with a couple of neck bolts, who is a horrible murderer. This image has been created by Boris Karloff and other television/film images. I also thought like that, believing Frankenstein to be a monstrous murderer, so when I was met with the text I was surprised to find as a mad scientist who creates a monster. This changed my opinion greatly at first. Read MoreSympathy For The Monster In Mary Shelleys Frankenstein887 Words   |  4 Pagesseveral times I had sympathy for the monster in the novel Frankenstein by Mary Shelley. Victor came from a privileged family and decided he wanted to play god, which is when he created the monster. It was selfish of Victor to create the monster and leave without explaining the world it. After reading this essay I think you will also have sympathy for the monster. Sympathy is when you have feelings of pity or sorrow towards someones misfortune (Oxford Dictionaries, 1998). I had sympathy for the monsterRead MoreFrankenstein: Mary Shelleys Ability to Create Sympathy for the Monster1851 Words   |  8 PagesMary Shelley’s Frankenstein is ‘one of the pioneering works of modern science fiction’, and is also a frightening story that speaks to the ‘mysterious fears of our nature’. Mary Shelley mocks the idea of â€Å"playing God†, the idea that came from the Greek myth of Prometheus, of the Greek titan who stole Zeus’ gift of life. Both the story of Frankenstein and Prometheus reveal the dark side of human nature and the dangerous effects of creating artificial life. Frankenstein reveals the shocking realityRead MoreCreation of Sympathy For The Monster In Vol Chapter 5 and Vol Chapter 7 In Mary Shelleys Frankenstein820 Words   |  4 PagesCreation of Sympathy For The Monster In Vol Chapter 5 and Vol C hapter 7 In Mary Shelleys Frankenstein Sympathy is created for the monster in chapter five and chapter seven in Mary Shelleys Frankenstein by a variety of methods. These methods are utilised and explored deeply throughout the novel. Initially, Shelley introduces the creation of Frankensteins monster, through the viewpoint of Dr Frankenstein himself. This first interpretation of him is very descriptive andRead MoreSympathy And Sympathy In Frankenstein1525 Words   |  7 PagesTo be able to feel sympathy, humans first must be able to read into and understand another’s emotions. Mary Shelley uses this human aspect in her novel Frankenstein, as readers’ emotions are played. Set in the early 1900s, the novel is a recount of Victor Frankenstein’s life as he tells it to Robert Walter, a man leading an exploration to the North Pole. Frankenstein starts his narrative explaining how he was a very curious child, and eventually went off to college and conducted an experiment onRead More The Role of Women in Mary Shelleys Frankenstein Essay1434 Words   |  6 PagesThe Role of Women in Mary Shelleys Frankenstein Whether an author is conscious of the fact or not, a fictional work cannot avoid reflecting the political, social, economic, and religious background of the author. Therefore, regardless of Frankensteins categorization being that of science fiction, Mary Shelley reveals her own fears and thoughts, and, as a result, reveals a great deal about the time and place in which she wrote. She mentions specific geographical locations throughoutRead MoreThe Most Sympathetic Character in Mary Shelleys Frankenstein1336 Words   |  6 PagesMost Sympathetic Character in Mary Shelleys Frankenstein Frankenstein was written in 1816 by Mary Shelley when she was eighteen years old. Her early life mirrored some of the main parts of the story. For example Victor Frankensteins mother died when he was seventeen of scarlet fever and Mary Shelleys mother died in childbirth. This shows a correlation between their pasts as both of their mothers died when they were quite young Mary Shelleys fathers second wife discardedRead MoreThe Tragedy Of Frankenstein And His Creature1158 Words   |  5 PagesAlejandra Guevara Ms. Garcia AP English Lit 3 12/14/16 The Tragedy of Frankenstein and his Creature Ever since its inception in 1818, Mary Shelley’s ‘Frankenstein’ has fueled the imaginations of thousands of readers through its portrayal of conflicted scientist Victor Frankenstein, and his neglected creation — referred to as the Creature in its first appearances, and later called the Monster. Though rich in storytelling, perhaps ‘Frankenstein’s most enduring quality is its wide array of themes

Rastra Bank Free Essays

string(137) " financial sector liberalization by the government in 80’s opened the door for foreign Banks to open Joint venture Banks in Nepal\." 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 DIVISION CONTENTS 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. We will write a custom essay sample on Rastra Bank or any similar topic only for you Order Now 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 Ltd. 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 Liabilities 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 Lo an 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 50 Statement 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 in stitutions. 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 with 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. You read "Rastra Bank" in category "Essay examples" 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 diversification. 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-operatives 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 of 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 Commercial Banks Liquid Funds 15. 2% Others 10. 0% Liabilities Composition of Commercial Banks Capital 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 Mid – 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 compared 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 percent 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 pre sented 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 – 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 percent 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, 16. 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 against collected bills reached to Rs. 66,644 million in Mid – July 2012 from Rs. 87,032 million in Mid – July 2011. Like wise, 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 development 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 bulletin. 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 Fund Commercial 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 Development 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% 788083. 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 508905. 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. 0 0 447. 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 10903. 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 1245 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 Enterprises 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 49 88. 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 Institution 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 12058. 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 9514. 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 84 709. 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 113183. 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. 8 435. 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 612322. 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. 5 8 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. 38 (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 Total 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 Banijy a 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. 73 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. 89 102. 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. 90 138. 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. 78 429 12. 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 44 1. 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 Bank 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 9 42. 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 22 9. 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 3 00. 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 7476. 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 2588. 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 Cur rency 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 Bills 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 13978. 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 CA PITAL 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 40500. 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 How to cite Rastra Bank, Essay examples

Discourse Ecology and Knowledge Niches †Free Samples to Students

Question: Discuss about the Discourse Ecology and Knowledge Niches. Answer: Introduction In present day time of web and data innovation the significance of data is expanding step by step and the measure of dangers are likewise expanding at the same time. It is essential to keep the security of the data identified with the data and the hierarchical structure. Dangers can be arranged from multiple points of view as indicated by its tendency sort of event. To manage different sorts of dangers distinctive strategies are taken to secure the authoritative set up. There are likewise numerous contrasts between the hazard and the vulnerabilities as both can harm the hierarchical well being to a substantial degree. Some associations and governments have made a considerable measure of well being controls which are helpful to influence the association to free from hazard factors. The principle explanations for making the measures are to make a solid boundary to the hierarchical hazard. Dangers can be sparing, digital and normal and every one of these sorts of dangers require distinc tive sorts of security safety measures. The risk is considered as the variables which are in charge of making the framework helpless. The outline clarifies every one of the parts of the factors related to several risk. It indicates distinctive sorts of dangers with illustrations and furthermore it decides the level of the hazard factors which connotes the conceivable vulnerabilities caused by a hazard factor. The hazard variables can be ordered in a few ways. The first is on the premise of the place of event of the hazard factors. A few dangers can happen inside associations and a few dangers can happen outside of the associations. Those dangers which occur outside the association are known as the outer hazard factors and those dangers factors which undertaking place inside the association are known as the inner hazard factors. In this report the present situation of Aztek regarding the risk factors has been discussed on the basis of this project. Aztek is an Australian company which deals with financial services. Several risk factors and the risk mitigations methods are discussed in this report for the analysis of the system. There are numerous versatile saving money applications accessible today. Retail managing an account and financier firms, for example, Bank of America and Fidelity Investments have been utilizing versatile stages to offer applications that let clients remain avant-garde on occasions, keep an eye on their portfolio possessions, and even start exchanges from their cell phones (Poniszewska-Mara?da 2014). Speculation administration firms have likewise utilized the ascent of tablet gadgets as a chance to furnish their business powers with refreshed documentation rapidly. The merging of versatile and money related industry where there are various patterns that are empowering the union of the portable and the budgetary business. One is the move towards Digital Wallet, which is an activity that enables clients to have computerized cash in their cell phone or in the cloud. Another pattern originates from portable saving money, which is picking up footing all through the world. Today, the lion' s share of banks enable clients to utilize their cell phones to check constrained data identified with their managing an account yet this is certainly changing with expanding purchaser request, persistent arrival of new cell phones and arrangement of safe and secure exchanges (Ross, Fielding and Louis 2014). Changing security and advanced insurance requires a deliberate and gifted approach. We help distinguish and relieve your environment by moderating danger, and examining advancing consistence scenes to put the correct security and security controls set up, from client access through information insurance for reinforcement and coherence necessities (Paton et al. 2014). We offer workshops, appraisals, engineering, outline, and incorporation benefits as a piece of Hybrid IT, Cloud, grounds system, versatility, and IoT changes. Today, many people are grown up claim a cell phone or the like. As the mindfulness for necessity of portability arrangement keeps on developing among money re lated businesses, we will see new open doors, for both monetary establishments and buyers. There are also many regulations which should be followed in case of both risk assessment and the risk management. Conduct a hazard evaluation for all work in the working environment. Take sensibly practicable measures to take out or lessen security and wellbeing dangers. Establish safe work methods if the dangers can't be disposed of. Specify the parts and obligations of people associated with the usage of hazard control measures and safe work methodology. Keep records of hazard appraisal. Inform representatives of the idea of the dangers included and any hazard control measures or safe work strategies actualized. Review or overhaul hazard evaluation. A review of the project impact on the current security posture of Aztec Changing security and advanced insurance requires a deliberate and gifted approach (McNeil, Frey and Embrechts 2015). We help distinguish and relieve your environment by moderating danger, and examining advancing consistence scenes to put the correct security and security controls set up, from client access through information insurance for reinforcement and coherence necessities. We offer workshops, appraisals, engineering, outline, and incorporation benefits as a piece of Hybrid IT, Cloud, grounds system, versatility, and IoT changes. Consistence with ISO27001, ITIL or adherence to Cobit guidelines inside the IT capacity may no longer alone be adequate to represent hazards over IT administrations, on the off chance that they ever were (Lawrence et al. 2015). Individuals' connection with innovation while outside work is a range not regularly considered on hazard registers. For instance, the danger of staff sharing individual and conceivably touchy organization data through long range informal communication locales may incorporate data which can be utilized to trade off security on clients' corporate system accounts. Huge volumes of information going from client buying propensities, to exchange following logs have been developing inside corporate frameworks for a considerable length of time, yet finished the following decade we will see a blast both the capacity and the open doors for ventures to misuse this information (Howes et al. 2015). What has beforehand been a differentiator will turn into an essential for survival. Information quality may progress toward becoming as essential as item quality in figuring out which of the present undertakings are still here in 2020. The contradiction of hazard is opportunity and IT capacities which can viably deal with their dangers will empower their organizations to fundamentally beat those organizations which are put off by or essentially not up to the test (Kettl 2015). Organizations where IT feels engaged to impact business basic leadership by exhibiting how business enablement can be driven by viable administration of innovation dangers, will flourish enormously to the detriment of those organizations where obliviousness or dread of new or changing innovation chance ranges either keeps them from moving into new zones, or results in disappointments when they endeavor to. This is the ideal opportunity for IT pioneers to advance up and put themselves and their capacity at the focal point of driving their business forward. Consistence with ISO27001, ITIL or adherence to Cobit guidelines inside the IT capacity may no longer alone be adequate to represent hazards over IT administrations, on the off chance that they ever were (Hopkin 2017). Individuals' connection with innovation while outside work is a range not regularly considered on hazard registers. For instance, the danger of staff sharing individual and conceivably touchy organization data through long range informal communication locales may incorporate data which can be utilized to trade off security on clients' corporate system accounts. Huge volumes of information going from client buying propensities, to exchange following logs have been developing inside corporate frameworks for a considerable length of time, yet finished the following decade we will see a blast both the capacity and the open doors for ventures to misuse this information. What has beforehand been a differentiator will turn into an essential for survival. Information quality m ay progress toward becoming as essential as item quality in figuring out which of the present undertakings are still here in 2020. The contradiction of hazard is opportunity and IT capacities which can viably deal with their dangers will empower their organizations to fundamentally beat those organizations which are put off by or essentially not up to the test. Organizations where IT feels engaged to impact business basic leadership by exhibiting how business enablement can be driven by viable administration of innovation dangers, will flourish enormously to the detriment of those organizations where obliviousness or dread of new or changing innovation chance ranges either keeps them from moving into new zones, or results in disappointments when they endeavour to that. This is the ideal opportunity for IT pioneers to advance up and put themselves and their capacity at the focal point of driving their business forward. Dangers can be sparing, digital and normal and every one of these sorts of dangers require distinctive sorts of security safety measures. The risk is considered as the variables which are in charge of making the framework helpless. The outline clarifies every one of the parts of the factors related to several risk. It indicates distinctive sorts of dangers with illustrations and furthermore it decides the level of the hazard factors which connotes the conceivable vulnerabilities caused by a hazard factor. The hazard variables can be ordered in a few ways. The first is on the premise of the place of event of the hazard factors. A few dangers can happen inside associations and a few dangers can happen outside of the associations. Those dangers which occur outside the association are known as the outer hazard factors and those dangers factors which undertaking place inside the association are known as the inner hazard factors. Specially address Risks for Data Security from the viewpoint in the project Presently the event of the hazard factors is likewise reliant upon the purposes for the hazard factors. The hazard elements can be available due to some characteristic reasons and unplanned reasons. The hazard components can likewise be available because of some deliberate reasons made by human practices. Those dangers which are occurred because of the assault of common reasons are called unplanned dangers and those dangers which are taken purposefully, are called ponder hazard factors. Hacking, interruption and harms because of infections and malware are called ponder chance elements. This hazard factor can be extremely hurtful for the associations. If there should be an occurrence of inner hazard factors there are diverse sorts of hazard factors. Those hazard elements can be of strategic hazard factors, corporate hazard factors, chance factor identified with property administration, lodging hazard factors and furthermore the monetary hazard factors. All these hazard factors are cre ated because of the inside exercises of the association. The primary explanations for the inner hazard factors are reliant on the authoritative usefulness and the rationale of the representatives. There are additionally many variables like the authoritative profitability and the kind of administration which the association works. It is vital to recognize the hazard factors which are produced from the association. It is likewise critical to discover the purposes for the hazard factors and furthermore the thought processes of the workers for which a portion of the inside hazard factors are produced. The association ought to be stricter in making the hierarchical strength and security for more grounded holding of the workers with the association. Outside hazard factors are additionally essential and ought to be handled with the assistance of more grounded guard instrument. The outside hazard variables can be of a few sorts. The outside hazard factors contain dangers identified with cat aclysmic event and undesirable specialized issues like loss of web and the loss of power. Fundamental issue identified with the outside hazard is the danger of digital assault. There are many cases found in which programmers have stolen bunches of information from the database of a few associations managing data innovation. The outside hazard factors contain subsidizing, administrative venture, notoriety, chance identified with association and the natural changes which can make the usefulness of the association harmed to various degree in view of the level of the hazard factors. Hazard administration is an imperative piece of the capacities identified with the safeguards taken by the associations. In hazard administration the primary concern is to decide the first issues identified with the hierarchical hazard factors and to decide the required arrangement so as to defeat the hazard factors. Mitigation of risk factors Hazard administration arranging should be a progressing exertion that can't stop after a subjective hazard appraisal, or a Monte Carlo reproduction, or the setting of possibility levels. Hazard administration incorporates front-end arranging of how real dangers will be relieved and overseen once recognized (Bianco et al. 2017). Along these lines, hazard moderation techniques and particular activity designs ought to be joined in the undertaking execution design or hazard examinations is recently so much backdrop. It is now examined about the dangers and the dangers which can be hurtful for the associations. The Victorian Protective Data Security structure is the principle highlight of the directions which has given safeguards and standard conventions against all the conceivable hazard factors which can be unsafe regarding influencing the associations more to secure. The essential advance of making the association further developed in security is to make the demonstrations and conventi ons in regards to people in general data wellbeing and the defensive information security. For this situation the fundamental highlights are composed in such a path along these lines, to the point that the laws and the controls can be executed appropriately. The primary benchmarks take after a few strategies to conquer the hierarchical structure which is essential if there should be an occurrence of influencing the associations more to secure and solid. These measures are made with a specific end goal to spare the four areas which are data, ICT, work force and the physical security from different hazard factors. Each standard contain four conventions which are likewise actualized with persistent alterations for better reaction. Principles and the data ought to be dealt with preferred duty over the official resources. Data security and the ICT security ought to be given most astounding need. This infers the compliance of the security by reflecting to the association and the administr ations. A few significances are given to chance administration and the data esteem. Consistent change is a critical component of a few governments which tells around four key variables and those are design, do, check and act. With the assistance of these four factors the hazard examination and administration can be more powerful as far as influencing the framework more to secure. Describe the underlying drivers of dangers that have been distinguished and measured in before periods of the hazard administration process (Davies 2014). Distinguish elective moderation systems, techniques, and devices for each significant hazard. Evaluate and organize relief choices. Select and confer the assets required for particular hazard relief choices. Despite the fact that hazard alleviation designs might be created in detail and executed by contractual workers, the proprietor's program and undertaking administration ought to create principles for a reliable hazard moderation arranging process. Proprietors ought to have free, unprejudiced outside specialists audit the undertaking's danger relief designs before definite endorsement (Cole et al. 2013). This ought to be done before finishing the venture plan or designating stores for development. Hazard alleviation arranging should proceed past the finish of the undertaking by catching information and lessons discovered that can profit future activities. A few dangers, once recognized, can promptly be dispensed with or decreased. Nonetheless, most dangers are substantially harder to relieve, especially high-affect, low-likelihood dangers. In this way, hazard relief and administration should be long haul endeavours by venture chiefs all through the task. Be that as it may, when a venture has some vulnerability, a full-speed-ahead approach may not be ideal. In such ventures, scope changes and iterative reusing of the plan are the standard, not the exemption (Chance and Brooks 2015). Administrative issues additionally give a ripe wellspring of vulnerability that can cause reasonable task arranging and configuration to reuse commonly. For ventures with a high level of vulnerability, settled value contracts might be unseemly, yet execution based motivation contracts can be utilized. Inability to perceive and suspect changes, vulnerability, and cycle in getting ready timetables and spending plans can prompt shocking outcomes. The strategies and aptitudes that are fitting to traditional ventures frequently give poor outcomes when connected to ventures with extraordinary potential for the Owner's Role in Project Risk Management was to design the whole project and to create a system. The National Academies Press. As an outrageous illustration, assume a specific undertaking is relied upon to cost $1,000,000 if a specific occasion does not happen and $50,000,000 in the event that it does. One would unquestionably not relegate a possibility of $49,000,000 to a $1,000,000 venture. In the event that the likelihood of the occasion is evaluated as 0.02, the normal misfortune because of the hazard occasion is $1,000,000 (Aldunce et al. 2015). One would not relegate this number as a possibility either, in light of the fact that the evaluated cost with possibility would rise 100 percent to $2,000,000. On the off chance that the occasion happens, the possibility of $1,000,000 will be totally insufficient to cover it, with a setback of $49,000,000. On the off chance that the occasion never happens, the extra $1,000,000 is probably going to be spent in any case, with the goal that the net impact is essentially to twofold the cost of the venture. High-affect, low-likelihood occasions must be moderated by decreasing the effect or the probability, or both (Bianco et al. 2017). Be that as it may, hazard moderation and administration absolutely are not taken a toll free. In the basic delineation above, it may be justified, despite all the trouble to the proprietor to use as much as $1,000,000 more to alleviate the $50,000,000 hazard, and maybe more than $1,000,000 if the proprietor is extremely chance opposed. In deciding the spending distribution expected to relieve high-affect, low-probability dangers, it is important to recognize particular hazard relief exercises (Chance and Brooks 2015). These exercises should then be incorporated into the venture spending plan and plan, and followed and oversaw similarly as other basic undertaking exercises are overseen. Nonetheless, hazard alleviation exercises may contrast from other venture exercises in that there might be some vulnerability about whether the chose chance moderation proc edures will work that is, the exercises might be dependent upon whether the hazard relief systems are compelling. This has prompted the improvement of an uncommon sort of system outline for hazard relief exercises, known as the waterfall chart. Conclusion From the above discussion it is concluded that there are many risk factors present in the IT and as well as several businesses and these risk factors can be of several types and can also lead to several damages of the system. To overcome the risk factors there are also many risk management methods which are to be implemented in order to make the system more safe. . It is essential to keep the security of the data identified with the data and the hierarchical structure. Dangers can be arranged from multiple points of view as indicated by its tendency sort of event. To manage different sorts of dangers distinctive strategies are taken to secure the authoritative set up. There are likewise numerous contrasts between the hazard and the vulnerabilities as both can harm the hierarchical well being to a substantial degree. Some associations and governments have made a considerable measure of well being controls which are helpful to influence the association to free from hazard factors. The principle explanations for making the measures are to make a solid boundary to the hierarchical hazard. Dangers can be sparing, digital and normal and every one of these sorts of dangers require distinctive sorts of security safety measures. The risk is considered as the variables which are in charge of making the framework helpless. The outline clarifies every one of the parts of the factors related to several risk. It indicates distinctive sorts of dangers with illustrations and furthermore it decides the level of the hazard factors which connotes the conceivable vulnerabilities caused by a hazard factor. The hazard variables can be ordered in a few ways. The first is on the premise of the place of event of the hazard factors. A few dangers can happen inside associations and a few dangers can happen outside of the associations. Those dangers which occur outside the association are known as the outer hazard factors and those dangers factors which undertaking place inside the associ ation are known as the inner hazard factors. The essential advance of making the association further developed in security is to make the demonstrations and conventions in regards to people in general data wellbeing and the defensive information security. For this situation the fundamental highlights are composed in such a path along these lines, to the point that the laws and the controls can be executed appropriately. The primary benchmarks take after a few strategies to conquer the hierarchical structure which is essential if there should be an occurrence of influencing the associations more to secure and solid. These measures are made with a specific end goal to spare the four areas which are data, ICT, work force and the physical security from different hazard factors. Each standard contain four conventions which are likewise actualized with persistent alterations for better reaction. Principles and the data ought to be dealt with preferred duty over the official resources. Dat a security and the ICT security ought to be given most astounding need. References Aldunce, P., Beilin, R., Howden, M., Handmer, J. (2015). Resilience for disaster risk management in a changing climate: Practitioners frames and practices. 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