a..
Happy International Women’s Day We thank all the women for
their continuous love, strength
and devotion for making this
world a beautiful place to live.
New Launch:
Global link system – Easy way to bring remittance to Nepal from Gulf
and other countries.
During the visit, we entered into agreement with Emirates International
Exchange (Dubai, UAE), Trust Exchange Co. (Doha, Qatar) and Mustafa Sultan
Exchange Co. (Muscat, Oman). We will start receiving the remittances from
these centers soon. We hope to expand the service in other countries as well in
days to come.
Inauguration of Durbarmarg Main Branch (New Premises )
by Mr. Siddhartha Sengupta Dy.MD & GE(IB), State Bank of India,
Mr. Sujit Kumar Verma, CGM (IB) State Bank of India and
Ms. Hasana Sharma, Chairperson, Nepal SBI Bank Ltd.
Vol 01 :: Magh, Falgun & Chaitra 2072 :: Bank’s Quarterly Magazine
NEPAL SBI Mobile Wallet
NSBL is the first leading Bank in the country to have received NRB’s approval
for Mobile Wallet service. It is premium mobile banking service that can be
operated through mobile phone. The service will be instrumental not only in
bringing previously unbanked population into the formal banking channel but
also to add convenience to serving existing customers. Nepal SBI Bank is among
a few commercial banks in Nepal which have come out with a complete range of
services to Mobile Banking and Mobile Wallet System.
In this issue
Opening of NSBL Durbarmarg Branch at New Premises. P1
Message from CEO. P2
Becoming the Boss. P3
My friend Philip and life time pass & NSBL Friday Forum. P4
NSBL CSR Activities. P5
NSBL Other Activities. P6
Fact Station. P7
Measuring Our Success. P8
VISION AND MISSION OF NEPAL SBI BANK
To be a state of the art, customer centric, values driven and professionally managed bank; committed to high standards of good corporate governance practices; perpetual enhancement of the wealth of all stakeholders and the society. Over the years, we have grown larger and stronger - in terms of business, geography and resources. This has been achieved by relying on the fundamentals of customer service of top order. Our achievements have come through quality, consistency and transparency of capital base, sound liquidity, a robust risk management framework coupled with the practice of good corporate governance and above all, the tireless focus on customer satisfaction.
The Bank’s Mission is to provide one stop solution to all the banking needs for the customer through a highly
motivated professional and efficient human resource pool. Promoting sustainable business growth by providing High quality customer service, customer care and ensuring efficient use of Information Technology in a cost efficient manner. Meeting the expectations of all stakeholders through transparent, true and fair disclosures and responsive management, practices/principles. Strive to fulfill corporate social responsibility in Nepal with emphasis to growth in business.
OUR ASPIRATION
To be the most trusted and preferred banking utility/financial service provider in Nepal.
OUR COMMITMENT
First in Customer Satisfaction.
Mr. Anukool Bhatnagar
Managing Director Nepal SBI Bank Ltd.
“Message from the CEO” It’s my pleasure to welcome all readers,
stakeholders and well-wishers to this first
edition of our quarterly newsletter
“ Laligurans”. Nepal SBI Bank has
successfully completed 22 years of its
operation. The Bank is marching well on
its way for achieving its objectives and
goals. We respect and eagerly try to
understand the needs of customers and
find out solutions for the problems and
concerns. This is the backbone of our
success.
With Warm Wishes
Anukool Bhatnagar, MD , CEO
Nepal SBI Bank Limited
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“Future of every person depends upon his/ her own
today’s activities”.
Becoming the boss (A Harvard Business Review Article)
The earliest test of leadership comes with that first assignment to manage others.
Most new managers initially fail this test because of a set of common
misconceptions about what it means to be in charge.
Customer Retention
In the face of rising costs incurred by
attempts to win new customers, the need
for good client relations is, at present,
very important both for industrial
concerns and the service industry and
therefore forms part of any good sales
training. Experts believe that companies
in the service industry could raise their
profits by 100%, if they succeed in
stopping 5% more clients from going over
to the opposition.
Research was carried out in order to
establish the cost of one lost client and
the contribution long-term clients make
towards covering costs.
A credit-card company discovered, for
example, that £51 must be spent to win
one new credit-card customer. In the first
year, the client makes £30 profit for the
company, and in the fifth year £55. The
five year profit runs to £220. An industrial
cleaning firm earns £980 per client in five
years, a wholesaler £577 and an auto
repair workshop £306.
The advantages of long-term client
relations: As a rule, customers of the
service industry buy more from year to
year. As a result the costs reduce and the
contribution made by the client towards
covering costs increases. It becomes
easier and cheaper to work with the
client, the more the company increasingly
gains from the experience.
Companies with loyal, long-term
customers can often charge more for their
products and services. Many salespeople
are happy to pay a few pounds more for
overnight hotel accommodation, if they
know that they will be well looked after.
Loyal, long-term customers are also good
publicity. Locally, clients will frequently
perform an invaluable word-of-mouth
publicity for your product or for the
service you provide. Building societies
found that someone else recommends
every third house buyer. If a company
reduces the customer fluctuation rate,
profits soar.
Even for the most gifted individuals, the
process of becoming a leader is an arduous,
albeit rewarding, journey of continuous
learning and self-development. The initial
test along the path is so fundamental that
we often overlook it: becoming a boss for
the first time. That’s a shame, because the
trials involved in this rite of passage have
serious consequences for both the
individual and the organization. Executives
are shaped irrevocably by their first
management positions. Decades later, they
recall those first months as transformational
experiences that forged their leadership
philosophies and styles in ways that may
continue to haunt and hobble them
throughout their careers.
Organizations suffer considerable human
and financial costs when a person who has
been promoted because of strong individual
performance and qualifications fails to
adjust successfully to management
responsibilities. The failures aren’t
surprising, given the difficulty of the
transition. Ask any new manager about the
early days of being a boss—indeed, ask any
senior executive to recall how he or she felt
as a new manager. If you get an honest
answer, you’ll hear a tale of disorientation
and, for some, overwhelming confusion. The
new role didn’t feel anything like it was
supposed to. It felt too big for any one
person to handle. And whatever its scope, it
sure didn’t seem to have anything to do
with leadership. In the words of one new
branch manager at a securities firm: “Do
you know how hard it is to be the boss when
you are so out of control? It’s hard to
verbalize. It’s the feeling you get when you
have a child. On day X minus 1, you still
don’t have a child. On day X, all of a sudden
you’re a mother or a father and you’re
supposed to know everything there is to
know about taking care of a kid.” Given the
significance and difficulty of this first
leadership test, it’s surprising how little
attention has been paid to the experiences
of new managers and the challenges they
face. The shelves are lined with books
describing effective and successful leaders.
But very few address the challenges of
learning to lead, especially for the first-time
manager.
For the past 15 years or so, I’ve studied
people making major career transitions to
management, focusing in particular on the
star performer who is promoted to
manager. My original ambition was to
provide a forum for new managers to speak
in their own words about what it means to
learn to manage. I initially followed 19 new
managers over the course of their first year
in an effort to get a rare glimpse into their
subjective experience: What did they find
most difficult? What did they need to learn?
How did they go about learning it? What
resources did they rely upon to ease the
transition and master their new
assignments? Since my original research,
which I described in the first edition of
Becoming a Manager, published in 1992,
I’ve continued to study the personal
transformation involved when someone
becomes a boss. I’ve written case studies
about new managers in a variety of
functions and industries and have designed
and led new manager leadership programs
for companies and not-for-profit
organizations. As firms have become leaner
and more dynamic—with different units
working together to offer integrated
products and services and with companies
working with suppliers, customers, and
competitors in an array of strategic
alliances—new managers have described a
transition that gets harder all the time.
Let me emphasize that the struggles these
new managers face represent the norm, not
the exception. These aren’t impaired
managers operating in dysfunctional
organizations. They’re ordinary people
facing ordinary adjustment problems. The
vast majority of them survives the transition
and learns to function in their new role.
My Friend Phillip and the Lifetime Pass
What is LIBOR Rate?
An interest rate at which banks
can borrow funds, in marketable
size, from other banks in the
London interbank market. The
LIBOR is fixed on a daily basis by
the British Bankers' Association.
The LIBOR is derived from a
filtered average of the world's
most creditworthy banks'
interbank deposit rates for larger
loans with maturities between
overnight and one full year.
Central Depository
System
CDS is an electronic book-entry
system used to record and
maintain securities and to register
the transfer of securities.
The system changes the
ownership of securities without
any physical movement or
endorsement of certificates and
execution of transfer instruments.
CDS facilitates equity, debt and
other financial instruments in the
Nepali Capital Market. It manages
Ordinary & Preference shares,
Bonds, Mutual Funds etc.
Over the years, the recommendations of my
friend Phillip have led me to work with three
of my favorite clients. I am certain that my
relationships with these three clients have
helped me meet many other wonderful
people. Needless to say, I owe Phillip—a lot.
Without him, these relationships wouldn’t
have happened.
Phillip is bright, friendly, and inspiring.
Sometimes his ideas pay off in a huge way.
He is very successful. But this brilliant,
creative, friendly man has a bit of difficulty
when it comes to small commitments. These
little behaviors are annoying things—last-
minute cancellations, missed phone calls,
and the like. While they do disrupt my life a
little bit, it’s nothing really major that would
make me back out of the relationship. Phillip
always apologizes for these minor defects. I
always accept his apology. When I take all
the good things and weigh them against the
times he’s let me down, he is so far ahead on
the great stuff that he gets a “lifetime pass.”
And, I tell him so. When I do, he feels good
and I feel better for forgiving him for being a
chair. To this day, we are friends. I am his
friend because when I consider someone’s
actions, I ask myself: “Am I better off or
worse off because of having this person in
my life?”
With Phillip, the answer has always been,
and will always be, in his favor. Phillip has
been such a good friend and having him in
my life has been such a good thing that I am
grateful. This will always override any of his
“negative” behaviors. That’s a lifetime pass.
How many people do you have in your life to
whom you have given a lifetime pass? Is the
number high or low in your opinion? Most
people want a higher number.
Source: Just let it go!: Being realistic about what
we can and cannot change by Marshall
Goldsmith | Leader To Leader, No.58, Fall 2010
NSBL Friday Forum The First NSBL Friday Forum was conducted on 29th January 2016. Reputed
industrialist and executive member of FNCCI and Managing Director of Deurali
Janata Pharmaceuticals Mr. Hari Bhakta Sharma was the chief guest of the
program. During the discussion Mr. Sharma shared his experience and briefed
the importance of customer and issue related to customer satisfaction and
growth and continuity of the organization. The impact of the contemporary
economic issue on the industries and banking sector was discussed in the
length. The forum was attended by Mr. Anukool Bhatnagar, MD (CEO) of NSBL,
Mr. V.K.Tyagi Dy CEO (COO), Mr. Priya Ranjan ,CFO , Mr. DevRaj Adhikari CCO
and other department head of the Bank.
Mr. Sharma conveyed thanks to NSBL for their continuous support from last 21
years to their manufacturing industry.
NSBL Adventure Club: In order to familiarize NSBL to the general public NSBL Adventure Club was formed and first adventure program was
conducted at Swoyambhu Nath Temple area on 30.01.2016. CEO, CFO, CCO, Department head and other staff members of the bank participated in
the program.
NSBL CSR Activities
Sponsored the International Mega Campaign “Asia TRY
2016“ organized by Independent Living Centre for person with Disabilities, Kathmandu (CIL-Kathmandu) at
Bhrikutimandap, Kathmandu.
Sponsored the “ The first COAS open Marathon 2072“ organized by GoN, Defense Ministry, Nepal Army on the
occasion of Nepalese Army day 2072 & Mahashivaratri“ Bhrikutimandap, Kathmandu.
Distributed clothes to old age women of “Aamako Ghar “on the special occasion of International Women’s Day
2016 at Soaltee Mode, Ravi Bhawan,Kathmandu.
Sponsored the title prize “Best Striker” of Rs 11,000/- on 18th
Budhasubba Gold Cup Tournament held at Dharan, Nepal.
Donated four book shelves to Ratna Pustakalaya located at
mid-Baneshwor of Kathmandu.
Staff members collected and distributed clothes for more
than 400 earthquake victims of Gumba VDC, Sindhupalchowk District.
Nepal SBI Bank Limited and Nepal Clearing House Limited
have signed an agreement for Interbank Payment system (NCHL-IPS).
NSBL Other Activities
Staff members of Nepal SBI Bank Ltd. on Corporate Media Race “Sixth Hero Kantipur Half Marathon” on 19th
February, 2016 organized by Kantipur Publication Pvt. Ltd.
22nd Annual General Meeting of Nepal SBI Bank Ltd held on
7th February, 2016 at Army Officer's Club.
NSBL Adventure Club was formed and first adventure program was conducted at Swoyambhu Nath Temple. Staff
members of the bank participated in the program.
Glimpse of NSBL Friday Forum dated 29.01.2016 with our special guest, Founder and Executive Director of Deurali-
Janta Pharmaceutical P. Ltd. Mr. Hari Bhakta Sharma.
NSBL Tech Learning program conducted at Butwal Branch in
order to familirize our customer regarding the use of our Technology Product.
Fact Fact Fact Fact ----StationStationStationStation
1. The original Apple logo was designed in 1976 by Ronald Wayne which depicts Isaac Newton sitting under an
apple tree. The phrase on the outside border reads, “Newton… A Mind Forever Voyaging Through Strange
Seas of Thought … Alone.” It was replaced in 1998 by the one we are more familiar with. To differentiate the
silhouette of the apple from a cherry, the “bite’ was put in.
THEN…… NOW…
2. The well known “˜Don’t be evil’ is actually an informal motto of Google. It is a reference to their corporate
philosophy which says that you can make money without being evil. It was coined by Paul Buchheit, the man
behind Gmail.
3. Google was originally called BackRub.
4. Apple’s iPad retina display is actually manufactured by Samsung.
5. Ben & Jerry’s is owned by Unilever.
6. “Yahoo” is an acronym for “Yet Another Hierarchical Officious Oracle.”
7. How much energy does a single Google Search take up? Google says it’s about 1KJ (Kilo Joules). In green
terms, it’s approximately equal to .2g of CO2 emitted per search. Being “green” is essential to keep our
business competitive. It is this economic advantage that makes our efforts truly sustainable.
8. Adding /4 to the end of Facebook’s URL will take you to Mark Zuckerberg’s profile.
9. Amazon.com employees spend two days every two years working at the customer service desk — even the
CEO — in order to help all workers understand the customer service process.
10. Candy Crush brings in a reported $312,046 a day in revenue.
11. The most productive day of the workweek is Tuesday.
12. McDonald’s first sold menu items were hot dogs, not hamburgers.
13. The Rubik’s cube is the best-selling product of all time. The iPhone is second.
The cube continues to be sold in the original form which was created in 1974 by Hungarian architecture
professor Erno Rubik.
14. The Volkswagen group owns Bentley, Bugatti, Lamborghini, Audi, Ducati, and Porsche.
Compiled by Ms. Sanjeena Dhungana, NSBL Staff, Teku Branch
Nepal SBI Bank Limited With Us, You are Always a Winner !
Corporate Office, Hattisar
Kathmandu, Nepal
01-4435613, 4435516 Tel
01-4435612 Fax
Email: corporate @nsbl.com.np
Website: www.nepalsbi.com.np
Your Suggestions, Creative Ideas & Writings are welcome at
NBG Department, email: [email protected] or at Ph No. 01-4423309.
MEASURING OUR SUCCESS
(NPR IN CRORE)
FY ended
16th
July 2014
16th
July 2015
Growth/
Improvement
1 Net Interest Income 174.50 204.75 30.25
2 Operating Profit 135.85 163.03 27.18
3 Net Profit 92.30 106.54 14.24
4 Cost of Funds (%) 3.99 3.17 -0.82
5 Cost to Income Ratio (%) 39.70 37.94 -1.76
6 Net Interest Margin (%) 3.29 3.78 0.49
7 Return on Assets
(RoA) (%) 1.50 1.70 0.20
8 Profit per employee 0.15 0.18 0.03
9 Gross NPA Amount 9.12 7.49 -1.63
10 NPA (%) 0.26 0.19 -0.07
OUR STORY
In order to familiarize NSBL to the
general public NSBL Adventure
Club was formed and first
adventure program was
conducted at Swoyambhu Nath
Temple area on 30.01.2016. The
climbing of the temple along with
study of the area was made by the
team. The team was participated
by CEO, CFO, CCO, Department
head and other staff members of
the bank. A discussion was made
about the role of NSBL for
preserving our cultural heritage.
DISCLAIMER: The information and opinions contained in this publication have been obtained from the sources believed to be reliable. The bank makes no representation or
warranty, express or implied as to its accuracy or completeness and should be relied upon as such. The bank and its employees accept no liability whatsoever for any direct or
consequential loss however arising from this publication or its contents.
Quote of the Month