Submit your Article

Uddhab Pyakurel is Dean and Associate Professor at Kathmandu University. He teaches  Political Sociology at School of Arts Kathmandu University. ApEx talked to him about the various dimensions of the GenZ movement and its aftermath.

How can the latest GenZ movement be understood from a sociological perspective?

The September uprising can be viewed as a public reaction to the attitude and behavior of Nepal’s major state stakeholders. Those who were taught or compelled to believe in the ideal model of governance have long harbored frustration toward the country’s political leadership. Ironically, political leaders themselves contributed to this cynicism. Over the years, while in opposition, they repeatedly told the public that Nepal was a “failed state” incapable of progress, often citing corruption, nepotism, favoritism, and foreign influence in their speeches and writings.

Regardless of their intent this persistent negativism gradually convinced citizens that Nepal’s society and polity were indeed facing severe challenges in governance and development. Even youths who were previously disengaged from political discourse watched these developments closely. When the government imposed a ban on social media, it became a trigger point. The youth mobilized rapidly, not just to understand the discourse but to contribute to it using new technologies and terminologies.

This was how the idea of “GenZ” found resonance in Nepal. Borrowed from the West, the term became a unifying identity for young, tech-savvy citizens with modern education. Thus, the movement found its roots in Nepal’s digital sphere before spilling into the streets.

Some observers hesitate to label the incident as a genuine social or political movement, citing it lasted for less than 48 hours. Yet, it should not be forgotten that within this short span, the movement forced the resignation of Nepal’s government. It was a feat unparalleled even by the revolutions of 1951, the People’s Movement of 1990, or Janaandolan II of 2006.

The extreme state violence on September 8 against peaceful protesters, followed by the unprofessional handling by security forces on September 9, were both deeply unfortunate and condemnable. These events led to chaos and destruction of property. However, compared to recent youth uprisings in Sri Lanka and Bangladesh, the Nepali version maintained a democratic character, operating within the constitutional framework. Even though Prime Minister KP Sharma Oli was compelled to resign and seek refuge at the army barracks, the President took control and steered the transition in line with constitutional procedures.

What are the main goals and aspirations driving the movement?

In today’s capitalist environment, most youths are trained to pursue careers rather than to understand the country’s social realities. Their key concern, therefore, is whether Nepal offers an environment conducive to their aspirations. While the state attempted some reforms along capitalist lines, it failed to communicate its progress effectively. The absence of transparent information channels allowed frustration to deepen across all sections of society.

The September 8 mobilization, however, was driven by modest but powerful goals: systemic reform, transparency, and inclusiveness in governance. The movement directly questioned the political relevance of long-dominant leaders—CPN-UML Chairman KP Sharma Oli, Nepali Congress President Sher Bahadur Deuba, and Maoist Chair Pushpa Kamal Dahal. Beyond anti-corruption slogans, the youth demanded pustantaran (a generational shift in leadership) so they could engage with new, relatable political figures in building a better Nepal.

How have political parties responded to these protests?

Unfortunately, most political parties have responded with reaction rather than reflection. The first few weeks following the protests created a sense of hope for change, as debates emerged around the issues raised by the youth. Gradually, however, party leaders, many of whom had gone silent during the unrest, resurfaced with defensive statements. While some acknowledged the youth’s concerns, no meaningful action followed. Except for the Nepali Congress, no major party initiated a serious internal discussion on pustantaran. None of the senior leaders stepped down. Two months after the protests, party leaders largely resumed business as usual, behaving as if nothing had happened on September 8 and 9. They dismissed the uprising as reactionary or undemocratic, thereby deflecting attention from their own failures to understand public sentiment.

In your opinion, is the government capable of holding elections on March 5?

There is no alternative to holding timely elections in Nepal today. The government was formed with a clear electoral mandate, and polls must be conducted no later than March 5, 2026. These elections will not only restore constitutional legitimacy but also provide a pathway for the change envisioned by the youth. As for capability, there appears to be no major obstacle preventing the government from organizing the elections. While some raise concerns about security, they overlook Nepal’s experience in 2008, when elections were successfully held amid far more difficult circumstances, when over 100 armed groups operated across the country and police posts in rural areas remained closed due to the insurgency. Compared to that period, today’s situation is much more stable and manageable.

What should be the political roadmap moving forward?

To honor the mandate of the youth uprising, Nepal must integrate young aspirations into its political future. A multi-party democracy cannot function without political parties, but it also cannot progress without reforming them. The responsibility now lies squarely with party leaders. They must show genuine gestures of change within their organizations. Amending party constitutions and ensuring internal democracy would send a powerful message to the youth that transformation is possible within the system. This could encourage the generation below 30 to participate meaningfully in politics and governance, which can be a potential win-win for both sides. Unfortunately, the current direction is worrying. The two largest parties in the dissolved House appear confused about the future, focusing more on criticizing the new transitional government than on addressing public grievances. If political leaders continue resisting change, youth anger may escalate, not just against individual leaders but against political parties and the democratic system itself. Such a scenario risks pushing Nepal into another constitutional crisis, threatening political and institutional stability. Let’s hope that wisdom prevails and Nepal avoids such an unfortunate and undemocratic path.

As the GenZ-led protests of Sept 8–9 exposed deep public frustration with corruption, unemployment, and government overreach, the country’s oldest democratic party, the Nepali Congress (NC), found itself at a crossroads. In this interview with ApEx, NC leader and former minister, Minendra Rijal reflects on the lessons from the GenZ movement, the legacy and impending transition of Sher Bahadur Deuba’s leadership, and the urgent need for renewal within the party. 

How do you assess the Nepali Congress’s response to the recent youth-led, particularly GenZ, protests across the country?

Nepali Congress has always been a party of the people—not just by history, but by temperament and conviction. The recent youth-led protests, spearheaded largely by GenZ and triggered by the ill-advised social media ban in Sept 2025, revealed not only widespread frustration with governance but also a generational demand for accountability, inclusion, and transparency. It would be disingenuous to deny that these protests reflected disenchantment with all mainstream political forces, including ours.

At the time, even though our party, Nepali Congress, was the largest party in the governing coalition, I immediately opposed the ban and publicly expressed my opposition to the government’s decision in a full-length interview published in a respected national daily. In that interview, I tried to explain that the government’s approach was more focused on attacking the messenger than on addressing public frustration or understanding the people’s message. The government’s move appeared more like an attempt to control dissent than to regulate misuse of technology. In a democracy, one cannot legislate away public frustration—it must be addressed through dialogue, trust, and reform.

I firmly believe that social media, like any other public space, contains both positive and negative elements. But today it functions as a civic space for young Nepalis who often feel excluded from formal politics. Suppressing that space risks alienating an entire generation. The protests, therefore, were not merely a reaction to a single policy but an outpouring of deeper disillusionment—with corruption, unemployment, and the perceived distance between politics and people’s lives.

Our party’s initial hesitation in responding decisively was a missed opportunity to show moral clarity and courage. But it has since sparked a necessary introspection. Nepali Congress must reimagine its engagement with youth—not as an electoral strategy but as a democratic responsibility. Listening to young people, learning from their impatience, and incorporating their aspirations into policy are the only ways to rebuild trust. In that sense, the protests were not a crisis to be managed but a message to be heeded.

Sher Bahadur Deuba has led the party for over a decade. How would you evaluate his leadership and its impact on the party’s direction and performance?

Sher Bahadur Deuba’s political journey spans nearly six decades—from his beginnings as a student activist to serving five times as Prime Minister of the country and twice as President of Nepali Congress. Over that long career, he has navigated multiple turning points in Nepal’s political evolution and in the life of our party, often under extraordinary national circumstances.

Parts of his prepared remarks delivered in person at the outset of our ongoing Central Working Committee meeting carried a reflective tone—almost like a valedictory statement—as he sought to place his major political milestones within the broader sweep of Nepal’s democratic history. This, understandably, has prompted a wave of commentary evaluating his leadership and its imprint on both the party and the country. What drew my closer attention, however, was his announcement to hand over leadership following our forthcoming 15th General Convention and his decision to designate an Acting President due to health reasons in the aftermath of the September protests.

Having known and worked closely with him for five decades—through periods of both collaboration and divergence—I have seen his resilience, political acumen, and characteristic approach to managing the party’s affairs in demanding times. Yet, this is also a moment of profound transition — not only for Nepali Congress but for the nation’s political landscape more broadly. In such a fluid environment, any definitive evaluation of his legacy may risk being misunderstood or viewed through the prism of current tensions.

Therefore, I believe it would be both fair and prudent to reserve a full, candid, and balanced assessment of his leadership until after the conclusion of our upcoming General Convention. That will be the appropriate moment to reflect on his contributions with the necessary perspective—acknowledging his achievements, recognizing the limitations of the period, and situating his tenure within the larger trajectory of our party’s evolution and Nepal’s democratic journey.

The party is currently undergoing a leadership transition. What challenges do you foresee in ensuring a smooth and effective handover?

Leadership transitions in a party as large and historically significant as Nepali Congress are always complex because they carry both institutional memory and generational expectation. Nepali Congress is indeed in a period of transition, as the mandate of our 14th General Convention is set to expire by mid-Dec 2025. To convene the 15th General Convention on schedule, we should have already begun the process from the grassroots level upward. Our active membership roster should have been finalized long ago, and the election of new leadership at the lower levels should already have been underway.

Even to finalize the active membership roster, we must first complete the renewal of existing memberships and promptly launch an open and transparent drive to recruit fresh members. Unfortunately, while occupying the highest positions of political power, our leadership failed to devote the minimum necessary attention to these fundamental organizational responsibilities. There is ample room for debate about who among the leadership bears the most responsibility for this negligence.

Now, we find ourselves in the midst of increasingly polarized internal discussions regarding the timing of the General Convention and how this task can be carried out. Recent developments—particularly the dissolution of the federal House of Representatives and the scheduling of fresh general elections for 5 March 2026—have further complicated matters. There are two schools of thought within the party: one argues for completing the General Convention as scheduled, to renew our legitimacy before the elections; the other believes that we should invoke a clause in our party statute to defer the General Convention, allowing us to focus on preparing for the upcoming general elections and stabilizing the political environment. Both views have merit. However, we cannot continue to live in a state of confusion and uncertainty and risk undermining our prospects in the forthcoming general election. We should reach a decision fairly quickly during the ongoing Central Working Committee meeting regarding the date and mode of our party’s General Convention. What matters most is that our decision be anchored in broad consensus and transparency.

Leadership change must re-energize the organization from within. This is also a time to demonstrate that internal democracy in Nepali Congress is not a ritual but a living principle. If we can turn this transition into a genuine process of renewal—one that blends youthful energy with institutional wisdom—then the outcome will strengthen both the party and the political system. Otherwise, we risk not remaining Nepal’s largest and most vibrant mainstream party, but becoming merely a legacy political institution.

Maintaining unity amid transition is always challenging, especially when external pressures—public skepticism, media scrutiny, and the rise of new movements—are intense. Yet, our history gives reasons for confidence. Time and again, through crises and ideological divides, we have relied on dialogue, compromise, and collective wisdom to move forward. If we can summon that same spirit now, we will not only ensure a smooth handover but also reaffirm our commitment to democratic norms at a time when they are being tested.

Beyond a change in leadership, what reforms should the Nepali Congress prioritize to stay relevant and responsive to public aspirations?

Leadership renewal must be accompanied by institutional and ideological reforms. A mere change of personalities without a shift in culture and accountability will not suffice. It is abundantly clear that people are less concerned with who leads and more with how they lead, and for whose benefit.

First, inclusivity must be made substantive, not procedural. Nepali Congress has a proud record of promoting social justice, but today’s electorate expects more than representation by identity—they expect participation in decision-making. We must build mechanisms that ensure meaningful roles for young leaders, women, Dalits, Janajatis, Madhesis, and other marginalized communities not as tokens, but as equal partners in policy and strategy.

Second, our organizational reform must aim at efficiency, merit, and accountability. Over the years, the party’s structure has become dense and hierarchical. We need leaner, more agile decision-making bodies where responsibility is clearly defined. Moreover, the raison d’être and mandates of our extensive network of sister and well-wisher organizations need careful re-examination. Not only should governance within the party improve, but it should also project confidence to the public that we can reform the state in the same spirit.

Third, the fight against corruption must begin at home. Nepali Congress should lead by example, instituting internal mechanisms for transparency—regular financial audits, public disclosure of funding, and swift disciplinary action in cases of misconduct. People are weary of rhetoric; they want proof of integrity. Only when we hold ourselves accountable can we credibly demand accountability from others.

Fourth, our policy agenda must resonate with the emerging priorities of a young, globally connected citizenry. Employment, entrepreneurship, climate resilience, and digital innovation are no longer peripheral issues; they are central to national transformation. We must articulate policies that link economic growth with fairness—promoting green energy, supporting small enterprises, investing in technology, and modernizing education to match global standards.

Finally, reform must be institutionalized. We have had moments of renewal before, but they often faded for lack of follow-through. This time, we should create dedicated reform task forces empowered to translate commitments into actions. The goal is not to reinvent Nepali Congress but to rediscover its essence—a democratic, progressive, and inclusive force capable of leading Nepal into a new era of accountability and hope.

Given the growing public frustration with established parties, how confident are you that the Nepali Congress can retain its place as Nepal’s leading political force?

I have strong reasons for confidence, though not for complacency. Nepali Congress’s strength lies in its proven capacity to adapt without abandoning its principles. For over eight decades, we have guided Nepal through every major political transformation—the 1950 revolution against autocracy, the 1990 People’s Movement that restored multiparty democracy, the 2006 Jana Andolan II that ended monarchy, the post-2015 earthquake recovery, the promulgation of the 2015 Constitution, and the subsequent federal transition. In each phase, we faced crises of confidence and legitimacy, yet emerged renewed because we anchored ourselves in democratic values.

The events of Sept 2025 are part of that continuing test. They remind us that no political legacy, however illustrious, can substitute for responsiveness and reform. But they also reaffirm that our party’s greatest resource is its moral and institutional resilience. We have always been a bridge between tradition and change—and if we embrace that identity deliberately, we can once again lead Nepal through this period of uncertainty.

The forthcoming 15th General Convention will, therefore, be more than a procedural exercise; it will be a defining moment for our future. If we can ensure a democratic, transparent, and inclusive leadership selection process while committing to tangible reforms—from anti-corruption to job creation—we can demonstrate that Nepali Congress still has the vision and discipline to govern responsibly.

Continuity and change must coexist. Our heritage of resilience should inform, not inhibit, innovation. As Nepal navigates what some have called a “youthquake,” we must balance youthful dynamism with the steady hand of experience. If we can do so, Nepali Congress will not just survive this transition—it will re-emerge as the principal force of stability, progress, and democratic governance in the years ahead.

Dimitri Okhlopkov is a seasoned operations leader at inDrive, where he heads Driver Operations for South Asia. With a background in driver retention, activation, and acquisition, he has held key roles across Russia, Kazakhstan, and South Asia. Prior to inDrive, Okhlopkov worked in public service and social welfare, bringing a unique blend of strategic, analytical, and people-focused skills to every role. Excerpts from the interview:

Can you give us an overview of inDrive’s current driver community in Nepal? How has it grown over the past year?

We launched inDrive in 2021, during the post-covid period, after conducting research to understand the evolving needs of the market. The response was overwhelmingly positive—from drivers, passengers, and support teams alike. Since then, we’ve continued to grow steadily, offering valuable benefits to both drivers and passengers. One of the key advantages of our platform is the fair and flexible pricing system. Unlike many competitors, we allow a transparent fare negotiation model where both drivers and passengers have a say. Drivers can choose rides based on distance, time, and their preferences, and they are also free to skip any requests that don’t suit them. This system empowers drivers, giving them more control and a stronger voice in how they work. As a result, many drivers have chosen to partner with us, and our community continues to grow every day—with more passengers joining and enjoying the flexibility and fairness we offer.

What are the main challenges that drivers face while using inDrive’s platform, and how is your team addressing these concerns?

We understand that many drivers have specific needs and face ongoing challenges. As a company, we are actively working to support them and continually improve the services we offer on our platform. For instance, we recently introduced an insurance system that ensures all riders are covered. This initiative has significantly enhanced their safety and well-being. We’re also constantly developing and rolling out new features to make their experience even better. To provide more hands-on support, we’ve established local offices where drivers can freely share their concerns, ask questions, and receive assistance. This open communication has been beneficial for both the drivers and our team. In addition, we’ve partnered with various companies to offer drivers bonuses, discounts, and essential items like car lubricants—resources they can easily access and use.

How does inDrive ensure fair pricing and income sustainability for drivers, especially in price-sensitive markets like Nepal?

Pricing is always a sensitive issue. To address this, we are developing a bidding system that allows drivers to set their own prices. Riders can choose to accept or skip the ride if the fare doesn’t suit them. A ride only happens when both the driver and rider agree—it’s entirely based on mutual consent. While our platform has a large number of passenger users, the number of active drivers is still relatively low. This imbalance becomes especially noticeable during peak times—for example, during bad weather or when it rains. At such times, demand surges as more people prefer using the app, and many are willing to pay higher fares just to reach their destination quickly. As a result, prices naturally increase in those situations. Despite many drivers working tirelessly, even around the clock, there are still not enough of them to meet the growing demand. Part of the challenge lies in limitations related to driver availability and capacity.

What safety measures does inDrive have in place to protect drivers during rides?

We’ve built important safety features into our application, including an emergency call function that allows users to quickly contact help if they ever feel unsafe during a ride. In addition, we offer fast support for such situations to ensure immediate assistance when needed. We’ve also implemented an insurance system designed to cover incidents, which provides an added layer of protection—especially for drivers. These features are part of our ongoing commitment to safety for everyone using our platform.

Is inDrive offering any kind of skill development, digital literacy, or professional training to help drivers grow beyond the platform?

We have established offices where we provide regular training sessions for drivers. These sessions cover a range of important topics, including financial education and safety practices. Additionally, we invite professionals—such as traffic officers—to conduct safety workshops and share valuable insights directly with our drivers. This hands-on approach helps ensure they are well-prepared, informed, and confident in handling real-world situations.

Dersenish Aresandiran, Chief Commercial Officer of Airlines for Malaysia Aviation Group, brings over 17 years of experience in both premium and low-cost aviation sectors. He previously served as the Global Head of Revenue Management & Commercial Planning at Malaysia Airlines from March 2018 to July 2021, a period during which the airline achieved record-breaking commercial results for 2019. His distinguished career also includes senior roles at Berjaya Corporation, AirAsia X, and Qatar Airways.

Pratik Ghimire of ApEx conducted an email interview with Dersenish, discussing Malaysia Airlines’ commercial strategy, the Nepali market, and future plans. Excerpts:

How do you define Malaysia Airlines’ commercial strategy today?

At Malaysia Airlines, we continue to make strong strides in expanding our global footprint by strengthening our network, deepening strategic partnerships, advancing sustainability and enhancing the overall travel experience. As we look ahead to 2025 and beyond, our priority is clear: to grow our international presence with new routes, improved connectivity and meaningful collaborations that position Malaysia as the gateway to Asia and beyond. The introduction of the Airbus 330neo (A330neo) is a key milestone in this journey, offering improved fuel efficiency and a refreshed onboard experience that reflects our commitment to comfort and sustainability. 

We are also embracing more innovation into everything we do, from AI-powered marketing through our partnership with Google to digital tools that make travel more seamless and rewarding. Signature offerings such as MHconnect inflight Wi-Fi, Bonus Side Trip, and flexible fare options continue to add additional value for our guests. Above all, we remain focused on delivering our warm Malaysian Hospitality and an exceptional journey, so we can grow sustainably and create long-term value for our customers, partners, and the communities we serve.

How is Malaysia Airlines positioning itself amid growing competition in Southeast Asia? 

Southeast Asia is a dynamic and competitive aviation market, and Malaysia Airlines is positioning itself through three core pillars: network relevance, product excellence, and service differentiation. We are actively strengthening our hub connectivity through Kuala Lumpur, offering seamless access to more than 50 destinations across ASEAN, Northeast Asia, Australasia, and South Asia. Our recent additions such as Da Nang and Chiang Mai, along with increased frequencies to key Australasia cities reflect our proactive approach to capturing leisure, business, and diaspora-driven travel.

On the product front, we continue to invest in fleet modernisation, enhanced in-flight services, and a revamped digital experience. The launch of MHconnect, offering complimentary Wi-Fi across all cabins from 2025, and our push towards AI-driven personalisation are examples of how we’re evolving with customer expectations. What truly sets us apart, however, is our unwavering commitment to Malaysian Hospitality—our brand promise that embodies warmth, professionalism, and attentiveness at every touchpoint of the journey. 

By staying agile, delivering customer-centric value, and forging strong partnerships across the region, Malaysia Airlines is well-positioned to compete and grow sustainably within Southeast Asia’s fast-evolving aviation landscape.

Given the rapid rise of low-cost carriers in the region, how does Malaysia Airlines balance its premium-service heritage with more budget-oriented offerings? 

Malaysia Airlines recognises the diverse needs of travellers in this region, and our approach is to offer choice and flexibility while staying true to our premium service heritage. We’ve introduced a range of fare families, from Value and Basic options designed for simpler travel needs, to Flex and Business Class for those seeking added comfort, baggage allowance, lounge access, and schedule flexibility. This allows us to compete effectively across different segments without diluting the core of what makes us unique—Malaysian Hospitality and full-service reliability.

Additionally, as a member of the oneworld alliance, we offer customers access to a global network of over 900 destinations, frequent flyer benefits, and smoother connections—particularly for long-haul and corporate travellers seeking a premium, consistent experience across partner airlines. Within the Malaysia Aviation Group, our sister airline Firefly helps us serve niche and regional markets, enabling greater connectivity while maintaining distinct customer propositions.

Ultimately, our goal is to deliver value across all fare tiers by offering smart pricing options, service excellence, and seamless global connectivity. By combining the warmth of Malaysian Hospitality with ongoing digital innovation that enhances the entire travel experience, we aim to remain the carrier of choice for both regional and long-haul travellers in an ever-evolving marketplace. 

Are there plans to deepen connectivity between Malaysia and emerging South Asian destinations, including Nepal? 

Nepal remains a strategically important market for Malaysia Airlines, and we are committed to supporting its growing demand for regional and long-haul connectivity. Our current 10 weekly flights from Kathmandu to Kuala Lumpur provide seamless access to a wide network across ASEAN, Northeast Asia, and Australasia. While we continue to monitor evolving demand in Nepal and other emerging South Asian markets, our current focus is on strengthening our ASEAN and ANZ footprint. This includes the recent launch of new services to Da Nang and Chiang Mai, and increased frequencies to key Australasian cities, reflecting strong outbound travel demand from South Asia and the broader region.

We will continue to assess new opportunities and align our network with emerging travel patterns, supported by collaboration with tourism partners and airport stakeholders. Our goal is to ensure Malaysia Airlines remains a reliable and convenient bridge between Nepal and the broader Asia-Pacific region, while delivering exceptional service grounded in Malaysian Hospitality.

How do you assess the current state and growth potential of Nepal’s aviation market? 

Nepal’s aviation market holds significant growth potential, driven by a combination of rising outbound travel demand, growing tourism interest, and infrastructure developments. Over the past few years, we’ve observed a steady increase in Nepalese travellers flying internationally for education, employment, and leisure—particularly to Southeast Asia and beyond. At Malaysia Airlines, we view Nepal as both a valuable standalone market and a strategic gateway for regional connectivity. Our network is well positioned to support this, linking Kathmandu to key ASEAN and Australasian destinations via our hub in Kuala Lumpur. 

We currently operate 10 weekly flights between Kathmandu and Kuala Lumpur, providing seamless onward connectivity to over 50 international destinations across Asia, Australasia, and the Middle East.  As demand continues to evolve, we remain committed to supporting the Nepal market with reliable, full-service operations and are actively exploring opportunities to strengthen collaboration with local stakeholders. 

To what extent is the Nepal route strategically important to Malaysia Airlines in terms of passenger traffic, cargo, or network connectivity? 

Nepal represents a strategically important market for Malaysia Airlines and plays a vital role in strengthening our presence across the South Asia region. The Kathmandu-Kuala Lumpur route serves a diverse mix of passenger segments—including labour and VFR (visiting friends and relatives), leisure travellers and students pursuing education in Malaysia, Australia, and other ASEAN destinations. 

Passenger traffic on this route has seen consistent growth, supported by our current schedule of 10 weekly flights, which provide seamless connectivity to over 50 destinations via our Kuala Lumpur hub. These include key cities across Southeast Asia, Australasia, the Middle East, and beyond. From a cargo perspective, Kathmandu also contributes meaningfully to our belly-hold freight operations, particularly for personal shipments, e-commerce, and essential goods. As cargo demand evolves, we continue to assess opportunities to grow our capabilities in tandem with passenger services.

Overall, Nepal complements our broader network strategy by enhancing our role as a connectivity bridge between South Asia and the wider Asia-Pacific region, reinforcing our commitment to serving this important market with reliability, value, and Malaysian Hospitality.

Nepal is both a major labour-sending country and an increasingly popular tourist destination. What tailored products or services could Malaysia Airlines introduce to serve these two distinct segments more effectively? 

At Malaysia Airlines, we recognise the distinct travel needs of both the labour and leisure segments in Nepal, and we have developed offerings that aim to provide flexibility, affordability, and value. For labour travellers, we work closely with key recruitment agents and partners to deliver a strong value proposition tailored to this segment. Our fare structure is designed to give individual travellers the flexibility to choose based on their travel priorities:

Those seeking to minimise overall travel costs can opt for our value fares. Travellers who require additional baggage allowance, greater flexibility in flight changes, and refund options can choose our flex fares. Additionally, we also offer competitive group fares through our dedicated online group booking portal, making it easier for larger groups to plan and travel with ease.

For leisure travellers, we collaborate with trusted tour operators to develop attractive and affordable travel packages that highlight the appeal of both Nepal and Malaysia. We also offer our Bonus Side Trip program, which allows international passengers flying to Malaysia to add a domestic destination within Malaysia at no extra base fare—ideal for tourists who want to explore beyond Kuala Lumpur. By aligning our products and partnerships with the evolving needs of these two key segments, Malaysia Airlines remains committed to strengthening connectivity and enhancing the overall travel experience for passengers to and from Nepal.

Why is Malaysia Airlines not yet operating flights to Nepal’s newly opened international airports Gautam Buddha International Airport and Pokhara International Airport? Do technical, regulatory, or commercial considerations currently limit service there? 

At present, Malaysia Airlines is focused on consolidating our operations from Kathmandu, where we operate 10 weekly flights to Kuala Lumpur. This allows us to optimise connectivity for Nepalese travellers across ASEAN and Australasia, while serving the continued growth in both labour and leisure segments.

We deeply appreciate the efforts by the Nepali authorities to expand aviation infrastructure, and we welcome their proactive engagement with international carriers. The opening of Gautam Buddha International Airport and Pokhara International Airport marks an important milestone in Nepal’s aviation landscape, and we recognise the long-term potential these airports represent. We continue to closely monitor the operational readiness and commercial viability of these new airports. As part of our ongoing network strategy review, we remain open to exploring future opportunities for expansion into additional points in Nepal when the timing and market conditions are aligned.

Are there ongoing discussions with Nepali authorities or airport operators about launching services to these new gateways? If so, what are the key challenges and timelines? 

While we have not entered into formal discussions at this stage regarding operations to Gautam Buddha International Airport or Pokhara International Airport, we continue to monitor developments at both locations closely. Currently, our priority is to strengthen and optimize our existing 10 weekly services from Kathmandu, while enhancing onward connectivity to ASEAN and Australia via Kuala Lumpur. That said, we value the proactive efforts of Nepali authorities in expanding aviation infrastructure, and we remain open to exploring opportunities at these new airports as and when commercial, operational, and regulatory conditions align.

What digital innovations is Malaysia Airlines adopting to enhance customer experience in an increasingly online booking and travel environment? 

Malaysia Airlines is undergoing a focused digital transformation aimed at elevating the end-to-end travel experience and meeting the evolving expectations of today’s connected travellers. We have invested in a mobile-first website and a user-friendly MH mobile app, enabling customers to book, modify, and manage their trips with ease—from seat selection and upgrades to meal preferences and real-time flight alerts. A major innovation being rolled out is our MHconnect in-flight Wi-Fi platform, which began progressive deployment from January 2025. This service offers complimentary Wi-Fi across all cabins, enabling passengers to stay connected, stream entertainment, and access digital content throughout their flight.

In addition, we are enhancing inflight entertainment systems, introducing digitally curated menus, and refining self-service features at airports to reduce wait times and improve convenience.

Looking ahead, we are investing in AI-driven personalisation to tailor offers and communication, biometric boarding and touchless check-in to streamline airport processes, and predictive service tools that will help us anticipate and respond to passenger needs proactively. Ultimately, these digital innovations are part of our vision to become a truly modern, digitally enabled airline—delivering both cutting-edge conveniences, with the hallmark warmth of Malaysian Hospitality.

Sustainability is a pressing issue in global aviation. How is Malaysia Airlines aligning its operations and fleet plans with environmental targets and carbon-reduction goals? 

Sustainability is at the heart of Malaysia Airlines’ long-term vision. A key pillar of our strategy is fleet modernisation, which enables us to reduce emissions while delivering a better travel experience and stronger operational performance. We are progressively introducing next-generation aircraft such as the Airbus 330neo (A330neo) and Boeing 737-8, both of which offer significantly improved fuel efficiency, lower carbon emissions, and reduced noise footprints. The A330neo, for instance, delivers up to 14 percent greater fuel efficiency than its predecessor and features a refreshed cabin with enhanced comfort and inflight entertainment. The B737-8 enhances economics on short-haul routes while providing a quieter, more comfortable journey for passengers.

Aligned with this vision, we are progressively rolling out MHconnect, our new inflight Wi-Fi platform that offers complimentary unlimited data to all passengers, regardless of cabin class. This initiative is part of our broader commitment to creating a connected, modern travel experience with sustainability at its core.

Our fleet deployment strategy remains agile—ensuring the right aircraft are matched to the right routes to optimise fuel efficiency while staying responsive to shifting market dynamics.

These efforts are underpinned by the Malaysia Aviation Group Sustainability Blueprint, which outlines our pathway to net-zero emissions by 2050, including investment in sustainable aviation fuel (SAF) and operational efficiencies. By combining smart technology, modern aircraft, and our signature Malaysian Hospitality, Malaysia Airlines is charting a thoughtful and ambitious path toward a greener and more responsible future.

How is Malaysia Airlines supporting the evolving needs of business and corporate travellers, particularly in a more flexible and value-driven travel environment?

Business travel today demands greater flexibility, transparency, and value—and MHcorporate is our tailored solution to meet these expectations. Designed specifically for SMEs and corporates of all sizes, MHcorporate provides a streamlined and rewarding travel programme that combines cost efficiency with added convenience. Under MHcorporate, registered companies benefit from special corporate fares, complimentary flight changes, additional baggage allowance, and priority services on selected fare types. The programme is free to join and allows companies to manage their bookings easily via our online portal, giving them visibility and control over their travel spend.

We also recognise that today’s business traveller values productivity and wellbeing. That’s why MHcorporate offers priority check-in, access to value-added options such as lounge access and seat selection and is fully integrated into our broader digital transformation—supporting contactless travel and seamless itinerary management. Importantly, MHcorporate reflects our belief that business travel should not be limited to large organisations. By offering flexible, accessible benefits, we aim to empower more businesses—particularly in emerging markets like South Asia—to travel with confidence while enjoying the hallmark service and hospitality of Malaysia Airlines.

As corporate travel patterns continue to evolve, we remain committed to enhancing MHcorporate with more customisation, better digital tools, and loyalty integration—helping organisations of all sizes optimise their travel while staying connected to growth opportunities across the region and beyond.

With growing travel demand from Kathmandu, what makes Malaysia Airlines the preferred choice for travellers heading to Asia and beyond?

Malaysia Airlines offers a compelling blend of value, service, and connectivity that resonates strongly with travellers from Kathmandu. Customers can enjoy a generous baggage allowance of up to 35kg in Economy Class and up to 50kg in Business Class, making it easier to travel with everything they need—whether for business, study, or family visits.

Once onboard, passengers experience enhanced in-flight service featuring personalised dining through our “Chef on Call” service, along with curated regional flavours under our ‘Best of Asia’ menu. These offerings reflect our commitment to delivering the warmth and care of Malaysian Hospitality. Families travelling with children benefit from the MH Young Explorers Club, which includes perks such as priority check-in, family boarding, child-friendly meals, and engaging activity packs designed to keep young travellers entertained.

Our Enrich loyalty program rewards frequent flyers with exclusive benefits, including an additional five percent off fares for members. For those seeking an elevated experience, MHupgrade gives passengers the opportunity to bid for an upgrade to Business Class or even Business Suite—offering premium comfort at a self-selected price point. Malaysia Airlines’ extensive network provides seamless access to over 70 destinations worldwide, including major international cities such as Melbourne, Tokyo, and Seoul, as well as popular domestic destinations like Kuala Lumpur, Penang, and Johor Bahru. This makes Malaysia Airlines not just a carrier of choice, but a trusted gateway to Asia and beyond.