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In the age of Tik Tok and other numerous social media platforms, how strong and vibrant is the traditional media? There are reports from Nepal and other countries showing shifts in information consumption patterns, with people migrating to digital platforms. Researches have also shown that people don't read news in full and make their opinion based on headlines. In Nepal, we continue to hear issues of journalists not being paid for months, media houses slashing their staff, or stopping to produce print editions. More recently, there was news that said journalists, like other professionals, were migrating to other countries. Is the traditional media dying?

There was a time when becoming a reporter was my dream. Even though I was studying computer science, I found my passion lay not in coding but in writing. Eventually, I interned at a television and learnt the basics of reporting. I never knew that watching your own stories and listening to your voice could be so encouraging. With time, writing became a habit and sharing stories of people a culture. Fortunately, I was selected to study journalism in India and also got national and international experience in media. Social media had not penetrated general lives then so people were still following traditional media. People’s comments in person about my stories uplifted me.

In 2008, Nepal had many stories to cover—the Maoists had ended their armed rebellion, centuries’ old monarchy had exited, and a dream of new Nepal was envisioned by everyone. Nepali journalists were writing for international media. I was also one of them. I was among a few women journalists covering political news in Kathmandu. Although I was proud, I also realized that I needed to know the theories of political science and international relations to be a better journalist. So, I enrolled at the Tribhuvan University in the hope of being guided by the great professors on the subject. However, student politics had infiltrated so much that they would shut our classes down. Tired of the frequent class closures, I dropped out and later studied international affairs in the United States. I focused more on development and conflict than reporting. When I returned, I chose to give rest to my journalistic career. Nevertheless, I’ve continuously followed Nepali media and I must say it doesn’t have the same charm as it had even until ten years ago.  

As it was bound to happen, digital media have sprung up all over. Fewer people are buying newspapers to read news; even radio and television contents are now being migrated to the internet. The media business that thrived for so long on an ad-centric model is now facing challenges. Setopati has experimented by monetizing their content. It remains to be seen how successful that approach would be in Nepal.

On the other hand, those with language proficiency find jobs as public relations officers where they are better paid with wellbeing packages, medical insurance for the family, national and international exposure, and even have chances of landing international jobs. What about a career in journalism then?

A friend recently told me that she cannot convince her journalism students that they will have a great career in the media industry in Nepal. I think she is right. Many journalists that I know have either switched careers or have left the country for PhD programs. However, there are those who cannot quit the profession and tolerate the delayed salaries.

If there is a declining consumption of the traditional news contents and difficulties to manage resources, why should media continue with the same model of media business? If the media sector cannot be vibrant, neutral, and uplifting, it could even be a challenge to democracy. We have seen enough politically-biased online content. In order to bring traffic, clickbaits are used that can erode the trust of news consumers. Additionally, misinformation and disinformation, declining trust in journalism, information overload, and financial sustainability among others are serious challenges to journalism. It’s high time government and media stakeholders started efforts to prevent the slow death of journalism.

There was a time when the internet and smartphones hadn’t invaded lives. It was the time when we couldn’t get everything just by moving our fingertips on the mobile screen. That was an age where people need not to depend on gadgets to kill their loneliness. There were days like that too when our ancestors could spend hours upon hours being completely calm even by doing nothing. All in all, it was an era when humankind lived their life as it was. 

Since the age of cognitive revolution till today, man has invented various technologies aimed to make life more easier and well facilitated. Almost all the discoveries obviously made our life more facilitated and simplified too but we can’t ignore the fact that these discoveries are also pushing our life towards complexity.

The day when the government of Nepal declared to ban TikTok, a short video application, in Nepal, shorts on YouTube, reels on Facebook and Instagram started to become more popular and gain remarkable attention. With the continuous information and entertainment available at our fingertips, it’s easy to become addicted to the instant gratification provided by these short videos. Not only have people’s consumption of time on the internet been increased by the rise of this new media form, it is directly hitting our attention span too. Despite the many benefits offered by these shorts, it also makes us more and more impatient at the same time. In fact, these short form videos are gradually shortening our focus and concentration power. They are weakening our stability day by day.

Our life today is built around a fast paced, technologically dominant society. As a reflection, each morning starts with shorts and reels on the mobile screen, which has developed a need for immediate results in us. Now we have reached a point where we want everything at the click of a button or swipe of a finger. We have become so impatient that we need all the things instantly like instant coffee. We can’t even wait for a couple of seconds without skipping the ad while watching YouTube videos. It is said, Amazon would lose an estimated $1.6bn a year if its home page loaded one second more slowly. If we get stuck in a traffic jam for a minute, our stress level easily reaches its peak. Reading books or listening to a long playlist, or just trying to learn a new skill is comparatively more difficult than it used to be. Even a cup of tea takes ten minutes to be ready but we need a life solution in the snap of a finger. This expectation for instant results has penetrated into our relationships with family, friends and loved ones. 

In China, there is a type of bamboo tree that needs to be watered every single day without fail. When that seed is planted, initially there is no growth and nothing appears to come out of the ground for the first five years. But there are experienced people who have faith and patience on that tree so they keep watering. In the fifth year within six weeks this particular tree grows to around eighty feet tall. This bamboo tree proves that everything has its own pace of time. It's not that we always get immediate results for what we do. Babies are also not born the day parents bond nor does a chick hatch out from the egg in a day. In our daily lives too things like losing weight, professional success or overcoming personal failure need time. Even Thomas Alva Edison could not have invented the electric light bulb if he did not have patience and perseverance. KFC is world famous today only because Colonel Sanders did not lose patience even after his recipe was rejected one thousand and nine times.

According to Yogic science patience is one of the greatest virtues which is directly related to the overall well being of humankind. It is so powerful and capable to totally transform everyone in their best form if practiced properly and consciously. A person with patience can be happy and calm even in suffering or frustration. He can gain the capacity to accept or tolerate delay, trouble without getting angry or upset.

Today is the age of Information and Technology and we too are not far away from this. No matter how hard we try, we cannot remain completely untouched by its influence. But at least we can stay away from the demerits of mobile and the short form contents on it. Or at least we can improve our patience and perseverance power by doing some meditation techniques. For this we can keep staring at abstract painting for hours. We can go through a special method called ‘Tratak’ to develop the concentration power on us. Likewise we can add ‘Pranayam’ to our daily routine. And most importantly adopt the pace of nature and make yourself habitual on it.

Suryansh Vaidya is a business leader serving as the director at Vaidya’s Organization of Industries and Trading Houses (VOITH), the CEO at Vaidya Energy, and the founder of Pitstop Incorporated. A graduate of Bentley University, he holds a degree in Business Management with a concentration in entrepreneurship. Vaidya Energy is a sole distributor of Ather Energy, an electric scooter manufacturer. ApEx interviewed Vaidya regarding Ather, business and Nepali market.

How is the automobile market now in Nepal? Has it come to the point before covid?

The automotive market in Nepal has been in an exciting and unpredictable state from the time of covid. That is when I started working in the business and it has been a great learning experience, giving me an opportunity to build myself up stronger. 

The automotive market actually performed well immediately after the pandemic restrictions were lifted. The pent up demand actually boosted sales to pre-covid levels right within a matter of months. We look at the performance now, it’s a different game altogether, this is a market where survival has been a question and can be traced back to some questionable decisions our country made. 

The rapid adoption of Battery Electric Vehicles (BEVs), constituting over 60 percent of new vehicle sales in the past two years, is a pivotal trend with profound implications. This surge necessitates a keen examination of its impact on the market, environment, societal dynamics, and individual behaviors.

This adoption rate signifies a transformative shift in the automotive industry, demanding a strategic response from stakeholders. Beyond market changes, the shift to BEVs aligns with global sustainability goals, emphasizing the urgent need for environmentally responsible transportation choices.

Examining mobility preparedness is crucial; it extends beyond charging infrastructure to include servicing, spare parts availability, and workforce readiness. Gaps in second and third channel service centers underscore the need for strategic training programs to ensure a seamless transition.

The significant workforce employed in the automotive sector, exceeding 100,000 people, underscores the imperative for their smooth transition. Adequate training and opportunities are crucial to adapt to the evolving landscape, ensuring business sustainability.

While acknowledging global investments in charging infrastructure during electric mobility transitions, our government faces fiscal challenges. The current deficit emphasizes the urgency of aggressive government investment, recognizing the private sector's limitations in meeting national needs alone.

In essence, this condensed evaluation underscores the paramount importance of addressing these facets for a sustainable and thriving future of mobility in Nepal.

How did the idea come to tie up with Ather?

Inherited from my grandfather and nurtured by my family, our legacy has granted me the opportunity to explore and expand upon my interests. I find myself incredibly fortunate to be drawn to the dynamic world of mobility, recognizing it as a catalyst for economic development and societal progress. My journey with Toyota, a renowned company, exposed the challenge of reaching a broader audience due to our country’s current policies.

Seeking ways to bridge this gap, Ather, a beacon in the mobility industry, emerged as a potential partner. The initiation was a cold email, a leap of faith that yielded a surprising response from the Ather team. Notably, they remarked on my unique approach—a solitary call in a cafe, contrasting with the typical boardroom settings. Responding to their inquiries, I grounded my answers in comprehensive research, firmly believing in its role as the cornerstone of effective decision-making.

Our exchanges led to an invitation to Bangalore, where I had the opportunity to tour the Ather office, absorb the essence of their company culture, and, to my elation, learn that they had chosen us. The moment was a whirlwind of excitement and ecstasy, tempered by the realization of the substantial challenges that lay ahead.

Every day as I step into the Ather experience center, the memories of that transformative journey resurface. It serves as a constant reminder of the evolution from a speculative cold email to a collaborative partnership with a pioneering mobility company, fueling my determination to navigate the peaks and valleys of this ambitious endeavor.

How is Ather doing in the Nepali market?

Ather has exceeded our expectations, and our dynamic team in Nepal, brimming with energy, persistence, and motivation, has propelled us to success in the two-wheeler segment despite lacking prior experience. Witnessing these vibrant individuals do justice to the brand is truly gratifying. Despite Ather being a young company with just five years of experience in selling scooters, it has evolved into a powerhouse in India. Our gratitude goes to the Indian team for their invaluable support, guidance, and mentorship, ensuring nothing but success for us. We also commend Ather for its adaptability, learning, and success in both our country and the export market—marking their first venture outside of India. With over 100 units sold and a surge in bookings, we are currently out of stock. Our plans include delivering 40+ units for the launch of our second experience center in Lalitpur in January.

We are looking to expand our reach over the country and have been looking for dealers throughout the country. We are planning to expand to Pokhara, Chitwan, Butwal and the East within the next four months and six more markets around the nation by Nov 2024.

We are dedicated to fostering trust within our customer community through our relentless efforts. Expanding our service network is a top priority, aiming to establish numerous touch points for enhanced accessibility. Our focus is on creating a comprehensive charging infrastructure across the country, with a particular emphasis on urban areas while not overlooking highway routes. By the end of March we should have a total 18 chargers across the country with 10 being installed inside the valley by the end of February. Ather has recently achieved approval as the Indian standard, ensuring that all future two-wheeler EVs will feature Ather's plug point. This positions us to effectively serve the growing community of electric vehicle enthusiasts across the nation.

As the director of VOITH, what are the key areas you look into the company?

As a director, I perceive the role merely as a position, drawing from my early involvement in a business-centric family. Embarking on my official career in Toyota’s marketing department, I spearheaded an in-house team that clinched a prestigious marketing award across the entire subcontinent of South West Asia. This success fueled our expansion efforts, leading to the creation of Pitstop—a boutique workshop aimed at providing a personalized mobility experience for the people of Nepal, in collaboration with the skilled team at United Traders Syndicate.

Our journey extended with the establishment of Vaidya Energy, stemming from our association with Ather. Beyond business endeavors, our commitment lies in improving the lives of the people of Nepal by addressing critical needs. This includes delving into renewable energy projects, cultivating corporate agriculture to mitigate food imports and enhance food security, and contributing to education to unlock the full potential of our population. It’s a holistic approach aimed at fostering sustainable development and progress for the nation. Our projects span across developing and researching wind energy projects across Nepal to reduce our reliance on only one source that we have in Nepal. Initiating a citrus farm that would potentially offset imports from India, and establishing high level educational institutions that offer programs to place students in the best tech businesses on the planet. 

What are your suggestions for aspiring young entrepreneurs?

Given my youth, I may not possess the qualifications to dispense advice, but I can certainly share my perspectives and experiences with those who will shape our nation in the coming decades. The current scenario appears disheartening as evidenced by the increasing number of Nepali citizens leaving the country on a daily basis. I hold profound respect for these individuals, recognizing their crucial role in sustaining our economy. My personal journey differs from that of many fellow citizens, and I am acutely aware of the privilege that comes with my circumstances. Grateful for the opportunities I’ve been given, I am committed to utilizing my resources to contribute meaningfully to the betterment of our nation. 

I encourage the youth to look beyond the current state of our nation, maintaining a steadfast hope for our collective future. As the youth, we hold the power to effect positive change and make a lasting impact.

While some may perceive our country as lacking hope and opportunities, I choose to view it as a blank canvas where we can create a meaningful imprint. Opting to work in a developed foreign land might position us as mere components in a larger system, but here, we have the chance to conceptualize and construct that system according to our vision. Recognizing the exceptional potential within our people is inspiring. Traveling globally and hearing outsiders praise Nepali migrants for their unparalleled work ethic, discipline, and creativity brings me joy. We are acknowledged as some of the hardest working, most disciplined, and creative individuals on the planet.

Imported liquors worth Rs 40m, stored in a government godown, have expired in the lack of proper management.

Although liquors worth Rs 25m in the godown are fit for consumption, there has been no preparation to auction them off due to a lack of coordination among related agencies. Most of these liquors were imported from countries like France and Scotland without paying VAT and customs duty.

The liquors were purchased by National Trading Ltd—the state-owned trading company that is no longer in existence. The main objective of the company was to sell imported goods at reasonable prices to consumers. National Trading also used to sell goods at the duty-free shop of Tribhuvan International Airport (TIA) as well as to different diplomatic missions. However, expensive liquors bought in foreign currencies have been languishing in godowns for the past 15 years.

Branded whiskies, rum, vodka, gin and beer worth $563,564 are languishing in its godown in Ramshah Path. These liquors are worth more than Rs 74.95m in current market prices. However, most of them have expired.

The government merged National Trading with Nepal Food Corporation to form Food Management and Trading Company (FMTC) four years ago. However, no initiative was taken for the management of these imported liquors after the merger.

“When the government decided to remove duty-free shops from TIA, National Trading was in the process of purchasing goods worth Rs 320-330m. These goods were being purchased by taking bank loans,” Binod Kapali, one of the security guards deputed at the godown, said.

The godowns contain 103,933 liters of liquors of different brands. Of them, 95,898 liters of liquor have passed their shelf life. The remaining 8,034 liters can still be sold in the market, according to staffers of FMTC.

Six godowns of National Trading, which are now under FMTC, are filled with imported liquor. While investments of tens of millions of rupees have gone in vain, FMTC is also losing rental income from the godown due to its inability to manage the liquors. FMTC has deputed two security guards at the godowns. They are provided a daily wage of Rs 725 each.

Rabi Singh Sainju, former joint secretary of the Ministry of Industry, Commerce, and Supplies, said since there were many disputes with the then National Trading, the issue of what to do with these liquors also remained unsolved. "Regardless of the disputes, the concerned authorities should have already destroyed expired liquors and sold those fit for consumption," Sainju added.

Gajendra Thakur, a joint secretary who was transferred to the ministry recently, said he would work to resolve the matter at the earliest.

The godowns contain 15,009 bottles of whiskies, 8,641 bottles of brandy, and 60,600 units of canned beer. The beer cans were brought by paying $39,409. These liquors have already expired. Similarly, there are 1,327 bottles of champagne, 1,570 bottles of gin, 2,098 bottles of rum, 9,072 cherry liquors, 1,786 bottles of vodka, 18,508 bottles of wine, and 15,632 other liquors. Likewise, 129 packs of olive oil are also languishing in the godown.

Of them, 15,671 bottles of whisky, 8,609 bottles of brandy, 1,570 bottles of gin, 361 liters of rum, and 1,770 bottles of vodka are still fit for consumption. Most of these liquors are from popular brands like Beefeater, Gordon’s, Havana Club, Lamb’s, Negrita, Gautier, and Ballantine’s, among others.

Likewise, 2,119 cartons of cigarettes and tobacco and 129 packs of olive oil also need to be destroyed. Similarly, 3,725 units of nail polish, lipstick, bags, perfume, beauty cream, etc., have also expired. The procurement cost of these cosmetic products was $300,876.

Bim Bahadur Thapa, chief of the Sales and Distribution Department of FMTC, said these products cannot be destroyed immediately due to legal and environmental hurdles. “We are trying to find a solution,” he added.

Thapa said since most of these products were brought without paying customs duty, they will have to pay duty to the government if they are to be sold. “We will have to pay Rs 27.43m as duty for over 8,000 liters of liquor that are fit for consumption,” Thapa said. “Since these liquors are available at much lower rates in the market, it is becoming difficult to get rid of them.”