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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.

As tensions flare in the Middle East following Iran’s counterattack on Israel, concern has grown over the safety of Nepali citizens living in the region. Bhupal Luitel spoke with Nepali Ambassador to Israel, Dhan Prasad Pandit, to understand the current situation on the ground, the status of Nepalis there, the embassy’s contingency plans, and the latest updates on Bipin Joshi, the Nepali national who has been missing since the Hamas attack in Oct 2023. Excerpts:

We’ve heard a state of emergency was declared after the counterattacks between Israel and Iran began. What is the current situation there now?

The attack began at 3 pm local time here. Even as I am speaking to you, sirens continue to sound intermittently. The first missile attack on Tel Aviv took place at 9 pm. Then, from 1-2 am to 3-4 am, the attack continued with loud noise. The situation here is fine as of 7 am. People are rushing to bunkers within 90 seconds of the siren and remain there for at least 10 minutes. After Israel launched its attack on Iran, there have been reports of hundreds of drones being launched in response, most of which have been intercepted by Israel’s ‘Iron Dome’ defense system. Since the incident began, I’ve been in frequent contact with Nepali government officials and members of the Nepali community, regularly updating them on the situation here.

How many Nepalis are there, and what is their situation?

Neither the Nepali government nor the embassy has accurate data on the actual number of Nepalis in Israel. While the official records only those who came through the G2G (government-to-government) mechanism, there are also Nepalis who arrived via India using Indian passports. Even though they are not counted in official statistics, they continue to send remittances to Nepal—so for practical purposes, they should be considered. This discrepancy makes it difficult to assess the actual number. However, if we include both legal and undocumented individuals, the estimated number of Nepalis in Israel ranges between 5,000 and 7,000. We have contacted the Nepalis and asked them to take help from us but 99 percent of the Nepalis said that they don’t want us to rescue them. There are two reasons for this. One is the job with an attractive salary and the other is the situation where you will not be able to return and get the same job here.
 

As for the current situation, there is no immediate reason for panic among the Nepali community, but discipline and preparedness are crucial. The most important thing is to strictly follow the safety protocols—this includes immediately going to the bunker when sirens sound, avoiding unnecessary movement outside, and especially refraining from going out during times of active crisis.

It’s difficult to assess how the war will unfold. If it escalates further, what preparations has the embassy made?

We are in constant communication with the Nepali government, Nepali citizens in Israel, and their families back home. If the situation escalates into a full-scale war, our response will be limited by our capabilities and available resources. In such a scenario, we would also seek support from neighboring countries. I am currently in touch with ambassadors from Cyprus, India, Thailand, and others to make contingency plans in case a rescue operation becomes necessary for Nepalis.
 

Recently, a delegation including Biratnagar Metropolitan City Mayor Nagesh Koirala arrived here amidst much confusion. I met with him and helped facilitate their return to Nepal via Cyprus. At the same time, I’ve come across Nepalis who have only recently arrived in Israel. Many of them are facing challenges—from not understanding Hebrew to feeling unsafe in older bunkers. I’m working with local officials to ensure they receive the support they need.
 

We have already issued an advisory to all Nepalis here. However, if the war intensifies significantly, I must honestly say that our capacity to evacuate all Nepalis is extremely limited. For comparison, India has around 30,000 to 35,000 citizens here, and it is unlikely they could evacuate everyone at once. Sri Lanka has a similar number, the Philippines about 30,000, and China around 40,000. In such a crisis, every country faces limitations.

We have no choice but to seek international assistance if needed. That said, Nepal has a history of stepping up during crises. If evacuation becomes impossible, the best course of action would be for Nepalis to remain in safe shelters with adequate supplies of food, water, and essentials

It has been about six months since you arrived in Israel as an ambassador. What is the status of Bipin Joshi?

As of now, we still do not have any clear information regarding the status of Bipin Joshi. The Israeli government does not know, nor does the local army. Of the remaining three hostages, Hamas recently returned the body of a Thai citizen who had reportedly died back in December 2023. A Nigerian hostage has also been confirmed dead, and there are reports that his body is being prepared for return. But when it comes to Joshi’s status, I truly cannot say anything beyond this at this point.

Thibaut Bruttin is a Franco-Swiss civil society activist, Director-General of Reporters Without Borders (RSF) and President of the Forum on Information and Democracy (FID). He joined RSF in 2014 and contributed to the development of key initiatives such as the Journalism Trust Initiative (JTI), the evacuations of Afghan journalists, the press freedom centers in Ukraine, the escape of Marina Ovsyannikova from Russia, and the Svoboda satellite package targeting Russian audiences. He began his career in the international development team at the Louvre Museum and later worked for Echo Studio, a production and distribution company focused on impact-driven cinema. A film historian as well, Thibaut Bruttin has published several works, the most recent of which is Michel Audiard–Jean Herman/Vautrin (Actes Sud–Institut Lumière, 2023). Kamal Dev Bhattarai of ApEx talked to him about the global and regional scenarios of press freedom and journalist safety.

What are the key threats that global journalists in common are facing today?

In 2025, the global state of press freedom is now classified as a “difficult situation” for the first time in the history of RSF's World Press Freedom Index. Although physical attacks against journalists are the most visible violations of press freedom and some 50 journalists were killed in 2024, RSF has underlined that economic pressure is also a major, more insidious problem. The economic indicator on the RSF World Press Freedom Index now stands at an unprecedented, critical low as its decline continues in 2025.

As a global organization, what are RSF's priorities?

RSF defends and promotes a free, independent and pluralistic press via publications, advocacy and direct support.

What is your overall impression of the status of press freedom in South Asia?

In the Asia-Pacific region, press freedom and access to reliable news sources are severely compromised by the predominance of regimes—often authoritarian—that strictly control information, often through economic means. In many countries, the government has a tight grip on media ownership, allowing them to interfere in outlets’ editorial choices. It is highly telling that twenty of the region’s 32 countries and territories saw their economic indicators drop in the 2025 World Press Freedom Index.

You recently visited Nepal and discussed the media fraternity here. How do you rate the status of press freedom in Nepal?

RSF published its World Press Freedom Index in early May and Nepal is ranked 90th, down 16 places. Worst: Nepal is 80th regarding the economy of the media 120th in terms of safety of the journalists. Today, the state of press freedom in Nepal is increasingly fragile. Therefore, Nepal must uphold its constitutional promise of a free press.

Despite a relatively calm and peaceful political situation, Nepali journalists still face physical threats. What are your suggestions to local stakeholders here to address this issue?

Journalists in Nepal still face physical violence. Two media professionals have lost their lives recently: freelance journalist Suresh Bhul, from Dhangadhi, and Avenues TV cameraperson Suresh Rajak. I have met the widow of Suresh Rajak, killed during the pro-monarch demonstration and she expressed, just as Rajak’s colleagues did, the lack of progress and transparency in the investigation.  This case highlights several issues when dealing with the safety of journalists. First, what happened in this arsoned building? Second, was the response of the police and emergency services appropriate? And third, is there a true will to shed light on this incident? Reaffirming that attacks on journalists are unacceptable in a democracy is not enough. Impunity for crimes committed against journalists puts the entire profession at risk.

Could you shed light on the areas RSF is working in Nepal?

RSF is also advocating for public policies to support the media economy. The weakened economy of the news industry has two consequences, highly evidenced in Nepal: the outlets can be tempted to lower the quality of their content and favor sensationalist, polarizing or clickbait pieces; the journalists must diversify their resources and can engage in communications or politics. We urge media owners to fully implement the minimum wage regulation and to pay in due time their employees. Furthermore, we invite the parliament to amend the Social Media Bill so as to exempt from its scope news media, identified according to national licenses or international standards such as the Journalism Trust Initiative; and to adopt transparent, fair mechanisms for the allocation of public advertising and subsidies, to support independent media without discrimination. 

Mark Loughran, President and Deputy CEO of inDrive, a fast-growing ride-hailing and urban mobility platform with a unique peer-to-peer pricing model, is driving the company’s mission to challenge injustice and empower communities through fair and transparent services. In a conversation with ApEx, he discusses inDrive’s expansion into Nepal, the company’s distinctive approach to mobility, and its long-term vision for empowering riders and drivers alike.

What is inDrive, and how did this concept arise?

inDrive is a global urban mobility service committed to challenging injustice and creating positive social impact. With a presence in 48 countries and 888 cities, inDrive has completed over 6bn rides since its inception. The idea for inDrive emerged during a harsh Siberian winter around New Year’s Eve. As temperatures plummeted, local taxi companies drastically increased their fares—some by two or three times the usual rate. This sudden surge left many residents stranded, unable to afford transportation to visit friends, family, or get to work. 

In response, people began reaching out to one another directly, arranging rides amongst themselves. A simple concept was born: peer-to-peer ride-sharing based on mutual agreement and fair pricing. What began as a community-driven solution quickly grew in popularity, spreading from a few individuals to thousands across the region. Seeing this grassroots movement, Arsen Tomsky, the visionary founder and CEO of inDrive, transformed this idea into a digital platform. His goal was simple yet profound: to create a service where people, not algorithms or monopolistic pricing models, decide the cost of their rides.

Today, inDrive continues its mission to fight against inequality in urban mobility, empowering both passengers and drivers with the freedom to negotiate fair fares and access safe, reliable transportation. From its humble beginnings in one of the coldest cities on earth, inDrive now serves millions of people worldwide, standing as a testament to the power of community-driven solutions and social justice.

What makes inDrive unique and what is its mission?

At the heart of inDrive’s mission lies a commitment to combating injustice and promoting freedom. Unlike other ride-hailing platforms, inDrive empowers both passengers and drivers with genuine choice and transparency, key elements that set us apart from the competition. One of the most distinctive features of inDrive is the freedom to negotiate fares. When you open the app, you don’t just see a fixed price—you see a recommended price, and then you decide what you want to pay. That’s right, you can enter the fare that you think is fair, and it doesn’t stop there. On the driver’s side, they don’t just get a ride request with a vague destination and a hidden fare; they see exactly where you are, where you want to go, and the fare you’ve suggested. This level of transparency is rare. On many competitor platforms, drivers often have no visibility into the fare or even the destination before accepting the ride. They are forced to accept the next ride blindly, with little room for choice or negotiation. 

At inDrive, however, drivers can see multiple passenger bids, giving them the freedom to select the best option for their time and route preferences. From the passenger’s perspective, the benefits are just as clear. You don’t just pick the next available car—you get to see multiple driver offers, complete with driver ratings, vehicle details, and proposed fares. This means you have the power to choose a driver based on what matters most to you—whether it’s the quickest arrival time, the lowest fare, or the highest-rated driver. We’ve noticed that some passengers are happy to wait a little longer for a cheaper ride, while others prioritize speed. That’s the beauty of freedom of choice, and it’s entirely in your hands. 

Another critical difference is our platform commission rate. inDrive charges just 10 percent, allowing drivers to keep 90 percent of their earnings. Not only does this enable drivers to earn more fairly, but it also contributes to lower ride costs for passengers. To add to this, passengers pay drivers directly upon completion of the ride—no waiting periods or hidden deductions. In contrast, many global competitors take 20 percent, 30 percent, or even more in commissions, impacting both driver earnings and passenger costs. In summary, inDrive is driven by three core principles: fair pricing, freedom of choice, and fair earnings for drivers. We believe that mobility should be just, transparent, and empowering for everyone involved.

Since inDrive is built on a people-centric and community-based approach, how do you ensure that this philosophy resonates effectively with local markets, particularly in a country like Nepal?

inDrive’s community-focused and people-centric approach is a core part of its identity. But instead of simply ‘making sure’ it resonates with local markets like Nepal, it’s more about how we operate and uphold those values consistently. Our growth and market leadership in Nepal speak volumes—being the number one ride-hailing service with a significant market share reflects that people recognize and appreciate our unique model. 

The key differentiator is not just about competitive pricing and freedom of choice for passengers. It’s also about fairness and economic impact. Drivers with inDrive keep 90 percent of their earnings, which directly contributes back to Nepal’s economy. Unlike competitors that take 20-30 percent of driver income, effectively removing that capital from the local community, inDrive’s model ensures that money stays and circulates within Nepal. This creates a ripple effect of positive economic contribution, empowering local drivers and enhancing community growth. Looking forward, we hope more passengers understand that choosing inDrive is not only about convenience but also about supporting local communities and contributing to a fairer economic ecosystem. It’s about fairness, empowerment, and real impact.

Could you please share the primary goals of inDrive in Nepal? Additionally, what new initiatives or launches can we expect from inDrive in the next five years?

Currently, there is nothing specific to announce, but to provide a broader perspective, let’s look at what inDrive has been doing in other countries. At the moment, inDrive operates in just three cities in Nepal. However, there is a clear demand for improved mobility services in other cities as well. One of the first major steps you can expect is inDrive’s expansion to more cities across Nepal. As seen in other markets, after expanding to additional cities, inDrive often introduces intercity rides, linking these cities to facilitate longer-distance travel. This service is particularly advantageous for negotiations, where both drivers and passengers benefit from fair and transparent fare discussions for long-distance trips. Looking beyond just city expansions, inDrive is likely to explore broader delivery services in Nepal. This is a strategy they’ve successfully implemented in other countries, and it aligns with their goal of enhancing accessibility and convenience for users.

Moreover, inDrive has been pioneering financial services for drivers in select markets. Starting in Mexico and now available in five countries, this initiative addresses a major challenge for drivers: access to fair credit. Many drivers struggle with credit ratings, making it hard for them to secure loans. inDrive has innovated by using drivers’ riding and driving history to collaborate with credit rating agencies and lending institutions, allowing drivers to borrow money at fair rates. Repayments are structured to be manageable, deducted gradually from their earnings. This service has been instrumental for drivers facing emergencies like car repairs, medical expenses, or even educational costs for their children—key reasons drivers seek financial support. While this service is yet to reach Indonesia, the plan is to expand it further, and it’s highly possible Nepal could be a part of that future vision. Expanding mobility, delivery services, and financial support would not only elevate inDrive’s presence in Nepal but also contribute to economic opportunities for drivers and enhanced services for passengers.

As sustainability becomes an increasingly crucial aspect of the transportation industry, what is inDrive doing to incorporate sustainable practices into its operations?

First and foremost, the foundation of inDrive’s service model is built around the concept of resource sharing through ride-hailing and ride-sharing. By promoting shared rides, we contribute to a reduction in the number of cars on the road, which in turn helps to decrease emissions and lessen environmental impact. Personally, in the last country I lived in, I didn’t own a car and relied solely on ride-hailing services. This demonstrates that ride-sharing platforms can effectively support sustainable urban mobility by optimizing vehicle use and minimizing unnecessary congestion. 

Additionally, as electric vehicles (EVs) become more accessible—not just in terms of purchase but also in terms of operation, with the development of necessary charging networks-our commitment to sustainability strengthens. In line with this, last year we launched a Comfort Class that includes EVs. As the EV infrastructure continues to grow and the number of EVs on the roads increases, we plan to introduce a dedicated class exclusively for electric vehicles, actively encouraging their use among both drivers and passengers. These initiatives reflect inDrive’s broader vision to contribute positively to environmental sustainability by embracing modern, eco-friendly transportation solutions.

Can you share some impactful and CSR projects that inDrive has been doing in Nepal?

At inDrive, our commitment goes beyond redefining mobility; it’s about redefining the very principles of business to create a lasting, positive impact in the communities where we operate. Our business model is deeply rooted in challenging injustice and promoting fairness—not just for our passengers and drivers but for society as a whole. This commitment is embedded in our belief that businesses should not only focus on financial strength and value for investors but also actively contribute to the well-being and development of communities. We call this approach ‘reinventing capitalism’, where growth and profitability go hand in hand with community empowerment and social responsibility.

Globally, inDrive’s impact initiatives are led by our dedicated inVision team. This team spearheads projects across four core areas: education, sports, arts, and technology. Through various programs, we are empowering individuals and communities by providing them with resources and opportunities that would otherwise be out of reach. One standout initiative is the ‘Free for Use University’ launched in Kazakhstan, one of the first countries where inDrive expanded. This groundbreaking program provides a full university education for children from deprived areas who would not have had the opportunity to pursue higher education. The curriculum not only covers academic subjects but also includes entrepreneurialism, community support, and social impact training. By investing in education, we aim to create future leaders who can drive positive change in their communities. 

Our commitment to sports is another pillar of our global impact. We recognize that sports instill discipline, teamwork, and confidence in young people, contributing to better educational outcomes and healthier lifestyles. Around the world, we support sporting events and facilities, understanding that these investments shape stronger, more resilient communities.

Here in Nepal, inDrive’s commitment to community impact is evident through several key projects. We began with vital support for disaster relief, aiding in rebuilding homes and assisting families affected by natural disasters. Recognizing the need for sustainable community support, we are now on the verge of launching the ‘Ride to Donate’ program. This initiative will channel a portion of the fare from every third ride into a fund dedicated to enhancing sporting facilities in schools across Kathmandu. We believe that investing in sports for children not only improves health and education outcomes but also builds community spirit and opportunity. inDrive is also a proud supporter of the Kathmandu Marathon, an event that brings together athletes, communities, and our own driver partners. Beyond just sponsorship, we encourage our drivers and their children to participate, promoting health, well-being, and community engagement.

Technology and entrepreneurship are key to Nepal’s development, and inDrive is proud to sponsor the ICT Awards, which recognize innovation and excellence in the tech sector. For the past two years, we have supported this event, which typically takes place in December. We also encourage female entrepreneurs to participate in the global ‘Aurora Tech Awards’, a program that supports and mentors women in technology. Our goal is to see more Nepalese representation in these global programs, offering them a platform to shine on the world stage.

Art has the power to inspire, challenge, and drive change. Our ‘Alternativa’ program supports filmmakers and artists, providing them with mentorship and a platform to share their stories globally. A powerful example is the Nepali film ‘Devi’, which was a finalist in the program. This impactful film has not only sparked important conversations in Nepal but is also being showcased internationally to influence policymakers. Choosing inDrive is about more than just good service and fair pricing; it's about supporting a company that reinvests in local communities. The majority of our profits stay with drivers and within the Nepalese economy, directly benefiting local families and businesses. 

Additionally, through our community programs and impactful projects, we bring our skills, resources, and commitment to tackling real social challenges, contributing to lasting positive change. We are dedicated to continuing our journey of impactful projects in Nepal, expanding our programs, and reaching more communities in need. At inDrive, we believe that business success should always be measured not just by profit but by the positive impact we create in the communities we serve.

So, does inDrive have any partnerships with local insurance companies in Nepal to provide coverage?

Yes, inDrive is proud to partner with Sagarmatha Lumbini Insurance Company Limited, a well-known local insurance company in Nepal. This collaboration allows us to provide essential insurance coverage for our drivers and passengers, ensuring their safety and security while on the road. It’s a significant step in reinforcing our commitment to driver and passenger welfare, and we’re thrilled to have this arrangement in place. Having local support from Sagarmatha Lumbini Insurance adds an extra layer of reliability and trust for our driver partners and our valuable passengers.

We have discussed how inDrive is empowering drivers globally and enhancing its reputation as a reliable ride-hailing app. How does inDrive plan to specifically empower local drivers in Nepal? What kind of support can they expect from the company?

The very first and arguably most impactful way we empower our drivers is by ensuring that 90 percent of the fare goes directly to them. Unlike many platforms, we prioritize putting the majority of the earnings into the hands of those who are on the road. Drivers receive their earnings instantly, providing immediate access to their hard-earned money. If you haven’t experienced this firsthand, I highly encourage you to spend some time with our team and local drivers-ask questions, understand their motivations, and hear their personal stories. You'll find that each driver has a unique journey, and many rely on this income to support their families and pursue their aspirations. 

The second way we support drivers is by fostering consistent demand for rides. Our platform is growing rapidly in Nepal, which translates to more ride requests and more earning opportunities for drivers. For many, driving with inDrive represents a pathway to a sustainable income, sometimes transitioning from unemployment to earning a reliable livelihood. 

Thirdly, we focus heavily on training and development. We recognize that quality service and safety are paramount—not just for passengers but for drivers too. Our training sessions cover areas like safety protocols, customer service, and effective time management. We also go beyond traditional training by addressing mental health, recognizing that long hours on the road can be both mentally and physically demanding. In fact, we’ve introduced in-person mental health sessions to help drivers manage stress and maintain well-being during their long shifts. Driving for eight to ten hours a day is not an easy task. The pressures of traffic, passenger demands, and maintaining concentration are real challenges. Having driven myself, though only for shorter periods, I understand how intense it can be, especially during peak hours when everyone is rushing to their destinations. Our aim is to ease this burden with continuous support, better infrastructure, and a sense of community. 

Finally, as we continue to grow in Nepal, we are committed to bringing more services and investments into the community. These initiatives are designed to not only enhance the experience for our drivers but also to contribute positively to the local economy.