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CG
The Corporate Newsletter of Chaudhary Group
M.D. Nirvana Chaudhary in a heated discussion
about hydropower in Nepal with
Minister for Energy, India, Dr. Farooq Abdullah.
Volume 14 No. 14, January 1-15, 2013
Nepals billionaire
noodle king says things
are looking up for the
Himalayan republic
Binod Chaudhary believes a recent election has for the frst
time delivered his countrys politicians a mandate to focus
on growth
1
It is surely a good thing to
feel positive at this time
of year and Binod Chaud-
hary, Nepals frst and
so-far only billionaire, is
clearly on a roll.
A recent election, he be-
lieves, has for the frst
time delivered his coun-
trys politicians a mandate
to focus on growth. He is
equally confdent that he
and his Chaudhary Group
corporation, which does
business from Australia
and Canada, are in a posi-
tion to help, as well as to
beneft.
Im 100 per cent optimis-
tic, he told me, seated in
a suite in a luxury hotel
on a recent visit to Delhi.
The parties understand
that the time has come to
act and that you cannot
take people for granted
any more.
The 58-year-old Chaud-
hary is an accomplished
self-publicist and in recent
years his personal story
has become well-known.
His family, who were origi-
nally from the Indian state
of Rajasthan, moved to
Nepal in the 1930s and
his grandfather, Bhuram-
ull, a textile trader, began
supplying goods to the
countrys royal family.
His father opened a se-
ries of import-export op-
erations and Chaudhary
joined the family business
at the age of 18. The kick-
start to the growth of his
wealth, and the story for
which he is perhaps best
known, is developing Ne-
pals frst instant noodle
brand Wai Wai.
From a slow start, the noo-
dle brand now sells more
than one billion packets in
30 countries across Asia.
And last spring, he be-
came the frst Nepalese
person to be named in the
Forbes magazine billion-
aire rich list.
But if Chaudhary has
been doing rather well, his
country has not. Following
2
The parties understand that the time has come to act and
that you cannot take people for granted any more.
Everyone knows what blocks the economic prosperity. But issue
how do you change those who refuse to change their priorities...
~ President Binod Chaudhary
@BinodKChaudhary
3
the turmoil of a decade-
long uprising by Maoist
rebels, the massacre of 10
members of the royal fam-
ily and then the scrapping
of that 239-year-old dy-
nasty, Nepal has lurched
from one diffculty to the
next and seen fve govern-
ments since 2008.
For a country with ex-
tensive natural resources
that is famed as a tourist
heaven, Nepals economy
drags along at a dismal
3.6 per cent, while infa-
tion has reached close to
ten per cent.
Long seen as a political
buffer zone between its
giant Asia neighbours, In-
dia and China, every day
1,500 Nepalis leave the
country in search of work.
Remittances from 2.3 mil-
lion Nepalis living over-
seas account for 23 per
cent of the total economy.
And these are the offcial
fgures; the real situation
may be even worse.
In an election in Novem-
ber, voters appeared to
reject the Maoist parties
that in the last few years
had dominated Nepali
politics. The centrist Ne-
pali Congress (NC), the
Himalayan nations old-
est party, emerged in frst
place, with the similarly
centrist Communist party
of Nepal-Unifed Marx-
ist Leninist (CPN-UML),
coming in second.
The Maoists, led by for-
mer rebel leader, Pushpa
Kamal Dahal, whose nom
de guerre was Prachanda
or the ferce one, came
third with just 80 seats.
They have now agreed to
take up their seats in the
national assembly and
help complete the task of
writing a new constitution.
Chaudhary, who was
once a parliamentarian
with the CPN-UML, be-
lieves it is essential that
the government focuses
on the economy. He said
investment was needed in
roads, infrastructure and
power generation and that
Nepal should be export-
ing hydro-electricity to In-
dia rather than importing
it. Kathmandu can suffer
power black-outs of up to
12 hours in winter.
A cynic might suggest
that Chaudhary, who of-
ten grumbled abut the
Maoists supposedly anti-
capitalist stance, is well-
positioned to beneft from
such outlay, given that his
companies are involved
in everything from ce-
ment to energy. (Some
of those companies have
previously been accused
of failing to pay suffcient
taxes, though Chaudhary
has dismissed those alle-
gations.)
Yet he said there was no
alternative to investing
in the economy. People
are frustrated. The Mao-
ists were voted in but they
could not deliver, he said,
as a waiter served tea
and snacks. We are the
poorest country in [South
Asia]. We are sitting on a
volcano. It could erupt at
any time.
In addition to the need
for long-term investment,
Chaudhary said there
were steps the authorities
could quickly take to pro-
mote tourism and travel
he also owns a wide range
of property and at least
one resort in Nepal. Tour-
ism currently accounts for
between eight-to-nine per
cent of Nepals economy
and he said it should be
considerably higher.
We will have to com-
pletely revive the invest-
ment climate. We will
have to make Nepal an in-
vestment destination, he
said. There are many op-
portunities in Nepal. We
are the birthplace of Bud-
dha. We should be having
visitors from Japan, Ko-
rea....
An excerpt of the article published
in The Independent on 31 December
2013
60 BUSINESS 360

APRIL 2013
FINDING NIRVANA FINDING NIRVANA
The Chinese word for
crisis (simplified Chinese:
; traditional Chinese:
; pinyin: Wade
Giles: wei-chi) ) is frequently
invoked in motivational
speaking along with the
statement that the two
characters that make up the
word represent danger and
opportunity.
Greatness can be attained
by everyone. We all have the
potential to be great. Anyone
can be great if he makes up his
mind to be the best person he
can possibly be and to do what
he does the best way he can
possibly can.
The secret to attaining
greatness is simply to do
every small thing in a great
way. It is the nature of all
success principles to be overly
simplistic and basic. That is
what makes them so true and
yet so hard to accept and do.
Their simplicity means that
they often cannot be reduced
to any simpler statement. It is
like Albert Einsteins E=MC.
It takes a whole lot of thinking
and meandering to come up
with the principle. But once it
is found, it is so obvious and so
simple.
Work and practice. There
is no evidence of high-
level performance without
experience or practice.Tiger
Woods, for instance, seems to
have suddenly shot to fame at
age 18 when he became the
youngest-ever winner of the
U S, Amateur Championship.
Few people realise that by that
age he had at least 15 years of
experience playing golf. That
is not something the press
will tell you often. So in this
fast food, fast service, instant
communication world we have
been fooled into thinking even
success and greatness are
instant. They are not. Practice
and experience take time and
effort.
The potential in every
man is such that it cannot be
utilised to its full extent without
bringing about greatness. So
as far as why you should work
towards greatness is concerned
the simple answer is that
you should not work towards
greatness as such. Simply work
towards fulfilling your fullest
potential as a human being by
performing your simple tasks
excellently. Seek to always
grow beyond your present
barriers and limits and you will
inevitably become great.
Simple things like reading,
working consistently and
practice will make all the
difference and help you attain
greatness in whatever you
choose to do. Nothing happens
by chance. The following are
the traits of a good leader that
one should keep in mind:
Good Storytelling
Stories have the ability to
transport people to your world,
so people are more likely to
invest in you and your brand.
Dedication to a Vision
Super-achievers are dedicated
to their vision day in and day
out.
Listening and Remaining Open
Successful people practice the
art of listening to learn what
they need to know about the
world around them. They may
listen in the traditional sense,
but its also about being open
more generally.
Pursuing Happiness
Success fuels happiness and
happiness, in turn, fuels greater
success.
Intelligent Persistence
Super-achievers are intelligently
persistent, meaning they know
when to pivot. When faced with
setbacks, instead of doggedly
using the same tactics that
arent working, they examine
the problem and figure out what
will work
Testing Ideas in the Market
Everybody has a bias to think
their own idea is brilliant.
Fostering a Community
Success cannot be achieved
alone.
Constantly Evolving
Successful people maintain
success by consistently
learning and adapting to the
environment around them.
Managing Emotions
Super-achievers know how to
manage their own emotions
and those of the people around
them.
Practicing Patience
Whether its strategically
waiting for the best time to take
action or continuing to pursue a
larger vision without receiving
immediate rewards.
Nirvana Chaudhary
, Chaudhary
Group - a conglomerate of 60
buisnesses in Nepal and abroad.
He can be contacted at nirvana@
chaudharygroup.com
Simple things like
reading, working
consistently and
practice will make
all the difference
and help you
attain greatness
in whatever you
choose to do.
3 4
5
Concept of Social Business
By dening entrepreneur-
ship in a broader way we can
change 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 the
private sector where compa-
nies sell products or services
to make money. However, there
are important issues in our soci-
ety which are not addressed by
the private sector because they
do not offer profit making op-
portunities.
This usually leads to govern-
ment interventions to create le-
gal and institutional frameworks
to advance the common good
and to protect the interests of
weaker members of society.
Where both governments and
the markets reach their limits,
charities may fill the gap.
The problem is, of course, that
the system does not work well
enough.We live in a world of
terrible injustice and wide-
spread poverty. Governments
and charities have the will to
improve it, but they lack the ef-
ficiency and innovativeness of
the private sector. So why not
combine the two sides? Lets
bring the methods of business
to the task of solving social
problems such as poverty and
create - social businesses!
It will be an entirely new kind
of business. Until now running
a business has always been
self-focused, founded for the
purpose of making money. Un-
like traditional business, social
business operates for the ben-
efit of addressing social needs
that enable societies to function
more efficiently. Social business
provides a necessary frame-
work for tackling social issues
by combining business know-
how with the desire to improve
quality of life.
Therefore instead of being self-
focused social business is all
about others.
Prof. Yunus has already shown
the effectiveness of this new
type of business: his clear focus
on eradicating extreme poverty
combined with his condition
of economic sustainability has
created numerous models with
incredible growth potential.
5 6
Stay Hungry
Stay Foolish
- Steve Jobs
1955-2011
Four Amazing Facts About Steve Jobs
Steve Jobs is known for his Apple empire and rise to extraordinary fortune and riches. He has been the subject
of numerous biographies, documentaries and press, extrapolating details of his life from birth to his untimely
death at the age of 56. Tis is not surprising, given that Jobs was a quirky, nuanced fgure with a reputation for
being as difcult as he was brilliant. Here are fve 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 was
a fellow student at the University
of Wisconsin. According to Tel-
egraph.co.uk, Abdulfatah Jan-
dali, a Syrian Muslim immigrant
who later married the mother of
his frst child, was one of the birth
parents of Jobs. Originally named
Steven Paul and born in 1955, he
was adopted by married couple
Paul and Clara Jobs who were
unable to have children. The full
story of his lineage came to light
later, and he became friendly with
his biological siblings.
His First Boss
Nolan Bushnell was Jobs frst boss
at Atari when he began working
there in the 1970s, and despite lat-
er successes, was far from a model
employee. According to Foxnews.
com, Bushnell described him as
being such a disagreeable employ-
ee that had so afronted many of
his co-workers, he was advised to
work during evenings by himself.
Jobs remained close with his for-
mer boss up until his death, and
even used Atari parts to create
some of the frst Apple computers.
Ironically, Bushnell turned down
an early opportunity to invest in
what would later become the Ap-
ple empire.
The Worst Boss
Although Jobs is noted for his
revolutionary success with build-
ing and maintaining his company,
drawing from the easygoing, un-
orthodox culture he learned at
Atari according to Foxnews.com,
he is also known for being uncom-
promising. The 2011 documen-
tary Steve Jobs One Last Thing
is described by PBS.org as being
a candid look at Jobs through the
eyes of people who worked with
him throughout his life, explor-
ing his reputation as a controlling,
difcult personality. A story on
Wired.com recounts the tale of a
shipping company that purport-
edly wasnt providing spare parts
quickly enough. Jobs response
was to break the contract without
any concern for the legal reper-
cussions. The mater was setled
in court at some expense, but ac-
cording to the same story, another
company was contracted and the
former manager quit with the ex-
pectation he would be fred re-
gardless what the outcome.
Buddhism
Despite his difcult reputation
and cuthroat tactics, Jobs became
interested in the faith of Bud-
dhism and its principles of sim-
plicity early in his life. Although
he was not dogmatically devoted
to the faith, in an article on Abc-
news.com, religious scholars drew
atention to how the ideals of Japa-
nese Zen infuenced Jobs simple,
aesthetic designs and general life
philosophy. Jobs advocated for
simplifying everything from form
to thinking processes. A Zen Bud-
dhist monk married Jobs and his
wife in 1991.
htp://nicolla.hubpages.com
CorporateWorld
7
Giving great presentations
We are all terrifed of speaking in
public. Every one of us. Im a per-
former and sometimes even a wed-
ding MC, and I still get nervous.
Te only way to feel more comfort-
able about speaking in public is to
do it well, and more ofen. As you
build up memories of positive ex-
periences, of of trying new things,
youll quickly start feeling (and
looking) relaxed and capable when
you speak to groups of people.
Here are some tips to help you give
great presentations:
Have a clear objective: Decide why
youre speaking. You should always
have an active, clear goal for your
speech. To inform people is not
active enough. You want people to
sit, to listen, and eventually to do
something. Knowing your objec-
tive will tell you what needs to be
said, and what other bits can be lef
out. If you dont have one, decide
now.
Structure your presentation. If you
can, rehearse it, but sometimes you
may be called upon and you wont
have time - so get up and do it, just
follow these three steps:
Attention: Start out strong. Get
their attention. Remember, your
audience will have decided a lot
about your credibility before youve
even spoken; and not just from
what you say, but also in how you
say it and hold yourself. Walk con-
fdently to the place from which
youll be speaking, stand for a mo-
ment and connect with your audi-
ence, and then project your voice
clearly. Get their attention. Begin
with an amazing fact, a bold claim,
or a riddle: Why is legislation like
my mother-in-law?.
Your attention-grabbing start
could also be a matter of stating
your objective: At the end of this
talk, I am going to ask you to fll in
a 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 fuf out their pres-
entations because theyre easy to
google (and regardless how crazy
your proposition, someone, some-
where will have compiled some
statistics 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. Appeal
to peoples greater virtues. Move
them. Make them want to agree
with you. Inspire useful emotions
in them. If you want them to stop
doing something, use negative
emotions like sadness and guilt. If
you want them to do something, or
change in some way, you must aim
for positive, energetic emotions
like excitement.
Action: Get them to do something.
Ask them to fll in a form, send
you an email, or even just raise
their hand. Ideally, get the listener
to express their support for your
cause, and take some small step to-
wards it. Once they feel that theyre
already started, theyll be much
more likely to follow up with larger
commitments of time and efort;
and once convinced and started on
it, they will actively try to persuade
others.
Other presentation points:
Dont use PowerPoint as a crutch.
Id actually prefer to tell you not
to use it at all, but sometimes that
idea freaks people out so badly
they end up whimpering in a cor-
ner, cuddling a USB key. So fne, if
you must, use a few slides - but use
as few as possible. Dont write your
speech on them. If theyre so ex-
tensive that when someone misses
your presentation you can say Ill
send you the slides, then there
probably wasnt a need to give the
presentation in the frst place.
As a guide:
- No more than 1 slide for 2 minutes
of speaking
- Only essential slides: If you deleted
any one of them, the presentation
wouldnt make sense
- Nothing that appears on the slides
could have been adequately ex-
plained verbally (pie charts are
okay, clip art is not)
Do it more. Take as many opportu-
nities as you can to speak, with as
little time in between as possible.
As your body gets used to the ex-
perience of standing up in front of
crowds, your stress hormone levels
will normalise, and youll start to
feel more relaxed. Focus on letting
yourself be yourself. Itll feel more
familiar and give you access to
your sense of humour, making you
more friendly and relatable.
Do it diferently. Try doing your
presentation a bunch of diferent
ways, particularly if youre giving
the same talk over and over again.
-Harry Key/Te Telegraph
Skills
7
Corporate Jokes
8
To do nothing you should be at
Top
A 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, you
need 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.
Tree Insurance Persons
Tree life insurance salesmen of
diferent countries were having a
chat.
Pakistani: When a man died, we
processed the claim and delivered
the check within 24 hours.
Indian: When a man died, we de-
livered a check the same evening.
American: Tats nothing. Our
of ce is on the 20th foor of the
WTC building. A man was work-
ing on the 50th foor. He slipped
and fell. We handed him his check
as he passed our foor!
Never Hate
Never hate people who are Jealous
of you, instead love them, because
they are the one who think you are
better than them.
Tink Diferent.
Get 100% satisfaction
Management Lesson: You spent
100% income on your wife and get
10% satisfaction.
On the other hand, you spent 10%
income on your girlfriend and get
100% satisfaction.
Your money, your decision.
-+:+ - === - =+ c
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+- - = == ==: += ~c-
== =-+= ==: += ~ =-=-
= == |, - ~- +- ~--
=-= ==: +== += ~-
=|+ =- =- +- =
|+ =+ = === ==: += ~-
= -= -=: =-= =- +=c,
+=, ~= - -= -=: -
=, -= -= -=: = ---
- =- - - +== -~|+ + ~
+- +z +- = =- - +- +-
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~:= ~- +=-= =- +=c- ~-
~= = -= +- =- +: +
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=+= ~:=++ | = ~- =--
-+ =- |+ :- +- +-
- = == -+ =-- ==
=== +==: =-- === | =
+ + ==: t=- === |,
+ += =+= - c= +-=
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sfnf] d
ljk'n
Fiction
9
Ramhari Sapkota
General Service
Jan 16
Shakti Raj Tamang
Account
Jan 21
Ranga Bir Lawati
HR
Jan 18
Ujjwal Pyakurel
Sales
Anita K C.
Sales
Jan 23
Shyam P. Bhattarai
Sales
Kiran Bdr. Lungeli
General Service
Jan 15
Gopal C.Bhandari
Sales and Marketing
Kamala Adhikari
After Sales Service
Shyam Kayastha
Sales
Jan 20
Bikesh Kumar Singh
Sales
Hare Ram Pandey
Sales
Hari Prasad Acharya
Internal Audit & Systems
Jan 22
Ram Bdr. Thakur
HR
Ashakaji Maharjan
Account
Mahendra P. Yadav
Account
Suman Thapa
After Sales Service
Sagar Silwal
Sales
Jan 19
Shyam Kumari Rai
Sales
Welcome
Grow with US

Ram Thakur Sr. Manager HR
Shamsher Bahadur Chand Manager Administration
Abhay Kumar Karna Executive Cement- Sales
Kamal Prashad Pokhrel Executive Foods- Sales
Bikram Adhikari Jr. Executive EOL- Sales
Kumudini Acharya Graduate Trainee HR
Employee Name Designation Department
9 10
Kumar Thapa Magar
General Service
Jan 24
Bishnu Giri
General Service
Nani Babu Bhujel
General Service
Binda Adhikari
Front Desk
Rakesh Maharjan
Sales
Surendra Khanal
Marketing
Jan 26
Pawan Lamichhane
Account
Jan 30
Amit Bajracharya
Sales
Jan 28
Babu Kaji Lama
General Service
Bharat Bdr Bista
Acount
Jan 29
Shibesh Kumar Jha
Purchase
Dhurba Raj Parajuli
Sales
Nishal Ghimire
Medical Representative
Prabat Baral
Sales
Shiva Sharan Yadav
After Sales Service
Jan 25
Niraj Man Baniya
Marketing
Sabin Joshi
Operations
Mahendra Chaudhary
Account
Kumar Pokhrael
Sales
Jan 27
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Sales
Saraswati Shrestha
General Service
Raju Rokka
Sales
Arun Kumar Shrestha
Marketing
Jan 31
Chhaya Hari Pandit
Sales
11
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 society
has united millions of people the world over through service projects and the
courses he has developed.
Taamasic Intellect
I will tell you a story;
Mullah Nasruddin had a
thought that he was dead.
He began to deny every-
thing with the argument
that he was dead. If his wife
said something to him, he
would say, how can a dead
man reply? If she asked
him to do any work, he
would say, how can a dead
man do anything?
So fnally his wife got fed up
and took him to a psychia-
trist. Afer a lot of discus-
sion, the psychiatrist asked
mullah, if blood comes out
of a dead body. Mullah said
no, blood becomes water.
So the psychiatrist took
out a pin and pricked mul-
lahs hand, and blood came
out. Look mullah, you are
bleeding, so you are alive!
said the psychiatrist. Ten
Mullah looked at the ooz-
ing blood and said, Oh,
today I have learnt a new
thing even dead men
bleed!! Tis is taamasic
knowledge.
A person with taamasic
intellect gets stuck in one
point of view, and lacks
the ability and willingness
to look beyond; a thought
comes to the mind and be-
comes permanently rooted.
Such kind of people form a
negative opinion of some-
one, treats them unfairly
and then uses all means
and arguments to justi-
fy that behavior or stand
point. Tey stay trapped
in their preconceived no-
tions. Tey are unwilling
to alter their opinion even
when contrary evidence is
provided. Tis is tamasic
attitude or knowledge.
Sprituality&Corporate
12
Brain Teasers...
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January 30, 2014.
Postal Address
Corporate Communications/Public Relations
Chaudhary Group
Head Of 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 cgnews@chaudharygroup.com. The winner will
be declared by lucky draw and will be awarded Rs 1,000.
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Asst. Manager Mr. Deepak Singh(Left), CG|Impex,
hands over a cash prize of Rs 1000/- to Mr. Rabindra
Pokhrel (Right) of CG Electronics, winner of brain
teasers contest (Vol 14. No. 13).
Favorite Color : Green
Favorite Food : Nepali
Favorite Movie : Old Hindi Movies
Favorite Dress : Formal dress
Favorite Singer : Udit Narayan Jha
Favorite Gadget : Samsung Mobile
Ideal Person : My father Kancha
Baman
Like to visit : Baneshwor
Unforgettable moment : The day I
joined CG
Something no one knows about you :
Nothing
KRISHNA BAMAN
GSD
Support Staff
10 Questions...
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