Report No. 1398a-NEP RLE COPY Appraisal of the Nepal Industrial Development Corporation Nepal April 15, 1977 Industrial Development and Finance Division South Asia Projects Department FOR OFFICIAL USE ONLY Document of the World Bank This document has a restricted distribution and may be used by recipients only in the performance of their official duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS Rs = Nepalese Rupees US$1 Rs 12.50 Rs 1 = US$0.08 Rs 1 million = US$80,000 Rs 1 billion = US$80.0 million ABBREVIATIONS AGDB = Agricultural Development Bank CID = Cottage Industries Department HMG = His Majesty's Government of Nepal ISC = Industrial Services Center KfW = Kreditanstalt fur Wiederaufbau NIDC = Nepal Industrial Development Corporation SIDC = Small Industries Development Corporation USAID = United States Agency for International Development FISCAL YEAR HMG and NIDC July 16 - July 15 FOK OFFICIAL USE UJNLY NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION TABLE OF CONTENTS Page No. SUMMARY AND CONCLUSIONS ........... ......i. I. INTRODUCTION .............................................. 1 II. ECONOMIC ENVIRONMENT ............... .. ................. III. INDUSTRIAL AND FINANCIAL SECTOR ....... ................ 2 Origin of Industrialization .......................... 2 The Structure of Industry ............................. 3 Types of Industry ...... .................. . 3 Location of Industry ...... ............................ 4 Constraints on Industrialization ................... ... 5 Industrial Planning .............. ..................... 5 Industrial Policy ..................................... 6 Industrial Coordination ..... ........................ . 7 Licensing Procedures ...... .......................... 7 Industrial Finance .................................... 8 Interest Rates ....................................... . 9 IV. INSTITUTIONAL ASPECTS ................ ................. 10 Share Capital and Ownership ...... ..................... 10 The Institution ....................................... 10 Organization .......................................... 12 V. POLICIES AND PROCEDURES ............. .. ................ 13 Operating Policies .................................... 13 Relationship with Government and Business Community ... 16 VI. OPERATIONS ........................................ 17 Summary of Operations ....... .......................... 17 Characteristics of Loans ...... ........................ 17 Guarantee Operations ....... ........................... 18 Equity Investments .................................... 18 NIDC Terms of Assistance ..... . .......................... 19 This report was prepared by Messrs. A Wateler and E. Nassim following their visit to Nepal in September 1976. TPA document has a restricted diebution and may be used by recipients only in the performance O(dMf official duties. Its contsnu may not otherwise be disclosed without World Bank authorization. -2- Page No. Industrial Districts .................................. 20 Small-scale Industry .................................. 20 VII. RESOURCES .............................................. 21 NIDC Funding ........................................... 21 VIII. FINANCIAL POSITION AND PERFORMANCE ..................... 23 Profitability ....... .............. ..................... 23 Financial Position ...... ...................... ........ 23 Quality of Portfolio ................ .. ................. 24 IX. PROSPECTS .............................................. 25 General Outlook .................... .................... 25 Resource Requirements ............... .. ................. 26 NIDC Pipeline ....... .............. ..................... 26 Financial Projections ............... .. ................. 28 X. OBJECTIVES AND FEATURES OF THE PROPOSED CREDIT ... ...... 29 Objectives of Credit ............... .. .................. 29 Lending Scheme ...... .............. ..................... 29 Main Terms ....... ............... ....................... 29 XI. RECOMMENDATIONS ........................................ 30 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION ANNEXES 1. Industrial performance FY73-76 2. Village and cottage industries 3. The tourism sector Attachment 1 - Number of visitors arriving in Nepal Attachment 2 - Tourist arrivals by main nationalities Attachment 3 - Gross foreign exchange earnings for tourism Attachment 4 - Present and future hotel capacity in the Kathmandu Valley Attachment 5 - Monthly bed occupancy rates for hotels in the Kathmandu Valley Attachment 6 - Present and future hotel capacity outside the Kathmandu Valley Attachment 7 - Visitor arrivals by purpose of visit 4. Summary of the 1974 Industrial Policy Statement 5. The Industrial Services Centre Attachment 1 - Board of Directors Attachment 2 - Organization of Industrial Services Centre 6. Composition of Licensing Board 7. Applications and licenses issued and breakdown by type of Industry 8. Source of funds for industry 9. Commercial banks deposit rates 10. Commercial banks loan rates 11. Commercial banks' balance sheets 12. NIDC's Board of Directors 13. NIDC's composition of staff 14. NIDC's organization structure 15. NIDC's Statement of Investment and Operational Policies 16. NIDC's loan requests and approvals for 1973-1976 17. Time and cost overruns for projects completed during 1976 18. Procurement of imported plant and machinery by source and amount 19. NIDC's follow-up visits for 1975 and 1976 20. Summary of operations 1971-1976 21. Industry-wise distribution of loans outstanding 1971-1976 22. Analysis of loan approval by size, maturity, nature of projects and geographical spread 1970-1976 23. Equity portfolio as of July 15, 1976 24. NIDC's main terms and conditions 25. Resource statement as of July l5, 1976 26. Details on foreign borrowing up to July 15, 1976 27. Income statements 1971-1976 28. Comparative operational ratios 1972-1976 29. Balance sheets 1971-1976 30. Trends in arrears 1973-1976 31. Arrears by region and industry 32. NDIC's proposed strategy paper 1977-1979 - 2 - 33. 'Forecast of approvals, commitments and disbursements 1977-1981 34. NIDC new project pipeline for 1977-1979 35. 'Projected income statement 1977-1981 36. Comparative operational ratios 1977-1981 37. Projected cash flow statement 1977-1981 38. Projected balance sheet 1977-1981 39. ]Estimated disbursement schedule MAP IBRD -- 11462 NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION SUMMARY AND CONCLUSIONS (i) The Nepal Industrial Development Corporation (NIDC) is the main source of long-term finance to the private industrial sector in Nepal. NIDC was established in 1959 as a fully government-owned financial institution responsible for the promotion and financing of private industry including tourism. In the past, NIDC has received a number of small loans from bilat- eral sources which have been almost fully utilized. This report recommends a $4 million IDA credit to NIDC. (ii) Nepal's economic growth has been slow over the past decade with an average real rate of growth of about 2%. During the same period, pop- ulation increased by just over 2%, therefore GDP per capita (about $100) did not increase. The slow growth was partly due to the priority given to development of infrastructure over productive sectors. Nepal is now attempting to shift its priorities and to focus on the productive sectors for which about 50% of development expenditures for 1975-1980 are planned. (iii) Nepal's balance of payments position had been favorable until the end of FY74 as the trade deficit had been more than offset by remittances and pensions, interest on external reserves and tourism. However, in 1975, because of the increase in overseas imports, especially commodities that could not be supplied by India because of shortages, and a concurrent increase in the outflow of private capital, the balance of payments deteriorated. This in turn helped cause the Government (HMG) to devalue the Nepalese Rupee against the US dollar from Rs 10.56 to Rs 12.50 in October 1975. (iv) Although the modern manufacturing sector has been growing rapidly, (7-8% in real terms) it still accounted for only about 4% of GDP in 1975. Most industries were established or expanded after 1955, when HMG's policy became more specific with the adoption of five year plans and the issue of indus- trial policy statements. A number of basic factors have hampered Nepal's industrialization: (1) the small size of the geographically dispersed mar- ket, with only 5% of the population living in urban areas; (2) Nepal's land-locked position which leads to high cost of industrial raw materials and equipment as well as distribution of manufactured goods; (3) the shortage of entrepreneurial and managerial talents; and (4) limited exploitable natural resources. In this environment it is understandable that entrepreneurs have been giving preference to easy, low risk commercial activities such as trade, construction, and land holdings. (v) HMG has made strong efforts in recent years to make industrial investments more attractive and has granted a number of tax and other conces- sions. As a result of the various incentives, industrial investment has in- creased significantly. This is evident from NIDC's strongly improved disburse- ments over the past two years, which equaled all disbursements prior to FY74. - ii - Most disbursements were for projects approved prior to the April 1975 interest rate increase. While in the sixties, HMG was sometimes forced to take up in- dustrial projects which were originally reserved for the private sector, this has changed recently. HMG's attitude towards the private sector remains very positive and as of July 1976, it expanded the number of industries in which the private sector may have a majority interest. (vi) HMG has allocated approximately 18% of its total planned develop- ment expenditure for 1975-1980 to the industrial sector (including power). HMG has defined its industrial objectives as follows: (1) the encouragement of import-substitution industries for certain essential goods such as sugar, textiles, paper, cement, etc.; (2) the modernization, balancing and expan- tion of export industries based on local raw materials such as jute and tea; (3) the erLcouragement of economically viable industries in less developed areas of Nepal, particularly small-scale village and cottage industries; and (4) thie expansion of job opportunities. (vii) HMG's strategy with regard to tourism development has been based on a 1972 master plan prepared with German technical assistance. The inten- tion is to increase foreign exchange earnings by capitalizing on Nepal's magnificent landscape and rich cultural heritage, and to provide employment to the rapidly growing labor force. Since the hotel capacity constraint in the Kathmandu Valley will soon be eliminated, EMG's objectives are now to expand the infrastructure in tourist areas outside Kathmandu, which should lengthen the stay of tourists visiting Nepal. (viii) NIDC has followed HMG's objectives very closely. It has financed a number of large and small hotels in the Kathmandu Valley and it will help expand hotel capacity in places of interest outside Kathmandu. However, capacity requirements are relatively small; consequently, NIDC's hotel fi- nancing role will reduce substantially in future, particularly when large hotels currently under construction in Kathmandu are completed (1976-1979). (ix) In view of Nepal's limited resource endowments, NIDC has financed mainly small and simple projects, based on domestic materials. Scope exists for further financing of projects based on agricultural raw materials and forest products. Most of these projects are of an import substitution nature and are aimed at expansion of the supply of basic consumer goods. The average size of the projects will be only about $500,000, and many of these projects involve replacement of old, obsolete machinery. It is not expected that such projects will face raw material constraints. (x) NIDC's approvals and commitments dropped considerably in FY76 (although disbursements remained high), mainly due to the sharp increase in interest rates from 7.5% to 14%, but it is expected that applications will improve in FY77, as interest rates have been reduced to 11% since July 1976. Foreign currency commitments, including Indian rupees, are projected at Rs 48 million in FY77, Rs 61 million in FY78 and Rs 68 million in FY79. The IDA credit will finance 40% of total foreign exchange requirements (including Indian Rupees) of $10 million during July 1977-July 1979. For NIDC to fulfill its projected foreign exchange commitment program, it is assumed that HMG will - iii - continue to allow convertibility of locally borrowed Nepalese currency into Indian, although the IDA funds may also be utilized for the import of Indian machinery and equipment. (xi) To cope satisfactorily with the increased future operations, NIDC's organization policies and procedures need to be strengthened. This is also recognized by NIDC management who have already implemented IDA's recommenda- tions aimed at improving the efficiency and effectiveness of NIDC's operations. This will be facilitated by the fact that NIDC has recently transferred the management of two industrial districts to the Industrial Services Center and has ceased its cottage industries assistance, which responsibility has been taken over by the commercial banks and the Department of Cottage Indus- tries. As a consequence, NIDC management can now give its undivided atten- tion to financing of small, medium and largescale industrial projects. (xii) NIDC's financial position is very strong, because HMG has made all its capital contributions from the budget in the past in the form of equity, resulting in a debt/equity ratio of 0.5:1 at the end of FY76. Its profit- ability was low in the past but has increased substantially in FY75 and FY76 (1.1% return on equity) and it is expected to increase to 2.8% by FY81. NIDC's debt-equity limit has been set at 5 to 1, though it should not reach this limit for the next 5 years. (xiii) The quality of NIDC's loan portfolio has improved significantly in recent years with arrears (principal and interest) decreasing from 30% of the loan portfolio in FY73 to 11% in FY76. NIDC has increased its provision for doubtful debts to Rs 3.3 million which is reasonable. (xiv) On the basis of agreements reached with HMG and NIDC, a $4 million IDA credit is recommended which will be on-lent by HMG to NIDC at 8.2%. The objectives of the proposed credit are: (a) to help finance economically via- ble industrial projects controlled by the private sector; (b) to provide the basis for an institution building program for NIDC. Two experienced advisors, one for policy matters and one for the improvement of NIDC's accounting and information system, will be assigned to NIDC for a period of about two years each. UNDP has agreed to finance the former advisor, and the United Kingdom has tentatively agreed to finance the latter advisor. The 48 man-months of technical assistance is estimated to cost about $216,000. NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION I. INTRODUCTION 1.01 The Nepal Industrial Development (NIDC) was established in 1959 as a fully government-owned institution with the responsibility of promoting and financing private industry. Over the years, it has received technical and financial assistance from bilateral aid agencies. NIDC had been the only source of medium and long-term financing for private industry in Nepal until 1975 when commercial banks were permitted to make term loans for industry. 1.02 At the request of HMG, a Bank mission visited NIDC in November/ December 1973 to review its operations. NIDC's foreign resource position at that time was sufficiently strong and no lending recommendation was made. How- ever, in the past three years, this has changed substantially with the result that a $4 million IDA credit is now recommended to HMG to be on-lent to NIDC. The objectives of the proposed credit are to meet part of NIDC's foreign resource requirements from July 15, 1977 to July 15, 1979 and to assist in the development of NIDC as a strong and viable organization that finances the private sector in Nepal. II. ECONOMIC ENVIRONMENT 2.01 Nepal's GDP was estimated to be Rs 15.1 billion in current prices at the end of FY75, having increased from an estimated Rs 13.1 billion in FY74, or by 15% 1/. In real terms, Nepal's economic growth has been slow, with an average real rate of growth of 2.2% from FY67 to FY75. During the same period, population increased by just over 2%. There was, therefore, hardly any increase in GDP per capita which was just over $100 in FY75. Agriculture accounts for roughly two-thirds of GDP, 80% of export earnings and about 90% of employment. The manufacturing, mining and construction sector accounted for only 4% of GDP, although these sectors have been rapidly growing. Over the past ten years, value-added in manufacturing has more than doubled in real terms. 2.02 Nepal's balance of payments position had been favorable until the end of FY74 as the trade deficit had been more than offset by remittances and pensions, interest on external reserves and tourism. Balance of payments 1/ A more detailed assessment of Nepal's economy is contained in the Bank's latest economic report No. 1180-NEP of July 22, 1976. -2- surpluses amounted to about $10 million a year and foreign exchange reserves were $139 million in November 1974. This represented more than 12 months of imports. However, in 1975, because of the increase in overseas imports (especially of commodities that could not be supplied by India because of shortages and had to be supplied from other countries at higher prices) and a concurrent increase in the outflow of private capital, foreign exchange reserves declined to $105 million by September 1975. To cope with this situa- tion, the Nepalese authorities adopted a package of stabilization measures which included restraining of credit to the public sector, raising interest rates and a partial reform of the exchange and trade system. The latter involved a devaluation of the Nepalese rupee against the U.S. dollar from Rs 10.56 to Rs 12.50 in October 1975, while keeping the parity rate against the Indian rupee unchanged. The tentative figures for FY76 show a rise in ex- ports to Rs 1,012 million for the first 9 months compared with Rs 738 million for the first 9 months of FY75 whereas import growth was small (from Rs 1,701 million in the first 9 months of FY75 compared with Rs 1,747 million in FY76) which has resulted in a reduced trade gap. During the same period, the rate of increase in the Kathmandu consumer price index declined from 16% to 4%, though this index is not an accurate yardstick for inflation. Although the annual inflation rate has been declining in.recent years, it is still about 6%. 2.03 In FY76, Nepal's recorded trade with India accounted for approxi- mately 75% of its total exports and 66% of its total imports. The trading relationship between the two countries is governed by a Trade and Transit Treaty. This treaty has expired and negotiations between the two countries are stalemated. In the meantime, trade is still being conducted on the basis of the old treaty though this has created some uncertainty in the investment climate. III. THE INDUSTRIAL AND FINANCIAL SECTOR Origin of Industrialization 3.01 Small-scale handicrafts have long been produced, but significant medium industrialization did not begin until 1936 when a jute mill was estab- lished in Biratnagar with Indian assistance. Other industries such as the manufacture of matches, soap, rice and oil milling developed during the Second World War. Most of these industries fared badly after the war and it was not until the 1950's that an attempt was made to create a proper climate for in- dustrialization. Government policy became more specific regarding industrial- ization with the adoption of five year plans in the 1950's, with the publica- tion of a general statement of Industrial Policy in 1957 and the creation of the Nepal Industrial Development Corporation in 1959 to finance private industry. -3- The Structure of Industry 3.02 According to the 1972/73 census of manufacturing establishments, 1/ there are approximately 2,400 manufacturing establishments in Nepal employ- ing 50,000 workers giving an average employment per establishment of about 20 workers. However, the majority of the firms are considerably smaller than this, with 80% of them employing less than 10 workers. It is estimated that only 65 of these establishments employ 100 or more workers. 3.03 Industrial productivity is extremely low with the overall value - added per worker at US$560. This is partly explained by the high labour intensity of most of the processes, since the value of fixed assets per worker is only US$430. Equally important factors are the high incidence of temporary closures caused by shortages of raw materials and spare parts and the low level of technical and managerial skills. 3.04 It is estimated that 48% of Nepal's industrial sector production is exported. However, 95% of these exports are from the grain and oil milling industries whose export sales are virtually confined to India. The remaining exports are almost entirely made up of jute and jute products, while exports from other manufacturing industries are negligible. This surprisingly high export percentage could change as Nepal's population continues to increase faster than its agricultural output, forcing a decline in exports based on grain production. Nepal should continue to stress economically viable import substitution industries and industries whose output is directed at the local market. Types of Industry 3.05 Most of the modern industry in Nepal, aside from tourism, is an ex- tension of the agricultural sector. Rice and oil mills account for 76% of the total number of establishments, 50% of the value added and provide employment for 10,000 workers. Jute mills are the second most important industrial ac- tivity and provide employment for 5,000 workers. Other industrial activities consist of cigarette and shoe factories, saw milling, brick and tile manufac- ture, mechanical workshops and a brewery. Recently, a modern cement plant has started operation. Mining activities are limited and have so far been confined to simple quarrying and stone crushing operations. However, HMG is considering setting up a magnesite industry based on the Kharidhunga magnesite deposit. Annex 1 provides data on the output of industry in Nepal and capa- city utilization'for certain types of industries. Capacity utilization for Nepal's major industrial sub-sectors, jute, sugar and cement (cement plant started in 1975) has been running at a reasorably high capacity (between 66% and 91%) during FY72-FY76. The capacity utilization of small units in the matches, bricks and strawboard sub-sectors was lower (about 51%). By con- trast, the capacity utilization of the beer and liquor industry has been constantly rising and far exceeds the rated capacity. No data are available for other sub-sectors. However, it appears that most major sub-sectors were 1/ Defined as establishments with fixed assets exceeding Rs 200,000. -4- not severely hampered by shortages of agricultural raw materials. The low output of the modern brick industry was caused by stiff competition from traditional brick plants (small brick-ovens) which produce low-quality bricks at a very competitive price. 3.06 Cottage and Village Industry (Annex 2) is the second largest source of employment after agriculture and its contribution to GDP is almost double that of the modern industrial sector. This sector produces a number of goods such as handloom cloth, blankets, rugs, footwear, carpets, handmade paper, household utensils, simple metal tools and bamboo and reed products. 3.07 Tourism. The tourism sector (Annex 3) has grown very rapidly in recent years and has become the most important foreign exchange earner. Gross earnings of foreign exchange are estimated to have generated $13.6 million in FY76, roughly equal to earnings from all merchandise exports and representing an increase of 41% over FY75. 75,000 visitors arrived in Nepal in 1975, and it is expected that this will reach over 130,000 by 1980, which is not unlikely as the hotel shortage in the Kathmandu Valley will soon be eliminated. This sector is also providing employment to a growing number of people (currently 7,500). HMG's strategy has been based on a 1972 master plan prepared with German technical assistance. Its present objectives are to ex- pand tourist areas outside the Kathmandu Valley which should lengthen the stay of tourists visiting Nepal, through the selective construction of hotels and trekking lodges, and the provision of appropriate training to guides, hotel staff, and employees of tourist information centers. Recently, a new Ministry of Tourism was created to improve planning and execution of tourism activities. Location of Industry 3.08 Most of the larger industrial units in Nepal are located in the Kathmandu Valley or the Terai, particularly between Birganj and Biratnagar, near the Indian border (see Map). Small units such as rice and oil mills are scattered throughout the country. HMG is encouraging industry to locate out- side the Kathmandu Valley by providing financial incentives such as lower interest rates and through the establishment of industrial districts. During the 1960's three industrial districts were established (two in Kathmandu Valley and one in Hetaura near the Indian border ) to provide the infrastructural base for industrial investment. The utilization of the districts developed slowly, though the districts in the Kathmandu Valley had considerably more success (though all remained unprofitable.) More recently, HMG began the construction of four additional districts outside the Kathmandu Valley (Nepalgunj, Dharan, Pokhara, and Butwal). However, given the difficulties experienced in the past, the Industrial Services Center (para 3.15) is con- ducting a major review of the problems and prospects of industrial districts which is expected to be completed in mid-1977. - 5- Constraints on Industrialization 3.09 A number of basic factors have hampered Nepal's industrialization process which were confirmed by industrial visits and by the results of a sample study of eleven modern industrial enterprises 1/: (a) The small size of the urban market, since two thirds of the population live in the hills where monetary trans- actions are peripheral and where their needs are met by their own production. Only 5% of the population lives in towns and the more accessible parts of the Terai. As a consequence, many industries can only be set up on a small scale. Because of this, certain in- dustries face stiff competition from Indian imports, which often have established brand names and channels of distribution. (b) The shortage of industrialists. Entrepreneurs have given preference to quick-yielding investments such as trade and real estate. Further, there is a shortage of skilled and semi-skilled workers. (c) The high cost of production in Nepal, caused by its land-locked position, its mountainous terrain and its uncertain supply of inputs. (d) Shortage of known exploitable natural resources. Industrial Planning 3.10 The first four five year plans concentrated mainly on the creation of road infrastructure, air transport, a telecommunication network and elec- tricity generation. With respect to industry, no development strategy had been carefully enunciated since the plans mainly consisted of a tentative list of industrial units to be established over each five year period, with- out regard to priorities and how the units might be financed. 3.11 In the fifth five year plan (1976/1980), HMG has shifted its prior- ities from infrastructural investments in favor of directly productive activ- ities and has allocated approximately 18% of its total planned development 1/ The data for this study was gathered by the staff of the Industrial Services Centre and although the number of the companies in the sample is small, they represent a wide range of industrial activity. One of these companies exported all its products, two companies produced import substitution goods while the remaining companies produced goods for local consumption. One company imported all its raw material while the remaining companies used mainly local material. M4ost of these industries had been established in the last 10 years. - 6 - expenditure to the industrial sector (including power). This is a substan- tial share in view of Nepal's small industrial GDP. HMG has now defined its objectives with regard to the industrial sector as follows: (i) The encouragement of import substitution industries for certain essential goods such as sugar, textiles, paper, cement, etc. (ii) The development of export industries based on local raw materials, such as jute and tea. (iii) The encouragement of economically viable industries in less developed areas of Nepal, particularly Small-scale and Village and Cottage industries (Annex 4). (iv) The expansion of the job opportunities for the growing labor force. Industrial Policy 3.12 HMG's 1974 Statement of Industrial Policy defines and classifies industry by type of activity, size of capital investment and whether they are reserved for the public sector, could be jointly owned by the public and pri- vate sector, or could be completely privately owned. It also specifies the tax holidays, custom rates and excise duty exemptions that are open to the different industries. These incentives vary according to the size and type of industry, the number of workers employed in the industry and its geographical location. Annex 4 contains a summary of the important points of this statement. HMG's incenatives favor capital-intensive industries, although there are some emp'loyment incentives. However, increases in interest rates has removed part of the bias towards capital-intensive industries. There are also biases such as interestl rate differentials and tax holidays towards the less developed areas of Nepal (Annex 4, paras 5 and 6). Although the intentions behind these policies have merit, the measures are probably ineffective: Infrastructure and availability of raw materials and markets are more important factors for industrialization in these areas. 3.13 The present industrial statement is an improvement on its prede- cessor although the categorization of industry by type is still vague and not mutually exclusive. HMG, in difficult cases, reserves the right to place an industry in what it believes is the most appropriate category and although the incentives for particular industries are stated, in practice many entre- preneurs still find that these incentives are not always available. 3.14 In the past, HMG has had to invest in industrial projects that were reserved for the private sector, due to the lack of private investors. It is estimtated that HMG has at least a majority share in enterprises which represent over 35% of the total authorized capital of the major industries. There is now sufficient private interest in industry and it is expected that HMG will not have to take over projects in the future which are reserved for the private sector. In June 1976, HMG also opened new areas of investment to the private sector 1/ that were previously reserved for 51% government owned corporations. The 1976-80 plan anticipates that over 60% of industrial investment will come from the private sector. There are at present 74 govern- ment controlled corporations in Nepal. The majority of these corporations have not been operated profitably and have been receiving subsidies from HMG. Consequently, a "Corporation Coordination Council" was established in January, -1975 with the objective of establishing a mechanism to analyse the performance of government controlled companies and to recommend improvements. The chair- man of this council reports directly to the Prime Minister and is administra- tively attached to the Cabinet Secretariat. Industrial Coordination 3.15 One of the difficulties that had hindered industrial development in Nepal in the past had been the lack of coordination between the different ministries and the overlapping of responsibilities between the different institutions concerned with industrial development. In 1974, HMG created the Industrial Services Centre (ISC) with the objective of consolidating in one place all aspects of industrial development in Nepal (Annex 5 describes its organizational structure and its present activities). NIDC remains the main source of finance for the development of the private industrial sector. Coordination between these different institutions is mainly achieved by cross-representation on their respective Boards of Directors. The relevant Ministries and the Rastra Bank are represented on each Board of Directors. NIDC's General Manager is a member of the ISC Board and is an invitee to the Licensing Board, while the Executive Chairman of ISC is a special invitee to NIDC's Board of Directors. Licensing Procedures 3.16 Industries with a capital investment greater than Rs 1,000,000 require a license from the Licensing Board. The Board's composition is shown in Annex 6 and contains a special invitee from NIDC. Industries having a capital investment between Rs 200,000 and Rs 1,000,000 have to apply for a license from the Department of Industry. Village and Cottage industries need only complete a simple registration form. 3.17 The Industrial Policy Statement specifies a time limit for licens- ing decisions which varies with the size of the capital investment 2/. During 1972-76, approximately 50% of the applications received were approved, with the size of the investment varying widely from year to year (Annex 7). Most of these licenses (32%) were for agro-based industries, 20% for general manu- facturing industries and 17% for tourist-based industries. Not all the li- censes issued were used by the entrepreneurs, partly due to changes in the 1/ Primary consumption goods (cotton, textiles, dairy production, vegetable ghee, writing and printing paper) can now be produced by private sector majority owned corporations. 2/ For small-scale industry, a maximum processing time of 30 days, for medium-scale industry, 60 days, and for large-scale industry, 90 days. -8- investment climate. HMG has now started to cancel licenses when it expects that a project will not materialize in the near future. Industrial Finance 3.18 Sources of Funds. Funds for industrial development are provided by HMG, foreign aid, commercial banks 1/, the Agricultural Development Bank (AGDB) 2/, NIDC and by private investors from their own resources. Long-term finance for the public sector is provided by HMG and by foreign aid. HMG had invested about Rs 104 million up to the end of FY74 in the equity of public corporations engaged in the industrial sector. Foreign aid, usually in the form of grants, had amounted to approximately Rs 252 million by the end of FY75, most of this in the public sector. Working capital financing for public sector companies has also been provided by HMG through budget allocations. 3.19 Information on fixed investment in the private sector is unavail- able, except for investments provided by NIDC and its clients. Annex 8 shows that in FY75, NIDC invested Rs 51.2 million in fixed assets while in the same period NIDC's clients invested Rs 45 million. 3.20 The commercial banks have been the main source of working capital financing for industry. It is estimated that outstanding loans to private and public sector industry amounted to Rs 51.5 million or 2% of their total assets as of July 1975. With the amendment of the Commercial Bank Act (1975), it is now envisaged that they will play a larger role than previously in pro- viding funds to industry, since the Act allows the commercial banks to extend term loans up to 10 years for the first time. As the banks do not currently have project appraisal skills, they are considering joint project financing with NIDC. NIDC will undertake the project appraisal and supervision for a fixed fee. The amended Act also allows the banks to acquire second mort- gages, thereby easing the burden of an entrepreneur in raising additional fi- nancing once his assets had been mortgaged to one financial intermediary. It is not expected that commercial banks will provide long-term funds, to any significant extent, to industry given their weakness in project appraisal. However, the commercial banks are expected to become an important source of long and short-term financing for village and cottage industries as the Rastra Bank has required them to provide 7% of their end FY76 deposits to this sector. 3.21 Capital Market. Except for a Government Bond market, no organized capital market exists in Nepal. Since 1964, HMG has had twelve tax free bond issues amounting to Rs 408 million, carrying rates of interest ranging from 6% and 10% (latest), and maturities ranging from 5-10 years. Major buyers 1/ There are two commercial banks in Nepal, the Nepal Bank Ltd. (109 branches) which is 50% owned by HMG and the Rastriya Banijya Bank (71 branches) which is 100% owned by HMG. 2/ The AGDB is engaged in short and long-term finance to the agricultural sector. - 9 - are commercial banks (40%), insurance companies (6%), NIDC and the Agricul- tural Development Bank (5.5%), with the Rastra Bank holding most of the bal- ance. The absence of a share market can be partly explained by the fact that, historically, entrepreneurs have tended to establish sole proprietorship, partnership, or private limited companies. Since the promulgation of the first Company Act in 1936, however, 87 manufacturing public limited companies have been formed with an authorized capital of over Rs 870 million covering a wide range of industries. However, given the uneven performance in terms of profitability of such companies and the attractive investment alternatives 1/ (para 3.09), the appeal of such share subscriptions by investors has not been very great. 3.22 Nevertheless, with a view to assisting public limited companies to sell new issues of shares and debentures to investors as well as to create a market place for securities, a "Security Marketing Centre Ltd." was formed in April 1976 as a subsidiary of NIDC. The authorized share capital is Rs 1 mil- lion, and is 51% owned by NIDC and 49% by the Rastra Bank. It is unlikely, in the near term, that there will be much demand for underwriting or buying and selling of shares, particularly in the absence of any incentives for com- panies to go public, though NIDC could create a small market through sales from its own portfolio. The most promising immediate activity for the Center would be in the creation of a secondary Government bond market. Interest Rates 3.23 In the past one and a half years, Nepal's interest rate structure has been changed three times. In April 1975, the Nepal Rastra Bank increased deposit rates by between 1-1/2% and 11-1/2% (Annex 9) and lending rates by 2% to 6% (Annex 10). The sharp increase in interest rates resulted in increased fixed deposits of commercial banks, though this did not result in increased lending as borrowers were discouraged by the high interest rate. Instead, it was used to repay the banks' loans from the Rastra Bank (Annex 11). In July 1976, the Rastra Bank decided to reduce interest rate levels. This reduction of interest rates was done independently of price developments, and was aimed at stimulating the flow of funds to agriculture and industry, al- though the increase in the Kathmandu price index declined in FY76 to 4% from 16% in FY74 and 75. To retain high deposits, the Rastra Bank reduced deposit rates only slightly but decreased lending rates substantially, in particular for fixed loans for cottage industries and basic industries (by 5 and 4%, respectively). However, the working capital lending rates were only slightly reduced (by 1%). Currently, interest on short-term loans is higher than on long-term loans, probably to increase the demand for long-term loans which has not been following the longer deposit maturity structure, but this relationship may change in the future 2/. In February 1977 interest rates on deposits were reduced by 1 to 2% (Annex 9) and on commercial bank loans to cottage industries for working capital from 14 to 10% (Annex 10). 1/ Commercial bank long-term fixed deposits (over two years) also give a high return, 14-15%. 2/ Between April 15, 1975 and July 1976, all lending rates were a flat 15%. - 10 - 3.24 As part of the April 1975 interest rate changes, the Rastra Bank directed all financial intermediaries to provide a clause in their loan agreements to the effect that loans made subsequent to that date would carry rates of interest which were to be adjusted retroactively in the event of overall interest rate changes. This policy was later felt to be inappropriate for long-term loans as the retroactive clause introduced a great deal of uncertainty in financial contracts between financial institutions and their clients and had a negative impact on demand for long-term loans. In addition, it was administratively complex to deal with loans which had this feature. The Rastra Bank has now exempted NIDC and commercial bank long-term loans from its retroactive interest policy. IV. INSTITUTIONAL ASPECTS Share Capital and Ownership 4.01 NIDC was originally established in 1959 with an authorized capital of Rs 10 million, and was fully government owned. Its authorized capital has been gradually increased to Rs 250 million in 1976. The paid in capital is Rs 139.3 million of which Rs 130.3 million is provided by HMG and the remaining Rs 9 million by the Rastra Bank. The Institution 4.02 Board of Directors. NIDC's Act specifies that the Board shall con- sist of six members, two of whom should be "non official" and should come from industry or trade. The remaining directors shall be nominated by HMG. The General Manager of NIDC acts as Secretary to the Board (Annex 12). Four of the Board members, including the Chairman, are HMG officials; the remaining two members are from private industry. In the past, the two members repre- senting private industry have been from the same industrial company. This has now changed as one of them has been replaced by the President of the Nepalese Chamber of Commerce and Industry. The Board meets, on the average, twice a month and the attendance at these meetings has been good. The Board has also started meeting outside Kathmandu and has organized visits to NIDC's problem clients. The communication from the staff of NIDC to the Board is good. It receives quarterly operating results, a list of arrears and copies of other administrative matters. 4.03 To get a broader composition of the Board, HMG and NIDC management feel that it would be desirable to increase the number of Directors from the industrial sector. This would involve a change in NIDC's Act, which HMG and NIDC are willing to consider (para 4.04). If changes to the Act are to be made, the Act could also be amended to remove the clause which provides that only businessmen who have no financial obligations to NIDC can be members of its Board. Since the number of private industrialists is limited and most have borrowed from NIDC, changing this clause is desirable. In the choice of new members, due consideration would be given to potential conflict of interest. The communication of information from the Board to NIDC's staff is poor. The General Manager of NIDC recognizes this and has agreed to improve it. - 11 - 4.04 Other Changes in NIDC's Act of 1959. In the event that the Act is amended to change the Board structure, NIDC's management is consideting other amendments to be made at the same time. Firstly, the Act contains a "lender of last resort" clause. This clause has meanwhile become inappropriate, as NIDC is no longer the only provider of term loans to industry. 1/ Thus, the "lender of last resort" restriction can be removed. Further, the Act spe- -cifies that the Corporation may only guarantee loans raised by industrial concerns through commercial banking facilities in Nepal. Similarly, the Act could be amended to allow NIDC also to provide guarantees to foreign indus- trial companies as well as foreign financial institutions. 4.05 Management. Mr. Prasai was appointed General Manager in July 1976, succeeding Mr. Sharma. Mr. Prasai is a civil servant and will probably serve NIDC for three years or more since HMG and NIDC recognize the importance of continuity. He is a capable administrator and was previously the Director of Tourism and the General Manager of the Royal Nepal Airlines Corporation. Con- sidering the many weaknesses of NIDC's policies and procedures and the General Manager's limited experience in development banking, an experienced development banker will be attached to NIDC as a Policy Advisor for about two years. He will advise the General Manager on all policy and operational matters, and see that agreed procedures and strategies are properly implemented. The appoint- ment of the policy advisor is a condition of effectiveness of the proposed IDA credit. 4.06 Staff. As of July 15, 1976, NIDC's total staff numbered 125, of whom 75 are professionals. Annex 13 shows the breakdown of staff between the different professions. NIDC does not have qualified accountants and has therefore agreed to hire a well qualified accountant by September 30, 1977. Moreover, as NIDC's accounting and management information system is very weak and its resource and business planning expertise is limited, an accounting and management information systems advisor will be attached to NIDC for a period of two years. The appointment of the accounting and information systems advisor is a condition of effectiveness of the proposed IDA credit. 4.07 The staff turnover in the year ending July 15, 1976 was high in comparison with previous years though this was due to the transfer of cer- tain functions to ISC (Annex 5). Some new staff have been recruited to re- place those transferred to ISC. Training has been conducted internally, mainly on the job. The staff is reasonably well qualified, with a mix of experienced staff and new recruits from the universities. 4.08 Recruitment of capable staff is sometimes difficult as salaries in the private sector tend to be 30-50% higher. While NIDC need not follow the rules set by the Public Service Commission, the NIDC Board likes to keep its pay scales in line with the public corporations. A new set of rules has re- cently been issued which gives more flexibility to NIDC's management in the hiring of junior staff. At present, the Corporation Coordination Council is reviewing the pay scales of government controlled corporations in Nepal. The Association will keep an eye on this so that recruitment and retainment of good staff does not become more of a problem in future. 1/ According to the Commercial Banking Act of 1975, commercial banks may make term loans up to 10 years against adequate security (para 3.20). - 12 - OrganizatiorL 4.09 NlDC's organization chart is shown in Annex 14. Several changes have taken place in the organizational structure in the past year, partly as a result of IDA's recommendations: (a) The transfer of the responsibility for the Balaju and Hetauda Industrial Districts to the Industrial Services Center (ISC) in February 1976. (b) ThLe Industrial Planning and Feasibility Division was trans- ferred to ISC in July 1976 (Annex 5). (c) The Small Scale Development Corporation (SIDC), which was taLken over by NIDC in May 1972, has stopped making any new loans and its responsibilities were transferred to the Department for Cottage Industries in July 1976. (d) In February 1977, NIDC's organization was divided into two parts, each headed by a Deputy General Manager. The first is responsible for the operational aspects of the Corporation, while the second is responsible for administration. (e) The financial and accounting activities were concentrated in one division. (f) Finally, a new project implementation and follow-up division was created in February 1977. The last three changes have given NIDC a sound organization structure necessary for a develcpment bank. 4.10 Prior to the transfer of NIDC's Industrial Planning and Feasibility Division to ISC, it had produced 15-20 feasibility studies a year of reason- able quality, of which 40% were done at NIDC's initiative, 40% at HMG's re- quest, and 20% at the request of clients. The division had organized indus- trial conferences, and had published a few handbooks related to industrial investment in Nepal. Almost all of NIDC's staff from that division were transferred to the ISC. Since the transfer, NIDC itself has undertaken few feasibility studies, relying mainly on ISC. This is an unsatisfactory situa- tion, as ISC, which is supposed to undertake feasibility studies for the public as well as private sector, lacks the staff and expertise to cover the whole industrial sector. Moreover, it is overburdened with studies and other functions. It is, therefore, essential that NIDC begin rebuilding its indus- trial planning and feasibility activities. 1/ HMG is aware that a better division of labor between NIDC and ISC could be worked out, with NIDC spe- cializing in studying a few industries but financing a broader range. 1/ NIDC should assign more of its staff to work on industrial promotion and undertake feasibility studies for projects which could be suitable for financing. It should also be able to make feasibility studies at the request of clients. - 13 - V. POLICIES AND PROCEDURES Operating Policies 5.01 NIDC's formal Statement of Investment and Operational Policies is shown in Annex 15. The Policy Statement substantially conforms to that used by most development banks, except that it allows NIDC to acquire majority ownership in its sub-projects, but only in exceptional circumstances. This qualification allows NIDC to act as a catalyst in mobilizing private invest- ment but to dispose of its majority shareholdings when other sponsors can be found. This is appropriate in a country the size of Nepal. The private sector emphasis is again found in NIDC's Strategy Paper for 1977-79 (Annex 32). This Strategy Paper relates NIDC's policies to those of HMG such as priority regions for development and priority sectors for investment. 5.02 Other clauses of the Investment and Operational Policy Statement prevent NIDC from making loans to enterprises with fixed assets of less than Rs 200,000 and provide for a minimum financing operation (loan and/or equity) of Rs 50,000 to any client. A maximum of 70% of project costs can be financed. 5.03 NIDC's Act of 1959 clearly states that it should only finance the private sector. This had resulted in a somewhat restricted financing role for NIDC in the sixties and early seventies, as the general lack of entre- preneurship in Nepal has sometimes forced HMG to take up projects which were originally reserved for the private sector. However, there is now sufficient private business for NIDC to play a major financing role in this sector. If NIDC were to finance public sector projects, it might come under pressure from HMG to become involved with the large public sector units, many of which are performing poorly. 5.04 Appraisal Procedures. Applications for financial assistance 1/ are first reviewed by a Loan Appraisal Committee 2/ to determine if the project falls within NIDC's investment priorities and if so, it is passed on to the Project Appraisal Division. A detailed report containing the division's re- commendations is then submitted to NIDC's General Manager (who has the author- ity to approve projects that require an investment of Rs 200,000 or less). If the project requires a larger loan, the report is submitted to the Loan and Investment Committee 3/. This committee can approve projects that require an investment of Rs 1,000,000 or less while larger loan requests are submitted to the Board for approval. Following IDA's recommendation, the NIDC Board 1/ Investors must have already obtained a license from the Licensing Board before applying for financial asistance. 2/ Tnis committee consists of the General Manager and all concerned division chiefs. 3/ This committee consists of the Chairman, the General Manager and the Rastra Bank representative on the NIDC Board. - 14 - will consider increasing the authority limits of the General Manager and the Loan and Investment Committee to Rs 1.0 million and Rs 2.5 million respectively. 5.05 The average time required for a loan decision to be made is six months. This long processing time is caused by the difficulty in obtaining information from the sponsor and his difficulty in obtaining the necessary clearance from H1MG. The number of loan requests in FY75 and FY76 was only 26 (Annex 16). This drop in requests from 91 in FY74 and 258 in FY73 was explained by NIDC's management largely by the sharp increase in interest rates in FY75. 5.06 Appraisal Standards. NIDC's appraisal standards could be improved. Some of the project cost overruns and delays can be attributed to poor esti- mates at the project appraisal stage. Coverage of marketing aspects and appraisal of management tend to be weak. Further, of the 14 projects completed in FY76, 50% incurred delays of more than one year, and 40% experienced cost overruns in excess of 25% (Annex 17). In addition, internal financial and economic rates of return have seldom been calculated. In future, NIDC will calculate internal financial rates of return for all projects costing more than Rs 1 million and economic rates of return for projects above Rs 2.5 million. Special attention will be given to capacity utilization within an existing industry before financing new undertakings. Also, in order that NIDC prepare and present to IDA a broad range of projects, and not merely a few large projects, the proposed IDA credit will limit withdrawals of the proceeds of the credit to $1 million for any one sub-project. 5.07 HMG's Industrial Policy Statement of 1974 contains a number of clauses that affect NIDC: (a) The Statement specifies the maximum loan percentage of fixed assets that NIDC may make which depends on the types of industry and on its geographical location. Publishing this data leads the entrepreneur to expect the maximum loan size. The loan size should be an internal NIDC matter. (b) The Statement sets time limits on NIDC's processing of loan applications and on disbursement. Again, it raises unrealistic expectations on the part of entre- preneurs and restricts NIDC's autonomy. The above will be corrected in the event that HMG decides to modify the statement. 5.08 NIDC's standard loan agreement with its clients has been modified to include a number of essential clauses previously missing. As such, it conforms to that used by most long-term lending agencies. - 15 - 5.09 Procurement Procedures. NIDC, in conjunction with the project's sponsor, invites bids from at least three sources 1/. The selection of a source of supply is based on price, delivery time, availability of service and spare parts, the quality and the reputation of the supplier. Annex 18 shows the amount of procurement of foreign plant and machinery by country. India remains the largest supplier of machinery. This is largely due to the level of technology that is used in Nepal, price and transport cost advantages and the relative ease in obtaining spare parts. NIDC's procurement practices are generally satisfactory and its technical staff are competent in advising on simple projects (rice mills, oil mills, etc.). However, when faced with technologically more complex projects, NIDC might have to use outside con- sultants for advice. 5.10 Disbursements Procedures. It is usual for the average delay between project approval and the signing of the loan commitment to be six months, which is normally caused by the sponsor's delay or difficulty in becoming incorpo- rated and obtaining the necessary land titles. Disbursement usually takes place on a reimbursement basis in the case of local currency and on the basis of the conditions of letters of credit in the case of foreign currency. It is usual for 20-30 withdrawals to take place over the 2-3 year construction period. NIDC insists that the sponsor disburses his funds in a fixed rela- tionship to NIDC's funds. NIDC's disbursement procedures are generally satis- factory. With the consolidation of all procurement, disbursement and follow- up activities into one division, the disbursement procedures should improve. 5.11 Follow-up Procedures. NIDC's follow-up activities are inadequate It has only three people managing a portfolio of 190 projects scattered through- out the country, though some staff is provided by the Regional Offices. Con- sequently, follow-up visits are inadequate. Annex 19 shows that NIDC staff made only 68 visits in FY76 which is a decline from FY75 (80). NIDC distin- guishes three types of follow-up visits: (i) a courtesy visit of 1-3 hours' duration; (ii) an evaluation visit by a team composed of three staff members when a project has defaulted on two installments. A report is prepared-which should cover all aspects of the project and contain action recommendations; and (iii) a special study follow-up visit. In FY76, only three evaluation reports were made and no special studies were carried out. NIDC seldom re- ceives quarterly reports from its clients, although this is stipulated in its loan documents. In future, NIDC will link-up its reporting requirements with those of the Ministry of Commerce and Industry, which has had more success in receiving data from industrialists. 5.12 Follow-up should improve with NIDC's recent organizational changes (para 4.09). Although it is difficult to predict total follow-up staff re- quirements, it is estimated that NIDC should allocate at least 10 people full 1/ Competitive bidding is not required for purchases less than Rs 50,000. However, even with larger projects there is a lack of potential sup- pliers. It is estimated that competitive bidding is used in about half the projects. - 16 - time to supervise the loan portfolio. In improving its follow-up procedures, NIDC has undertaken: (a) to hire or reallocate sufficient staff to enable each project to be visited annually, and projects in arrears over six months at least twice a year; (b) as a result of such visits, to prepare action reports focussing on specific problems and recommending action to management; (c) to review systematically the timing and content of the reports due from its clients and to actively pursue delinquencies; and (d) to use Regional Offices as much as possible for follow- up in the areas of their geographic responsibility. 5.13 Prior to the NIDC reorganization, a Small Industries Analysis and Coordination Division was in charge of follow-up work of loans to small scale- industry. NIDC has stopped making new loans to this sector (para 6.15). NIDC has worked out an arrangement with the commercial banks whereby they should consult NIDC before making any additional loans to those NIDC small-scale clients in arrears. Relationship with Government and Business Community 5.14 Given the fact that NIDC is (a) wholly goverment-owned, with its Board of Directors and General Manager appointed by the Government and (b) that it is virtually dependent on HMG for most of its resources, it is not surprising to find that the Government wields considerable influence over its operations. Despite this close relationship, NIDC is recognized in Government circles as being a valuable source of information on industrial and financial questions, particularly in the area of licensing decisions and industrial policy formulation. 5.15 NIDC's relationship with other financial institutions is good, and it is expected that its relationship with the commercial banks will be- come closer, especially with the possibility of joint financing of projects (para 3.20). NIDC's relationship with its clients is generally good although it is sometimes criticized for the time taken in processing loan applica- tions and the lack of thoroughness in its evaluation of certain aspects of projects (e.g. market aspects). Also, because of the virtual absence of reporting from NIDC's clients, NIDC often loses contact with them once a loan is fully disbursed, particularly for those clients which are repaying regularly. - 17 - VI. OPERATIONS Summary of Operations 1/ 6.01 Annex 20 shows NIDC's approvals, commitments, and disbursements from FY71 through FY76. NIDC's business has fluctuated widely from year to year both in numerical and monetary terms. Net approvals in FY74 amounted to Rs 41 million, in FY75 to Rs 145 million and in FY76 to Rs 16 million. From the inception of NIDC until the end of FY75, there has also been a large gap between gross approvals and disbursements. Two reasons exist for this: (a) the high level of cancellations reflecting a change in investors' interest; and (b) the slow implementation of projects. In FY76, approvals dropped to a very low level, mainly due to a sharp increase in interest rates from 7.5%, on the average, to 14%. From FY70 to FY74, disbursements fluctuated between only Rs 8 million and Rs 23 million per annum (about $2 million) but they have since increased significantly to about Rs 54 million in FY75 and Rs 37 million in FY76. As of July 1974, loans outstanding amounted to only Rs 74 million, but had increased to Rs 143 million as of July 1976. Characteristics of Loans 6.02 Industrial Distribution. Annex 21 shows the industrial distribu- tion of loans outstanding. As of July 1976, hotels accounted for 37%, food manufacturing 28%, cement 14%. NDIC's financing of trucks and buses, which has been very unsuccessful (para 8.04), has declined significantly from 12.6% in FY71 to only 1.8% in FY76. Also, NIDC financing of power units has de- creased from 8.6% to 1.9% over the same period. Financing of manufacturing projects has increased significantly in recent years from 41.6% in FY72 to 57.6% in FY76. It is expected that this trend will continue in the future, when NIDC hotel financing will decline (para 9.09). 6.03 Size of Loans. NIDC's loans are generally small; the average size over the past two years was about Rs 2 million or $160,000 2/. During the period FY70-FY74, the average size of the loans was only about Rs 400,000 which shows that NIDC has been financing larger projects in recent years. Loans under Rs 500,000 during FY75-FY76 account for over 40% of total net approvals by number, but less than 5% by amount (Annex 22). NIDC has not systematically kept account of employment creation as a result of its financing, but a sample of projects indicates that total investment cost per job has been around $3,000 in recent years. 6.04 Geographical Spread. The bulk of NIDC's loan approvals during the past six years have been directed to the metropolitan areas (Annex 22), gen- erally following the national pattern of industrial distribution. 72% of 1/ Excludes SIDC portfolio. 2/ Exchange rate applied: US$1 = Rs 12.5 - 18 - NIDC's loans are in the Metropolitan Region (Bagmati and Narayani Zones), 7% in the Central Region (Lumbini and Gandaki Zones), 14% in the Eastern Region (Kosi, Mechi, and Sagarmatha Zones), and 7% in the Western Region. NIDC has recently opened three branches (in the Central, Eastern, and West- ern Regions) in order to serve the backward areas better, which suffer from lack of infrastructure, which should improve the geographic distribution of its portfolio in future. 6.05 Maturity of Loans. The maturity of loans ranges from 5 to 15 years with the longer maturities given to the larger loans (Annex 22). Grace periods range from six months to three years depending on the gestation period for the projects. Repayment of principal is not always determined by factors such as debt service capability of the clients and nature of the project. NIDC usually requires the client to repay interest accrued during the construction and start-up period of the project in the first four years after completion of the project in addition to the regular interest and principal repayment requirements. This system places an undue financial strain on the client in the early stage of operation. NIDC will consider spreading interest accrued during construction over the whole life of the loan. 6.06 New Versus Expansion. During the past six years more than 3/4 of NIDC's loans by amount and number have been made for new projects (Annex 22). This fact reflects the limited number of existing industrial enterprises in the country and their slow rate of growth and also suggests that NIDC has been active in promotional work. Guarantee Operations 6.07 NIDC does not usually make working capital loans directly (exclud- ing SIDC operations), but it has given repayment guarantees for working cap- ital loans obtained from commercial banks by its clients. NIDC's guarantees (Annex 20) have reduced substantially in recent years as commercial banks may, since the revision of the Commercial Banking Act in 1975, take a second mortgage on assets (para 3.20). Outstanding guarantees as of July 1976 amounted to about Rs 2 million. NIDC charges a fee of 1-1/2% to 2-1/2% per annum on its guarantees. Equity Investments 6.08 As of July 15, 1976, NIDC's equity portfolio stood at Rs 28.4 mil- lion (20% of NIDC's net worth) in 14 companies (Annex 23). All of these companies had also received loans from NIDC. Four of 14 companies are known to be operating profitability while only three companies are paying dividends. Four companies are under construction or in the initial stage of operations and six companies were operating at a loss as of July 15, 1976. 6.09 Sales of shares from NIDC's portfolio have been small i.e. since FY74, NIDC sold shares of Rs 2.7 million in eight companies. Sales proceeds for these companies equalized approximately the cost prices, which probably reflect two things: NIDC's lack of policy regarding timing of sales and cri- teria for determining the sales price, and the very thin market for shares, - 19 - which makes it difficult for NIDC to dispose of its shares profitability. Recently, NIDC has established a fully owned subsidiary for marketing secu- rities (para 3.22). NIDC has currently a controlling interest in four com- panies (para 5.01). One of these companies accounts for 38.7% of its total equity portfolio. NIDC Terms of Assistance 6.10 Annex 24 shows NIDC's present interest and other charges. In line with Rastra Bank's general interest rate adjustment, NIDC's lending rates were reduced in July 1976 from 14% to 11% on the average. The rates vary per geographic district. The minimum rates specified are 12% in the Kathmandu Valley, Biratnagar, and Birganj; 11% in Bhadrapur, Rajbiraj, Janakpur, Bhai- rawa, Hetauda, and Dharan; and 10% in the least developed areas. The lending rates for local and foreign currency loans are the same. NIDC's lending rates are in line with those of commercial banks (11% for basic industries). With inflation running at an annual rate of 6% with only limited prospect for in- crease in the future, NIDC's lending rate is positive in real terms. The Rastra Bank feels that higher lending rates will discourage private investment; the April 1975 interest rate change from 7.5% to 14% largely caused NIDC's large fall in net approvals in FY76 (Rs 16 million from Rs 145 million in 1975). On the basis of the current lending rate of 11% on the average, NIDC will have a spread of 3%, on local currency borrowings from the Rastra Bank. The IDA funds will be on-lent to NIDC at the rate of 8.2%, giving NIDC an overall spread of about 3%, the same as on its local currency borrowings. In view of NIDC's low administrative costs, this spread is adequate. I/ NIDC will lend the IDA funds to borrowers a minimum rate of 11% except for the undeveloped areas where a minimum interest rate of 10% will prevail. Loans for projects in the more developed regions (Kathmandu Valley, Biratnagar and Birgunj) will be charged a minimum rate of 12% (in accordance with Rastra Bank policy). NIDC charges a penalty rate of 2% on loans overdue over 6 months and offers an interest rebate of 0.25% for timely payments. Until recently, NIDC charged a commitment fee of only 0.20%, which has now been raised to 0.75%, as NIDC will be required to pay this to HMG on the IDA funds. 6.11 Foreign Exchange Risk. NIDC's loans are all denominated in Nepal- ese rupees and thus it assumes the foreign exchange risk on its loans from foreign sources. In turn, NIDC recovers its foreign exchange losses from the Rastra Bank. In view of the early stage of industrialization and the aversion of Nepal's entrepreneurs to risktaking, the Rastra Bank will continue to carry the exchange risk. 2/ 1/ In the past, NIDC's large base of free equity contributed greatly to its low financial costs. As further contributions are made in the form of loans, however, the impact of this base will diminish and financial costs are expected to rise from 1.0% of total assets in FY76 to 5.3% in FY81. Administrative costs, however, are expected to decline from 1.6% of total assets in FY76 to 1.0% in FY81 (Annexes 27 and 35). 2/ Rastra Bank has informed NIDC by letter (February 21, 1977) that it will compensate NIDC for losses due to changes in the exchange rate. Payment will be made to NIDC after the Rastra Bank receives the relevant papers. - 20 - Industrial Districts 6.12 NIDC has developed and managed two industrial districts, one each in Balaju and Hetauda, to provide basic facilities such as land, buildings and utilities to industrial enterprises. The former was established in 1961 and the latter in 1963. NIDC's investment to date in these operations has totalled Rs 9.6 million. As of July 15, 1976, the two Industrial Districts were transferred to the Industrial Services Center (ISC). Financial arrange- ments have not been finalized but NIDC expects to recover its total invest- ments of Rs 9.6 million, to be paid by BMG to NIDC without issuing new shares to HMG. NIDC has not consolidated the accounts of the Industrial Districts in the past, and the losses suffered have been kept in1 the accounts of the industrial districts. Small-scale Industry 6.13 Origins. SIDC was established in 1971 as a government corporation to finance small-scale industry 1/. In May 1972, NIDC took over the assets and liabilities of SIDC, and managed them as part of its own operations. As a result, the loss incurred by this take-over was written off in NIDC's accounts (Rs 280,000) of FY72. At the time of the take-over, SIDC had made 22 loans which became part of NIDC's overall portfolio. As of July 15, 1976, the responsibility for development and financing of small enterprises was transferred to the Department of Cottage Industries (para 4.09). However, the SIDC loan portfolio has not been transferred and will continue to be handled by NIDC in future. The SIDC portfolio has been kept separate, although NIDC's financial statements reflect consolidated operations. This has been done largely because NIDC management has always felt that it will be required to transfer SIDC back to HMG. 6.14 Operations. As of July 15, 1976, the SIDC had approved 325 projects amounting to Rs 9.5 million and Rs 4.1 million have been disbursed. The average size of loan was Rs 30,000 or $2,500. Most loans have been made for hand and powerloom units, and small rice, flour and oil mills. About 75% of SIDC's loans have been made in the Kathmandu area (Bagmati, Janakpur and Narayani). The small-scale industries loans were mostly made at low interest rates before April 1975, when interest rates were increased. Prior to April 1975, lending terms were 7-1/2% for working capital loans (up to 18 months), and 4-1/2% for long-term loans (up to 7 years). Between April 1975 and July 1976, the cottage industries lending rate was 15%. 6.15 SIDC Portfolio. Though the portfolio is still young, already 145 projects are in arrears amounting to about Rs 750,000 in principal, which is 18% of the SIDC portfolio. On an "infected" basis, arrears amount to about 1/ This means cottage industries; SIDC have mainly financed projects with fixed assets below Rs 200,000 which are defined as cottage industries in the Industrial Policy Statement of 1974. - 21 - 45% of the portfolio. Because of the difficulty of reaching many of the small-scale clients and the fact that NIDC has stopped new lending to cottage industries, it is expected that NIDC will not be able to recover a substantial part of its small-scale portfolio. However, with the increased provision for doubtful debts (para 8.06), this should be adequately covered. VII. RESOURCES NIDC Funding 7.01 According to the NIDC Act, NIDC can raise its financial resources from the following sources: (a) share capital and reserves; (b) issues of preferred shares and bonds etc.; (c) direct borrowing; and (d) grants. NIDC has relied so far on HMG for almost all its local resources while most of its foreign resources came from bilateral donors, arranged by HMG. Thus, NIDC's role as a direct mobilizer of resources has been insignificant. 7.02 Annex 25 shows NIDC's resource position as of July 15, 1976, which is summarized below: (Rs Millions) Domestic currency: Share capital 139.3 Reserves and retained earnings 3.9 Rastra Bank loan 6.0 Inconvertible foreign currency (Indian rupee) borrowings /a: 29.5 Convertible foreign currency (other than Indian rupee) /a 55.4 Total 234.1 /a Net of cancellations and repayments. 7.03 Domestic Currency Resources. HMG's subscription to NIDC's share capital (paid-up capital of Rs 134.3 million and Rs 5 million advances for share capital increase) constitute over 90% of NIDC's local resources. The remaining local resources consist of Rs 3.9 million of reserves and retained earnings and a 10-year loan of Rs 6 million from the Rastra Bank. As of July 15, 1976, local resources amounted to about two-thirds of NIDC's total resources. However, about half of the Nepalese rupees have been converted into Indian rupees I/ for the import of machinery and equipment from India. 1/ Although the Indian rupee is-not legal tender in Nepal, it has been per- missible so far to convert Nepalese currency into Indian currency. - 22 - 7.04 Inconvertible Foreign Currency (Indian rupees) Resources. NIDC has obtained four lines of credit in Indian rupees (Annex 26). A US Export Import Bank credit equivalent to US$1 million in Indian rupees was obtained in 1960 through HMG. The credit was fully utilized and tied to procurement of goods in India. Two lines of credit from USAID amounting to Nepalese rupees 26 million equivalent were granted through HMG in 1963 and 1966 and were fully disbursed. In 1964 the Government of India also made an inconvertible rupee loan available, and most of the funds have meanwhile been utilized. If Nepalese and Indian currency are taken together (Annex 25) NIDC had, as of July 15, 1976, inconvertible resources of Rs 17.8 million available for disbursements. How- ever, NIDC had already committed Rs 62.1 million at that time in the expecta- tion of loans to be obtained from the Rastra Bank where it has access to bor- rowings of up to Rs 90 million, which is convertible into Indian currency. 7.05 Convertible Foreign Currency Borrowings. NIDC has received eight loans and credits in convertible currencies from five different sources. Two USAID credits totalling US$1.4 million were obtained in 1961 and 1963 through HMG, but only $400,000 has been utilized, with the remainder can- celled. From KfW, NIDC received three loans (untied), two of DM 2 million and one of DM 3 million in 1964, 1966 and 1974. The first two KfW loans were fully disbursed and the third loan has an undisbursed balance of DM 1.7 million, but the loan is already fully committed. In 1965, NIDC obtained a sterling loan of 1 150,000 from the UK government which was fully utilized to help expand an existing power plant. In 1970, NIDC received a Japan Exim Bank loan of Yen 360 million or about Rs 16 million, of which Yen 17 million was cancelled. Meanwhile, the loan has been fully utilized. In June 1973, NIDC was granted an interest-free loan from the Danish Government. The loan amounted initially to Dkr 16.1 million (tied) or Rs 30.5 million, but as NIDC could not use the whole amount, Rs 14.4 million was transferred to the government-owned Dairy Corporation. The loan is meant to be used for slaughter houses, and meat and dairy processing projects. As shown above, in a few cases part of the loans and credits were cancelled. The reason for this was that NIDC could not use the funds since procurement of equipment and machinery was tied to the country supplying the funds. Furthermore, NIDC's lending program (para 5.02) was restricted, particularly in the sixties by the lack of private entrepreneurs. As of July 15, 1976, NIDC had only Rs 25.3 million available for disbursements. However, NIDC had undisbursed commitments Rs 34.4 million, thereby creating a shortfall of Rs 9.1 million. Although NIDC's sub-loan documents contain a clause that disbursements will be made to clients subject to availability of funds, it is imprudent for NIDC to commit funds before it has secured adequate funding. This illustrates NIDC's poor resource planning. It should be noted, however, that NIDC has access to HMG's foreign exchange reserves if and when needed. HMG has allocated about Rs 10 million foreign exchange to NIDC for FY77. This seems sufficient for FY77 and could be viewed as compensation for the Rs 14.4 million NIDC has returned to HMG in FY76 out of the Danish loan of Rs 30.5 million. In 1972, NIDC was selected to act as channel for a fee for a US$4 million IDA credit for tourism to HMG. Originally, the funds were to be used for the construction of two hotels, but due to delays and cost over- runs, IDA funds are now being utilized for one hotel only, the Yak and Yeti. - 23 - The IDA credit has been reduced to $3 million and the terms of credit have been changed. The first credit tranche $1.68 million will be passed on by HMG at 7-1/2% and the second tranche ($1.32 million) at 11%. This was decided in view of the rise in interest rates since the credit was originally granted. VIII. FINANCIAL POSITION AND PERFORMANCE Profitability 1/ 8.01 Annex 27 shows NIDC's income statements from FY71 through FY76. Net profits after tax increased from Rs 144,000 in FY71 to Rs 1,469,000 in FY76 2/. During the same period, assets increased from Rs 86.6 million to Rs 226.4 million. As profits rose more rapidly than assets, the profits after tax as % of average total assets increased from 0.1 to 0.7. Note- worthy in Annex 28 is the wide gap between the gross income on the loan portfolio and the gross income on average total assets. This is mainly due to three factors: (1) The low return on NIDC's liquid resources, par- ticularly in the period FY72-FY74. These funds were largely invested in low yield short-term deposits; (2) the investment of a substantial amount of NIDC's funds in shares, which have a very low dividend pay out; and (3) NIDC's investment of Rs 9.6 million in non-income producing industrial districts. Administrative expenses as % of total assets during FY71-FY76 increased slightly from 1.3 to 1.6, but financial cost declined from 1.8 to 1.0. Although return on equity has increased in recent years (from 0.2% in FY72 to 1.1% in FY76), it should still be considered low. This is caused by the absence of financial leverage (debt to equity ratio 0.5 to 1 as of July 1976) (para 8.02). Financial Position 8.02 NIDC's balance sheets are shown in Annex 29 for the years FY71-FY76. In FY72, total assets increased strongly due to the large increase in paid- up capital (Rs 43 million), which placed NIDC in a very liquid position. NIDC did not use these resources until FY75, when disbursements increased considerably (Rs 54 million). Meanwhile, HMG made further contributions to NIDC's share capital which caused NIDC to remain an unleveraged financial institution (Rs 139 million share capital versus only Rs 64 million debt as of July 15, 1976). This practice of funding NIDC with excessive amounts of free equity, which rarely carried dividends (para 8.03), has signified a subsidy to NIDC without explicit justification. Therefore, HMG plans to 1/ In discussing NIDC's financial position and performance, it should be noted that the industrial districts have not been consolidated in NIDC's financial statements, and figures between years are not fully comparable due to rapid change-over of NIDC's auditors, who have not always applied the same accounting principles and methods. 2/ Unaudited figures. - 24 - provide funds in the foreseeable future largely in the form of loans. The current plan projects Rs 120 million from the Rastra Bank and Rs 50 million from HMG although additional loans will be provided if needed. After FY81, further equity might be required. 8.03 So far, NIDC has not followed a formal policy with regard to divi- dend payout. From FY71-FY76, a dividend was declared only once in FY74 (Rs 100,000). NIDC is considering a dividend of Rs 200,000 for FY76, which will result in a payout ratio of only 1.5% because of NIDC's large equity base. HMG is expected to allow NIDC as a government-owned institution to retain most of its earnings in future in order to build up its reserves, though they would like the payout ratio to increase in future. Quality of Portfolio 8.04 Arnnex 30 shows the development of overdues from FY73 to FY76. As of July 15, 1976, 56% of the companies were in arrears as compared with 58% in FY73. However, principal and interest in arrears over 6 months as % of loans oustanding amounted to only 11.5 in FY76 compared to 30.3 in FY73, which indicates a strong improvement in NIDC's collection performance during recent years. The reason why the number of companies in arrears has not de- clined much is that NIDC has not been able to collect overdues on its many small loans made to the transport, sawmailling and cold storage and ice sub- sectors. For example, 35 small projects in these subsectors remain outstand- ing, representing only 5% of the loan portfolio by amount. Most of these loans were made before FY73. An analysis shows that many of these loans were made without proper market analysis (para 6.02). By contrast, arrears in the food sub-sector were only 8.5% while this sector accounted for 28% of NIDC's loan portfolio (Annex 31). 8.05 In recent years, NIDC has taken a number of actions to improve its collections. However, action often came too late for its small loans, and consequently, seizing of property and issuing legal notices is no longer eco- nomical in view of the high recovery cost and the low recovery rate. NIDC, therefore, hopes to recover most of these loans through a stronger follow-up, but it will have to write off ultimately many of its small loans. NIDC has only rescheduled seven loans, all during FY76. As of July 1976, it has seized four properties, issued eight legal notices and had put financial controllers in four companies. 8.06 Despite recently made improvements in NIDC's collection performance, and its expected strengthening of follow-up work, provisions for doubtful loans have been inadequate and were thus increased in FY76 to Rs 3.3 million from the previous Rs 2.1 million. 1/ This represents 2% of its loan portfolio. NIDC's management intends to set aside larger amounts for reserves in future. 1/ NIDC's badly performing small-scale industries portfolio (para 6.15) increased the need for higher provisions. - 25 - 8.07 Audit. The auditor-general appoints auditors for public sector corporations. Due to the rapid change-over of auditors, which is government practice in Nepal, and the early state of development of Nepal's accounting profession, audits are not comprehensive. In addition, the shortage of char- tered accountants often leads to audits being late. NIDC's current auditor, Sunder and Co., who was appointed this year, is reasonably well qualified and their term should be extended. However, the tenure of NIDC's auditors is a matter for the Auditor-General to decide and he is being asked to consider the matter. Meanwhile, the auditors will prepare the long-form audit beginning July 15, 1977. IX. PROSPECTS General Outlook 9.01 HMG has stated in its five year plan 1976-1980 the objective of reducing the import of simple consumer goods and construction materials. To that end, a number of medium and large-scale projects have been planned in the public sector, such as a textile mill, a cement plant, plywood plants and possibly one or two mining operations (magnesia, lead and zinc). In the private sector, 127 small, medium and large-scale projects are planned, mainly based on availability of domestic raw materials. The total amount of funds involved is estimated at around half a billion rupees ($40 million) 1/. HMG's attitude towards the private sector continues to be very positive and recently it even increased the number of industries open to the private sector (para 3.14). 9.02 NIDC Strategy. NIDC will continue to be guided by HMG's industrial policies. These include: (a) the reduction of imports by the establishment and expansion of a number of basic industries such as soap, textiles and building materials; (b) the establishment, modernization and expansion of industries which make use of domestic raw materials and forest products; (c) the expansion of hotel capacity in places of interest outside the Kath- mandu Valley; (d) the development of the local construction industry; and (e) the reduction of regional imbalances in industrialization. NIDC is charged with the main responsibility to finance industrial projects, including tourism projects 2/ reserved for the private sector. To cope with an increased lend- ing program in the future, NIDC plans to strengthen its operations (para 5.11), and to undertake a number of other steps as outlined in its strategy paper (Annex 32). As a condition of Board presentation of the IDA credit, the strategy statement like the policy statement should have been approved by NIDC's Board of Directors. 1/ Inflationary developments since 1974, when the preparation of the plan took place, have made this estimate inadequate. 2/ NIDC will also follow government guidelines with regard to tourism development. - 26 - Resource Requirements 9.03 Annex 33 shows the forecast of NIDCGs approvals, commitments and disbursements for FY77-FY81. Its foreign commitments from July 15, 1976 to July 1979 will amount to about $14 million, of which almost $4 million are non-Indian foreign currency requirements. The $10 million equivalent of Indian currency will be available through local currency loans from HMG and Rastra Bank (para 7.04) and NIDC's internal cash generation and loan collections. The proposed IDA credit will therefore cover all other foreign exchange needs. The IDA funds can also be used for the import of machinery and equipment from India. It is not expected that foreign exchange will be forthcoming in the foreseeable future from other sources except through purchases from the Rastra Bank. KfW, which has given NIDC three loans in the past, seems to have ear- marked its development assistance for Nepal to other sectors involving large projects. Assuming that HMG will continue to allow convertibility of Nepalese currency into Indian, NIDC will be able to meet all foreign currency needs, but this in turn assumes that NIDC can borrow sufficient local funds (para 9.04). 9.04 Domestic. NIDC's future need for domestic currency will be very large, because loan collections will be small and portfolio growth has been accelerating since FY74. The Rastra Bank is prepared to provide the bulk of the funds needed by NIDC in future. During the period FY77-FY79, it is expected that the Rastra Bank will make Rs 147 million or $12 million avail- able to NIDC, assuming that HMG will discontinue providing equity capital to NIDC for the foreseeable future (para 8.02). It has been Rastra Bank's practice to provide 10-year loans, at a variable interest rate (currently 8%) to be repaid in a lump sum at the end of the loan period. NIDC Pipeline 9.05 NIDC is expected to commit from July 1976 until July 1979 about $21 million in total investments (loans and equity) of which about $14 mil- lion will be foreign exchange, including Indian Rupees. Disbursements for all projects, both already committed (para 9.06) and new projects not yet approved or committed (para 9.07) during the same period, will amount to $24 million in total investments, which is $3 million higher than total commitments. This is due to the fact that NIDC has many projects in its pipeline which are already committed, but for which disbursements have either partially taken place or have not yet started (as of July 1976). 9.06 NIDC has about 55 projects in its pipeline which are already approved and committed, but not yet disbursed or only partly disbursed. The foreign currency requirements including Indian rupees for these proj- ects amount to about $5 million. It is not expected that many of these projects will be financed from the proposed IDA credit, as most disburse- ments will be made before IDA funds come on stream (mid-1977). Included in this list are a few large hotel projects (Soaltee, Annapurna, Yak and Yeti), but most projects are based on agricultural raw materials and local skills and cater to the domestic market. - 27 - 9.07 The proceeds from the proposed IDA credit will mainly be used for projects which are currently under investigation, but not yet approved. NIDC's new project pipeline (Annex 34) include mainly projects based on agricultural raw materials and forest products such as flour mills (2), rice mills (5), starch and glucose, wood processing (for export), wood seasoning, furniture, and sal seed oil. Also included in its pipeline are a number of projects which are of an import substitution nature such as insecticides, paper, soft drinks (cola), soap and beer. Furthermore, a number of work- shops, repair shops, small hotels and projects based on availability of other local materials/skills are included 1/. The pipeline represents a sub- stantial reduction from the original NIDC proposed project list, as a large number of economically unattractive or premature projects have been excluded. Many projects are replacement for existing old and obsolete mills (flour and rice mills). It is not expected that output of proposed projects will be constrained in future by lack of raw materials. 9.08 All projects in NIDC's project pipeline are consistent with HEG's industrial development plans. To avoid duplication of projects and to make NIDC's pipeline as realistic as possible, only projects reserved for the private sector are included. Recently HMG prepared, with the assistance of the World Bank, an external assistance document for Nepal's Aid Group. One such project, starch and glucose, is already included in NIDC's pipeline. Other projects such as a sugar mill, a paper mill, a textile mill, and a number of chemical projects are not in the NIDC pipeline, but are in the Aid Group document. If the projects can be run as commercial ventures, they could enter the NIDC pipeline e.g. under the Technical Assistance Credit (No. 659), IDA is assisting HMG in preparing a feasibility study for a proposed Paper mill project. For most projects, qualified private sponsors have been iden- tified. Only about 30 projects, with an average size $500,000, have been included in the project list and it is expected that disbursements on them will take place during the period FY1977-1979. NIDC is currently not con- sidering financing other projects. It is estimated that NIDC's portfolio (190 projects) will not increase in number since many small projects will be repaid or will have to be written off soon. Therefore, it is expected that NIDC will not have any difficulty absorbing the increased portfolio in mone- tary terms. As it is not expected that the commercial banks 2/ will be forthcoming with long-term funds in the future, to any significant extent, NIDC will remain the main financier of private industry. 1/ NIDC will also finance the construction industry in future. It is expected that once this is known to builders, some loan applications will come forward. No construction projects, however, have been included in NIDC's project pipeline. 2/ It is conceivable that NIDC and commercial banks may jointly finance a few projects, as the commercial banks do not have industrial appraisal capabilities. - 28 - 9.09 Total disbursements (foreign and local) for all projects will amount to approximately $6 million in FY77, $8 million in FY78 and $10 million in FY79 (Annex 33), whereas disbursements averaged over $4 million during FY75 and FY76. Assuming inflation rates of 6-8% per annum over the next few years and NIDC's increased project implementation experience, it should be able to dis- burse the indicated amount of funds. It is estimated that about 60% of NIDC's disbursements will be for projects based on agricultural raw materials and forest products. Hotel disbursements will decline drastically to less than 20% by end-FY79 and to 10% in later years when large hotels under construction (para 9.06) are completed. Financial Projections 9.10 Annex 35 shows projected income statements for FY77-FY81. Due to increased financing of NIDC's investments with debt, the net return on NIDC's equity is projected to rise substantially from 1.3% in FY77 to 2.8% in FY81 (Annex 36). However, because interest costs on borrowings will significantly raise the financial cost as a % of NIDC's total funding, the before tax profit- ability on total assets, despite reduced administrative expense, will drop slightly from 2.7% in FY77 to 2.2% in FY81. Nevertheless, NIDC's profita- bility should be regarded as sufficient, particularly since HMG will likely allow NIDC to increase its reserves annually. In addition, profitability will be sufficient to continue to set aside 2% of its increased loan portfolio for doubtful loans. 9.11 Annex 37 shows projected cash flow statements through FY81. The need for external borrowings, foreign and local, will be large, because NIDC's existing loan portfolio is relatively young and its new loans will not generate internal funds, to any significant extent, for some years to come. It is not expected that NIDC will face liquidity problems in the immediate future as it is likely to continue to obtain long-term funds from the Rastra Bank and also intends to raise local funds by issuing debentures. 9.12 Annex 38 shows projected balance sheets through FY81. Total assets are expected to grow from Rs 291 million in FY77 to Rs 784 million or by 27% per annum. The rapid growth is due to the relatively high disbursements vis- a-vis repayments falling due 1/. Reserves for doubtful loans as a % of total loan portfolio will gradually rise from 2.5% in FY77 to 2.8% in FY81. The debt to equity ratio will increase strongly, assuming that no equity contri- butions will be made by HMG during the period studied, from 0.8:1 in FY77 to 3.9 in FY81. By that time, it is likely that HMG will resume its equity contributions. For the purposes of this proposed credit, NIDC's debt to equity ratio has been set at a maximum of 5 to 1. 1/ NIDC's loan collections will be minimal in the next few years. The funds for most projects have recently been disbursed or are still not yet fully disbursed so that, taking the grace period into account, loan repayments on these projects, which form a large part of its portfolio (para 6.01), will be small. - 29 - X. OBJECTIVES AND FEATURES OF THE PROPOSED CREDIT Objectives of Credit 10.01 The proposed credit has two primary objectives: (a) to help finance economically viable industrial projects controlled by the private sector; (b) to build a stronger financial institution through changes in NIDC's organization, reallocation and expansion of staff, improvements in appraisal standards, increased follow-up activities, and revised policies and strategies. Lending Scheme 10.02 The proposed credit of $4 million would be made to HMG to be on- lent to NIDC to meet 100% of the foreign expenditures for directly imported capital goods and services of sub-projects sponsored by private productive enterprises to be broadly defined so as to include not only manufacturing, but also agro-industries, mining, construction and hotel projects. As part of the project, but to be financed by UNDP and the United Kingdom 1/, techni- cal assistance for 2 advisors, involving 48 man-months at a cost of about $216,000, is included (paras 4.05-4.06). Main Terms 10.03 Interest. HMG would on-lend the IDA credit to NIDC at 8.2% and NIDC will finance sub-projects at minimum rates of 10 or 11% (depending on the region), thus generating for NIDC an overall spread of about 3% (para 6.10). 10.04 Foreign Exchange Risk. The Rastra Bank has carried the exchange risk under previous bilateral foreign currency loans to NIDC. In view of the early stage of industrialization and the aversion of Nepal's generally small entrepreneurs to risktaking, the Rastra Bank will continue to carry the ex- change risk (para 6.11). 10.05 Free Limit. Considering that this is the first credit to NIDC, a low free limit of $80,000 has been set for foreign exchange borrowings. This would allow IDA prior approval on about 40% of the subprojects by number and 75% by amount. In addition, no withdrawal from the proceeds of the credit for an individual sub-loan can exceed $1 million (para 5.06). 10.06 Amortization Schedule. NIDC will provide loans with a maturity of a maximum of 15 years. Therefore, allowing for the commitment period, an eighteen-year flexible amortization schedule is recommended including three years of grace. A disbursement schedule is provided in Annex 39. 1/ To date, the United Kingdom has only tentatively agreed to providing a grant to cover the costs of the Accounting and Information Systems Advisor. The UNDP will cover the costs of the Policy Advisor. - 30 - XI. RECOMMENDATIONS 11.01 On the basis of the agreements reached with HMG and NIDC, a $4 mil- lion IDA credit to HMG is recommended, to be on-lent to NIDC at 8.2%. The only condition of effectiveness of the proposed credit would be that NIDC has appointed the two advisors referred to in paras. 4.05-4.06. NEPAL INDUSTRIAL DEVELOPMENT CCFIORATION INDUSTRIAL PERFORMANCE FY73-76 1/ INDUSIRIAL PRODUCTION IN NEPAL INSTALLED CAPACITY CAPACITY UTILIZATION Product 1972/73 1973/74 1974/75 1975/76 1972/7j 1973/74 1974/75 1975/76 1972/73 1973/74 1974/75 1975/76 (9 months) Jute Goods-t (1000 13.7 12.9 12.3 11.3 18.0 18.0 18.0 18.0 76 72 68 83 tons) Sugar23/(1000 tons) 10.6 14.2 11.9 10.6 15.5 15.5 15.5 15.5 68 91 77 68 4/ Cigarettes- (billion 2.3 2.5 3.0 1.7 - - - - - - - sticks) Matches (1000 gross) 587 662 649 330 1020 1020 1020 1020 57 65 64 43 Liquor distillation 171 206 224 334 250 250 250 250 69 83 90 180-/ (1000 litres) Soap-(1000 maund) 36 26 24 15 - - - - - - - - Shoes-i/(1000 pairs) 79 82 70 46 - - - - _ - * _ Processed leather 206 197 55 174 - - - - - - - - (1000 tons) Agricultural tools - 381 300 - - - - - - - - - - (1000 tons) Tea-/ (tons) 35 54 47 37 - - - - - - - - Stainless steel 245 *209 156 94 - - - - - - - - Utensils Straw Board (tons) 705 937 1022 693 1800 1800 1800 1800 39 52 57 51 8/ Bricks and Tiles- 26 23 26 14 40 40 50 50 65 58 52 37 (million pieces) Beer (1000 litres) 402 542 688 589 600 600 600 600 67 90 115 131 Fertilizer (1000 tons) 0.7 0.6 0.4 - - - - - - - - - Textiles (1000 meters) - - - 2938 - - - - - - - - Cement (1000 tons) - - - 23.6 - - - 48 _ _ _ 66 1/ Supplied by the Department of Industry. 2/ Represents the output of the two largest units and reflects approximately 90% of Nepal's production. 3/ Represents approximately 100% of Nepal's production and is produced by one public and two private corporations. 4/ Represents 90% of Nepal's output as produced by one public sector corporation, there is also one small private sector corporation whose output is not shown. 5/ Represents 20-25% of the total output. 6/ Represents only approximately 25% of total output. 7/ Represents the output of public sector corporations and only 50% of total output. 8/ Represents the output of a public sector corporation and only 20% of total output. 9/ Probably new capacity added which is not registered and/or industry works 24 hours per day. December 17,1976 ANNEX 2 Page 1 NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Cottage and Village Industries 1. General. Approximately 80% of Nepal's land area is mountainous and hilly, and although substantial investments have been made in building a road infrastructure, large parts of the country can still only be reached by foot trails; in such areas, transport volume and thus the size of the market is limited to what people can carry on their backs. It is estimated that two thirds of Nepal's population live in these remote inaccessible parts where village and cottage industry has been the traditional economic system for producing consumer goods. These goods are produced from local raw mate- rials, using simple tools in the homes of the local people. 2. HMG's 1974 Industrial Policy Statement defines village and cottage industries as those industries with investments in fixed assets of Rs 200,000 or less. After agriculture, this sector provides the main source of employ- ment and it is estimated that it accounted for 7% of GDP in FY75, which is almost double the contribution of the modern industrial sector. 3. Sector Characteristics. 1/ HMG estimates (1972/73) that there are about 375,000 cottage industries in Nepal, providing full or part time employ- ment to over a million workers. These industries can be classified as follows: (a) Geographic distribution Region No. of Industries ('000) Eastern Development Region 56 15% Central Development Region 12 3% Western Development Region 211 56% Far Western Development Region 96 26% 375 100% 1/ Detailed information on this sector is contained in the HMG report - "Sample of the Cottage and Small Scale Industries - 1972/73". ANNEX 2 Page 2 (b) Distribution by size of capital investment. Investment No. of Industries ('000) Up to Rs 100 239 63.5% Rs 101 - Rs 200 59 16% Rs 201 - Rs 500 41 11% Rs 501 - Rs 1,000 19 5% Rs 1,001 - Rs 10,000 16 4% Rs 10,001 - Rs 200,000 1 0.5% 375 100% The average capital investment is Rs 380 per unit. (c) Distribution by number of workers employed. No. of Workers No. of Industries ('000) 1 95 25% 2 117 31% 3-5 134 36% 6-9 29 8% 375 100% 4. The total output of this sector was estimated at about Rs 300 mil- lion in 1972, which is Rs 300 per worker or Rs 800 per establishment. It is estimated that 20% of it is used for home consumption. Further, only 20% of the output is sold for cash while the remainder is bartered. 5. The major type of goods produced by this sector are handloom cloth, woollen goods such as blankets and rugs, footwear, woollen carpets, curio goods, handmade paper, pottery, household utensils, simple metal tools and bamboo and reed products. Some of these products such as carpets and curio goods are mainly produced for export. The Village and Cottage Indus- tries Department estimates that the exports of curio goods in FY75 amounted to Rs 13.5 million and carpets Rs 3.5 million. 6. Constraints on Development. There is substantial scope for raising the productivity of this sector. The low productivity is due to several factors: (a) most of these industries, especially those in the remote parts of the hills have no access to a market outside the surrounding villages; (b) although local raw materias are used, they may not be available in the immediate vicinity and the nearest source could be several days away; and (c) the small and uncertain market. New designs and improved manufacturing techniques combined with steady access to raw materials and markets could considerably improve the output and productivity of this sector. 7. HMG's Policy. HMG has defined the following objectives for the village and cottage industries in its fifth five year plan: (a) to provide more jobs to a greater number of people; (b) to utilize local raw materials ANNEX 2 Page 3 as far as possible; (c) to help tourism by promoting additional skills and crafts and by producing artifacts; (d) to create a source of regular income for the maximum number of people; and (e) to minimize regional imbalances and disparities. 8. To achieve the above objectives, HMG has decided on the following policies: (a) Certain items will be reserved for production by village and cottage industries. (b) Loan facilities, raw material facilities will be made avail- able on easy terms. (c) The cottage industry will be modernized to increase its productivity. (d) The Cottage and Village Handicraft Emporium will provide necessary imported raw material as well as marketing facilities for finished products produced by cottage industries. The Cottage Industry Department 9. The Cottage and Village Industries Department (CID) was created in 1956 and placed under the Ministry of Industry and Commerce. It is the only body with the responsibility for development of cottage industry in Nepal. It has four basic functions: (a) it provides training programs for potential entrepreneurs; (b) it provides them with financial help; (c) it carries out research into improved design and manufacturing techniques; and (d) it operates the Handicraft Emporium Center. CID has 25 regional branches outside Kathmandu, each is staffed by three professionals. It also has 25 professional staff in Kathmandu. The Handicraft Emporium provides sales outlets for the output of the cottage and village industries as well as raw materials. It has cur- rently only six branches outside Kathmandu. Sources of Finance 10. Money lenders have traditionally been the major source of finance for this sector though little is known about their operations. The Cottage Industry Department has also provided term loans to this sector. In FY1975/ 76, it disbursed Rs 3.7 million. It also spent Rs 1.3 million on buying raw materials and machinery in bulk which was later sold on an installment basis. Of the Rs 5 million made available by HMG to CID in FY76, almost Rs 1.3 million was used to purchase foreign raw material and equipment. CID's loans ranged in size from Rs 200 to Rs 25,000 with an average size of Rs 2,000. However, CID's collection performance has been poor since out of Rs 5 million due in FY75, only 20% was collected, though the arrears were confined primarily to a few large borrowers. ANNEX 2 Page 4 11. SIDC, which was part of NIDC until July 15, 1976, when it was trans- ferred to the CID, was another source of finance. As of July 15, 1976 it had approved 325 projects amounting to Rs 9.5 million of which it has disbursed Rs 4.1 million. The average size of SIDC loans is Rs 30,000. 12. In 1975, HMG decided to streamline the financing arrangements for this sector by transferring all financing responsibility for cottage indus- tries to the commercial banks. HMG believes that the banks with their large number of branches (180 in 1976) are more accessible to cottage and village industries than the CID or SIDC. As of FY76, the commercial banks have been required by the Rastra Bank to provide 5% of their total deposits to village and cottage industrialists as well as small scale agriculturalists. This target was increased to 7% for FY77. 1/ The Rastra Bank has also introduced a penalty if this target is not met - it will require the commercial banks to deposit with the Rastra Bank at no interest the balance of the target figure that has not been lent out. This 7% target seems unreasonably high as the absorptive capacity of small-scale sector is small. The Rastra Bank has also agreed to refinance the commercial bank loans to this sector. 2/ A Credit Guarantee Corporation was also set up in 1975 to guarantee small-scale commer- cial bank loans. This corporation will guarantee only 50-70% of the principle amount of the loans. The amount of principle guaranteed depends on the type of industry financed. The paid up capital of the corporation is Rs 3 million and it is owned jointly by the two commercial banks and the Rastra Banr.-k. 13. Conclusions. HMG seems to be following a two pronged approach. The first approach is to encourage self reliance in the remote parts of the country by encouraging the establishment of new village and cottage indus- tries and by encouraging the existing ones to increase their output. The second approach is to encourage some cottage industries to expand their market beyond the surrounding village and even to export part of their out- put. In both approaches HMG wants to concentrate on extension services through CID while the commercial banks provide the financing. HKG realizes that additional services such as a bulk raw material purchasing scheme and finished product marketing scheme are required. HMG is receiving assistance from IDA (Technical Assistance Credit NEP-659) in the preparation of an integrated cottage industries project in the Kathmandu Valley. This could develop into a potential project for IDA financing. 1/ The CID and SIDC have stopped making new loans as of July 15, 1976. 2/ From July 16, 1976 the Rastra Bank will refinance working capital loans at 12% and term loans at 6%. The commercial banks charge village and cottage industries 14% and 10%, respectively. The intention behind the better spread for term loans is probably to induce commercial banks to make more long-term industrial loans. ANNEX 3 Page 1 NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION The Tourism Sector 1. General. Nepal's magnificent landscape and rich cultural heritage have been discovered by a growing number of visitors over the years making tourism a major source of foreign exchange earnings. The number of tourists arriving in Nepal reached 75,000, excluding Indians, in 1975 (Attachment 1). Almost 55% of tourist arrivals in 1975 came from Europe, while North America accounted for 21% (Attachment 2). The growth rate averaged 10% over the last 5 years and it is projected that over 130,000 tourists will arrive in Nepal by 1980. This sector provides employment to 7,500 people and it is estimated that the gross foreign exchange earnings in FY76 will reach $13.6 million, an increase of 41% over FY75 (Attachment 3). 2. HMG's Objectives and Policies. HMG has defined the following objectives with regard to the development of tourism: (a) to preserve the country's historical, cultural and geographical characteristics; (b) to expand touristic areas outside the Kathmandu area; (c) to lengthen the stay of tourists visiting Nepal; and (d) to provide appropriate training to guides, hotel staff and employees of tourist information centres. 3. A tourism master plan was prepared in 1972 with German technical assistance. The master plan had recognized the following main constraints on the development of tourism in Nepal: (a) the shortage of accommodation in Kathmandu and in the rest of Nepal; (b) the shortage of transportation both to Nepal and within the country; (c) the insufficient attention to the development of places of interest outside the Kathmandu Valley; and (d) the organizational structure of the Department of Tourism and its shortage of staff. ANNEX 3 Page 2 4. The Present Situation. HMG has set out to remove the first con- straint and has encouraged the expansion of hotel accommodation. A large number of licenses were issued and financing was available from NIDC which eventually financed 31 hotels throughout Nepal. At present, there are 1,934 hotel beds in the Kathmandu Valley and it is expected that their number will increase to 4,316 beds by 1978 (Attachment 4). In the past, HMG did not seem to have given sufficient thought to capacity utilization by type of hotel when issuing hotel licenses. For instance, Attachment 4 shows that the bed capa- city rate in the 2-star hotels will increase from 707 at present to 1,357 beds by 1978. Although the break-even point for these hotels is low, it is not expected, even if the predicted increase in number of visitors material- izes, that the 2-star hotels will be profitable for sometime. A similar situation exists for 3-star hotels. Attachment 5 shows that the average bed occupancy rate for 2-star hotels in Kathmandu was 33% in 1975 compared to 35% in 1974, while 3-star hotels experienced an increase from 41% to 50% over the same period. By contrast, 1-star hotel occupancy was 79% in 1975, while 5-star was 62%. Room occupancy rates are usually 20% above bed occupancy rates. The average guest per hotel in Kathmandu in 1975 stayed 4.1 nights. The poor performance of 2 and 3-star hotels is reflected in NIDC's portfolio as these two categories account for most of its hotel arrears. The Bank Group has also financed, through IFC, the expansion of the 5-star Soaltee Hotel and, through IDA, the 5-star Yak and Yeti Hotel, both in Kathmandu. HMG has now stopped issuing licenses for new hotels in the Kathmandu Valley. 5. Attachment 6 shows that the hotel capacity outside Kathmandu will increase from 697 beds at present to 911 beds. It is not known whether this increase is sufficient as no occupancy figures are available. 6. To improve the quality of the services provided by hotels, a Hotel Management and Tourism Training Centre was established in 1972, with UNDP/ ILO assistance. Over 500 persons have been trained in this centre so far. HMG is now seeking external financial assistance to improve the quality of the training and to introduce higher level courses. 7. In order to improve air transportation, since air transport accounts for over 85% of tourist arrivals, the runway of Tribhuvan International Air- port is currently being improved, and it is expected that, with the projected expansion of the terminal complex, airline services can also be extended. 8. In its efforts to open up other parts of the country for tourism, HMG recently commissioned a study by the Pacific Asia Tourism Development Authority (PATA) on the development of Pokhara as a tourism centre. IDA has also been providing assistance with a similar study in the Khumbu region. HMG is also seeking assistance for the preparation of feasibility studies for the development of the Kali Gandaki Valley. Also, in view of the increasing demand for tourist trekking accommodation 1/ (Attachment 7), HMG intends to 1/ Trekking arrivals increased from 590 in 1970/71 (1.2% of total) to 12,600 in 1974/75 (13.6 of total). ANNEX 3 Page 3 construct a number of trekking lodges and campsites. It is expected that NIDC will finance some of these trekking lodges and a few small hotels out- side Kathmandu. 9. The tourism master plan had recommended the upgrading of the Depart- ment of Tourism and the creation of a separate Ministry of Tourism, responsible for the formulation and implementation of tourism policies. The Department of Tourism was criticized in the report for its organizational weaknesses and its lack of authority in matters relating to tourism. It was also criticized for its lack of staff. HMG has now created the new Ministry of Tourism, although it is too soon to measure any effects. ANNEX 3 Attachment 1 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION I/ Number of Visitors Arriving in Nepal-/ Year Total Number % Growth 1971 49,914 8.6 1972 52,930 6.0 1973 68,047 28.6 1974 72,601 (17,237) 6.7 (32.0) 1975 74,559 (17,881) 2.7 (2.9) 1/ The data for 1971 to 1973 include Indian visitors, while tivee for 1974-75 exclude Indian visitors - The number of Indian visitors arriving by air are shown separately for 1974-75. ANNEX 3 Attachment 2 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Tourist Arrivals by Major Nationalities 1971-1975 Numbers 1971 1972 1973 1974 1975 TOTAL ARRIVALS e 49914 52930 68047 72601 74559 USA 15114 16127 16704 15114 13551 Canada 1474 1733 1923 2047 1998 Mexico 229 197 242 331 302 North America 16817 18057 18869 17492 15851 Denmark 1313 1190 1200 1663 1158 France 5159 5349 8118 7927 8662 Germany 5133 5889 8519 9704 9431 Italy 1670 1695 3073 2995 3638 Netherlands 1253 1034 992 1611 1706 UK 5575 5877 6565 7685 8346 Other E C 659 766 1284 1226 1519 E C 20762 21800 29751 32811 34460 Austria 618 548 1096 1674 1551 Spain 259 265 590 854 1027 Switzerland 1606 1781 2644 2941 2754 Sweden 862 1116 1040 1525 1239 Sub-Total 3345 3710 5370 6994 6571 Japan 2903 3589 5719 5362 5921 Australia 2643 2495 3432 4377 5296 New Zealand 601 549 703 1012 1268 Sub-Total 6147 6633 9854 10751 12485 Others 2843 2730 4203 4553 5192 x All figures exclude arrivals from India Source: Department of Tourism ANNEX 3 Attachment 3 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Gross Foreign Exchange Earnings from Tourism in Nepal Fiscal Year US$ % Growth 1971/72 2,180,000 + 32% 1972/73 5,153,000 +136% 1973/74 9,079,000 + 76% 1974/75 9,692,000 + 7% 1975/76 13,650,000 + 41% Present and Future Capacity of Hotels in the Kathmandu Valley Present Capacity Under Construction Capacity in 1978 Star Category No. of Hotels Rooms Beds Rooms Beds Rooms Beds 5 1 111 216 183 366 294 588 4 4 172 334 319 550 461 898 3 6 190 372 293 586 558 1108 2 16 380 707 325 650 705 1357 1 7 163 305 30 60 193 365 TOTAL 1016 1934 1150 2212 2211 4316 >._ D t n X rt Monthly Bed Occupancy Rates for Hotels in the Kathmandu Valley Star Category Year Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec. Average 5 1974 - - - - - 38 52 69 60 83 85 69 65 1975 73 61 82 71 61 36 43 62 48 82 59 70 62 4 1974 - - - - - 25 39 54 37 72 77 66 53 1975 72 59 73 60 51 31 38 55 37 69 81 63 57 3 1974 - - - - - 22 21 29 25 63 70 57 41 1975 58 42 71 47 33 31 51 48 44 68 58 51 50 2 1974 - - - - - 10 29 28 13 52 68 46 35 1975 18 42 51 25 12 14 6 21 21 54 61 46 31 1 1974 - - - - - 61 60 55 59 79 73 74 66 1975 57 66 86 88 90 68 74 83 10 112 108 111 79 I, r s. ANNEX 3 Attac'hment A NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Present and Future Hotel Capacity Outside the Kathmandu Valley Present Capacity Under Construction Location No. of Hotels- Rooms Beds Rooms Beds Pokhara, Gandaki Zone 7 128 258 15 30 Chitawan District Narayani Zone 1 22 44 - - Parsa District Narayani Zone 3 32 135 - - Makawanpur district Narayani Zone 1 15 30 - - Snangboche, Sagarmatha Zone 1 12 24 - - Surkhat District, Bheri Zone 1 12 24 - - Janakpur, Janakpur Zone 2 19 42 22 40 Jamsour, Bhaulagiri Zone 1 - - 8 20 Helambu, Bagmati Zone 1 6 16 - - Biratnagar, Koshi Zone 3 34 92 34 92 Bhairawa, Lumbini Zone 1 16 32 16 32 Total 22 296 697 95 214 1/ Hotels outside the Kathmandu Valley are not star rated. ANNEX 3 Attachment 7 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION 1/ NEPAL - Arrivals by purpose of visits 1971-1975 1971 1972 1973 1974 1975 Pleasure 45687 49176 62555 67748 70124 Trekking and mountaineering 590 613 1565 11710 12587 Business 1245 1099 1258 3896 4911 Official 1704 1699 2244 3707 4227 Other 688 343 425 2777 591 Total 49914 52930 68047 89838 92440 Pleasure 91.5 92.9 91.9 75.4 75.9 Trekking and mountaineering 1.2 1.2 2.3 13.0 13.6 Business 2.5 2.1 1.9 4.4 5.3 Official 3.4 3.2 3.3 4.1 4.6 Other 1.4 0.6 0.6 3.1 0.6 Total 100.0 100.0 100.0 100.0 100.0 1/ 1974 and 1975 figures include arrivals from India. Source: Department of Tourism. ANNEX 4 Page 1 NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Summary of Industrial Policy Statement of 1974 1. The industrial policy statement of 1974 contains policies, proce- dures, regulations and incentives and defines the role of the private sector. Industry is defined broadly and embraces manufacturing, mining, power, as- sembling and all types of service industries (tourism, recreation, transport, construction, etc.) HMG distinguishes the following categories of industry according to size of fixed assets 1/: - Village and Cottage industry not more than Rs 200,000. - Small industry between Rs 200,000 and Rs 1 million. - Medium industry between Rs 1 million and Rs 5 million. - Large industry more than Rs 5 million. 2. The policy statement specifies that power and defence industries are reserved for 100% ownership by the public sector. The iron and steel, chemicals, petroleum and cement industries are also reserved for' the public sector but the private sector may participate up to 49% in the share capital. The policy statement also lists a number of other industries in which HMG requires a majority shareholding including cotton, textile, medicine, dairy products, vegetable ghee, and writing and printing paper. This requirement was abandoned in June 1976. In all other sectors, private participation may reach 100%. 3. HMG provides generous investment incentives. The table below contains a summary of income tax holidays. 1/ Fixed assets cover (a) investments in land, building, machinery and equipment; and (b) pre-investment expenditure and pre-production ex- penditure. ANNEX 4 Page 2 Additional Capital Investment in Minimum Exemption based Maximum Manufacturing and Tourism /a Exemption on Employment /b Exemption (years) (years) Rs 200,000 to Rs 1 million 5 1-3 8 Rs 1 million to Rs 2.5 million 6 1-3 9 Rs 2.5 million to Rs 10 million 7 1-3 10 Rs 10 million to Rs 40 million 8 1-3 11 More than Rs 40 million 9 1-3 12 /a Recently incentives for new hotels in the Kathmandu Valley were eli- minated. /b Depending on how many workers are used, extra tax holidays are granted. 4. Tax holidays for basic industries with a capital investment of more than Rs 50 million are 15 years, whereas they can go up to 20 years for mineral-based industries with a capital investment of more than Rs 250 million. Tax holidays for industries whose products are largely consumed in the country, though they depend mostly on imported raw materials, as well as for cold storages and national film production are lower (1 year) for the indicated categories in the above table. 5. The tax holidays mentioned above are adjusted for certain geo- graphic districts, to reduce regional imbalances in Nepal. A correction of 2 years is made on investment in the most developed regions of Nepal (Kathmandu Valley, Biratnagar, and Birganj), whereas extra tax holidays of between one and two years are granted for the least developed areas of Nepal. 6. HMG also grants other privileges to the least developed areas of Nepal. These include lower interest rates (1-2%) and higher loan facilities from NIDC (5-12%) 1/. These concessions may encroach on NIDC's autonomy (main report, para 5.07). The above-mentioned tax and other concessions are probably necessary at the current early stage of industrialization in Nepal, but they should be reviewed in due time so as not to establish industries which have no long-run economic viability when incentives are eliminated. 7. Tax incentives also exist for industries which undertake moderni- zation and expansion of at least 25% of the rated capacity. The customs duties for most industries are only 1% for imported machines, equipment, spare parts and electric goods. Custom duties for imported raw materials are also low (0-15%). HMG also has concessionary rates for excise duties for certain types of industries. 1/ Entrepreneurs can obtain the following financing from NIDC as % of fixed assets; between 70% and 80% depending on type of undertaking for region A (Kathmandu Valley, Biratnagar and Birganj); and between 75% and 95% for the other, least developed, regions of Nepal. ANNEX 4 Page 3 8. The Industrial Policy Statement also specifies time limits for granting licenses from the date of application at the Department of Indus- tries. They are almost 30 days for small industry, 60 days for medium in- dustry and 90 days for large industry. Furthermore, time limits are given in this Policy Statement for the disbursement of funds to the applicants once the project has been approved by NIDC. They vary from 1 to 6 months depending on the size of the project. These policies also encroach on NIDC's autonomy and may be against its interest (para 5.07). ANNEX 5 Page 1 NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION The Industrial Services Center General 1. The UNIDO report of the Industrial Advisory Mission to Nepal in 1971 recommended the establishment of an Industrial Services Center with the objective of consolidating in one place all aspects of industrial develop- ment (except financing). This recommendation was not immediately acceptable to HMG because of disagreement regarding the logical set-up for such an insti- tution. However, in 1974 an Industrial Services Center was formed with the required financing provided from UNDP and HMG. The board of ISC (Attachment 1) is composed of representatives of the Ministry of Finance, the Ministry of Commerce and Industry, Department of Cottage Industries, Tribhuvan Uni- versity and NIDC. ISC's original nucleus of staff came from NIDC with the transfer of its Industrial Planning and Feasibility Division. Organization 2. ISC is managed by the executive chairman Mr. Ajit Thapa who is assisted by a UNDP advisor, Mr. Pearson. It is divided into four divisions (Attachment 2). The Industrial Promotion, Planning and Feasibility Studies Division 3. This division has three branches - the promotion branch, which so far has mainly been concerned with arranging seminars on industry in Nepal. The feasibility study branch has carried out approximately 25 studies. This branch has only four permanent staff members so it has had to make use of staff from other departments and outside consultants. The planning branch also has four staff members; its main function is to provide advice to HMG on industrial strategy. It has carried out about 5 industrial identi- fication studies and is currently working on an import substitution study. It is too early (ISC started only in 1974) to judge about the quality of the studies, but preliminary indications are that ISC has difficulties in collecting sound data. The Industrial Extension Services Division 4. This division is composed of three branches. The project engineer- ring branch (4 staff members) has had so far little demand for its service. The management consultancy branch (4 staff members) has carried out several assign- ments, mainly for government controlled corporations. The training branch ANNEX 5 Page 2 (2 staff members) has arranged several training programs. Attendance at these training sessions has mainly been from the public sector companies. The Industrial Districts Coordination Division 5. This division supervises six industrial districts of which only the Balaju industrial district is operating at breakeven, the remainder at a loss. The Administration and Finance Division 6. This division's main responsibility is to provide administrative support services to the other divisions and management of the center's fi- nancial affairs. Conclusions 7. There are currently several weaknesses in ISC. The main weak- nesses is the shortage of experienced and well qualified staff, though other institutions face the same problem in Nepal. When this weakness is coupled with the large number of diverse responsibilities that ISC has been given, it leads to the neglect of important areas. The main problem is, consequently, that ISC has not been able to do enough industrial promotion work particularly through the preparation of feasibility studies for the private sector as ISC tends to give preference to public sector projects. This could affect the number of projects that eventually are submitted to NIDC. ANNEX 5 Attachment 1 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Industrial Services Center Board of Directors Name Principal Position Mr. Ajit N.S. Thapa Executive Chairman of ISC Mr. B. Gopal Undersecretary, Ministry of Finance Mr. G.L. Rajbhandari Acting Joint Secretary, Ministry of Industry and Commerce Mr. D.P. Gautam Director-General, Department of Cottage Industry. Dr. U.B. Pradhanang Dean, Institute of Business Administration, Tribhuvan University Mr. Tej B. Prasai General Manager, NIDC NEPAL INDUSTRIAL DEVELOPMENT CORPORATION ORGANIZATION OF INDUSTRIAL SERVICES CENTRE BOARD OF DIRECTORS INDUSTRIAL PROMOTION, INDUSTRIAL EXTENSION INDUSTRIAL DISTRICTS ADMINISTRATION AND PLANNING AND FEASIBILITY SERVICES DIVISION COORDINATION DIVISION FINANCE DIVISION STUDY DIVISION 1 | PROJECT ENGINEERING BALAJU 7 PROMOTION BRANCH j -|___B RANCH INDUSTRIAL ESTATE MANAGEMENT BUTWAL PLANNING BRANCH CONSULTANCY INDUSTRIAL ESTATE FEASIBILITY STUDY 1 MANAGEMENT TRAINING DHARAN BRANCH J BRANCH INDUSTRIAL ESTATE HETANDA INDUSTRIAL ESTATE NEPALGANJ INDUSTRIAL ESTATE POKHARA INDUSTRIAL ESTATE |n rt World Bank--16764 ANNEX C NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Composition of Licensing Board State Minister of Industry and Commerce - Chairman Secretary, Ministry of Industry and Commerce - Member Secretary, Ministry of Finance - Member Secretary, National Planning Commission - Member Governor, Nepal Rastra Bank - Member Director General, Industry Department - Member and Secretary General Manager, NIDC - Special Invitee December 17, 1976 ANNEX 7 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Applications and Licences Issued and Breakdown by Type of Industry 1972/73 1973/74 1974/75 1975/76 Applications received 180 267 186 206 Licences Issued 75 135 87 112 Agro based industry 3,(40%) 56(41%) 27(31%) 36(32%) Forest based industry 3(42) 3(2%) 2(2%) 4(4%) Mining based industry _ 6(5%) 2(2%) General manufacturing 20(27%) 21(18%) 24(28%) 23(20%) Tourist based industry 16(21%) 42(31%) 23(26%) 17(15%) Miscellaneous 4(3%) 11(13%) 30(27%) Capital investment for licenced projects (Rs Millions) 68.35 296.84 44.67 702.87 December 17, 1976 ANNEX 8 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Sources of Mediuta and Lorg-term Funds for Industry A) In the Public Sector (Rs Million) 1972/73 1973/74 1974/75 HMG 4.9 73.3 84 (est) Foreign aid (grants and loans) 36.4 43.4 26.5 Total 41.3 116.7 110.5 B) In the Private Sector N.I.D.C. 16.0 28.5 51.2 N.I.D.C.'s Clients 14.8 24.0 45.0 Total 30.8 52.5 96.2 1/ This list is based on a disbursement basis, it is not complete because of the lack of data in Nepal. The commercial banks are not included because most of their loans are for working capital and they have only been making long-term loans recently. December 17, 1976 ANNEX 9 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Commercial Banks Deposit Rates Effective July Effective up to,/ Effective up to 1976 - February Effective from April 28, 1975 - July 16, 1976 1977 February 1977 Current deposits 0 0 0 0 Savings deposits 6-1/2 8 8 8 Fixed deposits 3 months 4 4 4 4 6 months 4 10 10 9 1 year 3-1/2 15 14 12 2 years and above 9-3/4 16 15 13 1/ The rates effective up to April 28, 1975 used different time period, for instance a different fixed deposit interest rate was used for each year up to 5 years. March 31, 1977 ANNEX 10 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Commercial Banks Loan Rates Effective up to Effective from 1. Industrial Loans July 16, 1976 July 16, 1976 A. For Fixed Capital 1/ Cottage and Village industries- 15 10 Basic Industries, Export Substituting Industries, Export Promoting industries and Forest Based industries 15 11 Luxury Goods industries 15 16 B. For Working Capital 15 142/ 2. Agricultural Loan A. For Fixed Capital Cardamon plantations, Horticulture and tea and cotton cultivation 15 8 Livestock, Poultry, Fishery, and Bee farming 15 11 Other agricultural loans 15 14 B. For Working Capital 15 14 3. Service Sector 15 14 4. Export Bill 15 12 5. Loans against HMG bonds. 15 14 6. Loans against fixed deposits 15 20% above deposit rates 3/ 7. Others 18 18 8. Overdue loans - 20% above specified rate. 1/ Having fixed assets less than Rs 200,000. WI Reduced to 10% in February 1977 for loans to cottage industries. 3/ Commercial banks can charge a higher rate than that specified. The minimum rate was reduced to 16% in February 1977. March 31, 1977 ANNEX NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Commercial Banks Balance Sheets (FY74-FY76) (Rs Millions) Mid July Mid July Mid June 1974 1975 1976 Liabilities - Total depositi 859.2 1,029.6 1,403.7 (a) Demand 290.2 340.4 439.2 (b) Fixed 411.9 516.8 777.5 (c) Savings 157.1 172.4 187.0 - BorrQwings from Rastra Bank 151.0 368.9 20.4 - Foreign Liabilities 22.9 107.6 150.0 - Other Sources 247.6 317.9 422.6 Total 1,280.7 1,824.0 1,996.7 Assets Cash, 92.7 151.5 168.3 Foreign Assets 209.2 238.8 322.2 Loans and advances 865.2 1,294X7 1,283.6 (a) To Government 98.3 100.4 100.2 (b) To Government enterprises 84.5 405.3 439.7 (c) To private sector 682.4 789.0 743.7 Other Uses 113.6 139.0 222.6 Total 1,280.7 1,824.0 1,996.7 December 17, 1976 ANNEX 12 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION 1/ Board of Directors Name Principal Position Mr. I.L. Shrestha - Acting Secretary, Ministry of Industry and Commerce (Chairman) 2/ Mr. U.S. Thapa - Deputy Governor, Nepal Rastra Bank and ex General Manager of NIDC Dr. Pandey - Joint Secretary, Ministry of Finance, HMG Mr. J.L. Maskay - Joint Secretary, Economic Planning Commission Mr. J.B. Lama _ Chairman, Biratnagar, Jute Mills Ltd. Mr. H.P. Giri - President, Federation of Nepalese Chamber of Commerce and Industry Mr. Tej B. Prasai - General Manager, NIDC 1/ The HMG directors' tenure of office is not specified whereas the private sector representatives hold office for 2 years. There are also two invitees to the board - Mr. Satyal, Director General, Department of Industry and Commerce, and Mr. Ajit Thapa, Chairman, Industrial Services Centre. 2/ Ex-Officio Chairman. December 17, 1976 ANNEX 13 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Composition of Staff No. of Staff Members as of July 15 1973 1974 1975 1976 Professional uommerce uraduates 27 27 24 28 Engineers 22 22 18 16 Financial Analysts 16 16 15 20 Others (Masters and Graduate of Law and General Arts) 6 6 6 8 71 71 63 72 Non Professionals 95 87 87 53 Total 166 158 150 125 Changes in No. of Professional Staff 1973 1974 1975 1976 No. at beginning of fiscal year 73 71 71 63 New recruits during the year - - - 25 Departure during the year 2 - 8 16 No. at the end of fiscal year 71 71 63 72 December 17, 1976 NIDC'S ORGANIZATIONAL STRUCTURE / BOARD OF DIRECTORS IV~~~~~~~~~~~~~ | GEN ERAL _ | MANAGER GN ERAL MANAGER UAN ER D VISION ON5OADMINISOERAION | CHIEF l l CHIEF l | ~~~~~~~~~~~~~~~~~~~~~~~~CHIEF CHE ~~~~~~~~~~~~~~~~~~~~~~~~FAADIN. INVETMERNAL REEROJCH PROMOTIONI EASTERN W 'ESTERN W YESTERN AC OU T AUDI &X PLANNING DIVISIRO REGN RI DIOJ BRANCH ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~~~~~~~~~~~~BAC BRANCH MARKET AGRO l 1ANALIS _ MINERAL BFRANCH _ EFJECT FINVETMNCILFOET ANALYSOION MINERtAL BRANCH _ PF OJECTS 1 BRANCH J/ InpeetdF.blu.,, 1977 Wlorid B.nk-1B7B2 ANNEX 15 Page l NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION 1/ Statement of Investment and Operational Policies The Nepal Industrial Development Corporation, whose objective is to promote private enterprise in Nepal, will be guided by the following policies: I. Scope and Nature of Operations: (1) NIDC will invest in manufacturing and processing industries and tourism. (2) NIDC will finance private companies only. (3) NIDC will finance new enterprises and also the expansion and modernization of existing companies. (4) In its operations, NIDC will be guided by the Government's National Economic Plan. Industries in the plan will be promoted on a priority basis. (5) NIDC will assist private enterprise by providing: (a) Medium and long-term loans; (b) Equity participation; (c) Guarantees; (d) Technical and Managerial advice. II. Operational Policy (1) NIDC will only finance projects which appear upon careful investigation to be financially and economically sound and technically well conceived. (2) NIDC will not finance enterprises whose fixed capital in- vestment is less than Rs 200,000 (with the exception of trekking lodges). l/ The Statement was officially approved by the NIDC Board of Directors on April 7, 1977. ANNEX 15 Page 2 (3) The minimum financing (debt plus equity) that NIDC will provide is Rs 50,000. (4) The use of NIDC's loan financing is to be limited to in- vestments in fixed assets and permanent working capital. (5) NIDC, within the guidelines established by the Rastra Bank, will set its interest rates to maintain a reasonable spread and reflect the cost of capital. (6) NIDC will set the maturity of its loans on the basis of the debt service capacity of its clients, but will not exceed 15 years. (7) NIDC will normally limit itself to finance a maximum of 70% of the total project cost. (8) NIDC will encourage joint financing with foreign partners in industries that require advanced technology. (9) To broaden the industrial ownership in the country, NIDC will seek to sell its equity investments to the extent possible. III. Financial Prudence (1) NIDC will require its borrowers to provide adequate col- lateral and to keep records in accordance with sound accounting procedures. NIDC will have the right to inspect the enterprises it finances. (2) NIDC will not bear the exchange risk on loans repayable in a foreign currency. (3) NIDC's debt will not exceed five times its share capital and reserves. (4) NIDC would acquire or retain more than 50% ownership in any manufacturing enterprise, only in exceptional circumstances. (5) The total equity investments of NIDC should not at any time exceed its paid-up share capital and reserves. (6) The total commitment of NIDC to any single enterprise, in all forms including Equity, Loans and Guarantees shall not normally exceed 25% of its share capital and reserves. (7) NIDC will diversify its portfolio to maintain a reasonable level of risk. ANNEX 15 Page 3 IV. Accounting and Auditing NIDC will maintain accounting records which adequately reflect its business operations and results in accordance with generally accepted account- ing principles. V. Profits and Their Distribution NIDC will seek to develop earnings sufficient to cover expenses and taxes, to provide reserves adequate to the size and risk of its portfolio. A minimum of 25% of net profits after tax will be added to the reserves. ANNEX 16 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Number and Value of Loan Requests and Approvals (Rs '000) 1972/73 1973/74 1974/75 1975/76- Requests No. of loan applications 258 91 26 26 Amount 101,512 87,644 392,925 41,149 Approved No. of Loans Approved 84 51 54 18 Amount 40,877 57,286 147,207 15,965 December 17, 1976 ANNEX 17 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Time and Cost Overruns for 14 ?roiects Completed Durng FiscAl YeAr 1975/76 Time Overruns-I Cost Overruns-/ 3 - 6 Months 5 0- 25% 8 6 - 12 Months 2 25% - 50% 4 1 - 2 years 6 50% and Over 2 2 + Years 1 - 14 14 1/ This is the extra time taken to complete the project when compared to the estimates prepared at the project appraisal stage. 2/ This is the percentage increase in the project's total cost as compared to its original estimated cost. This increase could be due to time delays, inflation or poor estimation of project cost at the appraisal stage. December 17, 1976 ANNEX 18 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Procurement of Imported Plant yd Machinery by Source and Amount- (Rs '000) Year of Project No. of Approval Projects India Germany Japan Denmark ,.-U.K. Others Total 1973/74 25 7,785 7,464 - - - 1,349 16,598 1974/75 40 20,977 24,016 472 2,216 293 18 47,992 1975/76 7 4,036 - 165 - - - 4,201 32,798 31,480 637 2,216 293 1,367 68,791 1/ These figures do not represent the procurement that has actually taken place; it shows the proposed procurement source and amounts that were proposed at the project approval stage. December 17, 1976 ANNEX 19 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION The Evaluation and Progress Division's Follow-Up Activities 1974/75 1975/76 No. of follow up visits 70 65 No. of evaluation reports carried out 10 3 No. of study reports carried out 1 - No. of evaluation-/ questionnaires answered - 26 1/ A simple evaluation questionnaire was introduced in 1976. December 17, 1976 NEPAL INDUSTRIAL DEVELOPNENT CORPORATION 1/ Summary of Operations Rs '000 Loans Local-/ Foreign Equity Year ending July 15 currency currency Total No Investment No Guarantees Total No Gross approvals 1971 17,342 14,929 32,271 46 9,076 3 - 41,347 49 1972 14,863 7,773 22,636 78 - - 22,636 78 1973 17,274 23,603 40,877 84 3,544 4 - 44,421 88 1974 34,845 22,441 57,286 51 2,270 2 - 59,556 53 1975 107,841 39,366 147,207 54 9,365 6 - 156,572 60 1976 10,940 5,026 15,966 24 700 3 - 16,666 27 Net approvals 1971 4,003 3,309 7,312 26 7,076 2 - 14,388 28 1972 12,904 3,180 16,084 47 - - 16,084 46 1973 8,873 19,102 27,975 47 3,544 4 - 31,519 51 1974 22,650 18,118 40,768 27 2,270 2 - 43,038 29 1975 105,641 39,366 145,007 51 9,365 6 - 154,372 57 1976 10,891 5,026 15,917 24 700 3 - 16,617 27 Disbursements 1971 7,734 4,300 12,034 725 12,759 1972 7,248 432 7,680 6,284 13,964 1973 12,814 651 13,465 2,563 16,028 1974 17,483 5,626 23,109 5,436 28,545 1975 39,287 14,490 53,777 3,900 57,677 1976 25,466 11,077 36,543 6,805 43,348 Outstanding 1971 42,660 9,318 5199783/ 5,341 4,107 61,426 1972 42,150 8,992 51,142-/ 11,625 4,364 67,131 1973 47,581 9,318 56,899-/ 13,808 4,877 75,584 1974 56,692 17,640 74 3321/ 19,244 4,077 97,653 1975 97,416 24,861 122,277- 21,245 1,110 144,632 1976 ~~~~~~~~~~~~~~~~~3/ 1976 113,244 30,100 143,344 /. 28,050 1,950 173,344 N 1/ Not including SIDC's operations. 2/ Includes Nepalese currency converted into Indian rupees. 3/ These figures differ from those shown in Balance Sheets since latter include accrued interest and SIDC's portfolio. December 17, 1976. NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Industry-wide distribution of loans outstanding 1971-1976 Rs '000 Year ending July 15 Type of Industry 1971 1972 1973 1974 1975 1976 Hotels and Tourism 29.7 36.2 32.0 31.9 33.7 37.1 Transportation 12.6 14.2 12.8 8.3 4.1 1.8 Power 8.6 7.4 5.5 3.7 2.3 1.9 Manufacturing 48.5 41.6 49.1 54.3 58.4 57.6 Cement 7.9 8.0 17.6 2T T 19.1 Food 20.7 19.1 20.0 18.0 23.6 28.3 of which sugar (13.3) (12.1) (10.7) ( 8.3) ( 4.9) ( 0.2) Brewery 4.1 4.2 3.5 1.9 0.9 0.7 Textiles (including jute) 5.7 1.9 0.4 0.3 3.9 4.7 Saw milling & wood products 2.4 2.7 2.6 2.3 1.7 1.5 Straw Board 1.1 0.7 0.3 0.2 0.1 _ Printing & publishing 1.7 1.0 0.5 0.2 0.3 0.2 Chemicals 2.2 1.4 0.3 3.6 4.4 2.3 Stone products 0.6 0.5 0.6 0.2 0.3 0.6 Light machinery 1.3 1.1 1.9 2.9 1.9 3.6 Icemaking & cold storage 0.8 1.0 1.4 3.3 2.2 1.7 Miscellaneous 0.6 0.6 0.6 1.8 1.5 1.6 Total 100.0 100.0 100.0 100.0 100.0 100.0 December 17, 1976 NEPAL INDUSTRIAL DEVELOPMNT CORPORATION Analysis of Loan Approval by Size, Maturity, Nature of Projects and Geographical Spread (p.. '000) Year ending T,u 1970 1971 1972 1973 1974 1975 1976 Size of Loan No. Amount % No. Amount % No. Amount * No. Amount % No. Amount % No. Amount % No. Amount % Under Rs. 200000 37 3405 17.3 18 1695 23.2 33 2900 18.0 26 2890 10.3 6 717 1.7 10 1400 0.9 7 654 411 Ra. 200000 to 500000 10 3520 17.9 5 1973 26.9 7 1948 12.2 14 4866 17.3 11 3648 8.9 6 2226 1.5 8 2771 17.4 Above s. 500000 5 12789 64.3 3 3644 49.9 7 11236 69.8 7 20219 72.4 10 36403 89.1l 35 141381 97.6 9 U492 78.5 52 19714 100 0 26 7312 100.0 47 16084 100.0 47 27975 100.0 27 40768 100.0 51 145007 100. 0 24 15917 100.0 Maturity of Loans 5 to 7 years 41 4122 20.9 20 3313 45.3 36 3812 23.7 29 4180 14.9 8 2189 5.3 2 292 0.2 12 3579 22.4 7 to 10 years 4 2282 11.5 5 975 13.3 5 1516 9.5 7 2618 9.3 7 1486 3.7 24 15631 10.7 9 3703 23.3 10 to 15 years 7 13310 67.6 1 3024 41.4 6 10756 66.8 11 21177 75.8 12 37093 91.0 25 129084 89.1 3 8635 54.3 52 19714 100.0 26 7312 100.0 47 16084 100.0 47 27975 100.0 27 40768 100.0 51 145007 100.0 24 15917 100.0 Nature of Project New 48 13635 69.2 17 3433 46.9 32 13714 85.2 36 26109 93.3 26 37724 92.5 49 100162 69.0 15 13392 84.2 Expansion 4 6079 30.8 9 3879 53.1 15 2370 14.8 11 1886 6.7 1 3044 7.5 2 44845 31.0 9 2525 15.8 52 19714 100.0 26 7312 100.0 47 16084 100.0 47 27975 100.0 27 4076 100O.0 51 145007 100.0 24 15917 100.0 aeographical Spread 1. Bagnati 28 L5888 80.5 10 4306 58.8 18 10259 63.8 14 7515 26.8 8 27125 66.5 25 93157 64.2 10 7678 48.2 2. Narayani 14 1949 9.8 3 151 2.1 13 2726 16.9 8 14719 52.8 2 6078 14.9 4 7896 5.4 1 275 1.8 3. Janakpur - - - - 2 448 1.0 3 6934 4.8 1 626 3.9 4. Sagarmatha 1 500 2.6 - - - 1 135 0.9 3 880 3.2 1 766 1.9 - - - - - - 5. Noshi 5 811 4.3 3 198 2.7 5 1234 7.7 11 2277 8.0 7 4409 10.8 7 19008 13.2 2 111 0.7 6. Gandaki 3 338 1.7 4 1273 17.4 8 884 5.5 4 963 3.6 - - - 2 1403 1.0 - - - 7. Lumbini 1 228 1.1 5 1134 15.5 1 717 4.4 2 305 1.0 2 453 1.2 4 11888 8.2 2 277 1.8 8. Bheri - - - 1 250 3.5 - - - - - - - - - 2 2041 1.5 2 3186 20.0 9. Mahakali - - - - 1 129 0.8 2 230 0.8 - - - - - - 1 350 2.2 10. Mecbi - - - - - - - 3 1086 3.1 5 1119 2:7 2 1604 1.1 4 3125 19.6 11. Seti - - - - - - - - - - 1 370 1.0 - - - - - - 12. Dhaulagiri - - - - - - - - - - - - - 1 350 0.1 - - - 13. Rapti _ _ _ _ - 1 726 0.5 1 289 1.8 52 19714 100.0 2o 7312 100.0 47 16084 100.o 47 27975 100.0 27 40768 100.0 51 145007 100.0 24 15917 100.0 DeCember 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Equity portfolio as of July 15, 1976 Rx '000 Z of NIDC's Year of RIDC'8 NIDC's % of Total Type of NIDC;s first Par Shareholding NIDC's Equity Company Activity investment Value Cost Shareholding Portfolio A. Ordinary Shares (a) Companies operating Mechanical Workshop 1963 1199 899 66.98 3.16 profitably. Sawmill 1963 600 600 8.71 2.11 Pharmaceuticals 1973 700 700 11.04 2.46 Hotel 1976 4100 4100 25.18 14.42 (b) Companies under Livestock 1973 4300 4300 86.03 15.13 construction or in Cheuri Ghee 1975 150 150 50.00 0.53 initial operating Steel Billet 1976 501 501 50.60 1.76 stage. Agriculture Lime 1976 200 200 22.22 0.70 (c) Companies operating Wool 1963 119 119 39.66 0.42 at a loss. Workshop 1963 200 200 25.67 0.70 Power Generation 1967 81 81 1.91 0.28 Cotton Textile 1971 1000 1000 33.33 3.52 Cement 1966 11000 11000 70.58 38.70 Plywood 1973 2000 2000 33.33 7.04 B. Preference Shares Cement 1966 2576 2576 100.00 9.06 Total equity portfolio 28726 28426 lOO.OO De2eraber 17, 1976 ANNEX 24 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Main terms and conditions After April 1975 but before July After July Lending rates 1976 1976 I. 1. Cottage industries 10% Lending discontinued 2. Basic Industries 14% WI/ 3. Luxury goods industries 16% 14% 4. Tourismn industries 12% llZ II. Guaranlee fee 1.5% - 2-1/2% III. Peualty fees for overdues over 2% six months IV. Interest rebate for timely payments 0.25% V. Comnitiaent fee 0.2% VI. Foreign exchange rate is carried by the Rastra Bank; all loans are made in local currency. 1/ On a regional basis, the following adjustments are made to the interest rate: - 1% in the least developed areas of Nepal; + 1% in the Kathmandu Valley, Biratnagar,and Birganj. The 1L1% interest rate for basic industries applies to Bhadrapur, Rajbiraj, Janakpur, Bhairawa, Butwal, Hetauda, and Dharan. December 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION ANNEX 25 Statement of Resource Position as of July 15, 1976 A. Domeatic and Inconvertible Currencies NRS Million a) Nepalese currency Equity Share capital .139.3 Reserves and Retained Earnings 3.9 .Rastra Bank Loan 6.0 149.2 b) Borrowings in Indian currency (less cancellations and repayments Two USAID loans 19.4 One US EXIM Bank Loan 1.9 One Government of India Loan 8.2 29.5 Total domestic and inconvertible currencies resources 178.7 Less: Loans outstanding 118.7 Equity investments 28.0 Other long-term investments and fixed assets 14.2 Sub-total 160.9 Resources available for disbursement 17.8 Less: Undisbursed commitments 62.1 Resources available for commitments - 44.3 1/ B. Foreign Currency Borrowings and lines of credit (less cancellations and repayments) Three KFW lines of credit 25.4 Two USAID lines of credit 1.1 One UK line of credit 0.9 One Danish Government line of credit 16.1 2/ One Japan EXIM Bank line of credit 11.9 Total foreign currency resources 55.4 Less: Foreign currency loans outstanding 30.1 Resources available for disbursement 25.3 Less: Undisbursed commitments 34.4 Resources available for commitments - 9.1 3/ 1/ NIDC has access to Rastra Bank borrowings to an amount of Rs 90 million 2/ The size of the original Danish Government line of credit was Rs 30.5 million, but as NIDC could not use the whole credit, Rs 14.4 million was transferred to the Government-owned Dairy Corporation. 3/ HMG has made foreign exchange available to NIDC if and when needed. HKG has allocated about RSlO.0 million foreign exchange to NIDC for 1977. December 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Details on foreign borrowings up to July 15. 1976 Interest Date of Amount Repayment Period rate paid Free Restriction Source Agreement approved(net) Total Grace by NIaC lidit on procure_mt Remarks (Years) (Years) (1) Inconvertible Currency (Indian Rupees) 1) All inconvertible currency loans are repaid in Nepalese Rup.ee. USAID 3rd loan (367-D-004) Dec. 1963 $ 1,000,000 15 2 1/2 5 $ 100,000 Tied to India 2) 4 1/2 of 5% interest repaid to NIDC for non-revenue producing activities. This applies to both loans. 4th loan (367-D-006) Apr. 1966 S 2,000,000 15 2 1/2 5 $ 100,000 India and Nepal Export-Import Bank (USA) July 1960 $ 1,000,000 15 3 4 $ 50,000 India and 15epal Governmnt of India Sept. 1964 IC 7,000,000 15 - 5 Prior appro- India nd dNO val required Convertible Currency USAID lst loan (DLF 152) June 1961 $ 269,000 15 2 1/2 5 $ 50,000 Tied 3) Original amunt loan $ 400,000; $131,000 cancelled. 2nd loan (367-H-003) Dec. 1963 $ 150,000 15 2 1/2 5 $ 100,000 Tied 4) original amot loan $ 1,000,000; $ 850,000 ccelled. lot loan Feb. 1964 DM 2,000,000 15 2 1/2 5 Prior Untied approval 2nd loan June 1966 DM 2,000,000 25 7 1/2 5 - ditto - Untied 5) 2% and 3 3/4Z interest refunded to NDC e the s.com and third loan for non-bankn services. 3rd loan Aug. 1974 DM 3,000,000 25 7 1/2 4 1/2 - ditto - Untied UK Government Amended 1965 h 143,000 25 - 5 Not applica- Tied 6) Original amount loan h 150,000; h 7000 cancelled. ble Export-Import Bank (Japan) Dec. 1970 Yen343,000,000 12 2 5 Prior Tied 7) Original amount loan Yen 360 million; Yen 17 million canalled. approval Danish Government June 1973 DKr 5,900,000 35 10 0 - ditto - Tied 8) Original amount DKr 11.1 million; DKr 5.2 illion vm transferred to the Government-owned Dairy Corporation. December 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Income Statements 1971-1976 (Year ending July 15) Rs '000 Audited Unaudited 1971 1972 1973 1974 1975 1976 Income Interest on loans 3082 3538 3644 4162 7249) 9504) Guarantee fee 89 75 75 75 ) ) Dividends 45 40 - 181 75 428 Interest on deposits 25 88 1003 1334 820 74 Other income 42 37 29 156 528 1309 3283 3778 4751 5908 8672 11315 Expenses Administrative expenses 1554 1678 2379 3466 3186 3310 Financial expenses 1821 1959 1913 1959 1945 2121 perating income -92 141 459 483 3541 5884 S on operating income 500 526 633 594 400 370 Non operating expenses 120 460 243 - 1795 1300 Net Profits before Tax 288 207 849 1077 2146 4954 Tax provision 144 99 367 761 1273 3385 Net Profits 144 108 482 316 873 1569 Ratios 1. Net Profits/average equity 0.2% 0.5% 0.3% 0.7% 1.1% 2. Profit before Tax/average total assets 0.2% 0.6 0.7% 1.1% 2.3% 3. Profit after Tax/average total assets 0.1% 0.3% 0.2% 0.7% 0.7% 4. Gross Income/average total assets 3.5% 3.4% 3.6% 4.6% 5.3% 5. Administrative Expenses/average total assets 1.3% 1.7% 2.1% 1.7% 1.6% 6. Financial Cost/average total assets 1.8% 1.4% 1.2% 1.0% 1.0% 7. Gross Income on loans/average loan portfolio 6.4% 6.2% 6.1% 7.3% 7.5Z P December 17, 1976 IIEPtl INtUSTRIAL DEVELOPMENT CORPORATION Comparative Operational Ratios Unaudited FY 1972 FY 1973 FY 1974 FY 1975 FY 1976 A. Ratios of Profitability 1. Profit before Tax as % of average 0.2 0.6 0.7 1.1 2.3 total assets 2. Profit after Tax as % of average 0.1 0.3 0.2 0.7 0.7 total assets 3. Profits after Tax as % of average 0.2 0.5 0.3 0.7 1.1 equity B. Ratios of Capital Structure 4. Current ratio 9.6 23.0 10.7 3.4 2.0 5. Debt to equity ratio 0.5 0.4 0.4 0.4 0.5 C. Average Rate of Growth 6. Average annual rate of growth of 50.8 13.7 18.1 12.5 11.4 total assets (%)M D. Financial Margins 7. Income from term loans as % of 6.4 6.2 6.1 7.3 7.5 average loan portfolio 8. Cost of term debt as % of average 5.0 4.9 4.8 4.1 3.6 term debt 9. Dividends as % of average equity 0.5 - 1.1 0.4 1.7 portfolio E. Expenses 10. Financial costs as % of average 1.8 1.4 1.2 1.0 1.0 total assets 11. Administrative costs as % of average 1.3 1.7 2.1 1.7 1.6 total assets F. Reserves 12. Reserves for bad debt as % of loan and 1.9 2.7 2.4 1.4 2.0 equity portfolio G. Dividends 13. Dividend payout as % net earnings - 31.7 - 13.6 December 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Balance Sheets 1971-1976 (Year ending July 15) Rs '000 Audited Unaudited 1971 1972 1973 1974 1975 1976 ASSETS Current assets: Cash & bank 6,477 42,047 49,273 48,732 18,964 9,028 Keceivables & advances 3,389 5,333 7,183 11,560 13,415 18,375 Total current assets 9,866 47,380 56,456 60,292 32,379 27,403 Loans and investments: Loans 56,179 55,605 62,057 79,364 130,896 154,689 equity 5,341 11,625 13,808 19,244 21,245 28,050 industrial districts 8,813 9,611 9,611 9,611 9,611 9,611 long-term securities 5C0 500 500 500 500 2,762 Fixed assets (net) 1,708 1,774 1,789 1,912 1,950 1,920 Other assets (guarantees) 4,347 4,365 4,621 4,877 1,110 1,950 86,754 130,860 148,842 175,800 197,691 226,385 LIABILITIES 200) 3,385) Current liabilities 3,030 4,928 2,460 5,639 9,572 10,287) Term debt 39,956 39,048 39,183 42,052 53,222 63,952 Other liabilities (guarantees) 4,347 4,364 4,621 4,877 1,110 1,950 47,333 48,340 46,264 52,568 63,904 79,774 Equity: Paid-up capital 34,422 42,429 42,429 99,267 119,267 134,267 Advances for shares 3,007 37,500 56,838 20,000 10,000 5,000 Reserves 1,992 2,591 3,311 3,965 4,520 7,344 Total equity 39,421 82,520 102,578 123,232 133,787 146,611 Total Liabilities of Equity 86,754 130,860 148,842 175,800 197,691 226,385 Ratios 1. Current ratio 9.6 23.0 10.7 3.4 2.0 2. Long-term debt/equity 0.5 0.4 0.4 0.4 0.5 3. Total assets growth 50.8% 13.7% 18.1% 12.5% 11.4% 4. Loan portfolio growth - 1.0% 11.6% 27.9% 64.9% 18.2% December 17, 19'6 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Trends in arrears, 1973-1976 (Rs. Millions) (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) Total Principal Interest Principal principals' in arrears in arrears & interest Principal Interest interest in over six over six over six No. of Total % of in arrears in arrears arrears All prin- All inte- months as months as months as Total loans companies number of companies over six over six over six cipal in rest in % of loans % of loans % of loans As of July li outstanding in arrears companies (2) - (3) months 1/ months jI months arrears arrears outstanding outstanding outstanding 1973 56.9 96 165 58.2 14.0 3.25 17.25 16.0 3.8 24.6 5.7 30.3 1974 74.3 114 177 64.4 16.6 2.35 18.95 19.1 2.8 22.3 2.3 24.6 1975 122.2 116 181 64.1 14.2 2.90 17.10 16.7 3.4 11.6 2.4 14.0 1976 143.3 108 192 56.2 11.9 4.6 16.5 14.4 5.6 8.3 3.2 11.5 Notes A) Total amount of loans outstanding affected by projects in arrears for over one year as of July 1976 Rs 22.4 million This is 16% of loans outstanding. B) In the first half of 1976,7 cases have been rescheduled, but they are included in the arrearsanalysis. 1/ Estimated. December 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Arrears Analysis by region and industry As of July 15, 1976 All arrears (principal only) Industrywise industrywise 1/ 1/ 1/! 1/ 1/ arrears loan portfolio Region Region Region Region Region di.stribution Aisq--ibution Industry A B C D All % % 1. Hotels 2531348 137509 696095 x 3364952 23.0 37.1 2. Cement 1313081 x x x 1313081 9.1 14.0 3. Transport 1391674 219262 151238 x 1762174 12.2 1.8 S 'aw Milling & Wood Products 789746 478555 21825 78125 1366251 8.2 1.5 5. Printing & Publishing x x x x x x 0.2 6. Chemicals x x x x x x 2.3 7. Sugar x x x 268543 268543 1.9 0.2 8. Brewery 140625 x x x 140625 1.0 0.6 9. Food other than sugar 130621 x 922489 177394 1230504 3.5 28.0 IC. Cold Storage & Ice Plants 1448612 26476 112939 x 1588027 11.0 1.7 11. Textile 25524 x x x 25524 0.7 0.2 12. Miscellaneous 1632765 526634 500124 718750 3378273 23.4 12.4 9403996 1388436 2404710 1242812 14439954 100% 100% 1/ Region A - Kathmandu Valley, Biratwagar , Birganj Region B - Bhadrapur, Rajbiraj, Janakpur, Bhairawa, Butwal Region C - The remaining area of the Tarai Region IKeCion D - The remaining area of the Hilly Region December 17, 1976 ANNEX 32 Page 1 NEPAL APPRAISAL OF THE NEPAL INDUSTRIAL DEVELOPMENT CORPORATION 1/ NIDC's Proposed Strategy for 1977-1979 I. Business Policy (a) As the only major source for long-term industrial finance in Nepal, NIDC would continue to confine itself to the financing of only those industries in the private sector. (b) NIDC's overall lending activities would continue to be guided by the priorities as outlined in HMG's Industrial Policy of 1974 which includes the objectives: (i) to improve the balance of payments by resorting to financing export oriented and economically efficient import substitution industries; (ii) to create more industrial labor opportunities; (iii) to assist in the modernization, balancing and expan- sion of viable industries particularly those based on local raw materials; (iv) to minimize regional economic imbalance through financing of economically viable industrial projects; (v) to develop the local construction industry. (c) In the field of tourism, NIDC would restrict its hotel financing to the area outside Kathmandu, and in particular would promote trekking lodges in relatively remote areas. II. Organization NIDC will seek to implement the consolidation of its organization to enable it to discharge its duties and responsibilities more efficiently parti- cularly with respect to the quality and timeliness of its appraisal and follow- up work. III. Management and Staff NIDC will seek to strengthen its management structure through: 1/ This Strategy Paper was officially approved by the NIDC Board of Directors on April 7, 1977. ANNEX 32 Page 2 (a) permitting greater continuity in the tenure of General Manager; (b) through the appointment of an additional Deputy General Manager; and (c) through provision of adequate training. NIDC will also seek to strengthen its staff through the hiring of additional qualified accountants, economists and technical personnel. IV. Appraisal Standards A. NIDC will take steps to increase the quality of its appraisal reports particulary in the areas of market and economic analysis. B. It will pay special attention to capacity utilization within an already existing industry before financing new undertakings. V. Implementation and Follow-up (a) NIDC will put greater emphasis on management of its portfolio. To achieve this goal, it will group project implementation, supervision and follow-up activities in one department. The department will be staffed with a sufficient number of qualified staff so that problems during project con- struction as well as implementation can be quickly detected and rectified. NIDC will ensure that staff will visit its clients at least once a year and projects in arrears over 6 months at least 2 times a year, and will make greater efforts to implement its present client reporting system. (b) NIDC will review with special care badly performing industries and make suggestions to the Board and Management to take appropriate action when clients have repayment difficulties. VI. Financial Planning and Control (a) NIDC will, with the assistance of an accounting and information sys- tem advisor, by technical assistance, substantially improve its financial re- cording, planning and control functions so as to have timely detailed data available for decision making. NIDC will take steps to ensure a better coor- dination between the finance and accounts divisions. (b) NIDC will expand its resource and business planning period beyond the 1-year limit to include full five-year forecasts. NIDC will ensure that sufficient funds are available before client commitments are made for local as well as foreign resources. NIDC will endeavor to diversify its sources of funds for both local and foreign currencies. Since NIDC has a large equity base, substantial scope exists for attracting loan funds. NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Forecast of Approvals, Commitments and Disbursements 1977-1981 (Year ending July 15) (Rs in Millions) 1975 1976 1977 1978 1979 1980 1981 --- -------------------- projected ------------------------- APPROVALS Local currency loans 50.01 5.01/ 12.9 29.4 35.0 40.0 46.0 Indian currency loans 55.6- 5-.9_ 58.4 34.2 40.0 46.0 53.0 Other foreign currency loans 39.4 5.0 5.0 27.3 30.0 34.0 39.0 Sub Total 145.0 15.9 76.3 90.9 105.0 120.0 138.0 Equity investments 9.4 0.7 - 20.0 15.0 15.0 15.0 Total 154.4 16.6 76.3 110.9 120.0 135.0 153.0 COMMITMENTS Local currency loans 41.0 16.2 10.8 25.7 33.6 38.8 44.5 Indian currency loans 43.01/ 18.31/ 45.2 39.8 38.6 44.5 51.3 Other foreign currency loans 33.8 13.5 2.6 21.8 29.3 33.0 37.8 Sub Total 117.8 48.0 58.6 87.3 101.5 116.3 133.6 Equity investments 7.1 0.7 - 5.0 15.0 15.0 15.0 Total 124.9 1 48.71/ 58.6 92.3 116.5 131.3 148.6 DISBURSEMENTS Local currency loans 19.3 12.0 21.0 18.45 34.4 39.0 45.0 Indian currency loans 20.0- 13.51/ 17.4 49.55 45.7 53.0 61.0 Other foreign currency loans 14.5 11.1 26.1 21.3 27.5 32.0 37.0 Sub Total 53.8 36.6 64.5 89.3 107.6 124.0 143.0 Equity investments 3.9 6.8 8.6 15.0 15.0 15.0 15.0 Total 57.7 43.4 73.1 104.3 122.6 139.0 158.0 1/ Estimated December 17, 1976, ANNEX 34 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Tentative new project pipeline- for 1977-1979 (Rs Million) Loans % Distribution Agro-based projects Local Indian Foreign 2 Flour Mills 1.50 1.50 5.00 5 Rice Mills 2.75 2.75 - 1 Vegetable Ghee plant - 20.00 - 1 Starch Glucose plant 4.00 20.00 - 8.25 44.25 5.00 35.3 Forest based projects 1 Mini paper plant 3.00 25.00 - 1 Wood preparation plant 1.00 2.00 - 1 Wood seasoning plant - 1.20 - 1 Furniture plant 1.00 - 1 Sal seedoil plant - 4.50 - 4.00 33.70 - 23.2 General consumer goods 1 Soft drinks plant - - 4.00 1 Soap plant 2.50 - 2.50 1 Beer plant 5.00 - 8.50 7.50 - 15.00 13.8 Miscellaneous 1 Insecticides project 2.50 - 2.50 10 Small projects (workshops, repair shops etc.) 6.00 6.00 8.00 8.50 6.00 10.50 15.4 Hotels 3 Small hotels outside Kathmandu 10.00 - 10.00 12.3 Total requirements 38.25 83.95 40.50 100.00 Total Requirements 1977 - 1979 Loans: Local currency Rs 38.25 Indian currency Rs 83.95 Foreign currency Rs 40.50 Rs 162.70 Equity: Local currency Rs 30.00 2/ Total Rs 192.70- 1/ This list is meant to give only an indication of the type of projects NIDC will likely finance in tne future. Note that this list includes only projects not yet approved (as of July 15, 1976) ZL Tne average size of the projects financed by NIDC (including equity) will be about Rs 6 mfllion or I S,nnnnn as against "s ? million in the past two years. December 17, 1976 NEPAL INDUSTRIAL DEVELCOPENT CORPORATION Pro,jected Income Statement 19/7-1981 (Year ending July 15) (Rs in Millions) 1977 1978 1979 1980 1981 --------------------- projected --------------------- ----- Income Interest 13.3 19.7 29.5 41.2 55.6 Dividends 0.7 1.0 1.3 1.6 1.9 Miscellaneous 0.7 1.0 1.3 1.6 2.0 Cost of Finance 3.7 8.9 17.1 26.6 37.3 Administration Cost 3.9 4.5 5.2 6.0 6.9 Net Profits before Tax and provisions 7.1 8.3 9.8 11.8 15.3 Provision doubtful loans 1.8 2.4 2.9 3.3 3.7 Tax 3.5 4.0 4.6 5.6 7.5 Net Profits after tax 1.8 1.9 2.3 2.9 4.1 Dividend payout 0.2 0.2 0.2 0.2 0.2 Retained Earnings 1.6 1.7 2.1 2.7 3.9 Ratios 1. Net Profits after tax/average equity 1.3% 1.3% 1.5% 1.9% 2.8% 2. Profits before tax/average total assets 2.7% 2.4% 2.2% 2.1% 2.2% 3. Profits after tax/average total assets 0.7% 0.6% 0.5% 0.5% 0.6% 4. Gross income/average total assets 5.7% 6.4% 7.2% 7.8% 8.4% 5. Administrative expenses/average total assets 1.5% 1.3% 1.2% 1.1% 1.0% 6. Financial cost/average total assets 1.4% 2.6% 3.8% 4.7% 5.3% 7. Gross income on loans/average loan portfolio 7.8% 8.3% 9.2% 9.8% 10.4% 8. Financial cost/average loan portfolio 2.1% 3.6% 5.1% 6.1% 6.7% December 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Comparative Operational RaLiOS ~~~~~~~~~~~~- --- cFjictnd - - FY 1977 FY 1978 FY 1979 FY 1980 FY 1981 A. Ratios of Profitability 1. Profit before Tax as % of average 2.7 2.4 2.2 2.1 2.2 total assets 2. Profit after Tax as % of average 0.7 0.6 0.5 0.5 0.6 total assets 3. Pr6fits after Tax as % of average 1.3 1.3 1.5 1.9 2.8 equity B. Ratios of Capital Structure 4. Current ratio 2.9 4.4 3.4 3.5 3.9 5. Debt to equity ratio 0.8 1.4 2.1 3.0 3.9 C. Average Rate of Growth 6. Average annual rate of growth of 28.6 34.3 29.5 25.7 23.2 total assets (%) D. Financial Margins 7. Income from term loans as % of 7.8 8.3 9.2 9.8 10.4 average loan portfolio 8. Cost of term debt as % of average 4.1 5.5 6.5 7.0 7.3 term debt 9. Dividends as % of average equity 2.1 2.2 2.2 2.2 2.2 portfolio E. Expenses 10. Financial costs as % of average 1.4 2.6 3.8 4.7 5.3 tptal assets 11. Administrative costs as % of average 1.5 1.3 1.2 1.1 1.0 total assets F. Reserves 12. Reserves for bad debt as % of loan and 2.1 2.2 2.3 2.4 2.4 equity portfolio G. Dividends 13. Dividend payout as % of net earnings 11.1 10.5 8.7 6.9 4.9 December 17, 1976 NEPAL INDUSTRIAL DEVELOPMENT CORPORATION Projected Cashflows Statement (Year ending July 15) (Rs in Millions) 1977 1978 1979 1980 1981 ------------------------- projected ------------------
Группа Всемирного банка · Staff Appraisal Report
Nepal - Industrial Development Corporation Project
Открыть оригинал документа
Полный текст размещён на сайте публикующей организации. lawenc.com индексирует метаданные и ведёт на официальный источник.
Полный текст
Основные сведения
Организация
Группа Всемирного банка
Тип документа
Staff Appraisal Report
Страна
Непал
Источник
Всемирный банк