cg news volume 14 no.14

8/13/2019 CG News Volume 14 No.14

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NewsNewsCG

The Corporate Newsletter of Chaudhary Group

M.D. Nirvana Chaudhary in a heated discussion

about hydropower in Nepal withMinister for Energy, India, Dr. Farooq Abdullah.

Volume 14 No. 14, January 1-15, 2013


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Nepals billionairenoodle king says thingsare looking up for theHimalayan republicBinod Chaudhary believes a recent election has for the rsttime delivered his countrys politicians a mandate to focuson growth

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It is surely a good thing tofeel positive at this timeof year and Binod Chaud-hary, Nepals rst andso-far only billionaire, isclearly on a roll.

A recent election, he be-lieves, has for the rsttime delivered his coun-trys politicians a mandateto focus on growth. He isequally con dent that heand his Chaudhary Groupcorporation, which does

business from Australiaand Canada, are in a posi-tion to help, as well as tobene t.Im 100 per cent optimis-tic, he told me, seated ina suite in a luxury hotelon a recent visit to Delhi.The parties understandthat the time has come toact and that you cannottake people for grantedany more.The 58-year-old Chaud-hary is an accomplishedself-publicist and in recentyears his personal storyhas become well-known.His family, who were origi-nally from the Indian stateof Rajasthan, moved toNepal in the 1930s andhis grandfather, Bhuram-

ull, a textile trader, begansupplying goods to thecountrys royal family.His father opened a se-ries of import-export op-erations and Chaudharyjoined the family businessat the age of 18. The kick-start to the growth of hiswealth, and the story forwhich he is perhaps bestknown, is developing Ne-pals rst instant noodle

brand Wai Wai.From a slow start, the noo-dle brand now sells morethan one billion packets in30 countries across Asia.And last spring, he be-came the rst Nepaleseperson to be named in theForbes magazine billion-aire rich list.But if Chaudhary hasbeen doing rather well, hiscountry has not. Following

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The parties understand that the time has come to act andthat you cannot take people for granted any more.

Everyone knows what blocks the economic prosperity. But issuehow do you change those who refuse to change their priorities... ~ President Binod Chaudhary

@BinodKChaudhary


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the turmoil of a decade-long uprising by Maoistrebels, the massacre of 10members of the royal fam-ily and then the scrappingof that 239-year-old dy-nasty, Nepal has lurchedfrom one dif culty to thenext and seen ve govern -ments since 2008.For a country with ex-tensive natural resourcesthat is famed as a touristheaven, Nepals economy

drags along at a dismal3.6 per cent, while in a -tion has reached close toten per cent.Long seen as a politicalbuffer zone between itsgiant Asia neighbours, In-dia and China, every day

1,500 Nepalis leave thecountry in search of work.Remittances from 2.3 mil-lion Nepalis living over-seas account for 23 percent of the total economy.And these are the of cial

gures; the real situationmay be even worse.In an election in Novem-ber, voters appeared toreject the Maoist partiesthat in the last few yearshad dominated Nepalipolitics. The centrist Ne-pali Congress (NC), theHimalayan nations old-est party, emerged in rstplace, with the similarlycentrist Communist partyof Nepal-Uni ed Marx -

ist Leninist (CPN-UML),coming in second.The Maoists, led by for-mer rebel leader, PushpaKamal Dahal, whose nomde guerre was Prachandaor the erce one, camethird with just 80 seats.They have now agreed totake up their seats in thenational assembly andhelp complete the task ofwriting a new constitution.Chaudhary, who was

once a parliamentarianwith the CPN-UML, be-lieves it is essential thatthe government focuseson the economy. He saidinvestment was needed inroads, infrastructure andpower generation and that

Nepal should be export-ing hydro-electricity to In-dia rather than importingit. Kathmandu can sufferpower black-outs of up to12 hours in winter.A cynic might suggestthat Chaudhary, who of-ten grumbled abut theMaoists supposedly anti-capitalist stance, is well-positioned to bene t fromsuch outlay, given that hiscompanies are involvedin everything from ce-ment to energy. (Someof those companies havepreviously been accusedof failing to pay suf cienttaxes, though Chaudharyhas dismissed those alle-

gations.)

Yet he said there was noalternative to investingin the economy. Peopleare frustrated. The Mao-ists were voted in but theycould not deliver, he said,as a waiter served teaand snacks. We are thepoorest country in [SouthAsia]. We are sitting on avolcano. It could erupt atany time.

In addition to the needfor long-term investment,Chaudhary said therewere steps the authoritiescould quickly take to pro-mote tourism and travel he also owns a wide rangeof property and at least

one resort in Nepal. Tour-ism currently accounts forbetween eight-to-nine percent of Nepals economyand he said it should beconsiderably higher.We will have to com-pletely revive the invest-ment climate. We willhave to make Nepal an in-vestment destination, hesaid. There are many op-portunities in Nepal. Weare the birthplace of Bud-dha. We should be havingvisitors from Japan, Ko-rea....

An excerpt of the article published in The Independent on 31 December 2013


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60 BUSINESS 360 APRIL 2013

FINDING NIRVANAFINDING NIRVANA

The Chinese word forcrisis (simplified Chinese:

; traditional Chinese:; pinyin: Wade

Giles: wei-chi) ) is frequentlyinvoked in motivationalspeaking along with thestatement that the twocharacters that make up theword represent danger andopportunity.

Greatness can be attained

by everyone. We all have thepotential to be great. Anyonecan be great if he makes up hismind to be the best person hecan possibly be and to do whathe does the best way he canpossibly can.

The secret to attaininggreatness is simply to doevery small thing in a greatway. It is the nature of allsuccess principles to be overlysimplistic and basic. That iswhat makes them so true andyet so hard to accept and do.Their simplicity means thatthey often cannot be reducedto any simpler statement. It islike Albert Einsteins E=MC.It takes a whole lot of thinkingand meandering to come upwith the principle. But once itis found, it is so obvious and sosimple.

Work and practice. Thereis no evidence of high-level performance withoutexperience or practice.TigerWoods, for instance, seems tohave suddenly shot to fame atage 18 when he became theyoungest-ever winner of theU S, Amateur Championship.Few people realise that by thatage he had at least 15 years ofexperience playing golf. Thatis not something the presswill tell you often. So in this

fast food, fast service, instantcommunication world we have

been fooled into thinking evensuccess and greatness areinstant. They are not. Practiceand experience take time andeffort.

The potential in everyman is such that it cannot beutilised to its full extent without

bringing about greatness. Soas far as why you should worktowards greatness is concerned

the simple answer is thatyou should not work towardsgreatness as such. Simply worktowards fulfilling your fullestpotential as a human being byperforming your simple tasksexcellently. Seek to alwaysgrow beyond your present

barriers and limits and you willinevitably become great.

Simple things like reading,working consistently andpractice will make all thedifference and help you attaingreatness in whatever youchoose to do. Nothing happens

by chance. The following arethe traits of a good leader thatone should keep in mind:

Good Storytelling Stories have the ability totransport people to your world,so people are more likely toinvest in you and your brand.

Dedication to a Vision

Super-achievers are dedicatedto their vision day in and dayout.

Listening and Remaining OpenSuccessful people practice theart of listening to learn whatthey need to know about theworld around them. They maylisten in the traditional sense,

but its also about being openmore generally.

Pursuing HappinessSuccess fuels happiness andhappiness, in turn, fuels greatersuccess.

Intelligent Persistence

Super-achievers are intelligentlypersistent, meaning they knowwhen to pivot. When faced withsetbacks, instead of doggedlyusing the same tactics thatarent working, they examinethe problem and figure out whatwill work

Testing Ideas in the MarketEverybody has a bias to thinktheir own idea is brilliant.

Fostering a Community Success cannot be achievedalone.

Constantly Evolving Successful people maintainsuccess by consistentlylearning and adapting to theenvironment around them.

Managing EmotionsSuper-achievers know how tomanage their own emotionsand those of the people aroundthem.

Practicing PatienceWhether its strategicallywaiting for the best time to takeaction or continuing to pursue alarger vision without receivingimmediate rewards.

Nirvana Chaudhary, ChaudharyGroup - a conglomerate of 60buisnesses in Nepal and abroad.He can be contacted at [email protected]

Simple things likereading, workingconsistently andpractice will makeall the differenceand help youattain greatnessin whatever youchoose to do.

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Concept of Social BusinessBy dening entrepreneur-ship in a broader way we canchange the character of capi-talism radically - Prof. Yunus

Within our economic system,there are currently two pre-

vailing approaches to organi-zations. The first is that of theprivate sector where compa-nies sell products or servicesto make money. However, thereare important issues in our soci-ety which are not addressed bythe private sector because theydo not offer profit making op-portunities.

This usually leads to govern-ment interventions to create le-gal and institutional frameworksto advance the common goodand to protect the interests of

weaker members of society.Where both governments andthe markets reach their limits,

charities may fill the gap.

The problem is, of course, thatthe system does not work wellenough.We live in a world ofterrible injustice and wide-spread poverty. Governmentsand charities have the will toimprove it, but they lack the ef-ficiency and innovativeness ofthe private sector. So why not

combine the two sides? Letsbring the methods of businessto the task of solving socialproblems such as poverty andcreate - social businesses!

It will be an entirely new kindof business. Until now runninga business has always beenself-focused, founded for thepurpose of making money. Un-like traditional business, socialbusiness operates for the ben-efit of addressing social needsthat enable societies to functionmore efficiently. Social business

provides a necessary frame- work for tackling social issuesby combining business know-how with the desire to improvequality of life.Therefore instead of being self-focused social business is allabout others.

Prof. Yunus has already shownthe effectiveness of this newtype of business: his clear focuson eradicating extreme povertycombined with his conditionof economic sustainability hascreated numerous models withincredible growth potential.


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Stay Hungry Stay Foolish

- Steve Jobs1955-2011

Four Amazing Facts About Steve JobsSteve Jobs is known for his Apple empire and rise to extraordinary fortune and riches. He has been the subjectof numerous biographies, documentaries and press, extrapolating details of his life from birth to his untimelydeath at the age of 56. is is not surprising, given that Jobs was a quirky, nuanced gure with a reputation forbeing as difficult as he was brilliant. Here are ve intriguing facts about his background you may not expect.

An Adopted Child

Steve Jobs origins began with dra-ma and mystery. In the early 1950s,a young, unwed mother named

Joanne Schieble, became pregnant by her partner, a man whom wasa fellow student at the Universityof Wisconsin. According to Tel-egraph.co.uk, Abdulfa ah Jan -dali, a Syrian Muslim immigrantwho later married the mother ofhis rst child, was one of the birth

parents of Jobs. Originally namedSteven Paul and born in 1955, hewas adopted by married couplePaul and Clara Jobs who wereunable to have children. The fullstory of his lineage came to lightlater, and he became friendly withhis biological siblings.

His First Boss

Nolan Bushnell was Jobs rst boss

at Atari when he began workingthere in the 1970s, and despite lat-er successes, was far from a modelemployee. According to Foxnews.com, Bushnell described him as

being such a disagreeable employ-

ee that had so a ronted many ofhis co-workers, he was advised to

work during evenings by himself. Jobs remained close with his for-mer boss up until his death, andeven used Atari parts to createsome of the rst Apple computers.Ironically, Bushnell turned downan early opportunity to invest inwhat would later become the Ap-ple empire.The Worst Boss

Although Jobs is noted for hisrevolutionary success with build-ing and maintaining his company,drawing from the easygoing, un-orthodox culture he learned atAtari according to Foxnews.com,he is also known for being uncom-promising. The 2011 documen-tary Steve Jobs One Last Thingis described by PBS.org as beinga candid look at Jobs through theeyes of people who worked withhim throughout his life, explor-ing his reputation as a controlling,di cult personality. A story onWired.com recounts the tale of ashipping company that purport-

edly wasnt providing spare partsquickly enough. Jobs response

was to break the contract withoutany concern for the legal reper-cussions. The ma er was se ledin court at some expense, but ac-cording to the same story, anothercompany was contracted and theformer manager quit with the ex-pectation he would be red re -gardless what the outcome.Buddhism

Despite his di cult reputationand cu hroat tactics, Jobs becameinterested in the faith of Bud-dhism and its principles of sim-plicity early in his life. Althoughhe was not dogmatically devotedto the faith, in an article on Abc-news.com, religious scholars drewa ention to how the ideals of Japa -nese Zen in uenced Jobs simple,aesthetic designs and general lifephilosophy. Jobs advocated forsimplifying everything from formto thinking processes. A Zen Bud-dhist monk married Jobs and hiswife in 1991.

htp://nicolla.hubpages.com

Corporate World


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Giving great presentationsWe are all terried of speaking inpublic. Every one of us. Im a per-former and sometimes even a wed-ding MC, and I still get nervous.

e only way to feel more comfort-able about speaking in public is todo it well, and more o en. As youbuild up memories of positive ex-periences, of of trying new things,youll quickly start feeling (andlooking) relaxed and capable whenyou speak to groups of people.Here are some tips to help you givegreat presentations:Have a clear objective: Decide whyyoure speaking. You should alwayshave an active, clear goal for yourspeech. To inform people is notactive enough. You want people tosit, to listen, and eventually to dosomething. Knowing your objec-tive will tell you what needs to besaid, and what other bits can be leout. If you dont have one, decidenow.Structure your presentation. If youcan, rehearse it, but sometimes youmay be called upon and you wont

have time - so get up and do it, justfollow these three steps:Attention : Start out strong. Gettheir attention. Remember, youraudience will have decided a lotabout your credibility before youveeven spoken; and not just fromwhat you say, but also in how yousay it and hold yourself. Walk con-dently to the place from which

youll be speaking, stand for a mo-ment and connect with your audi-ence, and then project your voiceclearly. Get their attention. Beginwith an amazing fact, a bold claim,or a riddle: Why is legislation likemy mother-in-law?.Your attention-grabbing startcould also be a matter of statingyour objective: At the end of thistalk, I am going to ask you to ll ina form to become an organ donor.It tells us why were listening.Emotion : Change how they feel.Too many speakers rely on statis-

tics and facts to uff out their pres-entations because theyre easy togoogle (and regardless how crazyyour proposition, someone, some-where will have compiled somestatistics that make it look reason-able). Please, dont. Forget facts,unless theyre amazing and emo-tive and even then, used sparingly.Tell stories. Use examples. Appealto peoples greater virtues. Movethem. Make them want to agreewith you. Inspire useful emotionsin them. If you want them to stopdoing something, use negativeemotions like sadness and guilt. Ifyou want them to do something, orchange in some way, you must aimfor positive, energetic emotionslike excitement.Action : Get them to do something.Ask them to ll in a form, sendyou an email, or even just raise

their hand. Ideally, get the listenerto express their support for yourcause, and take some small step to-wards it. Once they feel that theyrealready started, theyll be muchmore likely to follow up with largercommitments of time and effort;and once convinced and started onit, they will actively try to persuadeothers.Other presentation points:Dont use PowerPoint as a crutch.Id actually prefer to tell you notto use it at all, but sometimes thatidea freaks people out so badly

they end up whimpering in a cor-ner, cuddling a USB key. So ne, ifyou must, use a few slides - but useas few as possible. Dont write yourspeech on them. If theyre so ex-tensive that when someone missesyour presentation you can say Illsend you the slides, then thereprobably wasnt a need to give thepresentation in the rst place.As a guide:- No more than 1 slide for 2 minutesof speaking - Only essential slides: If you deletedany one of them, the presentationwouldnt make sense- Nothing that appears on the slidescould have been adequately ex- plained verbally (pie charts areokay, clip art is not)Do it more. Take as many opportu-nities as you can to speak, with aslittle time in between as possible.

As your body gets used to the ex-perience of standing up in front ofcrowds, your stress hormone levelswill normalise, and youll start tofeel more relaxed. Focus on lettingyourself be yourself. Itll feel morefamiliar and give you access toyour sense of humour, making youmore friendly and relatable.Do it differently. Try doing yourpresentation a bunch of differentways, particularly if youre givingthe same talk over and over again.

-Harry Key/ e Telegraph

Ski lls


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Corporate Jokes

8

To do nothing you should be atTopA Bird sat on Tree doing nothing.A rabbit thought to do the same &sat on ground. Tiger cam and ate it.Moral : To sit and do nothing, youneed to be on top.

Pencil in Horlicks

Question: Mr.BEAN puts his pen-cil into a horlicks bottle, Why..?Answer: To make the pencil taller,stronger and sharper.....He is so in-telligent.

ree Insurance Personsree life insurance salesmen ofdifferent countries were having achat.Pakistani: When a man died, weprocessed the claim and deliveredthe check within 24 hours.Indian: When a man died, we de-livered a check the same evening.American: ats nothing. Ouroffi ce is on the 20th oor of theWTC building. A man was work-ing on the 50th oor. He slippedand fell. We handed him his checkas he passed our oor!

Never HateNever hate people who are Jealousof you, instead love them, becausethey are the one who think you arebetter than them.

ink Different.

Get 100% satisfactionManagement Lesson: You spent100% income on your wife and get

10% satisfaction.On the other hand, you spent 10%income on your girlfriend and get100% satisfaction.Your money, your decision.

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Ramhari SapkotaGeneral Service

Jan 16

Shakti Raj Tam angAccount

Jan 21

Ranga Bir LawatiHR

Jan 18

Ujjwal PyakurelSales

Anita K C.Sales

Jan 23

Shyam P. BhattaraiSales

Kiran Bdr. Lungeli

General Service

Jan 15

Gopal C.BhandariSales and Marketing

Kamala AdhikariAfter Sales Service

Shyam KayasthaSales

Jan 20

Bikesh Kumar SinghSales

Hare Ram PandeySales

Hari Prasad AcharyaInternal Audit & Systems

Jan 22

Ram Bdr. ThakurHR

Ashakaji MaharjanAccount

Mahendra P. YadavAccountSuman ThapaAfter Sales Service

Sagar SilwalSales

Jan 19

Shyam Kumari RaiSales

WelcomeGrow with US

Ram Thakur Sr. Manager HR Shamsher Bahadur Chand Manager Administration

Abhay Kumar Karna Executive Cement- SalesKamal Prashad Pokhrel Executive Foods- SalesBikram Adhikari Jr. Executive EOL- SalesKumudini Acharya Graduate Trainee HR

Employee Name Designation Department


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Kumar Thapa MagarGeneral Service

Jan 24

Bishnu Giri

General ServiceNani Babu BhujelGeneral Service

Binda AdhikariFront Desk

Rakesh Maharjan

SalesSurendra KhanalMarketing

Jan 26

Pawan LamichhaneAccount

Jan 30Amit BajracharyaSales

Jan 28

Babu Kaji LamaGeneral Service

Bharat Bdr BistaAcount

Jan 29

Shibesh Kumar JhaPurchaseDhurba Raj ParajuliSales

Nishal GhimireMedical Representative

Prabat BaralSales

Shiva Sharan YadavAfter Sales Service

Jan 25

Niraj Man BaniyaMarketing

Sabin JoshiOperationsMahendra ChaudharyAccount

Kumar PokhraelSales

Jan 27

Raju BhattaraiSales

Saraswati ShresthaGeneral ServiceRaju RokkaSales

Arun Kumar ShresthaMarketing

Jan 31

Chhaya Hari PanditSales


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His Holiness Sri Sri Ravi Shankar is a humanitarian leader, a spiritual teacher,and an ambassador of peace. His vision of a stress-free, violence-free societyhas united millions of people the world over through service projects and thecourses he has developed.

Taamasic Intellect

I will tell you a story;Mullah Nasruddin had athought that he was dead.He began to deny every-thing with the argumentthat he was dead. If his wifesaid something to him, hewould say, how can a dead

man reply? If she askedhim to do any work, hewould say, how can a deadman do anything?So nally his wife got fed upand took him to a psychia-trist. A er a lot of discus-sion, the psychiatrist asked

mullah, if blood comes outof a dead body. Mullah saidno, blood becomes water.So the psychiatrist took

out a pin and pricked mul-lahs hand, and blood cameout. Look mullah, you arebleeding, so you are alive!said the psychiatrist. en

Mullah looked at the ooz-ing blood and said, Oh,today I have learnt a new

thing even dead menbleed!! is is taamasicknowledge.

A person with taamasicintellect gets stuck in onepoint of view, and lacksthe ability and willingnessto look beyond; a thoughtcomes to the mind and be-comes permanently rooted.Such kind of people form a

negative opinion of some-one, treats them unfairlyand then uses all meansand arguments to justi-fy that behavior or standpoint. ey stay trappedin their preconceived no-tions. ey are unwilling

to alter their opinion evenwhen contrary evidence isprovided. is is tamasicattitude or knowledge.

Sprituality &Corporate


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Brain Teasers...

Email us your articles, poems, jokes, photos andfeedbacks to [email protected] by January 30, 2014. Postal Address Corporate Communications/Public Relations

Chaudhary Group Head Offi ce, Sanepa, Lalitpur P.O. Box: 1073, Kathmandu, Nepal Tel: 01-5525039, 5525041 Ext: 644(Please mention CG News in envelope)

Answers for Brain Teasers (Volume 14, No. 13):a. Mandodhari b. March 24 c.Spiny Babbler

Please send your answers by Wednesday, January 29, 2014 to [email protected]. The winner willbe declared by lucky draw and will be awarded Rs 1,000.

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