Akshya Golyan introduces ‘Dialogue Culture’ at Goyalan Group, Strengthening workplace trust and innovation

KATHMANDU — In a refreshing shift toward inclusive leadership and organizational transparency, Akshya Golyan has introduced a new internal engagement model—“Vaarta” (Dialogue)—at the Golyan Group, signaling a modern transformation in one of Nepal’s largest business houses.

In a widely discussed LinkedIn post on Tuesday, the 37-year-old chairman shared a video of himself interacting directly with employees, highlighting a leadership approach grounded in listening, collaboration, and trust-building.

“Your voices and perspectives have helped us realize the real strength within us,” Golyan said. “Every question asked, every idea shared, and every challenge raised holds deep significance for the future of this institution.”

A leadership shift in a legacy business

Since taking over the group’s leadership in Mangsir, Golyan—representing the third generation of a business legacy spanning over six decades—has been working to reshape internal culture alongside business strategy.

The “Vaarta” initiative is a key part of that shift.

In its first phase, Golyan held direct, in-person conversations with employees at the group’s corporate headquarters, Golyan Tower. The sessions allowed staff to openly share concerns, ideas, and feedback—something rarely seen in traditionally hierarchical corporate structures.

Empowering voices beyond top management

According to Jyoti Gaire, Head of Corporate Affairs, Communications and Public Relations at the group, the initiative is specifically designed to include mid-level and junior employees—those who typically do not have direct access to top leadership.

“This initiative adopts an informal format, creating open dialogue between the chairman and employees. It aims to build trust, enhance transparency, and strengthen relationships across all organizational levels,” she said.

From feedback to action

Golyan has committed to translating employee feedback into real decision-making processes, linking internal dialogue directly with organizational planning and execution.

“You have proven that our employees don’t just work—they think deeply and are capable of contributing to our journey of growth,” he noted.

Positioning for global competitiveness

The move comes as the Golyan Group—one of Nepal’s largest employers with around 10,000 workers—pushes to strengthen its internal capacity and compete more effectively on the global stage.

With strong presence in manufacturing, renewable energy, agriculture, and hospitality, the group is now aligning its workforce culture with its broader ambition: leveraging domestic talent, skills, and capital to build internationally competitive businesses.

An alumnus of a top global business school in Spain, Golyan appears to be steering the group toward a more modern, participatory, and innovation-driven corporate environment.

A model for corporate Nepal?

At a time when employee engagement and organizational culture are becoming critical for productivity and retention, Golyan’s “Vaarta” approach could set a precedent for other large business groups in Nepal.

By breaking traditional hierarchies and opening channels for dialogue, the initiative reflects a broader shift in Nepal’s corporate sector—where leadership is increasingly defined not just by authority, but by accessibility and responsiveness.