Building on strengths

Susan Griffith-Jones
Kathmandu

Late King Birendra presenting a medal to Biharilal Khetan for his socio-economic leadership.	In an audience with King Gyanendra, Mohan Gopal Khetan received an award for his late father.

He is an oft-seen face in the national dailies. His engagements are multifarious and run into quite some length. In an exclusive interview, Rajendra Khetan, second vice-president and spokesman Federation of Nepalese Chambers of Commerce and Industry, talks about his family businesses and urges the youth to take part in the development of Nepal. Excerpts:

When did your family start doing business in Nepal?
After the War of Bhot had ended just over 200 years ago, the kingdom of Nepal, which was under the Rana regime at that time, settled down to a new era. It was identified that "trade expansion" would aid its progress and for this reason the state ruler invited whoever wanted to come to Nepal from India, to do business here. Thirty-two families came and were recognised as the '32 business chambers' and each was given a 'lal mohar' (special 'red seal' certificate). Since the topography of the terrain was so difficult and the roads and transportation system so primitive in those days, it used to take two weeks to arrive in Kathmandu from Rajasthan. My great-grandfather, Purnamal Khetan, a simple man, came here and started a fabric business. This was the beginning of the Khetan clan in Nepal.

How did your family pursue the opportunities offered?
My great-grandfather imported fabrics from India and sold them here. After him, my grandfather Biharilal Khetan expanded the family trade to buying and selling whatever goods the market required according to demand and supply. In this way, he consolidated his father's business into an organised company. He became popular and along with importing items from Tibet, as the government started importing oil from India, he set up the first petroleum dealership company here. He was also the pioneer of the modern chamber movement (1959-60). My father then took over the business and again consolidated it, but this time into three main areas. Firstly, he was a trader and secondly, he expanded the business into manufacturing sometime in the late 1980's. With the newly liberalised economy in place in 1990, he set up the first private sector commercial bank, 'Himalayan Bank' with other businessman, thereby initiating the third division of the business that embraces the service sector, which now also deals in security and stocks as well as financial and general insurance services.

What was growing up like?
I grew up in a very traditional family environment, in a moderate business household with many brothers and sisters where I am the eldest son. We all understood from an early age that we would eventually go into the family business and none of us would have dreamed otherwise. I went to an English medium language day school, but later at college I was not very interested in studying as I found the methodology boring.

How do you feel about education in Nepal?
Nepal is seriously lacking in vocational training and practical education and the general standard of education is not high enough to help the country progress in the way it needs to. It is very important to radically change both primary and secondary methods of teaching and to improve the standard of university education so that we encourage our bright kids to stay here rather than go off to study abroad. One of the most tragic aspects of the country today is the ongoing 'brain drain' to 'muglan' (foreign countries) where our youth seek both study and work opportunities in what they consider to be a better environment. The need or demand for human resources must be matched by a right quality domestic product.

What, in your opinion, can Nepal offer to its youth?
Right now, it is difficult to say, because the general environment of the nation is not conducive to progress. However, we, as a nation, should be providing them with the same opportunities they would expect abroad, by guaranteeing them employment after completing their studies. In order to do this, there must be more development and economic activities, which automatically will create jobs and revenue. This, in turn would create further economic activity and so on, by ultimately empowering people. In order for such business ventures to start up, we need to encourage both foreign and domestic investment, whereby the demand and supply should be controlled by both the government and private sector jointly. In order to promote investment, there needs to be a stable environment, whereas on the other hand, to date, the divided political leadership, weak bureaucracy, docile civil society and rampant corruption have not led to this countrys development in any notable way. Right now the system is violated by gaps in the economic flow and these gaps are ever widening rather than being closed. Equitable distribution must be considered and delivery to people, guaranteed.

What is your advice to the Nepali youth?
I would like to appeal to the young members of our nation to seriously consider where their true opportunities lie. The outside world seems like a land of promise, but I believe this is a fallacy. Here, although the stakes may be higher, the end result is surely greater. This is a time when we need to stand together and build the nation as a team.