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Archana Thapa is an author, researcher, editor and founder of Akshar Creations, a publishing house based in Kathmandu. She is the author of Kathaputala, a compelling collection of stories. She has edited numerous books including Telling A Tale, Swastitwako Khoj and Smritikathama Satwa. Currently she is writing her first novel. Ken Subedi converses with Thapa on literature, publishing and translation in Nepal.

As an author and publisher, do you find the shift of women’s condition in Nepali literature now compared to a few decades back? In what ways are they similar and different?

Compared to a few decades ago there has been a profound shift in the landscape of women’s writing in Nepali literature. The majority of contemporary women’s writing reflects a departure from traditional regressive norms, challenging orthodox and regressive values that were accepted as natural, not cultural. Through their writings women authors now are assertively expressing their voice and views.

In the narrative crafted by these authors, female protagonists have undergone a remarkable transformation. More protagonists seem independent, visible, articulate and actively taking the role of change makers rather than being confined to the victimhood. Their writing signifies an end to the perpetual wait for a savior and the tendency to attribute their oppression to fate. Furthermore, it is not only just the portrayal of women protagonists that is changing; the very essence of women’s writing is marked by refreshing shifts in writing style, themes, issues and narratives. Such evolution not only brings diversity and depth to diverse stories, but also contributes to a broader and more inclusive literary landscape.

As a publisher yourself, do you agree publishers largely have been less interested in short story collections than novels? Is it because the readers tend to buy novels more than the story collections?

As a publisher, I have noticed a more influx of novel manuscripts compared to short stories. On a personal note, my creative writing journey commenced with longer stories. However, it raises the question of why upcoming writers are more inclined towards the novel genre. Perhaps a more in-depth exploration will uncover the underlying motivations.

However, it is essential to underscore that short story writing remains a vibrant and significant facet of literary expression. An illustrative example is the annual story writing competition organized by 12Khari for the past five years. This competition attracts submission in large numbers from Nepali writers around the world showcasing the enduring popularity and creativity inherent in the short story form. It may seem that novels dominate the Nepali literary landscape, yet the short stories are very important for diverse literary tapestry.

In laws, Nepal identifies non-binary sexualities and genders. Is the number of literary productions and discussions in popular culture coming from/about those sexualities satisfactory?

Nepal has seen increased recognition and visibility of non-binary sexualities and gender. The acceptance and representation of non-binary sexualities and identities in literary productions as well as in popular culture may vary because of the evolving nature of social attitudes and cultural shifts.

The level of satisfaction regarding the representation of non-binary sexualities and genders in literary production and popular culture can be subjective. Considering the dynamic nature of cultural shift there is a growing inclination to portray a more diverse world. However, it is true that not much is written on non-binary sexualities and genders. I would like to mention that one of the stories in Kathaputala is about Trans identity. I am optimistic that in the days to come, there will be a surge in the creation of stories that explore the diverse expressions of sexualities and genders.

Do you think the location where the author publishes matters in terms of the reach and reception?

In an ideal world, a book would organically find its own readership and make its way in the literary arena solely based on its own quality and merit. However, the reality is far from the ideal. Also, unfortunately, publishing is becoming more challenging than ever. In the era completely dominated by multimedia and marketing, publishers are immersed in diverse channels of information, advertisement and literary propaganda to reach readers. To capture readers’ attention, bigger publishers employ various marketing strategies, utilizing all the tricks of the trade to make a huge splash in the competitive book market. 

Publishing books has transformed into an investment and it goes beyond the writer receiving royalties; it involves the collaborative efforts of many others in the book marketing process. Consequently, a publication house having substantial resources can generate significant buzz in the book market using all its resources in terms of reach and reception. However, it is crucial to understand the difference between instant popularity and earning a name as a timeless literary piece. While a publication house with ample resources may use all its marketing strategies to sell the book in large numbers, smaller publication houses face many challenges. Akshar Creations favors the enduring quality of a book that is shaped by its substance and lasting impact. 

In order to globalize the Nepali literary productions, translations have always been emphasized by the literary fraternities of Nepal. Why do you think translations are not happening in numbers as they should have been?

The prospect of Nepali literary translation holds immense significance in the world of literature as it will contribute to fostering a deeper and more comprehensive understanding of Nepali literature in the global literary stage. While some of the Nepali literary works have been translated into English and other languages, that number remains less than satisfactory. Acknowledging the constraints of living in a resources-limited society, it is evident that there is less enthusiasm in the academic arena and insufficient support from the government level. 

As I have only translated poems till the date, I may not be able to pinpoint the exact reasons behind this challenge, however, as I understand, translation endeavor requires increased resources, enhanced infrastructures, proficient translator with a strong command of language and a nuanced understanding of cultural subtleties, needs good investment and also a good channel to take the translated works into the international market.

The translated project, in essence, demands a multi-faceted approach that addresses not only linguistic challenges, better translation skills, but also the structural and market orient aspect of the literary world. I firmly believe that with enhanced resources and more effective strategic support, translated Nepali literature holds the great potential to secure a more prominent and well deserved space on the global literary readership.

Chandra Prasad Risal is the project director of Rural Economic and Enterprise Development Project of the Ministry of Agriculture and Livestock Development (MoALD). ApEx talked with him on strengthening market linkages through productive partnerships between producer organizations and buyers in five economic corridors in 171 municipalities across the country.

The Rural Economic and Enterprise Development Project has launched a productive partnership program and has called for joint proposals from the buyers and producers, what does a productive partnership mean?

Productive partnership refers to the friendly agreement reached between a producer organization and a buyer to achieve a specific offtake (or commercial) agreement. An offtake agreement specifies the product that will be provided by the producer organizations to the buyer in terms of quality, quantity, and delivery. It also specifies the price determination mechanism and payment modality between the two.

There are plenty of challenges in enhancing productivity and promoting sustainable agriculture practices in Nepal. How do you think this productive partnership between producers and buyers will help the development of rural agricultural enterprises?

The Rural Economic and Enterprise Development Project aims to stimulate the development of rural enterprises by strengthening market linkages among smallholder producers and buyers in the agricultural commodity value chain, and by strengthening the enabling environment for the development of enterprises in key economic corridors of the country. 

Under the productive partnership, it aims to establish productive partnerships between producer organizations and buyers based on mutually agreed business plans, specifying product quality, quantity, delivery conditions, and price determination mechanisms. So, for that, we have requested a call for proposals for the joint profiles from producer organizations and buyers for productive partnerships. But in cases of failure to find buyers or producers then we will provide support for prospective buyers and producer organizations to prepare simple joint profiles as well.

Through this partnership, we are hopeful that there will be business benefits through sales growth through access to new markets, increased product volume, better quality, lower costs, fewer losses, more timely delivery, and increased revenues for both buyers and producer organizations.

 Who are eligible to become producer organizations and buyers? What are the products they support?

Producer organizations are the rural entrepreneurs who are the smallholder farmers and rural producers organized in groups, cooperatives, or other forms of association like agribusiness small and micro enterprises and agri-tech start-ups who are growth-oriented. In the case of buyers, they can be national and international big firms, wholesalers, processors, retailers, suppliers, supermarkets, and intermediaries.

The project will support rural-based productive partnerships based on agricultural products, which could include cereals (rice, wheat, maize, millet, and barley), legumes, fruits and vegetables, poultry, milk, meat (goat, pig, buffalo), fish, tea, coffee, spices, honey, medicinal and aromatic herbs and non-timber forest products such as Sichuan pepper, cinnamon, bamboo, etc.), among others.

How will this start-up grant for productive partnership help the buyers and producers? 

A start-up grant will be provided only to a producer organization under an approved business plan. The objective of start-up grant is to assist producer organizations in maintaining the quality of products and ensuring a consistent supply of high-quality goods by offering essential technical support.

Even though buyers will not get any grant funding this partnership will minimize transaction costs, collection and aggregation expenses, and streamline the negotiation process with intermediaries, resulting in considerable savings of time and energy.

When was the call for proposals launched and when is the deadline?

 The second call for proposals for a joint profile for the productive partnership was announced on 1 Jan 2024, with a submission deadline set at 35 days. The deadline ended on Feb 4. The first call for proposals, held from Feb to June 2023, received 1,908 submissions predominantly from producer organizations.  

Simple silhouettes, timeless designs, stylish, and comfortable—that is how your clothes should be, says Anuza Rajbhadari who, along with her younger sister, Alpaza Rajbhandari, founded the sustainable clothing brand Ekadesma. The 42-year-old mother of two loves natural fabrics and believes what you wear shouldn’t have a high environmental price tag. In a conversation with Cilla Khatry of ApEx, Rajbhandari spoke about her love for slow fashion and how sustainability is at the heart of everything she does. 

Can you tell us a little about Ekadesma? 

Ekasdesma is a lifestyle brand that was established in 2011. My sister and I identified a market gap for a homegrown brand. Nepal was importing a lot of stuff but we didn’t have that many options when it came to a locally-made clothing brand. We wanted to use locally sourced materials and create unique pieces that reflected our culture and roots. And, with the collective experience of working in the garment business and marketing, we thought we could pull it off. 

We started with a retail store in Thamel, Kathmandu. After the 2015 earthquakes, we realized we could and must generate employment for underprivileged women and started our manufacturing unit. Now we have two outlets, one in Thamel and the other in Kupondole, Lalitpur. We export our products to the US, Norway, and New Zealand.  

What is slow fashion and why is it important in today’s world?

Slow fashion is a movement for a better world. It’s an approach to fashion that focuses on sustainability. It’s fashion that thinks about its environmental and social impact. It’s also about ethical manufacturing and mindful consumption. Brands can promote slow fashion by being transparent and ethical in the manufacturing process. People can opt for slow fashion by being conscious of what and how they choose to buy clothing. 

There are a lot of things slow fashion takes into consideration that fast fashion doesn’t. From fair wages for the laborers and a safe working environment to higher textile quality and durability of the finished product, there are a lot of reasons why slow fashion is beneficial. Slow fashion is also timeless so when you buy a piece you can wear it multiple times, for different occasions. Ekadeshma is still selling designs that were a part of our earliest collections. That’s the beauty of slow fashion. It transcends trends. 

How do you come up with a new collection? 

Alpaza, my younger sister, who is based in Seattle in the US, designs the collection. It’s a lot of work and it takes a while. We only launch two capsule collections in a year—in summer and in winter. Once my sister sends us the designs, our team in Nepal, which has an assistant designer as well, studies them. We conduct a feasibility test and make a prototype. 

What’s different about Ekadesma is that we don’t just test the fitting of our clothes on dummies. We get actual people to try them. They tell us how comfortable it is and if something needs to be fixed. Then we manufacture the design in four sizes, from small to extra-large. Another thing we are conscious about as a sustainable business is to minimize waste. We try to use every possible inch of fabric. We make accessories like small pouches and laptop bags from leftover cloth. We are still trying to reduce the waste produced and, if possible, go zero-waste. 

What are some major challenges of running a sustainable business?

People are much more aware of sustainability and its importance now than they were when we started. But it’s still quite a challenge to make them understand why our products are a bit on the expensive side. In that sense, I believe there is still a lack of awareness and education. It’s been an issue since day one. There is also no clear government policy for sustainable businesses. There are no studies or reports to measure the impact of sustainable businesses. People aren’t aware of the positive chain of events that they kick off when they opt for sustainable fashion.

As a sustainable business, transparency is key. But we have to deal with suppliers and weavers who would rather not be transparent. So that causes problems in the supply chain. Since we only use natural materials like cotton, linen, and hemp, we also have to be extra careful to make sure there aren’t any synthetic materials in our textile. It requires a lot of effort, time, and patience. 

How do you overcome them?

We are particular about our textile weavers. We only work with the transparent ones. We also try to be more visible to create more awareness. We showcase our brand at fairs and exhibitions. Despite having two outlets, we use every opportunity to promote our brand. We reach out to people and talk about sustainable business. 

Challenges can affect you personally so, as a business owner, you have to look at the positive side of things and power on. It’s easy to give up. My sister and I have had moments when we questioned why we were doing what we were doing. But you have to believe in your company’s vision and long-term goals. We wanted to give back to the community and, as cliché as it might sound, we are passionate about our work. Also, we receive good feedback from people who wear our clothes. We have seen the growth of the women who work with us. They are happy and empowered. It gives us every reason to continue despite the difficulties.

How can people incorporate sustainable fashion into their lifestyles?

Our brand has grown organically, largely through word of mouth. I think that is because, slowly but surely, people are waking up to the importance of sustainability. Sustainability is a conscious way of living, and consumers are a lot more conscious than ever before. But the younger generation is driven by trends and that promotes fast fashion. To change that, effort is needed on a policy-level scale. 

On an individual level, there are many ways in which you can opt for sustainable fashion. Rewearing and restyling your clothes is the best way to be sustainable in your fashion choices. You can re-dye your cotton clothes to give them a new lease of life. DIY ideas can be used to mend your clothes and give them a fresh look.

What has been your biggest lesson so far as a business owner and a promoter of sustainability?

As a business owner, you have to be patient and resilient. It’s easy to start a business but it’s difficult to give continuity to it. When you start something new, you are sure of your ideas and you have a lot of energy. But when you start facing hurdles, as you inevitably will, it can be tempting to give up. That is when you have to give yourself a pep talk and be willing to learn and adapt and do what it takes to stick to your business ideals. I wasn’t a very patient person but owning a business, especially one that is as challenging as sustainable fashion, I have realized that you can’t expect instant results. You have to be persistent in your efforts.

Nasser Sulaiman Al Haider, Chairman of Al Sulaiman Holdings, Qatar, recently visited Kathmandu for the Annual Board Meeting of Zerone Technologies Pvt Ltd. The group holds diverse business interests across various geographies, including Jordan, India, Malaysia, UAE, Bahrain, Saudi Arabia, Italy, Singapore, and the USA. They have investments spanning a spectrum of sectors, such as Technology, Healthcare, Retail, and Services.

Zerone Technologies serves as a subsidiary of Al Sulaiman Holdings and spearheads the Group’s business endeavors in the SAARC countries, notably Nepal. Below are excerpts from the interview with Al Haider:

What IT and technology services does Zerone offer?

Zerone provides a comprehensive range of customized low-voltage solutions and services, offering an end-to-end suite tailored to individual requirements. Their offerings encompass various domains, including Fire Alarm and Public Announcement Systems, Security systems such as CCTV, Access Control, Gate Automation, and Perimeter Security. Additionally, they specialize in IT Networking solutions, covering IT cabling, Network switches, Wi-Fi, Routers, and Firewall Security. Zerone also addresses Data security needs, offering solutions for Data Centers, server rooms, and Audio Visual Systems like Video Conferencing, Video Walls, Video switching, Boardroom, and Meeting-room setups. Their expertise extends to Smart Automation solutions, IP Telephony communication solutions, Building Management System, Lighting automation systems, and Guest Room Management Solutions. Furthermore, Zerone caters to ICT Hardware requirements, providing Servers, Workstations, Desktops, Laptops, Printers, and other peripherals. This comprehensive suite of services accommodates a diverse spectrum of technological and infrastructure necessities.

In this era of rapid technological advancements, how challenging is it to provide services amid constant changes?

Staying abreast of the ever-evolving technology landscape is crucial, and we are committed to crafting and implementing forward-thinking platforms for our customers. We consistently invest in updating and training our engineers and designers in emerging technologies within our sector. This proactive approach safeguards our customers’ investments against obsolescence, ensuring their continued relevance and efficiency.

What services have you offered in collaboration with companies in Nepal?

As I mentioned earlier, we are offering the full suite of all the low-voltage products and services to our clients in Nepal. 

Name some of your completed and on-going projects in Nepal?

We have successfully concluded projects for renowned establishments such as Marriott Hotel, Aloft Hotel, Hyatt Place, Dusit Princess, and Holiday Inn Express. Currently, we are actively engaged in implementing our solutions at Hilton, Sheraton, Holiday Inn, Crowne Plaza, Mercure, Holiday Inn Pokhara, and Hyatt Place Butwal.

Additionally, it’s worth noting our extensive involvement in over 30 completed or ongoing Marriott Hotels across the SAARC region. These projects span various esteemed brands including St Regis, Ritz Carlton, JW Marriott, Marriott, Westin, Le Meridien, Four Points, Courtyard, and Fairfield.

With many businesses facing closure due to global economic recession, how do you navigate and operate effectively in such challenging times?

Our company is propelled by a robust vision that emphasizes embracing adversity as a pathway to successful growth and extending our gaze beyond local opportunities to sustain expansion. We prioritize the development and investment in a highly skilled workforce as a foundational pillar for achieving success. Guided by this philosophy, both during and following the covid recession, we have emerged as a significantly stronger company.

Managing an international business network involves navigating diverse rules and laws in each country. What challenges arise from working on a global scale?

As the world converges into a more compact workspace, we depend on top-tier global consultants to provide us with advice on cross-border geographies when necessary. However, it’s essential to acknowledge that understanding each country’s business intricacies requires firsthand on-ground experience.

With collaborations with numerous companies and brands, how do you mobilize your team to meet varied needs and demands?

Within our organization, we’ve cultivated specialists dedicated to each product category constituting our low voltage solutions. Working collaboratively with onsite field engineers, these specialists ensure project delivery aligned with precise customer specifications. It’s crucial to highlight that our solution designs are exclusively tailored to each customer—there’s no possibility of replication due to the unique and specific needs we cater to. Considering this, one can envision the extensive backend design efforts invested in delivering each project.

It appears you’ve received awards for your services. Could you share insights into a particular working style or approach that sets you apart and could inspire others?

We have been humbly awarded by various agencies, Partner OEMs, and Clients solely because of our Customer Centric approach, that sets us apart from our competitors.

What business challenges have you encountered during your work?

Covid-19 was one of the biggest challenges that we have faced in our lifetime and has left its impression on each one of us in some form or the other. Covid-19 also brought with it a numerous disruption such as complete halt of all non-medical business activities; production, supply chains and cross-border movement. 

Today, new challenges have emerged in the form of conflicts in the parts of the world which have many repercussions in the global economies.

Hence, the reality is that we will have to innovate and adapt our businesses quicker to the global realities that confront us and cushion the impact of such events in the future as well constantly.

Lastly, how was your visit to Nepal and we would like you to share some of our experiences?

I’ve eagerly anticipated visiting Nepal for quite some time now, drawn by the promising business opportunities and the undeniable beauty of your country. Experiencing the rapid pace of development here has been truly heartening.

During my visit, I had the privilege of meeting industry veterans and gaining firsthand insights into the investment landscape of Nepal. It was a pleasure meeting the dynamic Gaurav Agarwal, who introduced Marriott Brands like Fairfield, Marriott, and the upcoming Moxy to Kathmandu. I’m especially grateful to him for choosing Zerone Technologies as the implementation partner for our inaugural project in Nepal, and for guiding Jaspal Sehdave, who leads Zerone’s business in India and the SAARC region.

I also had the pleasure of meeting Maheshwor Shrestha, the MD of Chhaya Devi Complex and The Aloft Hotel. I was delighted to learn about his team’s commendable work in expanding hydro generation capacity in the Energy sector. Furthermore, meeting Vikram Singh, the General Manager of Aloft Hotel, was delightful, especially with the delicious kebabs and delicacies he treated us to.

An equally enriching encounter was with Dorjee Lama, the visionary behind the picturesque Dusit Princess in Kathmandu and several upcoming branded projects across Nepal. Engaging with Desh Bandu Basnet provided valuable insights into similar geographies and growth patterns across developing economies. His passion and vision for business, evidenced by his ongoing hospitality projects including a Mercure Hotel in Kathmandu and a Ramada Hotel in Itahari, were truly inspiring.

I was honored to meet Abhishek Goyal, General Manager Projects at CG Hotels & Resorts, and to learn about the group’s diverse range of branded hospitality projects in Nepal, such as the Crowne Plaza in Lalitpur and the Lemon Tree Hotels in Chitwan and Nagarkot.

Moreover, our discussions on the government’s investment priorities and policies with Rajesh Kazi Shrestha, Chairman of the International Chamber of Commerce Nepal, alongside Durk Man Maharjan, MD, and Punya Bhattarai, CEO of Microtech, provided valuable insights. Their partnership and support have been instrumental to Zerone’s endeavors in Nepal.

Additionally, meeting Rakesh Kaul, CEO of SAN Engineers and Consultants, offered valuable perspectives on overcoming constraints for project deliveries.

Finally, interacting with Senthil Kumar, Sr Regional Director Architecture, Design and Construction at Hilton International, and Manoj Sharma, the Project Head of the upcoming Hilton Project in Kathmandu, was enlightening. Learning about the progress of this prestigious project, which Zerone is also involved in, was truly gratifying.