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Climate change, fueled by our relentless pursuit of prosperity and industrial development, demands our immediate attention and action. The alarming rate of unanticipated environmental disasters in recent years and projections of natural calamities induced by climate change pose a serious threat to the entire ecological system. In recent times, climate change, the greenhouse effect, and carbon emissions have become hot topics worldwide. To tackle the problem of global greenhouse gas emissions, the world has collectively decided to transition from fossil fuels to renewable energy sources. This monumental decision, aimed at reducing carbon emissions to net zero by 2050, represents the most significant global commitment humanity has ever made. Since over 73 percent of global emissions stem from energy-related activities, industries like transportation, iron and steel production, and cement manufacturing contribute significantly to global emissions.  The challenge before us is clear: How do we continue to develop without further harming our planet? The answer lies in transitioning from fossil fuels to renewable energy sources. We are fortunate to have abundant renewable resources like solar, wind and hydropower. However, integrating these renewable energies into our daily lives and industries requires innovation and commitment.

This is where hydrogen energy comes into play. Hydrogen, produced by breaking down water using renewable energy, can revolutionize our energy systems. It has the potential to produce electricity, power vehicles, create synthetic fuels, and support industrial processes like ammonia production and metal refining. Hydrogen can decarbonize our economy by reducing emissions across various sectors, from transportation to heavy industry. Hydrogen being the most abundant chemical element, estimated to contribute 75 percent of the mass of the universe, possesses significant energy values, with a lower heating value (LHV) of 120 MJ/kg and a higher heating value (HHV) of 142 MJ/kg. The energy density of hydrogen gas at 0°C and 1 atm is 0.01079 MJ/L, whereas in its liquid form at -253°C, it has an energy density of 8.5 MJ/L.

Types of hydrogen

There are different types of hydrogen, each with its advantages and challenges:

Gray hydrogen: Produced from natural gas or methane using a steam methane reforming (SMR) process without capturing the carbon emitted in the process. For every kilogram of hydrogen produced using SMR, around 9-12 kilograms of CO2 is emitted.

Blue hydrogen: Similar to gray hydrogen but includes carbon capture and storage (CCS).

Green hydrogen: Produced using renewable energy sources, such as solar or wind power, through electrolysis.

Other types include:

Turquoise hydrogen: Produced using methane pyrolysis.

Yellow hydrogen: Produced using electrolysis powered by solar energy.

Pink hydrogen: Produced using electrolysis powered by nuclear energy.

Black hydrogen: Produced using coal gasification.

Green hydrogen is the most sustainable source of hydrogen. Though the production process is currently more expensive than gray or blue hydrogen, it requires significant investment in renewable energy infrastructure. It is estimated that producing 1 kg of hydrogen costs around $8-10, consuming 55 kWh of electricity and nine liters of water. With technological advancements, the hydrogen production cost is expected to fall to $1 per kg by 2030. Nepal, with its vast hydropower potential, has a golden opportunity to produce green hydrogen cost-effectively. There are different types of hydrogen available, each with its advantages and challenges.

Key equipment

The most crucial equipment in the green hydrogen technology value chain are electrolyzers and fuel cells, which encompass the major portion of the capital.

Electrolyzers: Devices that use electricity to split water into hydrogen and oxygen. Types include Proton Exchange Membrane (PEM), Alkaline, and Solid Oxide Electrolyzers. The efficiency of an Alkaline electrolyzer ranges from 50-70 percent, PEM is about 70-80 percent, and SOE is 80-90 percent.

Fuel cells: Electrochemical devices that convert the chemical energy from a fuel into electricity. Common types include PEM fuel cells, Solid Oxide Fuel Cells (SOFCs) and Alkaline Fuel Cells (AFCs).

Hydro tech: Global scenarios

Globally, scientists, researchers and industries are embracing hydrogen as a solution. Countries like the UK, Norway and Sri Lanka have developed national hydrogen roadmaps. Major oil-producing countries are investing heavily in hydrogen production, aiming to transition their economies away from fossil fuels. For example, India has launched a National Hydrogen Mission to achieve energy independence and reduce its carbon footprint.

According to various reports, global investments in hydrogen technology are projected to reach hundreds of billions of dollars by 2030. The US Department of Energy (DOE) has outlined the US National Clean Hydrogen Strategy and Roadmap (2023), aiming to reduce the cost of clean hydrogen to $2/kg by 2025 and $1/kg by 2030. On 5 Nov 2021, the US House of Representatives passed the Bipartisan Infrastructure Bill (BIB), which includes $9.5bn in support for hydrogen, with $8bn allocated to establish seven regional hydrogen hubs.

The European Union alone has committed around $550bn by 2050 in hydrogen technologies as part of its Green Deal. The EU’s Hydrogen Strategy aims to install at least 40 GW of renewable hydrogen electrolyzers by 2030. The Chinese central government has set ambitious targets, including a production target of 100,000 to 200,000 tons of renewable hydrogen per year by 2025, and 10m tons by 2030, with an additional 10m tons imported. Its 14th Five-Year Plan emphasizes the development of hydrogen energy, with goals to deploy 50,000 fuel cell vehicles and establish 1,000 hydrogen refueling stations by 2025.

Japan has adopted a Basic Hydrogen Strategy, aiming to establish a hydrogen society by 2050. The country has set targets to deploy 200,000 fuel cell vehicles and 320 hydrogen refueling stations by 2025. Meanwhile, India launched the National Green Hydrogen Mission on 4 Jan 2023, positioning the country as a major hub for hydrogen production, export and manufacturing. The central government has authorized a budget of InRs 197.44bn for this mission.

Saudi Arabia is also making significant strides with its National Hydrogen Strategy, developing a $5bn green hydrogen plant in the city of Neom. This project, one of the world’s largest green hydrogen initiatives, aims to produce 650 tons of green hydrogen daily by 2025 using renewable energy sources like wind and solar power.

Oman is actively engaged in hydrogen technology through its Hydrom project. The country has awarded $11bn to two new green hydrogen projects, aiming to bring the total hydrogen production in Oman to 1.38m tons per year by 2030.

These global efforts underscore the growing commitment to hydrogen technology as a key component in the transition to renewable energy and the reduction of carbon emissions worldwide.

Nepal’s green hydrogen journey

Nepal is uniquely positioned to become a leader in hydrogen energy. Our abundant hydropower resources provide us with the capacity to produce some of the world's cheapest hydrogen. With glacial meltwater and high hydropower potential, we can leverage these resources to transition toward a green hydrogen economy.

Nepal joined this journey in 2008 when Tribhuvan University and Western Michigan University jointly performed an official study on Hydropower to Hydrogen energy in Nepal. Later, in 2020, the Green Hydrogen Lab was established at Kathmandu University under the vision of Prof Dr Bhola Thapa and the leadership of Dr Biraj Singh Thapa. Since then, Green Hydrogen Lab has launched the Nepal Hydrogen Initiative (NHI) and has been actively performing research on Hydrogen Production, storage and end-use. Notable projects include Nepal’s first hydrogen refueling station and feasibility studies for green urea production. Besides this, the lab is currently working on different application areas in the green hydrogen value chain such as Synthetic Natural Gas, Green Steel and Cement Production, Heavy Vehicles, Ammonia and Urea Production, Wet to dry season energy variation balance, etc. The team is committed to innovative research in collaboration with various Norwegian, German and US-based universities. Currently, 22 researchers are working in the research laboratory on various topics out of which five are PhD candidates and three are Master by Research Candidates.

Nepal has significant potential for hydrogen usage in transportation, mining and steel production, urea and ammonia production, and addressing seasonal energy variation. Recognizing this potential, a business concept called Hydrogen Hubs in Nepal has been developed. This concept outlines the methods through which Nepal can engage in hydrogen business with its neighboring countries.

The efforts of the Green Hydrogen Lab team were instrumental in drafting the Green Hydrogen Policy for Nepal. As a result, the Government of Nepal approved the ‘Nepal Green Hydrogen Policy 2024’. This landmark policy has opened the door for hydrogen research and investment, motivating stakeholders actively engaged in this field.

Prospects and challenges

With immense hydropower potential estimated at around 43,000 MW, Nepal stands on the brink of a significant opportunity in green hydrogen technology. In the next decade, the country aims to generate 28,500 MW of electricity. Despite this abundance of renewable possibilities, only a little more than 5 or six percent of Nepal’s primary energy supply comes from electricity, while more than 90 percent is non-electricity based. Our reliance on coal and fossil fuels is increasing, highlighting the urgent need for a shift to renewables. Currently, Nepal’s installed capacity exceeds 3,300 MW, surpassing domestic consumption and highlighting the need for hydrogen as an energy carrier to balance the country’s energy scenario and replace fossil fuels. Nepal’s annual demand for urea is estimated at 800,000 MT, and the country imports fossil fuels worth over Rs 300bn. Green hydrogen has the potential to replace this consumption, filling the current energy gap.

The recent approval of the Nepal Green Hydrogen Policy 2024 has paved the way for further research and development in green hydrogen, harnessing Nepal’s potential in this field. The journey toward a hydrogen economy will require more political commitment, strategic investments, and international collaboration. Joint efforts from academia, government and industry are essential to develop these prospects into business opportunities, enabling energy trade with neighboring countries like India and China. This will not only enhance Nepal’s economy and generate employment opportunities but also move the country toward energy balance and independence.

What comes to your mind when you think of Nepal? Highest snow-capped mountains, the birthplace of Shakyamuni Buddha, diverse cultures and traditions, etc. 

Of late, Nepal is striving to make a new identity and earn another feather in her cap. The country is gradually earning a reputation as a hub for the IT industry and digital technology. Nepal is adopting information technology, e-governance, and online banking, online food delivery, ride-sharing, digitalized government services and many other cutting-edge technologies big time. From the private to the government sector, digitalization is increasing from central to local levels. I remember the first time when I went to a village development committee in the district of Dang to apply for citizenship. At that time, the VDC office did not even have a desktop computer, leave alone other advanced digital devices and an internet connection. To my pleasant surprise, when I visited my local ward office in Dang recently, I found office staff using computers and every task, from payroll to applications, computerized. 

With increasing digitalization, one of the important questions that comes to mind is, ‘Are our systems secure enough?’ We cannot undermine the security of our digital systems. From the private to the government sector, most systems are susceptible to cyberthreats. The number of cyber incidents is increasing day by day, targeting financial institutions, government agencies, the healthcare industry and other critical government infrastructure. According to industry reports, phishing attacks, social engineering, ransomware and DoS attacks are some of the most common cyberattacks that Nepal has been facing. 

So, what does Nepal need to protect her systems from cyberthreats? The country needs a cybersecurity strategy that bridges the gaps between policy and practice.

That’s where cyberdefense comes in. 

Cyberdefense encompasses practices, processes, policies and strategies designed to secure networks, data, and infrastructure against potential threats from cyberattackers. With the advancement of modern technology, new challenges and threats are emerging in novel ways. Recently, the National Security Artificial Intelligence Security Center published a joint cybersecurity information sheet in collaboration with various international agencies, which are enhancing their digital infrastructure security through partnerships with internationally-recognized agencies.

The global war strategies and the ways of war are changing day by day. These days, wars involve armies as well as cyberattacks. Many countries are investing in their defense systems, artificial intelligence and cybersecurity, and modernizing their technologies. The United States of America, Russia, China, the United Kingdom and the Netherlands are investing in cyberdefense and strengthening their cyber capabilities. Israel, Iran, North Korea, France and Australia are not lagging behind, either. These countries are working on strengthening their cyberdefenses. If any country wants to attack another directly using her military force, the cyberarmy or state-sponsored attackers will first target the defense systems, critical infrastructure, power grids, telecommunications and other vital areas of the target country, disconnecting the targeted country from others and making it easier to invade.

Are we prepared to deal with these types of cyberthreats from global space? Nepal needs to be prepared at the technological level, in policy, and in diplomatic relations. For a robust cybersecurity defense, Nepal needs to have updated policies and regulatory frameworks, public-private collaboration, and cooperation with international agencies to combine various cyberdefense strategies. Government and private organizations should invest in capacity-building of their employees on cybersecurity awareness. If we see the trends of attacks per industry, healthcare, financial institutions, insurance agencies, government data centers, government IT infrastructure and defense are the most sought-after targets of state-sponsored attackers or black-hat hackers. There are multiple financial organizations that we are getting news about online regarding data breaches, hacking, phishing and many other issues in our Nepal banking organizations.

So, how can we deal with these challenges? 

Let’s have a robust and updated “policy development and legal framework” first. Although we have different cybersecurity guidelines and legal frameworks, they are not enough. Proper research and exercises are still necessary. Currently, we have policies such as the National Cybersecurity Policy 2015, Information Technology Policy 2010, ETA 2008, and the Nepal Rastra Bank’s Cyber-Resilience Guidelines 2023. However, as cyberthreats and technology types rapidly evolve, we need to update the guidelines accordingly.

The next question to ponder over is “How competent are our technical human resources” vis-a-vis the process of cybersecurity and information technology? How much budget is available for capacity-building of staff? Most business organizations do not have a specific technical department concerned with cybersecurity. Most corporate offices overlook the IT department. They need to keep in mind that the IT department is not only for the installation of software, network devices and repair and maintenance of computers. My suggestion is that these organizations should invest money in capacity-building of their cyber teams and non-IT teams, and conduct regular security awareness training for their staff regarding different types of threats.

Let’s invest in the technical enhancement of public and private organizations. How many corporate offices conduct VAPT (Vulnerability Assessment and Penetration Testing) and IS audits? Every organization needs to have an ICT policy or guidelines clearly outlining the requirement for VAPT and IS audits. This can be the first layer of defense, which can help prevent major financial and reputational disasters. So, let's question ourselves: Have we ensured that our Personally Identifiable Information (PII), Financial Information (FI) and other sensitive data are encrypted using advanced encryption standards? Have we maintained secure communication protocols? We need to stay updated on this because the medium of cyberthreats is constantly evolving.

The government should invest in advancing the defense system with cutting-edge cybersecurity programs. Enhancing the system with cyberthreat intelligence and investing in artificial intelligence and machine learning will help predict cyberterrorism, cyberattacks and mitigate cyberthreats. Nepal can collaborate and cooperate with various international diplomatic agencies, cybersecurity standard organizations and national as well as international agencies for threat intelligence-sharing. Cybersecurity should be a common goal. During my tech journey, I have worked with different international companies in fintech, insurtech and healthtech. These organizations have followed various international standard compliances like GDPR, HIPAA, PCI DSS and many other ISO standards.

So, where are we in terms of standard compliance? Nepal has policies and standards, but they are not enough. As cyberthreats and cyberterrorism evolve, we need specific industry-based regulatory guidelines for banking and fintech organizations, the health industry, government-sensitive data, e-commerce, insurance agencies and many others. It is common to hear about governmental website hacking cases. This is an urgent issue and a red alert for these agencies, the government, and regulatory bodies to invest in research and policy development.

Summing up, let’s strengthen Nepal’s cyberdefense with robust policies, investing in capacity-building of human resources, and collaborating and cooperating with international organizations through cyber-diplomacy and public-private partnerships. Investing in new technologies such as artificial intelligence, machine learning, blockchain and threat intelligence-sharing is crucial. Nepal can enhance her cybersecurity by adopting these measures to protect her IT infrastructure, sensitive national data, and digital infrastructure, paving the way for a secure digital future.

The author, a student of MSc IT (Cybersecurity) at Islington College, Kathmandu, works at Technofex Nepal

The historical town of Dolakha in Dolakha district is situated six thousand feet above the sea level. This town, located 134 km east of Kathmandu, is rich in terms of historical and cultural heritages. In the medieval period, Dolakha was a prosperous commercial center and a trade route between India and Tibet, which had led to the increase in cultural activities. According to historians, the then ruler Indrasing Dev had freed Dolakha from the center making the treaty of 1605 BS (476 years ago) and begun proclaiming himself as “Rajadhiraj” (the king). He minted and brought into circulation his own silver coins in 1603 BS (478 years ago) even before Mahindra Malla of Kathmandu. Per historical accounts, Dolakha remained an independent kingdom for about a century. 

In the course of the reunification of modern Nepal, King Prithvi Narayan Shah took over Dolakha in 1811 BS (270 years ago). 

History of Bhimeshwor 

Dolakha is famous because of the temple of Bhimeshwor and its rich cultural heritage. Devotees from far and wide visit Dolakha to worship this god. There is a legend woven around the image of Bhimeshwor. Once a group of porters was cooking rice on a stone stove at the place where the temple of Bhimeshwor stands these days. The stove was in the shape of a triangle with pieces of stone in three corners. When the porters found that the rice in one corner was uncooked, one of the porters struck that corner with a spoon in anger. To his surprise, the stone broke and milk began to flow out of the broken part. The porter resented his folly and established that very stone as Bhimeshwor. 

The exact date of the establishment of Bhimeswor is unknown. According to historian Babu Ram Acharya, “The town of Dolakha was built in the present place only in the 14th century (after 1350 AD), followed by the establishment of Bhimeshwor”. Per an inscription, (a) Sombanshi Patrabanshi king had installed the idol in 1459 (Dolakha Darpan). However, historians Dhan B Bajracharya and Tek B Shrestha state that the location of Dolakha along a trade route to Tibet might have led to the establishment of Bhimeshwor at Dolakha as traders used to worship the deity praying for the betterment of their business. 

Forms of Bhimeswor

It is said that Bhimeshwor changes form from time to time, something that gods are said to have done in ancient times. Bhimeshwor becomes Mahadev sometimes and Bhairav at other times. According to the prevailing myth, Bhim (the second of the five Pandav brothers) transforms into Bhairav during animal sacrifice and becomes Mahadev at the time of rudri and yakchhehom.
As a ritual, every afternoon, one of the trustees performs daily puja known as “Ras Puja’ by decorating the image of Bhimeshwor with ornaments. Due to this unique feature of Bhimeshwor, the late Prof Bal Krishna Joshi coined the term “Ek Sheela Teen Abatar” to describe the changing forms of Bhimeshwor. According to Prof Joshi, this deity takes the form of Mahadev at the time of rudri, Bhairav at the time of animal sacrifice and Bhimeshwor Maharaj at other times. Hence, Bhimeshwor is worshiped as Bhimsen, Mahadev and Bhairav. While Prof Joshi has mentioned three forms of Bhimeshwor based on the features of puja performed on his idol, historians Dhan B Bajracharya and Tek B Shrestha have, on the basis of evidence found, mentioned only two forms of the deity: Mahadev and Bhimeswor.

 God sweating 

Bhimeswar Puja Management Committee stated in a recent press release that the idol of Bhimeshwor precipitated for about two hours starting from 1 pm till 4.15 pm on July 20. Starting from the great earthquake of 1934, the idol has sweated for the 21st time. It is not a mere coincidence that tragic incidents like the great quake, political upheavals, the 1 June 2001 royal massacre, natural disasters and the 2019 covid pandemic have all occurred either before or after precipitation. So, local people fear that another tragedy looms large. 

At the time of sweating, the idol of Bhimeshwor becomes jet-black and oily.  On such occasions, it is customary to present a piece of cotton used to wipe the sweat off the deity to the head of the state, now the President, who in turn sends some money for “Kshyma Puja’, including goat sacrifice. 

‘Believe not in what you hear, believe only in what you see,’ goes a saying. When I asked William Finke, a peace corps volunteer from the USA who witnessed a sweating incident in 1971,  he remarked, “What I saw is amazingly true and unbelievable, but it might be due to the existence of petroleum minerals there.” He was quite sure that his eyes had not deceived him but could not admit that it was a divine phenomenon.

The perspiration in the image of Bhimeswor reminds me of Abraham Lincoln’s famous quote, "You can fool all the people some of the time and some of the people all the time, but you cannot fool all the people all of the time." 

Many people, including chief district officers, security chiefs and other high-ranking officials, have witnessed the phenomenon several times. One can argue that even what is seen can be misleading as depicted in the Bollywood movie ‘Drishyam,’  but  everybody knows that movies are made for entertainment. This author has come to the conclusion that we should continue believing in this phenomenon unless someone proves it absolutely wrong scientifically.  

Other sweating deities

Bhimeshwor is not the only sweating deity. Some of the idols in India are also reported to sweat on occasions. At the Sikkal Singarvelaver temple in Tamil Nadu, the idol dedicated to Kartikeya ‘perspires’ when a festival dedicated to Kartikeya is observed from October to November to mark the victory of Kartikeya over the demon named Surapadman. The temple’s priest sprinkles beads of the ‘divine sweat’ among the devotees. The idol of Bhalei Mata (a goddess) kept at a temple in Himachal Pradesh also perspires at the time of Navaratri. The sweating is taken as an indication that the devotees’ wishes will be fulfilled. The idol of Ma Kali in Jabalpur (Madhya Pradesh) also precipitates. 

The Supreme Court on July 16  introduced its fifth strategic plan of the judiciary. This management instrument aims to guide the planning process toward a shared plan based on a sound analysis of the functioning of the Supreme Court and the subordinate courts for the next five years. Initially launched 20 years ago, these plans derive from a Situation Analysis that forms the foundation for defining the court’s vision, mission, values, goals and strategies, aligned with its mandates and functions. 

Judicial administration

The plan aims to achieve a good deal of objectives, including that of speedy and quality justice delivery; access to justice to all; protection and promotion of judicial good governance; strengthening effective court management and to enhance public faith toward the judiciary. Under chapter four, the plan prescribes mission, vision and fundamental values to be associated with the judiciary and its judicial functions that ultimately aim to ensure justice for all. The plan reiterates the judiciary's mission to ensure fair and impartial justice. There appears an explicit recognition of more than a dozen judicial values, including that of allegiance to the Constitution, independence, representation and inclusiveness, and participation and coordination, for accelerating the cause of fairness and impartial justice delivery system. The current plan borrows the mission, vision and values from yesteryear’s plan. The plan prioritizes prompt adjudication; judicial good governance and enhancement of public trust and faith toward judiciary; robust use of information technology (IT) and adequate availability of human resources and proper arrangement of infrastructures to digitalize the entire judicial administration process.

Goals and strategies

The plan hosts as many as 29 strategic objectives. It categorizes five major goals with their separate strategic objectives. It recognizes that the goal of prompt and qualitative adjudication cannot be achieved unless the courts succeed in adopting strategic objectives to adjudicate the cases on time.   In order to quicken the pulse of the speedy justice delivery system, there has to be compliance with effective measures to dispose of the cases; special arrangements for the courts with caseloads; and promotion of mediation and arbitration mechanisms to resolve the disputes between the parties. Also, it underscores the need for adopting measures to write judgments within the stipulated time-frame and utilizing optimum use of IT in court procedures.

Secondly, the victim-friendly judicial system; service-seeker friendly court atmosphere; strengthening of effective legal aid; and gender-friendly and inclusive judicial system could work as catalysts to enhance access to justice to all.  Thirdly, the plan aims to expedite judicial good governance and public faith toward judiciary. To achieve this goal, it suggests strategies, including that of robust monitoring and inspection to ensure the adherence of established judicial norms in the entire judicial department. Fourthly, the plan aims to ensure a sustainable and result-oriented use of IT in the judiciary. 

To achieve this goal, it suggests strategic objectives, which include: Strengthening of human resource management (HRM); improving physical infrastructure; providing adequate number of vehicles, computers and among other equipment; ensuring availability of adequate budget; ensuring effective implementation of the plan to ensure the overall development of the judiciary.

Implementing a new system

The Supreme Court has introduced a Differentiated Case Management (DCM) system in district courts from 16 July 2020 and from 17 Aug 2020 at high courts. This case management system differentiates the cases into three major path groups, viz., simple, general and special paths. The cases under the simple group have to be dispensed within six months; the cases under the general group have to be adjudicated within 12 months and the cases under the special group have to be finalized within 18 months from the date of their registration. The plan directs the Supreme Court to adopt all necessary measures to dispense the cases, which are sub-judice for five years or more, by 15 June-16 July 2026. The apex court has to dispose of the cases pending for more than three years by 16 July 2028.

The cases, where jail sentence for a term of 20 years or more, or life imprisonment have been awarded to the defendant, needs to be presented before the court of appeal, as per the mandate of section 10, Justice Administration Act, 2016 and Section 145, National Criminal Procedure Code, 2017 for the confirmation. And those cases produced before the apex court have to be adjudicated within nine months from the date of their registration. The appeal cases, where the defendant is in custody at the verdict of the trial court or high court, ought to be disposed of by the apex court within two years. In addition, the plan directs the high courts and trial courts to dispose of the cases as per the mandate of the DCM.

The plan directs the courts to refer, at least, 50 percent of the civil matters and among other private prosecution cases, which could be adjudged by way of arbitration and mediation, into the mediation process. Also, it directs the courts to ensure that at least half of the cases so referred in mediation be disposed of by way of alternate dispute resolution (ADR). As the prevailing Civil and Criminal Procedures Codes both direct the courts to ensure the availability of the copies of the judgments within 21 working days (from the date of the pronouncement of the said judgment); the plan directs the courts to adopt all necessary measures to give effect to these legal mandates. The plan directs the courts to execute their final verdicts (civil and criminal, both,) within six months. In case of public interest litigation (PIL) and other writ petitions, the court verdicts’ ought to be implemented within the stipulated time-frame so directed by the court itself; or in case of otherwise, within a year from the date of pronouncement of the final order.

To ensure effective implementation of the automation system, the plan directs the courts to adopt all necessary infrastructural and human resource measures to make certain that the cases are ‘cause listed’ or dates (Tarikh) are given to the parties without any human intervention. Basically, this automation system is in the nature of the lottery system, which bars the chief judges of the courts to assign the cases to respective benches. Further, it limits the role of the office chiefs or any other officials in either bench formation for particular cases or in giving dates to the parties.

Necessary measures

The plan recognizes a fact that the ultimate goal it aims to achieve would not be realized in letter and spirit unless there is availability of adequate number of employees; proper infrastructure; adequate budget; and capacity building training to the staff deployed at the courts with a flood of litigation. Also, the plan aims to ensure the robust use of apps, technologies and AI tools to expedite a smoother judicial administration process across the country. Moreover, the plan envisages that if its strategies are implemented, in letter and spirit, the Supreme Court would not have backlogged cases of two or more years. The plan envisages that this will require an estimated budget of Rs 26.227bn to accomplish the entire goals and strategies the fifth plan aims to achieve.

Without proper budget allocation, reform of existing laws and availability of adequate resources, the plan may not succeed. There ought to be compliance of strategic measures, including that of expediting dialogues and discourses with the concerned government authorities so as to allocate proper budget and to reform existing laws. The plan promises to make the justice delivery system more efficient by institutionalizing a set of values. These values will shape the judiciary’s external and internal behaviors, promoting judicial good governance, technology-friendly court procedures, impartial adjudication and inclusiveness and participatory court administration. The judiciary may not be able to achieve its cherished goals unless governments and other concerned authorities stand together and strive for these goals and strategies in a true and material sense.  

The authors are judicial officers at the Rajbiraj high court