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2550 | 1006 | 9 | Biztoon January 2020 | Biztoon January 2020 | 1 | 2020-02-26 20:19:54 | 2020-10-09 14:17:47 | 2500 | 1 | View Edit Delete | |||||
2551 | 1006 | 73 | Voices January 2020 | Voices January 2020 | 1 | 2020-02-26 20:20:43 | 2020-10-09 14:18:09 | 2501 | 1 | View Edit Delete | |||||
2552 | 1006 | 42 | Liquor Indicators January 2020 | Liquor Indicators January 2020 | 1 | 2020-02-26 20:21:31 | 2020-10-09 14:18:49 | 2502 | 1 | View Edit Delete | |||||
2553 | 1006 | 22 | Crossword January 2020 | Crossword January 2020 | 1 | 2020-02-26 20:22:19 | 2020-10-09 14:19:21 | 2503 | 1 | View Edit Delete | |||||
2554 | 1006 | 20 | Corporate Movements January 2020 | Corporate Movements January 2020 |
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1 | 2020-02-26 20:23:51 | 2020-10-09 14:20:11 | 2504 | 1 | View Edit Delete | ||||
2555 | 1006 | 49 | Nijgadh's Alternatives | When I say ‘Nijgadh's alternatives’ please understand what I actually mean by this- not the place but an alternative to the proposed Nijgadh International Airport (NIA). | When I say ‘Nijgadh's alternatives’ please understand what I actually mean by this- not the place but an alternative to the proposed Nijgadh International Airport (NIA). There is some good news about NIA which was conceived almost 25 years ago though its foundation stone hasn’t even been laid so far. The good news is that alternatives to NIA are being proposed these days. According to experts, those alternatives are as follows: Alternative One: Instead of Nijgadh, let’s level the Bhattedanda hill near Kathmandu and build an airport there! We already have the experience of chopping off a hill for the new airport in Pokhara. We can make as much as five to six billion rupees by selling the soil, aggregates and stones produced after leveling the hill say some self-proclaimed experts. Thus, we can make a direct benefit of two billion rupees as building the airport will cost only four billion rupees, it is said. What a fantastic way to build a new airport! Alternative Two:We can level the Shivapuri hills and build an airport there! If we can do that, then we will have a clear, unobstructed view of Mt Langtang, and many other in the way we can see Mt Machhapuchchhre from Pokhara airport. For the time being, we only have small, obstructed glimpses of the mountains from Kathmandu. That too, only when the weather is clear or in other words, when the wind or rain blows away the dust and smoke from Kathmandu’s sky. Once that hill is removed, the dust and smoke in Kathmandu will automatically find an exit even when it doesn’t rain! Alternative Three: Let’s blow up all the hills in Ngarkot and stretch the Kathmandu Valley up to Panchkhal. The soil and stones we will get after blowing up the hills will be used to build roads which Prachanda’s landlord hasn’t built so far! Kathmandu, too, will become bigger as it will stretch up to Panchkhal and our capital will be nearer to be China. There will be enough land again for land plotting and starting brick kilns. Alternative Four: Let’s level the Nagarjun hills in the west. (Let’s not talk about the Chandragiri hill for now; it is the place where King Prithvi Narayan had the dream of unifying Nepal, it is said. So, if this hill is removed, how are we going to have our dream for the future?) So, let’s level Nagarjun and fill all the rivers and rivulets on the west and thus stretch the Kathmandu Valley up to Mugling. After all, we Nepalis already know how to fill rivers and build houses on the ‘land’ thus created. After this is done, we will also have enough space to run metro trains, big buses, 18-wheelers etc. Alternative Five: Let’s build four new airports - one each at the above-mentioned places! Of late, the demand to build airports from Mechi in the east to Mahakali in the west and to build international airports in all seven provinces has come up. This demand is very well-placed. Because, in Nepal, road transportation is unreliable. The number of road accidents is just too many. Therefore, we need to switch to aerial transportation. Look at the crowd at TIA in Kathmandu. That shows how much we need more and more airports. On the other hand, the surrounding hills have given Kathmandu the shape of a bowl, increasing air pollution. After these hills are leveled, Kathmandu Metropolitan City’s ‘Clean and Green Kathmandu’ can be built! However, if you think all these alternatives are just castles in the air, then let’s build the airport at Nijgadh itself. Because the international airport at Nijgadh will be unique from all aspects. The forest and animal activists have already been saying that they won’t allow the felling of trees to build the airport at any cost. In this way, if the trees are safe, the jungles will be there. If the jungles are intact, there will be wild animals and birds. Just imagine how wonderful it will be in the airport and still continue hearing the birds chirp and see wild animals play on the tarmac? How beautiful the airport will be with monkeys, leopards and deer roaming around. Even those trees which will be on the runway should not be cut – the way there are huge trees in the middle of the road in several of our highways low ways! Once this is done, where else in the world will the tourists get an attractive and boutique international airport like the one in Nijgadh!? Tourist arrivals will increase dramatically. There will be no need to organise yearlong tourism campaigns such as Visit Nepal Year 2020. Two million tourists might come just to look at the international airport at Nijgadh! Ah yes, I remembered something else just in time – what if India does not provide an aerial route to the international aircraft coming to the Nijgadh airport? After all, it has not provided an aerial route even for the airport in Bhairahawa. In other words, maybe we will eventually build an international airport at Nijgadh but what if international flights are not allowed to that airport and only flights from China and domestic flights are allowed? Let’s suppose for a while that no international airport will be built in Nijgadh. Even then, nothing bad will happen. All that is needed is the talk about the Nijgadh Airport to continue. If that happens, the price of land along the Kathmandu-Nijgadh road which is already high will further soar up. In other words, there will be a boom in the real estate sector. No one has stopped the felling of trees along the roads. Such trees are being cut even now. That’s why the timber business is doing well. And that’s why everyone from top to bottom is doing quite well. They will do even better. What’s wrong then? Therefore, even if the airport is not built in Nijgadh, let’s increase the talk about it to the fullest! |
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2556 | 1006 | 31 | Making Visit Nepal 2020 a Success | Nepal starts the New Year with the launch of the Visit Nepal (VN) 2020 campaign. The government has set an ambitious target of hosting two million tourists during the campaign year. After Visit Nepal Year 1998 and Nepal Tourism Year 2011, this is the third mega campaign to promote the country's tourism. | Nepal starts the New Year with the launch of the Visit Nepal (VN) 2020 campaign. The government has set an ambitious target of hosting two million tourists during the campaign year. After Visit Nepal Year 1998 and Nepal Tourism Year 2011, this is the third mega campaign to promote the country's tourism. However, the prospects for VN 2020 do not appear too bright at the moment, mainly because the preparations for the campaign have been weak. The VN 2020 Secretariat and the Nepal Tourism Board (NTB) have been tasked with marketing and managing the overall campaign. However, the promotion of VN 2020 across the world has not been up to the mark. The launch of brand identity of the campaign only in September 2019 is an example of the sluggishness in branding and promoting the visit year. Be it the mobilisation of Nepali Diaspora or Nepal’s diplomatic missions, there are serious shortcomings in promoting the campaign. It is an irony that many tourists visiting Nepal are unaware of the major tourism campaign in the country. One of the main reasons behind this is the low amount of budget allocated for tourism development. The government has slashed the budget for the tourism sector by 51 percent to Rs 2.8 billion in the current fiscal year, from Rs 5.2 billion in FY2018/19. It is surprising that the budget cut comes at a time when the government has committed to doing everything in its reach to make VN 2020 a success. The insufficient budget has not only impacted promotional activities; it can also jeopardise the overall campaign preparations. Meanwhile, the poor state of tourism infrastructure, specifically in connectivity such as airports and roads, is another major hindrance to meeting the VN 2020 target. The years-long planning to ease congestion at the Tribhuvan International Airport, the country’s only international airport, haven’t materialised. Completion of the Gautam Buddha International Airport has been delayed, and it seems it will take another year for the project to be completed. The construction of road infrastructure connecting key tourist destinations across the country is still in disarray, making it difficult for travellers to move around. The lack of coordination between the tourism-related government authorities themselves and major stakeholders of the Nepali travel and tourism trade is another problematic area. From the tourism ministry, NTB, VN 2020 Secretariat, associations of tourism related businesses to provincial and local governments, synchronised and harmonised efforts are necessary to make a campaign of this level a success. It is important to know that the efforts will be futile in the absence of a concerted effort. The delay in appointing a new CEO in the Tourism Board also has complicated matters. All these point to the lack of a holistic approach for VN 2020. In fact, there were no proper plans in the first place when it was announced some two and a half years ago. However, the government and tourism sector stakeholders can still work to improve things. The ongoing construction of new airports, upgradation of the existing ones and major roads need to be expedited. Alongside, efforts of stakeholders such as promotional activities, managing the stay of tourists and ensuring their security should be done in tandem. The lessons learnt from tourism events in the past should also be utilised; the success of VNY 1998 and failure of Nepal Tourism Year 2011 can provide some important cues. Over the last few years, the country’s private sector has invested a huge sum of money in hotels and other infrastructure targeting the VN 2020. It is also the responsibility of the government to ensure the safety of the investments by being proactive to attract two million visitors as aimed. The success of VN 2020 is going to shape the image of Nepal as a major travel destination in the world. The campaign’s slogan “Lifetime Experiences” can be meaningful only if things take a right turn. Madan Lamsal |
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2557 | 1006 | 47 | The Elusive Transitional Justice | Amid growing disappointment among the victims of the decade-long Maoist insurgency, Co-chair of Nepal Communist Party, Pushpa Kamal Dahal on September 26, said he was committed to taking the responsibility of positive and negative consequences of the conflict and ready to face the actions for his part in it | The indifference of the country’s political leadership towards providing justice to the victims of the insurgency has delayed transitional justice to a bigger extent. Amid growing disappointment among the victims of the decade-long Maoist insurgency, Co-chair of Nepal Communist Party, Pushpa Kamal Dahal on September 26, said he was committed to taking the responsibility of positive and negative consequences of the conflict and ready to face the actions for his part in it. He went on to say, in the programme organised by the National Human Rights Commission, as the only living signatory of the peace process, he is ready to walk together with the conflict victims in concluding the transitional process that is pending for over a decade. He reiterated his statement two months later in a programme organised by the conflict victims on the 13th anniversary of the Comprehensive Peace Agreement, the accord signed by Dahal as a commander of the rebel Maoists and Girija Prasad Koirala as the prime minister and the leader of the seven-party alliance that fought against the autocracy of King Gyanendra. The public commitment from the Co-chair of the ruling party and the signatory of the peace process gave a respite to the otherwise frustrated victims. Following Dahal’s back to back statements, the conflict victims had hoped that the selection of the new teams in the two transitional justice bodies and the amendment to Enforced Disappeared and Truth and Reconciliation Commission Act, 2014 would move together. However, over a month after his assurance, there has been no development towards addressing the concerns of the victims, but instead, to their utter dismay, Dahal has floated a proposal to form a political mechanism to oversee the works of the two transitional justice commissions. In his political paper presented in the party’s Standing Committee, he has said there should be a mechanism, which is political in nature, to support the works of the Truth and Reconciliation Commission and the Commission of Investigation of Enforced Disappeared Persons. The victims see the latest development as a conspiracy to politicise the transitional justice process and stop the prosecutions. They say while the parties must have a consensus on forwarding the process ahead, it is equally necessary that they don’t intervene in the works of two commissions. They are also sceptical with the act of the recommendation committee led by former Chief Justice Mishra who is delaying the appointment process as the parties fail to build consensus on the candidates to lead the commissions. The truth and the disappeared commissions have been vacant since April 14 after the government relieved them from their jobs through a revision in the existing transitional justice law. “While the recommendation committee has proved itself their rubber stamp, the parties are working to form a political mechanism to legitimise the politicisation,” said Suman Adhikari, former Chairman of Conflict Victims Common Platform. He argues, how can the commissions led by the people picked by the parties do a fair investigation into the war-era cases of human rights violations. Both the commissions have received the complaints against Dahal and Nepali Congress President Sher Bahadur Deuba for their ‘role’ in the cases of killings and enforced disappearances during the insurgency that lasted from 1996 till 2006. Through the peace accord both sides—the state and the rebels- agreed to make public, within 60 days of the signing, information about the real names, caste, and addresses of the people disappeared or killed during the war, and inform family members. They also had expressed their commitment to conclude the entire transitional justice process within a few years. However, the victims from both sides are still waiting for the day when the parties will take positive steps towards providing them with justice. Despite signing the peace accord in 2006, it was only in February 2015 when the two commissions were formed to investigate the war-era cases of human rights violations and crime against humanity. It was only after immense pressure from the conflict victims, civil society organisations and international community that the government formed the two commissions. However, in their four years, they did nothing other than collect the complaints from the victims and their families and conduct a preliminary investigation into a few of the cases. The truth commission has received around 63,000 complaints while the disappearance commission received 3,157 cases. “We thought the commissions would deliver justice while also providing some reparations,” said Amrit Dangal from Sindhupalchwok whose father Netra Bahadur was killed by the rebels in 2001. The latest report by the International Committee of Red Cross shows 1,333 people are still missing in connection with the conflict though the disappeared commission has received more than double this number. Promulgation of the constitution by the Constituent Assembly, integration of the Maoist combatants into the security forces and concluding the transitional justice were three broad goals set by the peace accord. The parties after long negotiations successfully managed the Maoist combatants by integrating them into the Nepal Army or giving a financial package based on their period of enrolment. Though the disqualified Maoist combatants have some reservations, the army integration was largely successful. Similarly, the parties demonstrated an unparalleled culture of consensus by coming together for the promulgation of the Constitution of Nepal which is the first statute drafted by the representatives of the people. The parties, which are applauded for their roles in the army integration and constitution promulgation, fail miserably when it comes to transitional justice. The people privy to the developments in the transitional justice process say, the fear psyche among the leadership of the former Maoist and Nepali Congress is one of the reasons for the delay. They say some extreme views from civil society, human rights community and even the conflict victims that everyone who is associated with the insurgency should be put behind bars is another reason that is prompting the parties for the continuous postponement. “I think the party leaders were not briefed properly on the transitional justice process,” said a former Minister for Law and Justice on the condition of anonymity. “Nowhere in the world have those who have been involved in the war been put behind bars.” He said transitional justice is largely a reconciliatory process where perpetrators are prosecuted in some of the emblematic cases of human rights violations. However, the authority for the pardon should lie with the victims. “I believe the parties have realised that they cannot further delay the process as it attracts universal jurisdiction,” said the former minister who is also a leader of the ruling party. A leader from the main opposition Congress also shares similar views. He said the ongoing winter session of parliament will endorse the amendment to the transitional justice Act and both the commissions will get their leadership very soon. The sources privy to the development say the top leadership from both the ruling and the main opposition parties have realised that they must conclude the process of taking the victims into confidence. The human rights activists say the sooner the parties realise that they should deliver justice to the victims, the better for them. They say the parties should first have meaningful consultations with the victims and the concerned stakeholders and amend the Act before appointing the new leadership in the two commissions. “The world is watching the transitional justice process,” said human rights activist Kapil Shrestha. “It won’t be surprising if the cases from Nepal are internalised if the negligence persists.” |
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2558 | 1006 | 108 | Reflections on Trials, Tremors and Hope | When I got hold of a copy of Dr Ram Sharan Mahat’s new book Trials, Tremors, and Hope – The Political Economy of Contemporary Nepal, I immediately went to the bookshelf and pulled out his last book in Defense of Democracy – Dynamics and Fault Lines of Nepal’s Political Economy. | --BY SUJEEV SHAKYA When I got hold of a copy of Dr Ram Sharan Mahat’s new book Trials, Tremors, and Hope – The Political Economy of Contemporary Nepal, I immediately went to the bookshelf and pulled out his last book in Defense of Democracy – Dynamics and Fault Lines of Nepal’s Political Economy. When I was writing my first book Unleashing Nepal, I did read his first book multiple times and quoted him in a few instances. It was a defining book as Nepal was getting embroiled in a protracted insurgency and authoritarian rule. This time, he begins where he had left off from his first book and walks us through contemporary Nepal. It is a fitting sequel to his earlier book as the format, the writing style, and the presentation are completely identical. This book is from the academic in Dr Mahat rather than the politician. He at times refers to portions where he talks about an event when he was Minister for Finance or Minister for foreign Affairs, but apart from that it delves into details and uses a lot of data to put across his points. This book is surely a data mine like his last book with lots of information. For students of economics who are always looking for information packaged well, this book is surely it. He begins the book with a discourse on socialism and very pertinent it is too, as the current ruling unified Communists have pushed the Maoist agenda out and are more geared to socialism. He brings about, from the days of the end of Rana rule till now, the perspectives on the socialism movement – history and contemporary issues. He also provides a good perspective on the inside movements within the Nepali Congress (NC) party. When you read the book and take a moment to reflect, perhaps it also sheds light on why the NC is in the current state as it is now. There are many nuggets in the book to treasure and keep. The chapter on economic reforms does complete the storylines from his previous book with a compelling argument on why there has to be more reforms. He writes, “The challenge in the days ahead is quite simply, to build upon the set of past achievements to launch a fresh wave of economic reforms by reclaiming the same spirit of ambition and purpose that was seen in Nepal in the 90s.” In the chapter on Maoist Conflict and the Peace Process, he talks about how out of 17,052 combatants verified, only six took up rehabilitation, “an option favored by the government and the donor community. This reflects the mindset of the Nepali people. The total cost of the management of arms and armies was estimated at Rs 19.7 billion.” In what we believed was paid for by the donor community, he writes, “As the donor community was reluctant to pay cash for voluntary retirement, the entire cost of the package was paid by the Nepal government.” While many books and articles have been written on hydropower, the chapter on Unleashing Hydropower does provide a quick and comprehensive read on the history, current status, and potential of hydropower. It is information and data-laden and perhaps, for me, one of the best chapters of the book. There is a good insider view on foreign aid and the challenges as he is definitely the most respected finance minister for the donor community who had good access and also spoke their language. As someone who was a minister when the 2015 earthquake hit Nepal, it is a good read on what the issues were and where the challenges were in terms of rehabilitation and rebuilding. However, I would have liked to hear more on why the money pledged by the donors was never fully accessed and the politics behind the way political parties went about converting the Nepal Reconstruction Authority into a No Reconstruction Authority. I would have also loved to understand whether out of 888,000 houses reportedly destroyed and damaged, 824,621 household grants were made due to government efficiency or if there was a scam. His indication that there is a need for a change of culture is pushed in many places. For instance in chapter six, ‘Writing the Constitution’, he writes, “The transition to Nepal’s federalism….it is best with challenges that call for due care, hard work, perseverance and work culture and mindset different from the past.” In his final chapter, he talks about productivity and work culture, an issue that does not really feature in discourses in Nepal. He explains why Nepal’s Total Factor Productivity (TFT) is the lowest in South Asia and what the linkages are with our culture. He argues that, “an important factor affecting productivity in Nepali is the high degree of politicization in society, as a large section of the population gets involved directly or indirectly in the activities of political parties, their affiliates, and interest groups.” For me, on a personal level, it was great to learn about an excuse so as to tell people why I don’t want to join politics. From this book, I learned that while you may have good perspectives, analysis, data, and prescriptions, it is very difficult to change things even when you are in the most powerful position in the government. Perhaps, this book also reflects on the unfinished tasks of Dr Mahat and the things he would have liked to do, if he had been granted a free hand. Sujeev Shakya is the author of Unleashing Nepal and his forthcoming book is Unleashing The Vajra – Nepal’s journey between India and China |
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2733 | 1006 | 39 | “The unnecessary controversy over MCC will erode Nepal’s credibility and image globally.” | Former Finance Minister and Nepali Congress leader Dr Ram Sharan Mahat’s new book, ‘Trials, Tremors and Hopes’, has recently hit the bookstands. In the book, Mahat, who was one of the key players to lead the first generation of reforms in the 1990s | Former Finance Minister and Nepali Congress leader Dr Ram Sharan Mahat’s new book, ‘Trials, Tremors and Hopes’, has recently hit the bookstands. In the book, Mahat, who was one of the key players to lead the first generation of reforms in the 1990s, has taken issue with the economic agenda that the country has adopted till now as well as highlighting issues that Nepal should follow in the future. NewBiz Editor Mukul Humagain caught up with Mahat to talk about the new book and the Millennium Challenge Corporation (MCC) Compact Programme controversy. Excerpts: You are back with a new book, Trials, Tremors and Hopes. What led you to write this new book and how different is this one from the last one? The focus is on post-1990s development. To some extent, it is the updated version of my last book but particularly with a focus on political development and the economy. The theme starts with the ideological side, like the present constitution is committed to achieving a socialistic goal. My book starts with the concept of socialism and what it means in the present world. Many people try to interpret socialism in an orthodox manner, I have tried to define socialism in the context of the changing world and how the philosophy is evolving in Nepal. I have also covered the various trials and tribulations in post-90s Nepal such as the Maoist insurgency, the peace process, constitution writing, and some of the development issues concerning the hydropower situation in Nepal and the requirements for the future. Similarly, I have focused one chapter on the 2015 Earthquake and its impact on the country. Other topics include the rise of remittance economy and the various aspects of Nepal’s economy. The last chapter is about the present challenges the country is facing. What are our goals? What are our constraints? What should be the focus of our public policy? I have tried to focus on these areas. You have always had a critical opinion on federalism. Do you think the past three years of federalism in Nepal has addressed the mandate of the second Jana Andolan i.e. state restructuring against the highly centralised government system? Do you think, after exercising federalism for three years, that we have managed it properly? You have made an interesting observation in the book regarding the rights-related legislations which the new constitution talks about. Are you suggesting having these legislations in place puts a lot of responsibility, especially financial on the part of the government? You've written that the competitive populism will put fiscal stress on macro-economic management. Do you think it has already started? There is going to be a fiscal stress because of inefficiency in the management of developmental projects and excessive focus on consumptive expenses and unproductive expenditure. In the past, Nepal had a nearly balanced budget, more or less. In fact, Nepal is one of the countries whose public borrowing to GDP ratio was one of the lowest. When I left the government, the public borrowing in relation to the GDP was around 24 percent. Now it has increased to 31 percent. In one single year, this year, the budget is proposing to raise public borrowing by about 14 percent of the GDP. This shows that there is going to be more and more fiscal stress because of poor management and excessive expenditure of recurrent cost. Are you suggesting that this government has failed to manage the country’s economy properly in the last two and half years? But this communist government has not deviated from the policy of a market economy. It is still encouraging private investments as well as seeking more FDI. And, there seems to be some improvements, of late, in the country’s external sector. In terms of policy emphasis, they are still committed to a market economy. They want to encourage private investment within the country and FDI as well. But they have not been able to translate the announced policy to action because of the deteriorating quality of governance, poor management. As far as improvement in foreign trade is concerned, one cannot generalise based on the data of the past four or five months. You have to analyse the reasons behind it. One of the reasons behind the decline in overall imports, as we know, is that the import of industrial raw materials has decreased. Of late, the capacity utilisation of the cement and steel industry has gone down due to poor demand in the domestic market. However, it is too early to make any generalisations. Given the decline in the import of industrial raw materials, banks’ lending and under-performing stock market, are we heading towards economic slowdown? The row over endorsing the Millennium Challenge Corporation (MCC) agreement that Nepal and the United States signed in 2017 has rocked the ruling party. The party is divided into two groups, for and against MCC. Don’t you think this issue has been unnecessarily blown out of proportion? Nepal met all those criteria regarding civil liberty, democratic governance, investment-friendly economic policies, and gender equity and was selected for MCC assistance based on competitive selection. So, it has no relation with any military alliance. There is criticism by some leaders here that it is part of a military alliance. They may have the Indo-Pacific strategy, but that is not a military alliance as far as I know. The US may have military alliance with some Indo-Pacific countries such as Japan, Australia, New Zealand and South Korea. So, our relation with US is with regard to an economic component and not a military alliance because we cannot join a such an alliance. But as far as military support is concerned, various countries of the world such as India, China and US have supported our army. But that support was not part of any military alliance. The unnecessary controversy over MCC will not do any good to Nepal, except eroding our credibility and image globally. Given the outcry over MCC, Nepal now has to walk a tightrope between global powers. With both the US and China upping their ante in Nepal, don’t you think, Nepal is at the risk of becoming a battleground of two super powers. |
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2734 | 1006 | 75 | Haadi Biryani : From Persia with Love | There are multiple, often conflicting theories regarding the origin of the sumptuous dish known now as Biryani. And while there isn’t a universally agreed-upon consensus regarding its conception – what can be agreed upon is that the dish is unquestionably a delicacy. | Located in Dillibazar, this well-run restaurant is a haven for followers of the cult of Biryani. There are multiple, often conflicting theories regarding the origin of the sumptuous dish known now as Biryani. And while there isn’t a universally agreed-upon consensus regarding its conception – what can be agreed upon is that the dish is unquestionably a delicacy. There are several restaurants in Kathmandu that serve good Biryani, but in terms of diligence and a dedication to authenticity, Haadi Biryani has to be right up there. This cozy restaurant was started by two brothers around eight months ago. The two conducted extensive market research, both within Nepal and in Indian cities renowned for Mughal cuisine such as Delhi and Lucknow in order to have a firm grasp on their product. Their passion was evident to see and they have strived to ensure the restaurant, and more importantly for them, the kitchen functions at the highest possible standard. After about an hour of insightful and engaging conversation with the brothers, the starters arrived – Mutton Barra Kebab and Chicken Malai Tikka. After having a bite of each of the dishes, we could tell that these gentlemen walked the talk. Their devotion and passion were evident in the way the dishes were prepared – both the starters were absolutely delicious. I took a shine to the Chicken Malai Tikka in particular. The well-seasoned pieces of chicken were wonderfully seasoned, juicy and tender. The mutton too was flavorful and almost melted in the mouth. The starters had whetted our appetite for what came next – Haandi Masu, mutton with gravy in a clay pot. We were served some crisp Parathas with the dish. The mutton, as we had come to expect at this point, was fantastically cooked and meshed perfectly with the slightly spicy gravy which was packed with wonderful flavours. The Paratha perfectly balanced out the dish; a truly great combo. The quality of the dishes so far had us excited for the main event – the Chicken Haadi Biryani. As we waited for what we assumed would be the showstopper to arrive, I took a stroll around the restaurant, soaking in the earthy ambience. The brothers say that they poured in a lot of resources towards the kitchen, since they consider the food to be the most important aspect of their enterprise. And while that seems an obvious assumption, it isn’t necessarily the case always. The brothers opine that several restaurants strive to ensure that the cosmetics of the space – the seating, lighting, etc. – are of the highest caliber, sometimes at the cost of quality of the kitchen. The two endeavored to prioritise the kitchen. That doesn’t mean they have skimped on the ambience – it is simple yet tastefully done and the ‘Exclusive Dining Room’ is a great place to have a meal for a family or a group of friends. By now, our Biryani had arrived, in a sizeable clay pot that it was prepared in. First, we had to unseal the pot from its lid, sealed together with wheat dough to ensure the dish retains its flavor during the cooking process. Along with the dish, we were served sides of Raita and Salan. Once the lid came undone, we dug in. At this point, our expectations were quite heightened, primarily because of the dishes served beforehand. I feel comfortable in stating that the dish met the high bar of expectations for our team of three. Just the quality of the rice alone is worthy of praise. The brothers tried 18 different varieties of rice for the dish to find the best possible one in terms of quality, consistency, and texture. That hard work didn’t go unrewarded. The rice in the Biryani was perfectly cooked and had a great texture. Having bathed in the plethora of flavors and spices inside the clay pot, the rice was deeply aromatic. All the various ingredients that go into making a Biryani were in perfect harmony with each other, resulting in a dish that was a joy for the taste buds. Finally, we called time on our trip to Haadi Biryani with the perfect dessert – Gaajar Kaa Halwa. I liked it so much I mooched a bit from the others. We left the restaurant an immensely satisfied trio. I suspect so will most people who come to dine or order from Haadi Biryani. The restaurant is highly recommending if you’re a fan of authentic Mughal cuisine. And if you’re not, it’s the perfect place to begin that journey.
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2735 | 1006 | 127 | Ajaya Shah’s Trek to Thorang La | Ajaya Bikram Shah, CEO of Laxmi Bank is a travel enthusiast. He says he is fond of hiking and trekkingand has a long bucket list of destinationshe wants to explore in his lifetime. | Ajaya Bikram Shah, CEO of Laxmi Bank is a travel enthusiast. He says he is fond of hiking and trekkingand has a long bucket list of destinationshe wants to explore in his lifetime. Tamish Giri of New Business Age magazine caught up with Shah to note down his remarkable trek to Thorang La Pass. The Journey Begins Adventurous Drive to Chame Reaching Manang Gaun A Scary Night Treacherous Hours There were some mutterings about the 2014 incident when many people lost their lives at Thorang La due to the snowstorm. Some of the guides decided not to risk it and advised their clients to stay back while some even turned back. However, Chakra was of the opinion that returning was more dangerous than climbing the pass. So, we started in almost pitch black conditions with torch lights – a line of around 30 trekkers, guides and porters. The porters lead the way, making the track for the rest of us to follow. If there was any point in the entire when I regretted deciding on this trek – this was the moment. The headache was duly forgotten as the need of the hour was to remain on the track and avoid falling off the steep snowy cliff to god knows where. We were climbing up in the dark, snowy conditions amidst the sound and echoes of booming avalanches around us. Sunshine at Thorang-la We were lucky to have made it over the pass that day because we heard the route was closed due to heavy snowstorm the next day. |
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2736 | 1006 | 66 | Flight Plan 2020 : Airport Construction and Renovation in Full Swing | These are exciting times for aviation infrastructure development in Nepal as the construction of new international airports and up-gradation of domestic aerodromes have received emphasis from the government lately. | The construction and up-gradation of new and existing airports are a crucial aspect of the final preparations for Visit Nepal Year 2020. These are exciting times for aviation infrastructure development in Nepal as the construction of new international airports and up-gradation of domestic aerodromes have received emphasis from the government lately. The under-construction Gautam Buddha International Airport (GBIA), Bhairahawa and Pokhara Regional International Airport (PRIA), Pokhara, are nearing completion, albeit slowly, and the government has also upped the ante to start the construction of the proposed Nijgadh International Airport in the near future despite opposition from several quarters of the society. As Nepal begins the ambitious mega campaign of the Visit Nepal Year (VNY) 2020, having new air infrastructure carries more importance than ever to increase the country’s connectivity to the rest of the world. Tribhuvan International Airport (TIA) has become highly congested and GBIA has been proposed as an alternative to TIA which is expected to provide relief to both airliners and air travellers. Upon commencing its international operations, airliners can have direct flights to and from major destinations in Asia via GBIA. Started in January 2015, the construction of the airport, which was slated for completion in December 2017, got halted a number of times due to earthquake, economic blockade and payment related disputes between the contractor and the government. The deadline of construction of GBIA was deferred to the end of December 2019 and the first test flight from the airport has been slated for March 2020. However, a senior official at the Ministry of Culture, Tourism and Civil Aviation (MoCTCA) under the condition of anonymity says that it will take another one year for the completion of construction given the current pace of the project development. “Even if the construction of the physical infrastructure concludes, finalising policy level aspects such as getting air space (from India), airport certification and handing over the management of the airport to a foreign party will take time,” said the official. According to Prabesh Adhikari, project chief at GBIA, 84.75 percent construction of the airport has been completed and with the 55 percent of the total budget allocated for the project is spent. So far, the construction and blacktopping of the 3,000 metres long and 60 metres wide runway along with three taxi bays have been completed while electrical works are underway at the site. Likewise, the construction of the apron has been completed and the marking works are in progress. “The structuring of the international terminal building has been finished and roofing and finishing are ongoing,” adds Adhikari. Meanwhile, the construction and furnishing of the control tower and administration office building have been completed and installation of A/C and painting of the building are ongoing. The construction of road parking between the international terminal building, administration office building and security chamber have also commenced. The construction of the airport has been separated into two segments – international competitive bidding (ICB)-I and ICB-II. The GBIA project is estimated to cost Rs 6.23 billion and has received financial support of USD 58.50 million (USD 42.75 million in loans and USD 15.75 million in grants) from the Asian Development Bank (ADB), while USD 15 million has been financed by the OPEC Fund for International Development (OFID). Likewise, the Civil Aviation Authority of Nepal (CAAN) bears the remaining expenses for the airport construction. “Upon completion, the airport will be ready to receive 400 passengers every per hour and 5-6 aircraft can operate at a time. Boeing 777-200 and Airbus A 330-300 series wide-body aircraft can take off and land at GBIA,” informs Adhikari. Similarly, the construction of PRIA is also expected to connect Nepal’s popular tourist destination Pokhara directly with cities in other countries. Started in April 2016, the construction of PRIA is expected to be completed in June 2021. So far, physical progress of 54 percent has been achieved; the construction of runway, taxiway and apron has been completed. According to Binesh Munankarmi, project chief at PRIA, civil works for the Air Traffic Control (ATC) building, as well as other ancillary facilities such as office, customs and cargo section, firefighting station, central and lighting substation, garage, water supply buildings, have ended. The airport will be ready for flight operation only after the installation of Airfield Lighting and Communication, Navigation and Surveillance equipment. CAMC Engineering Co, contractor of the project is moving ahead for the procurement of the equipment. The construction of the airport commenced on 13 April 2016 after cabinet awarded the contract to CAMC Engineering Co (CMAC), following a recommendation by MoCTCA. CMAC had the lowest bid for the project, at USD 305 million, which is significantly higher than the USD 175 million budget originally set for the project. The airport is funded by the Export-Import (Exim) Bank of China under an Rs 21.6 billion (USD209 million) soft loan agreement with China's Government. PRIA is an EPC (engineering, procurement and construction) model contract where the contractor is responsible for providing a full-fledged operational airport without any cost variation in the budget. PRIA is being constructed with an annual flight capacity of 20,000 flights and 800,000 passengers with an average daily landing and take-off of approximately 54 flights. “However, the airport will be able to handle approximately 70 flights per day and 610 passengers per hour during peak times. The Apron of the airport has parking facilities for two Category D and one Category C aircraft. Narrow-body aircraft with twinjet and medium range distance such as B737 series, Airbus 319, 320 series as well as short-range aircrafts such as ATR 72, Beech 1900 D aircraft can be operated in this airport,” says Munankarmi. The airport will be equipped with DVOR/DME Equipment as well as Category I Precision Approach ILS system which includes equipment such as Localizer and Glide Path to help the aircraft with Instrument Landing System. Additionally, Wide Area Multilateration (WAM) based surveillance system, the first of its kind in Nepal, will be installed at the airport. Similarly, TIA has been upgraded into a boutique airport with a new runway. Debendra KC, general manager at TIA says that runway expansion and construction of two new parking bays with the capacity to hold wide-body aircraft are underway at TIA. The runway is to be expanded by 300 metres while two new parking bays are being constructed at the south point of the airport. “The airport expansion contract of TIA was awarded to China National Aero-Technology International Engineering Corporation; they will complete the runway expansion work within the March 2020 deadline,” he added. Similarly, seven new domestic airports namely Arghakhanchi, Gulmi, Ilam, Kamal Bazar, Kalikot, Khiji Chandeswori and Lamjung are currently under construction. Likewise, Khanidanda Domestic Airport in Diktel, with a 590-meter runway is currently under maintenance. Janakpur Airport situated in the capital of Province number 2 is also being upgraded. The maintenance of the airport is projected to be completed by April 2020. Likewise, expansion of Biratnagar Airport in Province 1 has also been planned to increase the passenger capacity. Meanwhile, the up-gradation of Dhangadhi Airport that was halted for some period has resumed. So far, 75 percent works at the airport have been completed, according to CAAN officials. The airport has been partially closed since November 17 for runway overlay and expansion. The airport’s 1,800 metres long and 60 metres wide runway is being widened two metres more on both sides. |
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2737 | 1006 | 128 | SUBARU FORESTER : A Beauty and A Beast | The Forester, much like other vehicles in the Subaru stable, is immediately recognisable. Subaru has crafted a unique identity over the years, and that identity is reflected in the all-new 2019 Forester, which has undergone a complete redesign on a completely different platform | One of Subaru’s signature vehicles, the Forester has an enduring legacy and with continuous refi nement, the latest iteration builds on that rich heritage. Design and Exterior The Forester has a commanding presence, accentuated by the striking and stylish front headlamps that lie on either side of Subaru’s signature grille upfront. The subtle curves that stretch out from the front and envelope the sides add panache to what is otherwise a rugged vehicle. On the rear, Subaru has kept things relatively understated, with the exception of the uniquely designed tail lamps that provide a bit of flair. There is much to admire about the design philosophy embraced by Subaru, it’s appeal lies in its elegant simplicity. The Forester comes across as both a rough-and-tough SUV capable of traversing harsh terrain while also retaining the comfortable sophistication one expects from a high-end SUV. In that sense, the vehicle’s design language does an adequate job of communicating the Forester’s many-pronged appeals. If one were to choose a singular word to describe the Forester’s interior, that word would most likely to ‘spacious.’ That isn’t to say that Subaru has skimped on other facets such as comfort, convenience or style; quite the contrary. However, the space carved out on the inside is immediately noticeable as soon as one enters the cabin. Also noticeable is the refinement in interior design. The Forester’s cabin exudes an air of luxury, courtesy of its elegantly laid out centre console, premium fit and finish, and all-around diligence in terms of design. The black leather seats are plush and comfortable. Further, they too add to the aesthetic appeal of the vehicle. The all-black colour scheme on the interior, with splashes of silver accents, contributes to a sophisticated and distinguished aesthetic. It’s an interior that combines the best of both worlds – functional and graceful. Engine, Performance and Safety A feature that is unique to Subaru is its proprietary boxer engine. It’s a horizontally opposed engine configuration in which the pistons move toward each other in a horizontal direction. The result of such an engine configuration is increased durability and performance due to the engine’s flat design, which generates less vibration than other engine types. Another feature unique to all Subaru vehicles is the Symmetrical All-Wheel Drive (AWD) that facilitates improved traction on wet or slippery roads. Similarly, the Lineartronic + Active Torque Split AWD functionality ensures the engine remains in its most efficient range for smoother acceleration, improved driving performance as well as fuel efficiency. In terms of safety, the Forester is equipped with a ton of relevant features. The Subaru Global Platform enhances the overall safety of the vehicle. Another factor worth mentioning is the terrific visibility while driving, which undoubtedly leads to a safer driving experience. Further, the Forester is enclosed in a ring-shaped re-enforcement frame with high-tensile panels that provide added protection from accidental impacts. Pricing and Conclusion The Forester is priced at Rs 1, 32, 00,000. (The company says there are discounts and offers for the winter season.) Below are some other safety systems: |
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2738 | 1006 | 131 | Checking-In With Yogendra Man Sakya | There is a quiet confidence to Yogendra Man Sakya that permeates the air. His carefully chosen words have a sense of profundity and wisdom to them. It’s not something one can fabricate on a whim, but rather an outlet for the reservoir of knowledge acquired after years of diligence and experience. | There is a quiet confidence to Yogendra Man Sakya that permeates the air. His carefully chosen words have a sense of profundity and wisdom to them. It’s not something one can fabricate on a whim, but rather an outlet for the reservoir of knowledge acquired after years of diligence and experience. Sakya, Chairman of Ace Group of Hotels and a former President of the Hotel Association of Nepal (HAN) has had a leading hand in shaping Nepal’s tourism industry. In a fascinating conversation at his office at the Ambassador Hotel with Sarthak Raj Baral, Sakya shared his thoughts on life, family, career, love, and rather refreshingly, his regrets. Formative Years and Education Sakya initially harboured hopes of becoming an engineer but as he puts it aptly “What you think of and what you ultimately become are often different things, and everyone has such a story.” While he was preparing to go to IIT Kharagpur to study Mechanical Engineering, he met with an accident and ended up in Vellore for treatment. There, Sakya met a textile engineer from Delhi who changed his perspective. “He brainwashed me,” Sakya chortles. “I spent two months in Vellore. During that time, he got the prospectus of Institute of Hotel Management, Pusa, Delhi and convinced me about the course. And suddenly I ended up doing Hotel Management,” he recalls. Although he had a few growing pains, Sakya doesn’t have any regrets about the field he chose. Initially, however, the course, which required Sakya to clean dishes and make beds, took him by surprise. However, it was a tremendous learning moment for him. “I realised that if you want to succeed and do well in whatever you do, you shouldn’t be afraid to roll up your sleeves and work,” he cautioned. Initial Career and Challenges “Having gotten the opportunity to work with seniors gave me a lot of confidence at a very early stage. I also learnt not just about doing business but also about working with government officials,” Sakya affirms. Under the significant shadows cast by his father and uncle, Sakya initially had difficulties trying to put into practice what he learnt during his Hotel Management course. He found a way around it. “I learnt it the hard way. My ideas were either ignored or shut down. I remember proposing a food festival while I was at HAN, and I remember Mr Rana shutting down my idea. Later, in a meeting when everyone was present, I said: “You know Mr Rana, your idea about organizing a food festival is a great one.” He was puzzled, but the others thought it was a good idea, probably because they thought it came from Mr Rana. This led to the first food festival being held at Soaltee.” There is a great lesson embedded in that anecdote. Rather than be blinded by the desire for credit for what turned out to be a fabulous idea, Sakya’s primary concern was getting the idea executed, irrespective of who got the credit. “It’s tough, it’s painful. But that’s the art. That first sacrifice is difficult, but you have to get the work done, by hook or by crook. Sometimes you may lose the credit, but the work is done,” explains Sakya. Influences, Inspirations and Motivations He also goes on to add that an inspiration need not be a famous personality. Sakya again credits the Jesuit Priests at St. Xavier’s School for inculcating discipline and a strong sense of morality in him. In terms of what drives him, Sakya has a refreshing take. “The biggest motivation is not money, but that little pat on the back you get once you achieve something. For me, that pat is important. I yearn for that pat, be it from family, friends, or the state.” Sakya says that getting that ‘pat’ from his father carried a lot more weight than any trophies or awards he has amassed over the years. “The most difficult person in the world to get that pat from is your father.” The Road Not Taken A lot of Sakya’s friends chide him regarding his conservatism and his aversion to taking loans, “You could have made five 5-Star Hotels all over Nepal,” they would say. The criticism came from a good place, Sakya’s friends believed that he wasn’t maximising his potential. “My father passed away five years ago. He used to tell me “As long as I live, I do not want you to take a loan.” He almost made me promise. It’s only now that I have started taking loans. So, if indeed I held back, and a lot of people think it was because of a lack of confidence in myself, but most of it was because of my father,” says Sakya, with utmost honesty. “There are certain things you have to sacrifice for your family,” he adds. Love, Thunder and Family “I told you I went to study Hotel Management in Pusa. I didn’t come with only one degree, I came with another degree – I got married to a girl I met in Pusa, Bindu,” says Sakya, jovially. This led to a lot of resentment in the family, particularly from his conservative, disciplinarian father. “If you look back seven generations in my family, there had never been an inter-caste marriage,” explains Sakya. “My father thought the roof was coming down, it was the end of the world,” he humorously adds. He expected the resentment but Sakya says he had all the confidence in the world that his wife would get along with his family. “If you are happy, then you can make anyone around you happy.” “Today, she (his wife) is the catalyst between me and my family. My father, who was a conservative, never wanted his daughters to work. But later on, would tell them “No, no, you must work, you must be like your sister-in-law.” Sakya says he shares his accomplishments with his wife, who is also a Hotel Management graduate, “She came from a totally different background and adjusted in my family, and this was almost 40 years ago.” “The only way to succeed is without conflict,” advises Sakya. Before finishing our conversation, I asked Sakya, in jest, whether he would stop his son from taking a loan. “No. I have told my son I won’t stop you. But have it all worked out and if you have the gut feeling, just go for it,” he says, with a glint in his eye. |
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2739 | 1006 | 13 | Ace Institute’s Placement Cell : Bridging the Job Gap | Though management colleges are producing graduates every year, there remains a large human resource gap in the job market. Banks, business houses as well as development agencies are constantly on the lookout for suitable candidates, while recent graduates are in search of employment. | Ace’s placement initiative seeks to connect new graduates with institutions on the lookout for talented candidates. Though management colleges are producing graduates every year, there remains a large human resource gap in the job market. Banks, business houses as well as development agencies are constantly on the lookout for suitable candidates, while recent graduates are in search of employment. As a means of bridging the gap between the two parties, colleges in the Kathmandu Valley have started to make an effort to link them through job placement cells and career fairs. Ace Institute of Management initiated the ‘Internship and Career Placement Cell’ in 2005 to facilitate the placement of its graduates at different business houses. According to Sameena Shrestha, director of Internship and Career Placement, the placement cell is an opportunity through which the students can link up with different business houses in the job market just after their graduation. Since the platform is vital for graduates, the college oragnises the placement programme in the last trimester for students pursuing a Master’s Degree. Before the placement programme, students are taught and mentored through workshops and different mentorship programmes. The career placement is done either through an internship or an interview during the ‘Career and Placement’ programme. How It Works “For career guidance, only one or two designated people are not enough. It requires a session from representatives of different business houses to share knowledge about different subject matters, skills and experiences related to life and reality,” shares Shrestha. The cell conducts career guidance class periodically and directly interacts with the students regularly from the end of 4th trimester, before they start their internships. For this, the college invites professionals from different walks of life to guide students. However, the counseling for the graduating students starts from the 1st trimester. Additionally, the students also benefit from direct interaction sessions with alumni as well as students who have experienced the internship process. Students carry out internships for business exposure before placement i.e. in the fifth trimester. Workshop and Career Placement To enhance the quality of the workshops, the college invites people from different companies who familiarise students on the importance of soft skills, networking and communication skills. For instance, Barkathunnisha ABM, founder and principal consultant at Elevated Consultancy and Training, Singapore, conducted a three-day workshop, ‘Graduate School Career and Placement Week’ in September 2019. Role of Career Workshop and Placement During the ‘Career Week Workshop,’ students learn how to attend interviews, how to deal with questions, how to write a curriculum vitae and so on. Besides, the students are also taught about certain interview soft-skills - dress code, behaviour, and the linguistic aspect. The trainers in the workshop share real-life scenarios with students, including how to present oneself on social media. This can prove beneficial to students as these days, it is not uncommon for companies to scan the social media pages of potential candidates before the interview. Win-Win Situation for All For students, it is easier to apply and to get interviews with different organisations as they are pre-informed about the vacancy and are prepared to attend the interview. Similarly, business houses can select suitable employees from a pool of skilled candidates in a relatively short time. They can either directly select the employees or shortlist the candidate for the second round of interviews. Likewise, educational institutions also benefit from this process. “We can know whether the things we are teaching to students fit the companies or not. If our students get hired, it will be a good thing for us because it will be our testimony to our plan of providing a whole package to the students is working,” shares Shrestha, adding, “Placement cell is a win-win situation for everyone.” Collaboration for Placement Selecting Candidates According to Shrestha, generally, around 70 students participate in the placement programme. She shares, “We have 60 graduating students in the morning batch but we also have students studying Master’s programmes during evenings where most are already working except few.” Aside from recent graduates, the placement cell at Ace Institute of Management also looks to help Master’s students who are already engaged in some organisation but aspire for new opportunities. The college is also organising job placement event for undergraduates. |
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2740 | 1006 | 62 | Upaya City Cargo : Delivering Dreams | Logistics is an important aspect of any business, be it a big business group or a modest shop. Many goods and products such as furniture, gas, milk, hardware, etc. are being continuously transferred from one place to another within Kathmandu valley. | This enterprising startup has taken a new approach in logistics services. Logistics is an important aspect of any business, be it a big business group or a modest shop. Many goods and products such as furniture, gas, milk, hardware, etc. are being continuously transferred from one place to another within Kathmandu valley. To cater to this need, Amigo Khadka led the operations of Upaya City Cargo with Sandip Subedi and Rahul Malla Thakuri as marketing and logistics heads, respectively. They operate under the guidance of a very experienced board of directors led by Suman Rayamajhi and Ranjeev Shrestha. Before the implementation of the idea, the trio did extensive market research for months Rahul, visited different hardware and electronics shops and stores that sell construction materials, and furniture and tried to find how they search for vehicles, how much they paid and so on. Likewise, Sandip, head of logistics, did research on the problems faced by drivers. He spoke with them, analysed their lifestyle and behaviour. From their research, they discovered that business owners bemoaned the unavailability of vehicles to carry their loads and drivers felt they were not getting sufficient work. To bridge the gap between the two, they started Upaya City Cargo in September 2018. Khadka says that thousands of bulk goods are transferred from one place to another in Kathmandu valley daily. Yet they are not managed. City Cargo wants to manage market inefficiency using technology. Services The City Cargo team states that affordable pricing, easy availability, and convenience are the unique selling propositions of their company. “Our price is 25 percent lower than the market rate. Along with it, customers can get a VAT bill after reaching their destination”, states Khadka. They also have a tracking system whereby customers can track where their driver is. This solves the problem of drivers wandering off and delaying drop offs. The price for the trip is determined by the distance, weight of the goods and the number of stops. People who want their service can reach them through their website, mobile phone or the app. They say that most clients contact them through the phone but with different offers and schemes, they are trying to increase the number of customers who approach them through the app. To reach their customers, they are doing below the line marketing and digital marketing. Soon, they are planning to do above the line marketing as well. Clientele Motivated by Positive Feedback Besides clients, the drivers working with them are also very satisfied. “Our drivers share that they are treated professionally by the clients. Before joining Upaya City Cargo, they say that they were treated as being inferior,” shares Sandip. “So their living standard has also increased”, he adds. Prospects and Challenges Uncertainties in government policies are also a challenge for them. “Sometimes we don’t want to make mistakes, but it happens due to unclear policies”, they say, adding, “Issues of VAT and TDS are some of the unclear policies among many others”. They also say that they are unsure of where to go and who to ask if there is no clarity. Furthermore, they feel that space for innovation and experiment should be granted. The business potential in their line of work is huge, they say, because logistics is an important element of any company. “Currently we are operating only inside Kathmandu valley and we have used only two types of vehicles. We are planning to expand our service out of the valley and soon towards intercity. In this regard, there is huge market potentiality”, shares Khadka, highlighting their business prospects. However, currently, they are focusing on strengthening the service in the valley. Mantra for Startups |
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2741 | 1006 | 19 | Dish Media Network : Driven by Innovation and Quality Services | At a time when Nepali internet service providers (ISPs) are going into digital TV services, the country’s leading Direct-to-Home (DTH) and Fiber-to-the-Home (FTTH) service provider Dish Media Network Ltd, the company which owns DishHome and SIM TV, has been expanding into internet services as well. | From satellite TV services to the internet, this pioneering company in digital TV services is moving in a new direction of growth and innovation. At a time when Nepali internet service providers (ISPs) are going into digital TV services, the country’s leading Direct-to-Home (DTH) and Fiber-to-the-Home (FTTH) service provider Dish Media Network Ltd, the company which owns DishHome and SIM TV, has been expanding into internet services as well. The company has plans to invest Rs 3 billion to Rs 3.5 billion in infrastructure and other related aspects in the next 2 to 3 years. “Our large customer base in DTH has presented us with a big opportunity to provide new services,” says Sudeep Acharya, managing director of Dish Media. According to him, there are over 1.5 million subscribers of DishHome at present. The company plans to distribute internet services through fiber cables of SIM TV, a FTTH service provider acquired by Dish Media in 2017. Besides, the company also plans to provide broadband internet services as well. According to Acharya, internet services in rural areas will be made available via satellite, whereas subscribers in urban and semi-urban areas can access Dish Media’s internet service through SIM TV fiber cables. “We are working on a small scale in the first phase to commence internet services within January 2020 in Kathmandu. Then the service will be gradually extended across the country,” he says. The company has already joined hands with the Israeli company Space Communication for satellite internet. To reach out to prospective customers for internet services, Dish Media has been identifying locations with high number of subscribers across the country. At the same time, the company is also looking to start its V-Sat project targeting the rural market. The Beginning Turning Points Similarly, another turning point for the company was in 2015 when DishHome’s TV signals were obstructed due to the devastations caused by the earthquake. This situation forced the company to migrate its satellite. Before 2015, DishHome’s subscribers were required to point their dishes to one satellite. After the migration they needed to point towards another satellite. For this, the company’s technicians had to visit the homes of their subscribers which was time-consuming and costly. A Focus on Innovation The monumental rise of mobile technology over the last decade has opened new doors in entertainment and information. Keeping pace with this development, Dish Media has introduced the DishHome Go application. Also known as Over-The-Top (OTT), this innovative technology enables subscribers to watch TV programmes on their mobile phones. The users of the DishHome Go app, which is available at Google Play Store and Apple Store for free, can watch 20 different TV channels. “As part of our innovation drive, our focus is also in the modification of the set-top box. We will also be providing contents through IP to allow our subscribers to enjoy movies from their current set-top boxes in the coming days. It will be like subscribing to Netflix,” informs Acharya, adding, “Subscribers who buy certain type of set-top boxes can avail this service.” The company is also planning to provide its broadcasting services through different type of setup boxes including smart boxes. According to Acharya, even if people don’t have smart TV sets, they can use smart set-top boxes. Such devices let viewers to use smart features in their normal televisions. Additionally, Dish Media also plans to launch the H.265 set-top box in the near future; this type of set-top box is used for enhanced picture quality. Moreover, a separate entity called Digital Home International (DHI), which has investments from Dish Media promoters and other investors, has also started manufacturing set-top boxes in Nepal. The new company has a production capacity of 10,000 set-top boxes per day. Adding Premiumness to Programmes and Packages The SD packages are also offered categorically as Basic, Basic Plus, Medium, Medium Plus, Deluxe and Deluxe Plus. Similarly, DishHome subscribers can avail HD channels in Lifestyle, Premium, Super and Super Plus packages. Meanwhile, Dish Media has been fulfilling a variety of TV viewing needs of its subscribers through its channels, namely Ramailo TV, Plus Movie, Gunjan, Cine Hits, Junior TV, DH Showcase, DH Showcase 2, Preview Channel and DH Action Sports. Ramailo TV, which was started three years back, has won the hearts of many Nepalis with its quality contents such as dramas acted by popular celebrities like Nir Shah, television series and reality shows. Likewise, the music channels- Cine Hits and Gunjan – are becoming popular among music lovers by airing hit songs of movies and folksongs, respectively. In the meantime, DishHome’s Plus Movie is the only 24 hours movie channel in Nepal. According to Acharya, the number of TV channels owned by DishHome will be increased to 15 from this January. In a bid to diversify the TV content, the company is also working to air Korean movies and Pakistani channels. The company is also moving ahead withPay-Per-View (PPV) services. In digital TV transmission, PPV is a service which allows viewers to purchase particular telecasts. PPV of DishHome enables subscribers to watch new movies from their homes at the same time when the movies are released in cinemas. “Recently, we telecasted the Nepali movie ‘Cha Maya Chapakkai’ through PPV. Our subscribers can pay and watch new movies once a week,” says Acharya. According to him, the company has plans to expand the PPV service. Market Presence “We invest, upgrade, listen to our customers and continue to provide more unique services.” What accomplishments of Dish Media would you like to highlight in its role as a DTH service provider? How is the competition for Dish Home? What is it doing to stay ahead? What arrangement have you managed for easy payment of your service to the customers? How many people are getting employment at Dish Home currently? What challenges is your company facing at present? How are you coping with them? In such a situation, subscription rates will go up which will be difficult for us to justify as we don’t know how subscribers are going react regarding the pricing matter. The changing TV viewing habits of consumers also pose a challenge for us; use of mobile devices for entertainment and information is increasing at present. We already have taken steps to tackle this particular problem by introducing a mobile app. Besides, getting sufficient sports TV content is also another challenge at the moment. |
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2742 | 1006 | 63 | Monthly Technical Analysis (November 24th -December 19th 2019) | NEPSE index gained 39.57 points (or up 3.56 %) to close at 1149.65 last month. Last month 50 days moving average of NEPSE was crossed from below which showed short term bull. However, NEPSE is trading below 200 days moving average which shows that overall long term sentiment is still bearish. | Long Term Still Bearish
Trend Analysis Resistance and Support Last month, NEPSE showed a bullish momentum for most of the days. During the course of one month, NEPSE broke the resistance of 1152 for a short period. However, in the last trading day it went just below 1152 making it the immediate resistance at this point. Currently its immediate support and resistance are 1130 and 1152 respectively Nepse Trend Indicator The MACD is a momentum oscillator formed by using two different types of moving averages, which provides specific buying or selling signals. When a MACD line crosses above the signal line, it is considered to be a positive sign and indicates a time to buy, and vice-versa. The MACD and the signal line, at the beginning of last month, stood at -7.38 and -5.99 respectively. By the end of the month, MACD line and signal line increased 14.14 and 10.3 to close at 6.76 and 4.31 respectively. This month, there was a movement of the MACD and signal line in the positive zone indicating bullish signal in the market. However, currently both the signal line and MACD line are moving sideways indicating a decrease in strength of bull signal. b. RSI RSI is a form of leading indicator that is believed to be most effective during periods of sideways movement. Such indicators may create numerous buy and sell signals that are useful when the market is not clearly trending upwards or downwards. The RSI, at the beginning of last month, stood at 29.87 level. This month, RSI increased by 25.52 points to close at 55.39. In the course of the month RSI saw a huge momentum as it moved 29.87 level (oversold level) to the 75 level (overbought level) and then to the current 55.39 level (Neutral level). Overall the market has seen high volatility. c. OBV On balance volume is a momentum indicator that uses volume flow to predict changes in stock prices. It measures buying and selling pressure as a cumulative indicator that adds volume in up days and subtracts volume on down days. The on-balance volume, at the beginning of last month, stood at -16.6 b level. In the course of the month, it gained 1.5 b points to close at -15.5 b. The increase in the OBV is mostly attributed to the increase in the buying pressure in market. d. Bollinger Bands e. Overview |
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2743 | 1006 | 100 | Nepal's ExIm | Imports reduced marginally by 6.9%. Decline in industrial raw materials – MS Billet (50%) and Polythene granules (19.8%) are matters of concern. Crude Palm oil imports jumped 20%. Reduction in rice import (32%) is a good sign. | Imports Exports Palm Oil is now the number 1 export item in value with 23.1 % share in total export (up from 2.8 % share last year). In value terms, this has recorded 934.5 % growth. Woolen carpets and readymade garments (RMGs) and Pashmina are still in the top of the list while carpets is in the second position (7.1 % share) and RMGs are in the 7th position (3.5 % share) Pashmina are in the 9th position (7.1% share). However, exports value of all these three items has reduced. Highest growths in exports (after Palm Oil) are in cardamom (58.4%) and Ayurvedic medicines (34.4%) followed by Polyester yarn and threads (9.7%), noodles (8.9%) and Jute goods (8.1%). Massive decline is registered in Zinc sheets (70.1%) and Wire (63.4%) followed by Rosin (23.8%). Now, NRB has also started reporting electricity and aviation fuel exports. This year, the electricity export bill was Rs 634.2 million (no report about last year) while aviation fuel export was Rs 4,670.9 million (a decline from last year’s Rs 5,467.2 million). |
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2744 | 1006 | 100 | Investment Opportunity in Sauce Industry | The visual appeal of food is an important aspect all over the world, including Nepal. Customers care a great deal about the flavour, moisture, and appearance of the dishes. | The visual appeal of food is an important aspect all over the world, including Nepal. Customers care a great deal about the flavour, moisture, and appearance of the dishes. As more and more Nepalis are exposed to the international community, their expectations from the visual appeal and taste of food products are also changing accordingly. One item that has always found favour among Nepali customers are sauces. The tendency to use sauces in Nepali kitchens and dining tables is increasing with the changing behaviour of Nepali consumers. As domestic production is not enough to meet the demand for sauces, the import of different types of sauce has been increasing by an average annual growth rate of 15 percent over the last ten years. In FY2018/19, Nepal has imported such products mainly from India and China, which account for 43 percent and 27 percent of Nepal's total import of sauces, respectively. A product that has a market of around Rs 1 Billion should not be overlooked. Due emphasis should be given to substitute the import of sauces by arranging a lucrative environment of investment in this industry. Existing sauce companies should be uplifted, strengthened and new investment should be allowed so as to meet the growing demand of Nepali consumers. A conducive environment for investment, lucrative provision of tax waiver, incentives, subsidies and protection for Nepali sauce industries are essential factors in this regard. As raw materials for the sauce industries are already available in abundant quantity, there is a dire need of creating a conducive environment to make Nepal self-reliant in sauces. Strict quality control provisions and pursuing international practices of manufacturing, labeling, packaging, and branding are also imperative for building consumers’ confidence in Nepali sauces. The world's import of sauces and their preparation was worth about USD 12 billion in 2018 and has shown a constant increase in the last five years. As such, there is huge potentiality of exporting Nepali sauce products to the international market as well. |
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2745 | 1006 | 26 | How MSMEs Hold the Key to Future Growth in Emerging Markets | The MSME (micro, small and medium enterprises) sector plays a significant role in the growth of the emerging market economies especially in the SAARC region. Not only does it aim to increase the overall GDP of the country, it also provides adequate employment opportunities to the budding entrepreneurs who have limited resources. | From a general study of the regional economies in SAARC, it is apparent that the observations made in the foregoing paragraphs are mostly applicable to all MSME sectors in this region. --BY SUJIT MUNDUL The MSME (micro, small and medium enterprises) sector plays a significant role in the growth of the emerging market economies especially in the SAARC region. Not only does it aim to increase the overall GDP of the country, it also provides adequate employment opportunities to the budding entrepreneurs who have limited resources. The MSME entities are defined on the basis of the size of their investment made in the manufacturing sector and in technology and other required assets for service sector companies. Governments of most emerging market countries, especially in the SAARC region, assist MSMEs by introducing subsidised loans under various schemes with low interest rates to provide impetus to the growth of this critically important segment of the economy. In India, certain schemes have been launched by the central government especially for MSME units registered under the Micro, Small and Medium Enterprises Development (MSMED) Act that assist the entrepreneurs to develop their businesses in a better way. These registered units also enjoy exemption from several taxes being levied by the state governments. Besides, MSMEs get various tax benefits like exemption from excise duty and some direct and indirect taxes in the early years of their business. The government has also instituted procedures for expediting payments due to them from their buyers by specifying penal provisions for non-payment to the MSME sector. In the Indian context, the MSME sector constitutes a vast network of over 63 million units and employs close to 111 million people. It is interesting to note that the share of MSMEs in India’s overall GDP is around 30 percent (GOI 2018) and this segment accounts for 45 percent of manufacturing output and 40 percent of total exports of the country. Nevertheless, despite its significant contributions, this sector faces several challenges. These challenges are not uncommon also in the other economies in this region. • Lack of adequate capital and credit support from the financial system. From a general study of the regional economies in SAARC, it is apparent that the observations made in the foregoing paragraphs are mostly applicable to all MSME sectors in this region. It cannot be denied that the sector provides a lot of employment for these countries and also accounts for sizeable consumption. Hence, timely help from the government to this sector would boost the country’s growth. |
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2746 | 1006 | 15 | “We command 55-60 percent of the crusher machinery market in Nepal” | The Hyderabad-based Puzzolana Fabricator Machinery LLP, is a renowned Indian company working in multi engineering disciplines like design, metallurgy, fabrication, machining, infrastructure and turnkey solutions. | The Hyderabad-based Puzzolana Fabricator Machinery LLP, is a renowned Indian company working in multi engineering disciplines like design, metallurgy, fabrication, machining, infrastructure and turnkey solutions. A market leader in aggregate crushers in India, the company has been manufacturing crushers, dredgers, screens, classifiers, feeders and mining equipment. In Nepal, it has partnered with MAW Engineering Pvt Ltd to distribute its products in the local market. Prakash Pai, managing director of Puzzolana Fabricator Machinery LLP was recently in Nepal to attend a business seminar. In an interview with New Business Age, he talked about the prospects in the Nepali market, products and expansion plans. Excerpts: What brings you to Nepal? How do you observe the growth of the construction equipment market in Nepal? How important is Nepal for your company? How do Puzzolana machines add efficiency to the projects that are under construction such as hydropower, railway, bridges, roads, etc? How many products are there in your portfolio and what are their unique selling propositions (USPs)? Talking about USPs of products, it is primarily the production capacity of our machines. Besides, we are manufacturing new types of equipment to cater to the different needs of our customers. For instance, we have sand machineries that produce both sand and aggregate. How is Puzzolana Machinery Fabricator positioned globally? How is the market share of Puzzolana Machinery Fabricator in Nepal in the crusher segment? What are Puzzolana Machinery Fabricator’s plans for Nepal in the upcoming days? Are you planning to launch any product in the near future? |
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2747 | 1006 | 15 | “We will be launching the entire AB InBev product portfolio in Nepal” | Anheuser-Busch (AB) InBev, a Belgium-Brazilian conglomerate, is one of the largest global drinks and brewing company which owns some of the best beer brands in the world such as Budweiser, Corona and Stella Artois. Last August, AB InBev announced a partnership with Raj Brewery Pvt Ltd | Anheuser-Busch (AB) InBev, a Belgium-Brazilian conglomerate, is one of the largest global drinks and brewing company which owns some of the best beer brands in the world such as Budweiser, Corona and Stella Artois. Last August, AB InBev announced a partnership with Raj Brewery Pvt Ltd to produce and bottle its renowned brands in Nepal. Raj Brewery, a Jawalakhel Group of Industries (JGI) company, is planning to launch Budweiser beer in the domestic market. Udit Mediratta, marekting director of AB InBev South Asia, was recently in Nepal for a visit. Mediratta sat down with New Business Age to talk about the opportunities in the Nepali beer market, its plans here, among other topics. Excerpts:
We have certain global brands - Budweiser, Corona, Stella Artois, and Michelob Ultra - and we think these brands can be successful in all countries across the world and have a global appeal. I lead marketing for these four brands in South Asia. One of the ways of growing in the industry is to grow volume, and the other is if you can get consumers to upgrade to better, more high quality products. What do the brands Corona, Budweiser and Foster’s stand for? Likewise, Fosters embodies the Australian spirit and attitude towards life. They are like chilled, laid back, not taking life too seriously. How important is Nepal for AB InBev and how do you see Nepal’s Beer industry shaping up in the future? Nepal’s beer market as you know is dominated by one player, how do you plan to penetrate the market with your brands? How do you think Budweiser will shape Kathmandu’s Nightlife after its launch? Budweiser as a brand has been involved in music culture since its inception. Since the year 1876 we have been shaping music culture in cities and countries across the world and we want to bring that here. We’re going to provide platforms for young emerging talents to showcase their talents. Bringing the music culture will obviously impact night life in that sense. Secondly, we are also going to bring international football sponsorship. We are sponsors of FIFA World Cup, English Premier League (EPL) and La Liga. I understand that Nepali consumers love football. I think it’s definitely an opportunity to bring them, through the sponsorship that we have, closer to the heroes, closer to the game they love so much. So these are the two things for us that we hope to bring to Nepal and hope to create that brand love with consumers. What are Budweisers’ global associations and which ones are you planning to bring in Nepal? It is our own proprietary, our own flagship music platform which exists to give young emerging talents that platform to shine. In music, we want to leverage some of the big music platforms here that we have in India and China. We sponsor some of the biggest music festivals in India like Supersonic, Sensation, and Magnetic Fields. I think we have an opportunity to bring Nepali consumers to these festivals and also to being these festivals, who are partners, to Nepal. In China, we have similar associations with Ultra, EBC and we will see if we can bring some of these partnerships down to Nepal in the near future. We want to bring the best of the music to Nepal, and give a platform to emerging talent. We hope consumers like and love us and drink Budweiser. Corona has been here in Nepal for the last 4-5 years. How do you see the future prospects of Corona in Nepal going forward? The second thing is that it is a beautiful brand. A very distinctive brand that comes in a flint, clear bottle, and has a very unique ritual. I think those are assets that helped the brand differentiate and stand out and which will help the brand grow in Nepal. I think Corona is our great asset and really helps us land the brand idea. I think Nepalese consumers will love the brand and help us grow. Corona Sunsets was one of a kind event this year in Nepal, are we going to see such events in Nepal in the future? What other plans do you have for Nepal? |
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2748 | 1006 | 15 | “Our focus will be on introducing new and innovative products” | Founded in 1960, Atlas Copco India is a manufacturer of equipment used for construction. A part of Atlas Copco Group that was established in 1873, in Stockholm, Sweden, the company provides compressed air and vacuum equipment, industrial power tools and construction and mining equipments. | Founded in 1960, Atlas Copco India is a manufacturer of equipment used for construction. A part of Atlas Copco Group that was established in 1873, in Stockholm, Sweden, the company provides compressed air and vacuum equipment, industrial power tools and construction and mining equipments. Atlas Copco has been providing its products and services in Nepal through its partner Nepal Construction and Engineering Corporation (NCEC) Pvt Ltd. Tony Van Herbruggen, general manager of Atlas Copco India was recently in Nepal to attend a customer meet event. In an interview with New Business Age, Herbruggen talked about the company’s presence in Nepal, its plans here, among other topics. Excerpts: What brings you to Nepal? Atlas Copco’s presence in Nepal through its local partner Nepal Construction and Engineering Corporation (NCEC) has spanned several decades. How has the journey been so far? What products and services has Atlas Copco been providing through NCEC? What are the unique selling propositions (USPs) of your company’s products? We are also looking to be the best after sales service provider; we want to make sure that our customers get very good back up service and spare parts are easily available. Our Nepali partner has been already doing very well in this respect. We are happy with the current coverage but we can work together to perform even better in the future. Though being a market leader in Nepal, we still have a lot of things to do here. So how is your company looking to expand its presence here? For us as a company, our big focus is being innovative in products that will benefit our customers. Also, we want to make our equipment environment-friendly and have lower fuel consumption. Another focus for us will be to work with our local partner to have better territory coverage across the country. Is there anything the government needs to do so that a company like Atlas Copco can provide better products and services here? |
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2749 | 1006 | 26 | Performance of VAT in Nepal | Value Added Tax (VAT), one of the major components of indirect tax, was introduced in Nepal as part of the national tax reform on November 16, 1997 with an objective to increase revenue mobilisation by broadening the tax base and establishing neutrality, efficiency, fairness and transparency in the Nepali tax system. | --BY KP PRASAI Value Added Tax (VAT), one of the major components of indirect tax, was introduced in Nepal as part of the national tax reform on November 16, 1997 with an objective to increase revenue mobilisation by broadening the tax base and establishing neutrality, efficiency, fairness and transparency in the Nepali tax system. VAT, the largest source of government revenue for some years, was levied in place of the then four different taxes namely, sales tax, hotel tax, contract tax and entertainment tax. The rate of VAT was fixed at 10 percent when it was first introduced and the amended VAT Act 2005 raised the rate to 13 percent with effect from fiscal year 2005/2006. Currently, VAT is levied at a single rate of 13 percent with various exemptions and a zero rate for exports. The number of VAT registrants was 2,045 at the time of its introduction in 1997, which increased consistently reaching 240,460 in FY2018/2019. The mobilisation of VAT revenue has been on a steady rise since its inception with its collection standing at Rs 241.9 billion in FY2018/2019, which is 6.9 percent of the GDP, 28 percent of the total revenue and 32 percent of the total tax revenue. However, as these gains are based on revenue from remittance-fueled imports, they may not be sustainable. The total VAT revenue is divided into domestic and import VAT. The collection of domestic and import VAT stood at Rs 88.19 billion and Rs 153.71 billion respectively in FY2018/2019. The share of domestic and import VAT to total VAT revenue remained at 36 percent and 64 percent correspondingly during the last fiscal year. The performance of VAT is considered good if the share of domestic VAT is greater than that of import VAT revenue. But, the incidence of Nepal’s VAT on international trade which has now peaked to about two-thirds of total VAT collections, is virtually VAT on imports. Compared to India and China and low-income countries, Nepal’s revenue structure is disproportionately moving towards import-based revenues. The International Monetary Fund (IMF) has found high reliance on import-related revenues as one of the severe issues affecting the Nepali tax system. Furthermore, an IMF staff report came up with the finding that the revenue has been growing in recent years on the back of rising consumption and imports which indicates the need for reforms in domestic VAT collection. Although VAT has been in application for more than two decades in Nepal, the system is not effective today and the revenue mobilisation through VAT is below the potential. Most of the issues and problems concerning the implementation of VAT have been identified which include weak tax administration, lack of professionalism and honesty in businessmen, lack of taxpayers awareness programmes, rampant corruption, lack of culture of issuing and receiving bills at the point of sale and purchase, large number of exemptions and deductions, narrow coverage, poor tax compliance and weak enforcement, large size of the informal economy, cross-border illegal transactions, large size of the rural population, large untaxed agriculture sector, underdeveloped industrial sector, low financial sector development, under-reporting and non-reporting of taxable transactions to the tax office, family-run businesses, low corporate ethics, low taxpayer morale, under-reporting of sales, wide-spread tax evasion, false export claims, submission of false invoices, unreliable accounting, non-registration of firms above the threshold, among others. These factors have kept a large size of th population and economic transactions outside the tax net. Additionally, tax collectors and tax administrators are powerful in countries like Nepal. This encourages them to exercise their bargaining power to resist reform and to get away with extracting revenues from incompetent or even illegal tax practices for private gain. Therefore, any effective implementation of VAT in Nepal is hampered by the attitude and behaviour of businessmen and the tax administration. The lack of a sense of accountability and responsibility on the part of tax officials has further intensified the problem. These issues of VAT need to be addressed properly and urgently to mobilise the potential VAT revenue in Nepal. The government needs to take necessary actions and steps to solve the existing problems in the implementation of VAT. It should focus on simplifying tax systems, strengthening the tax administration, and broadening the tax base. These efforts should be made within a broader reform programme that aims to strengthen governance, improve the business environment and formalise as well as modernise the economy. The government needs full cooperation from the tax administration, the taxpayers and businessmen in its efforts to generate more revenue. The success of VAT largely depends upon the honesty and morality of tax officials and the business community. The author is a member of the Faculty of Economics at Apex College. He can be reached at [email protected] |
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2750 | 1006 | 21 | New Face of Women Entrepreneurship | The Himalayan country is currently witnessing attempts made by women to break through the corporate and entrepreneurial glass ceiling to become master of their own destiny which was elusive for them a couple of decades ago. It is promising in a sense that Nepali women, who were largely confined to household works in the past, have taken charge of their own future. I | Breaking stereotype, Nepali women are making their presence felt in entrepreneurship. --BY MANISHA BALAMI AND BIJAYA LAXMI DUWAL When a 19-year-old Nikita Acharya started an online marketplace called Urban Girls (UG) in 2012, primarily to sell women’s accessories, e-commerce was in a nascent stage in Nepal. Fast forward seven years and UG is now regarded as one of the most successful home-grown e-commerce companies backed by a massive growth in the electronic retail market. The startup Acharya co-founded with her friend Kiran Timsina grew to become Urban Girls IncPvt Ltd, which operates UG Bazzar, an e-commerce portal that sells items ranging from premium clothes and accessories for both male and female and top-quality cakes to automobiles. Acharya is among the few new generation entrepreneurs who represent the changing face of women entrepreneurship in Nepal. Her entrepreneurial journey began at a time when Nepal was politically very unstable, and youngsters were leaving the country in droves to seek better opportunities. “Back then, people viewed the youngsters who would stay in the country as academically weak or deprived of opportunities abroad. So, starting a business in such a situation was challenging in itself. But I was determined to do something new and explore the potential in it,” she recalls. While Acharya established herself as a pioneer in domestic e-commerce business, Shweta Upadhyaya, founder of Laavanya Luxury Ayurveda is working to make her brand globally recognised. Upadhyaya, who has a diploma in fashion merchandising from the Paris Fashion Institute and experience of working in high-end luxury retail, is taking her Ayurvedic skin care company to international markets. Manufactured in Nepal, Laavanya promotes bath products and facial products. Nobody in Nepal had thought trash recycling can be a good business for well-educated urban youths before Aayushi KC. Her venture Khaalisisi, an online platform which connects people who have recyclable household wastes to sell to collectors of such materials. Leaving a well-paid job at USAID Nepal, KC started Khaalisisi in 2017 in a bid to change the traditional ways of trash recycling. Those who are consuming Mates wines may not know that a 25-year old biotech graduate from Kathmandu University is behind this home-grown wine brand. Binita Pokhrel's company Pure Joy has recently launched the first lot of Mates wine in the domestic market. Pokhrel, who started in 2017 with an initial investment of Rs 30,000 and some amount loaned by her family members and friends to lease four ropanies of land in Dhapakhel, Lalitpur, to establish the winery, is charting new path to produce premium Nepali wine. Pure Joy, which has launched four varieties of wine till date, is working to introduce wine made from fruits such as plum and banana. A Changing Paradigm As said by Shrestha, things have progressed and an environment has developed in Nepal’s entrepreneurship scenario where young women can come forward to work shoulder to shoulder with men. “Women have become much aware and their issues are being advocated and addressed. There are various organisations like Federation of Women Entrepreneurs’ Association of Nepal (FWEAN) working for women’s empowerment. The government is also introducing various women-centric programmes. So it is easier today for women entrepreneurs compared to a few years back,” says Reeta Simha, first vice president of FWEAN. These changes are visible in the current vibrant Nepali startup scene. Well educated and tech-savvy young women of today are venturing into different new areas such as e-commerce, software and mobile app development, beauty products, waste recycling, biotech, publishing, agriculture, and many more, like never before. Shweta Upadhyaya, Nikita Acharya, Prarthana Saakha, Aayushi KC, Eeda Rijal, Sabi Singh and Sunita Nemaphuki are some of the successful young businesswomen who are working to take their startup businesses to new heights of growth and recognition. “I feel young girls today are very dedicated, confident, creative and ready to give time to business,” says Mridula (Jolly) Rajbhandari, executive director at Tara Orientals. Rajbhandari is among those few passionate Nepali women of the late 90s and early 2000s who strived for business excellence facing several odds in front of them. Tara Orientals is now a top Nepali pashmina and cashmere exporter and the buyers of its premium products include elites and celebrities from the world over. It was difficult for women to become entrepreneurs when she started 18 years ago as there wasn’t much exposure and people were mot much educated about women empowerment. “The perception towards women as business owners has changed now. People are supporting and praising their works,” she says. An Inclusive Drive in Family-run Businesses Successfully leading various business verticals of their respective groups, they are proving that they can be as efficient as men whether it is in planning and policy making, dealing with clients, and organisational management. Seema Golchha, director of Him Electronics, has set an example. She is the first woman in the Golchha family to join the family business and has demonstrated that women can be excellent risk takers, planners and innovators. “Business involves taking risks. Sometimes it works, sometimes it doesn't and that should not scare those who have entrepreneurial spirit,” she says. Vidushi Rana, director of marketing and business development at Kiran Shoes Manufacturers, the makers of Goldstar shoes, sees the situation for Nepali women in business improving. “Women in Nepal are much more progressive than many other countries. Yet, there is a need for the government to create a platform where they can showcase their skills,” she says. Rana thinks that a favourable environment should be created for exporting products made by women entrepreneurs. “Besides, support and motivation from family is very important,” she adds. Latika Golyan, director at Golyan Group, feels that voices of women are being heard lately at boardrooms and offices. “People have started taking women more seriously at work today. There are a lot of women entrepreneurs coming up and we have few female CEOs in corporate institutions,” she says. In a contribution to increasing female faces in the corporate workforce, Golyan is working to employ as many women as possible in her organisation and give them leadership roles wherever possible. Ritu Singh Vaidya, managing director at United Traders Syndicate (UTS), a Vaidya’s Organisation of Industries and Trading Houses (VOITH) company, is an example of women’s tenacity in business. She has been overseeing all operations of VOITH as her husband Suraj Vaidya is busy as the National Coordinator of Visit Nepal 2020 campaign. At present, women are gradually taking up various roles and responsibilities in business houses. Particularly, a good level of gender balance can be seen among the young generation members who were educated abroad. Ekta Golchha, daughter of Raj Kumar Golchha, and Suruchi Jyoti, daughter of Dr Roop Jyoti, are examples of new generation women in business houses. Ekta has been handling IT business of Golchha Organization, while Suruchi is overseeing Hero motorbike and Philips Electronics business of Jyoti Group. Promising Numbers According to the CBS, 247,880 enterprises in various sectors were run by women as of April 14, 2018. The census found that most of such firms are related to retail and wholesale trade, followed by vehicle repair, food services and manufacturing. It has been found that women residing in different areas of the country have different business preferences. Rural women are engaged mostly in micro, small and medium enterprises (MSMEs) related to agribusiness, small shops and food stalls, animal husbandry, forest and cottage industries that produce traditional household items such as broomsticks and stools, and other handicraft items. Meanwhile, women entrepreneurs in urban areas are engaged in handicraft, retail and wholesale stores, along with travel trade and hospitality, food processing and small businesses like mom and pop shops. The past decade has been important in a way that educated young women have grown their interest in new fields such as IT, e-commerce, biotech, merchandise products and business consulting, among others. There has been improvement in the participation of women, albeit slowly, in these areas of business, which are traditionally known for male dominance. Of late, there have been institutional efforts to promote women entrepreneurship in Nepal. Udhyami Innovations, a startup platform, has been organising programmes to support women startups led by women. Udhyami's ‘Nabil Nari Udhyami Seed Camp’ is a business boot camp dedicated to providing a platform to women with creative ideas in start up businesses. Started in 2017, the focuses of Nabil Bank-sponsored programme are on mentoring budding women entrepreneurs, providing them a platform to pitch their business ideas and find potential investors. It has helped 48 teams and 119 individuals to realise their enterprising ideas, enabling more than 60 senior entrepreneurs and experts to share their insights, and has provided opportunities to investors to invest in the best business ideas. Three teams have succeeded in securing investment and are working to scale up their ventures while five other teams have received investment commitment from investors. Thanks to growing startup culture in Nepal, the number of aspiring young women venturing into business with innovative ideas has increased compared to a few years ago. Kavi Raj Joshi, founder and managing director at Next Venture Corp observes a gradual growth in the number of women-led startups. Those who've studied abroad and have some work experience in the organised sectors, are either become co-founders or part of the founding team in startup companies," says Joshi. "There are hundreds of companies that have female co-founders." Narottam Aryal, executive director of King's College has a word of caution. "Female founders of startup companies are still facing cultural and social challenges compared to their male counterparts. We as a society must be very sensitive towards this issue," says Aryal whose college has been running incubation centre to facilitate social and commercial entrepreneurship through academic teachings, trainings, providing access to seed capital, mentoring and networking. While young women have come forward in recent years to establish their own startup companies, Aryal says only a small percentage of such ventures are founded by the women. Odds Exist Most of the entrepreneurs interviewed by New Business Age said that though the government has introduced policies to increase their access to financial resources, they fail in implementation. “Many women today are keen to do something on their own and become financially independent. But the lack of capital obstructs the realisation of their aspirations,” says Hajuri Bista, treasurer at FWEAN. Sabita Maharjan, founder of Kirtipur Hosiery, echoed Bista. She shares her experience of different banks rejecting her approaches for loan. “The government has announced that banks will provide loans up to Rs 1.5 million to women without collateral. But when I visited around half a dozen banks, I was told that the policy is yet to be implemented,” says Maharjan. “Due to such announcements which are limited to paper only, women entrepreneurs are in a dilemma.” Another challenge for women entrepreneurs lies in market access. They find it hard to find buyers for their goods and services in a marketplace where there is little trust in women. “Compared to men, the market platform for women is very adverse. They are required to prove that their goods and services are at par with the same products men sell,” says FWEAN First Vice President Simha. To address this issue and create a platform for women, FWEAN has been organising the International Women Trade Expo every March. “This expo enables women entrepreneurs to showcase their products and provides link to the market. The expo has become an important event to improve the situation,” says Simha. According to her, this has created a platform where participants learn from the experiences of others, helping them to build linkages, and connect and develop good relations with entrepreneurs of their kind. “Learning from each other, many participants have enhanced packaging and labeling of their products,” she shares. |
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