Demystifying Transient Overvoltages: Decoding the 8/20µs Waveform

-Sanjay Shanti Subedi 

Helios Power Solutions

In my work managing power systems and lightning protection at Helios Power Solutions, a conversation that frequently comes up with facility managers and electrical engineers across New Zealand is how to properly interpret surge protection data.

We all know lightning poses a massive threat to our critical infrastructure. A discharge several hundred meters away from a power transmission line can couple enough energy onto adjacent conductors to disrupt operations and destroy sensitive equipment. But how does that energy actually reach our systems? Transients typically couple onto power and communication circuits via three primary mechanisms:

• Galvanic Coupling: A direct electrical connection to the transient source, often through a shared earthing system.

• Magnetic Induction: The rapidly changing magnetic field from a high-current discharge induces a destructive current onto adjacent conductors. Because of these magnetic fields, simply burying power cables does not provide adequate protection on its own.

• Capacitive Coupling: Transient voltage is coupled through the inherent capacitance between two circuits. Nearby power circuits sharing cable trays with communication lines often become sources of capacitively coupled transients.

Direct vs. Induced Surges

Understanding these coupling methods allows us to categorize surges into two main types, each requiring a different approach to protection:

• Direct Surges: These occur when lightning makes a direct strike on a power line, a building's lightning protection system (LPS), or the grounding system.

  • Characteristics: These strikes involve massive amounts of energy and extremely high current amplitudes. The transient itself lasts for a significantly longer duration. This is essentially the Galvanic Coupling shown in the illustrations.

  • Simulation Waveform: To properly test Surge Protective Devices (SPDs) installed at a service entrance (Type 1 primary protection) to withstand these direct strikes, the 10/350µs current impulse waveform is used. This longer, higher-energy waveform accurately simulates the destructive potential of a direct lightning discharge.

• Induced Surges: Far more common than a direct strike, this happens when lightning strikes nearby—perhaps a nearby tree, ground, or a separate power/communication line.

• Characteristics: Rapidly changing electromagnetic fields induce currents and voltages in adjacent conductors via Magnetic Induction and Capacitive Coupling. While still dangerous, these surges generally have much lower energy and peak current compared to a direct strike.

• Simulation Waveform: For testing secondary SPDs (Type 2, branch panel or equipment protection), the 8/20µs current impulse waveform is employed, representing the faster rise and much shorter duration typical of these coupled transients.

Standard Waveforms and the 8/20µs Defined

Because transient disturbances are unpredictable, the industry relies on standardized testing to evaluate SPDs. International standard bodies, such as ANSI/IEEE C62.41, define typical location Categories (A, B, and C) to help classify these environments.

When evaluating secondary and downstream SPDs, you will almost always see the 8/20µs waveform. But what do those numbers actually mean?

Put simply, it represents the short-circuit current from a combination wave generator. Here exactly what those parameters specify.

• The "8" specifies the current rise time: The current climbs from 10% to 90% of its peak value in exactly 8 microseconds.

• The "20" specifies the current decay time: The current then decays to 50% of its peak value at the 20-microsecond mark. Crucially, this duration is measured from the initial 10% rise point, not from the peak current

Interactive 8/20µs Waveform

Peak Current: 10 kA

Drag the slider to adjust the peak current and observe the constant 8µs rise and 20µs decay timing.

The Role of AS/NZS 1768 and Compliance

Locally, the AS/NZS 1768 standard provides the essential framework for lightning protection and risk management in New Zealand.

AS/NZS 1768 integrates these different waveforms and protection strategies to define appropriate protection levels for various scenarios:

• It guides how to assess the specific risk of both direct and induced surges based on building structure, location, and power system configuration.

• It helps classify locations within a facility into specific Lightning Protection Zones (LPZ), ensuring appropriate SPDs are specified for the exposure risk of that zone.

Whether we are aligning with global IEEE tests or ensuring strict compliance with the latest AS/NZS 1768 updates locally, understanding the specific type of transient your facility is exposed to is step one in specifying the correct protection.

Interactive Visual for 8/20µs Waveform

Interactive 8/20µs Waveform

Peak Current: 10 kA

Drag the slider to adjust the peak current and observe the constant 8µs rise and 20µs decay timing.

 

The Nine Fatal Strategic Errors That Undermine Startup Viability

Sanjay Shanti Subedi

B.Sc. Physics, Dip. Pharmacy, Dip. Digital Marketing, MBA Marketing

In the hyper-competitive startup ecosystem, success hinges not only on disruptive innovation but also on robust execution and agile strategic management. Despite strong product-market hypotheses, startups often collapse due to fundamental oversights in governance, operational alignment, and organizational behavior.

This article explores nine systemic failures that routinely precipitate startup failure—each contextualized through managerial frameworks, real-world analogues, and prescriptive insights.

 

1. Suboptimal Geographic Positioning (Bad Location)

Management Lens: Strategic Localization and Ecosystem Integration

Geographical misalignment can impair access to key value-chain stakeholders—talent, investors, supply channels, and customers. A dislocated startup lacks proximity to a fertile innovation ecosystem and may suffer from network asymmetry.

Case in Point: Startups outside venture-dense tech corridors like Silicon Valley or Berlin often struggle to secure early-stage capital and advisory infrastructure, unlike high-growth firms such as Airbnb that flourished due to Silicon Valley proximity.

Strategic Imperative:

- Conduct geospatial market analysis before launch.

- Align physical and digital presence with customer concentration and ecosystem vibrancy.

 

2. Solo Leadership Structure (Single Founder)

Management Lens: Distributed Leadership and Co-Founder Complementarity

Startups led by a single founder often suffer from cognitive bias, decision fatigue, and unbalanced leadership bandwidth. Absence of co-founders impedes resilience, strategic counterbalance, and domain diversification.

Case in Point: Color Labs, once valued at $41 million, floundered due to centralized decision-making and lack of cross-functional leadership capacity.

Strategic Imperative:

- Construct a founding team with differentiated skill portfolios.

- Institutionalize decision checkpoints to mitigate founder’s dilemma.

 

3. Under-Capitalization (Raising Too Little Money)

Management Lens: Capital Structuring and Financial Forecasting

Inadequate capitalization restricts strategic flexibility, impairs product development timelines, and leads to premature runway depletion. Early-stage financial shortfalls are often rooted in unrealistic budgeting or failure to anticipate cash burn dynamics.

Case in Point: Numerous hardware startups with strong IP have collapsed due to underestimating prototyping and go-to-market costs. In contrast, companies like Stripe raised sufficient capital to scale infrastructure before monetization.

Strategic Imperative:

- Align capital raised with milestone-based burn rates.

- Scenario-plan for conservative, expected, and aggressive growth projections.

 

4. Talent Misalignment (Hiring Bad Employees)

Management Lens: Human Capital Optimization

Early hiring errors compound over time. Suboptimal talent acquisition introduces cultural toxicity, productivity drag, and strategic mis-execution. Founders must recruit not just for technical skills, but for an adaptive mindset and startup fluency.

Case in Point: Zirtual’s abrupt collapse was precipitated by overstaffing and a lack of fiscal prudence, exacerbated by insufficient alignment between headcount growth and revenue trajectory.

Strategic Imperative:
- Deploy a rigorous behavioral and functional competency model during recruitment.
- Prioritize cultural elasticity and alignment with growth-stage requirements.

 

5. Executional Complacency (Not Putting In Enough Effort)

Management Lens: Operational Rigor and Foundational Hustle

Even the most visionary strategies require relentless execution. Startups that lack operational discipline or founder grit often fail to iterate rapidly, capitalize on feedback loops, or sustain momentum through early failures.

Case in Point: Juicero, despite substantial funding, epitomized form-over-function. Excessive focus on design and storytelling, and insufficient iteration, led to customer apathy.

Strategic Imperative:

- Institutionalize executional KPIs and sprint-based accountability.

- Embed a bias-for-action culture from inception.

 

6. Incoherent Planning Architecture (Bad Planning Structure)

Management Lens: Strategic Roadmapping and Agile Governance

Failure to define critical paths, contingency routes, and phased goals leads to drift, misprioritization, and eventual resource exhaustion. A robust planning framework reconciles long-term vision with short-term pivots.

Case in Point: Theranos’ implosion illustrates the danger of visionary overreach absent tangible delivery mechanisms or operational transparency.

Strategic Imperative:

- Implement adaptive planning systems like OKRs, agile backlogs, and rolling forecasts.

- Conduct quarterly strategic reviews with KPI recalibration.

 

7. Market Misidentification (Wrong Audience Targeting)

Management Lens: Customer Segmentation and Value Proposition Fit

Failure to correctly define, segment, and prioritize the customer archetype leads to inefficient resource deployment and ineffective messaging. Even robust solutions can fail if they’re mismatched to audience needs.

Case in Point: Segway, a technologically advanced product, lacked a defined target demographic and clear use-case positioning, leading to commercial stagnation.

Strategic Imperative:

- Utilize design thinking and customer discovery sprints to refine personas.

- Validate segments through MVP iterations and cohort analytics.

 

8. Platform Misalignment (Choosing the Wrong Platform)

Management Lens: Technology-Channel Fit and Scalability Mapping

Platform selection—whether tech stack, distribution medium, or go-to-market channel—must align with customer behavior, scalability potential, and internal capabilities. Inappropriate platform decisions result in inefficiencies, churn, and vendor lock-in.

Case in Point: Startups launching exclusively on Android or iOS without market data risk platform bias. Likewise, building on outdated infrastructure can incur technical debt and limit future integrations.

Strategic Imperative:

- Conduct platform viability assessments pre-launch.

- Optimize for interoperability, user experience, and total cost of ownership.

 

9. Internal Governance Breakdown (Poor Internal Management)

Management Lens: Organizational Behavior and Leadership Systems

Internal dysfunction manifests as poor communication, ambiguous roles, decision paralysis, and cultural erosion. Scalable startups require clearly defined accountability structures, performance frameworks, and a culture of psychological safety.

Case in Point: WeWork’s downfall under Adam Neumann revealed the perils of charismatic but unchecked leadership, opaque governance, and a cult-like culture devoid of operational rigor.

Strategic Imperative:

- Deploy management operating systems (MOS) to standardize cadence, accountability, and reporting.

- Build a leadership pipeline and implement feedback loops via 360° reviews.

 

Final Thought: Strategy Alone Is Not Enough

“Culture eats strategy for breakfast. Execution eats culture for lunch.”

To transcend the startup mortality curve, founders must not only ideate but operationalize strategy, institutionalize discipline, and lead with humility and precision. By internalizing these failure patterns and designing organizational safeguards, startups can shift from fragile beginnings to enduring enterprise.

 न्यु  प्लाइमाउथ भ्रमणको अनुभूति 

हालसालै मलाई न्युजिल्यान्डको उत्तर टापुको पश्चिमी तटीय क्षेत्रमा अवस्थित सुन्दर शहर न्यु  प्लाइमाउथ भ्रमण गर्ने अवसर मिल्यो। यस शहरले प्राकृतिक सौन्दर्य, औद्योगिक समृद्धि, र विविध सांस्कृतिक विरासतलाई सुन्दर रूपमा समेटेको मैले पाएँ। विशेषगरी यहाँ बसोबास गर्दै आएको नेपाली समुदायको सक्रिय सहभागिताले मेरो मन छोयो।

अनुपम प्राकृतिक सुन्दरता

न्यु प्लाइमाउथको मुटुमा अवस्थित सुन्दर पर्वत माउण्ट तारानाकी (एग्मोन्ट) ले यस शहरलाई अद्भुत दृश्यावलोकन प्रदान गर्दछ। यसैगरी, समुद्री किनारै-किनार फैलिएको कोस्टल वाकवे (Coastal Walkway) ले शहरको जीवनशैली र सौन्दर्यलाई एकै ठाउँमा समेटेको छ। यस पदमार्गमा रहेको टे रेवा रेवा पुल र चर्चित विन्ड वान्ड मूर्तिकलाले यस ठाउँलाई अझ आकर्षक बनाएको छ।

औद्योगिक र आर्थिक महत्व

न्यु प्लाइमाउथ  तारानाकी क्षेत्रकै औद्योगिक तथा आर्थिक केन्द्र हो। यस शहरले दुग्धजन्य उत्पादन, तेल र प्राकृतिक ग्यास लगायतका उद्योगहरूमा प्रमुख भूमिका खेलिरहेको छ। पोर्ट तारानाकी, न्युजिल्यान्डको पश्चिमी तटमा रहेको एक मात्र गहिरो पानीको बन्दरगाह भएकाले यो राष्ट्रिय तथा अन्तर्राष्ट्रिय व्यापारका लागि महत्वपूर्ण छ। साथै स्थानीय वित्तीय सेवाको केन्द्रका रूपमा स्थापित TSB बैंक को मुख्यालय पनि यहीँ छ।

ऐतिहासिक महत्व र सांस्कृतिक सम्पदा

सन् १८४१ मा स्थापना भएको न्यु प्लाइमाउथले माओरी तथा यूरोपेली (Pākehā) संस्कृतिको अनौठो मिश्रण बोकेको छ। यसको ऐतिहासिक तथा सांस्कृतिक विरासतको केन्द्र पुके आरिकी संग्रहालय र पुस्तकालय हो, जसले स्थानीय माओरी जनजाति Te Āti Awa को इतिहास र सांस्कृतिक सम्पदालाई जीवन्त बनाइरहेको छ।

शहरी हरियाली र कला-संस्कृति

यहाँको पुकेकुरा पार्क प्राकृतिक सौन्दर्यको प्रतीक हो, जहाँ हरेक वर्ष WOMAD सङ्गीत महोत्सव र Festival of Lights (बत्तीहरूको उत्सव) आयोजना गरिन्छ, जसले लाखौँ आगन्तुकहरू आकर्षित गर्छ। त्यस्तै, समकालीन कलाको केन्द्र गोभेट-ब्रूस्टर आर्ट ग्यालरी र लेन लाइ सेन्टर ले न्यु प्लाइमाउथलाई कलाको नयाँ उचाइमा पुर्‍याएको छ।

नेपाली समुदाय: विविधता र एकताको उदाहरण

मेरो भ्रमणको क्रममा मैले यहाँ बस्ने नेपाली समुदायलाई भेट्ने अवसर पाएँ। यहाँका नेपाली साथीहरू—व्यवसायी, पेशाकर्मी, विद्यार्थी—सबै क्षेत्रहरूमा सक्रियताका साथ सहभागी हुँदै यस शहरको आर्थिक-सामाजिक विकासमा महत्त्वपूर्ण भूमिका खेलिरहेका छन्। उनीहरूको आत्मीयता, उद्यमशीलता र सक्रिय सहभागिताले न्यु प्लाइमाउथको सामाजिक तथा सांस्कृतिक विविधतालाई अझ बलियो बनाएको मैले महसुस गरेँ।

 

Taranaki Nepalese Community Organisation नामक गैर–नाफामुखी संस्था केही समयअगाडि स्थापना गरिएको छ, जसले तारानाकी क्षेत्रका नेपाली नागरिकहरूको सामाजिक, आर्थिक, र सांस्कृतिक उत्थानका लागि समर्पित छ Facebook। यसले नयाँ आगन्तुक, विद्यार्थी, र व्यवसायीहरूलाई स्वागत गर्दै एक समृद्ध नेटवर्क तयार गर्ने  कार्य थाल्नेछ।

हाम्रो लागि सिक्नुपर्ने कुरा

• समग्र विकास: प्राकृतिक सौन्दर्य, औद्योगिक प्रगति, र सांस्कृतिक विरासतलाई एकसाथ जोडेर गरेको सन्तुलित विकास न्यु प्लाइमाउथको विशेषता हो।

• सामुदायिक सहभागिता: यहाँको नेपाली समुदाय जस्ता विविध समूहहरूको सक्रिय सहभागिताले शहरको विकासमा नयाँ दृष्टिकोण प्रदान गर्छ।

• स्थान ब्रान्डिङ: न्यु प्लाइमाउथले 'न्युजिल्यान्डको सर्वाधिक सुन्दर सानो शहर' र 'सर्वाधिक बस्नलायक शहर' जस्ता उपाधि हासिल गरेको छ, जसबाट हामी स्थान ब्रान्डिङका सिद्धान्तहरू सिक्न सक्छौँ ।

न्यु प्लाइमाउथको भ्रमणले मलाई एउटा महत्वपूर्ण पाठ सिकायो—सुन्दर प्रकृति, सशक्त उद्योग, र विविध संस्कृतिलाई मिलाएर मात्र शहरको वास्तविक विकास हुन सक्छ। यस सहरले नेपाली समुदायसँगै अन्य विभिन्न समुदायहरूको सहभागितालाई पनि उच्च सम्मान दिएको छ, जुन हाम्रो लागि प्रेरणादायी छ।

तपाईंहरूलाई पनि न्यु प्लाइमाउथ भ्रमणको निम्ति हार्दिक सिफारिस गर्दछु। तपाईंहरूको अनुभव र प्रतिक्रियाको प्रतीक्षा रहनेछ ।

धन्यवाद!

सञ्जय शान्ति सुबेदी 

तपाईं कुन समूह प्रतिनित्व गर्नुहुन्छ ?

तपाईं कुन समूह प्रतिनिधित्व गर्नुहुन्छ ? 

१. पद-शक्ति निकट, २.साझा-तठस्थ  ३.परिवर्तनशील-गतिशील समूह

सामाजिक संस्था र राजनितिक दलहरू भनेका समाजका प्रतिबिम्म हुन् । समाज जस्ताे छ, संस्था पनि उस्तै हुने हाे । तसर्थ संस्थामा परिवर्तन गर्न उत्तिकै गाह्राे छ जति समाजलाई परिवर्तन गर्न गाह्राे छ । यस्ता संस्थाका साधारण सदस्य पनि समाजका नै अभिन्न पक्ष भएकाले संस्था र समाजलाई छुट्टाएर बुझ्न अलिक ठिक नहाेला तथापि निश्चित संस्था भने विशेष उद्धेश्यले स्थापित एवं समान बिचार भएका व्यक्तिहरूकाे समूहबाट बनेकाे हुन सक्ने हुँदा, समग्र समाज बिभाजित वा सफल नहुँदा पनि संस्थाहरू भने सफल र गतिशील देखिन सक्दछन् । 

उदाहरणका लागि देशकाे परिस्थिति जे भए पनि नेपालमा अन्तर्राष्ट्रिय सामाजिक संस्थाहरू-Lions, Rotary, इत्यादि राम्रै चलिरहेका देखिन्छन्, बिदेशमा पनि स-साना नेपाली संस्थाहरू पनि सानाे वृत्तमा राम्रै काम गरेकाे पाइन्छ । जब बृहत्तर समाजकाे सबालमा यी संस्थाहरू मुसिन्छन् , तब बिवाद, ध्रुबीकरण, मतभेद र संङर्षहरू उत्पन्न हुने गर्दछन् । 

के यस्ताे हुनु अस्भावविक हाे र ? जसरी आवश्यकताले व्यक्तिहरू जाेडिएर एउटा समाज सृजित हुन्छ, त्यसरी नै बिभिन्न सचेत व्यक्तिहरूकाे मत बिभाजनबाट नै गति र विकासकाे प्रकृया सुरु हुनेगर्दछ । 

बिवाद, संघर्ष एवं मतभिन्नतालाई कसरी न्यायिक तथा समतामूलक ढङ्गले समाधान गर्ने हामी नेपालीहरूकाे प्रमुख चुनाैतिकाे बिषय रहेकाे छ । आफ्ना व्यक्तिहरू, पद-शक्तिमा भएका व्यक्तिले समाजलाई आत्मकेन्द्रीत निर्णय गर्न प्रभावित बनाउने वा आम व्यक्तिहरू पनि त्यस्तै व्यक्तिकाे पक्षमा लाग्ने प्रवृत्तिले समाज बिभाजित बन्ने त अवश्यम्भावी नै हाे , अझ खतरनाक विषय चाहिँ न्यापूर्ण, समतामूलक एवं समान सहभागीताकाे अधिकारबाट ठूलाे सङ्ख्या बिमुख हुने अवस्था सृजना हुने गर्दछ । 

असफल, बिभक्त र सानाे घेराकाे नेतृत्वमा रहेकाे समाजमा ध्रुवीकरण हुनु स्वभाविक नै हाे, र सुधारका लागि आवश्यक पनि हाेला । तर, समाजलाई अग्रगतिमा बढ्नबाट बञ्चेत गर्ने, नेतृत्वमा आउन बन्देज गर्ने वा प्रकृया र कार्यक्रमहरूलाई पारदर्शी नबनाउने समूह र बिचारलाई असल, सक्षम तथा नबीन नेतृत्वले पुर्नस्थापना गर्दा समाजलाई फाइदा नै हुने गर्दछ । संक्रमणकालीन अवस्था अलिक पीडादायक हुन सक्दछ तर कुनै समूहमा असम्बन्धित (Neutral) व्यक्तिहरूकाे भूमिकाले याे समय छिटै एवं सहज तरिकाले पार लगाउन सकिन्छ । समाज परिवर्तमा सबै पक्षकाे भूमिका रहन्छ, तर आजकाे प्रश्न तपाईं/हामी कुन समूहमा छाैँ, कुन भूमिकामा छाैँ निर्णय गर्न आवश्क छ । 

तपाईं कुन समूह प्रतिनिधित्व गर्नुहुन्छ:  १.पद-शक्ति निकट, २.साझा-तठस्थ वा ३.परिवर्तनशील-गतिशील समूह? 

बेकारमा किन गर्नु हतार?

(याे अपूर्ण रचना हाे, हजुरकाे सुझाव र विचारलाई पनि समावेश गराउन चाहन्छु । आफ्नाे विचार पनि सुझाउनुहाेला है ?)

https://youtu.be/PPAGwypP4ms?si=SOUDcq2YYPwM-9Ka

छुट्न लागेकाे बसमा पुग्न जसरी एउटा बस यात्रु दाैडिरहेकाे हुन्छ,  त्यसरी नै रेलका लागि, पानीजहाजका लागि मान्छेहरू दाैडिरहेका हुँदा हुन् । जब, म एयरपोर्टमा दाैडिरहेकाे मानिसहरू देख्छु, म साेच्छु अरू थप कति ठाउँमा मान्छेहरू दाैडिरहेका हुन्छन् हाेला । आफैँलाई सम्झन्छु, मै पनि त दाैडिरहेकाे हुन्छु नि- कहिले परिक्षामा समयमा पुग्न, कहिले मिटिङ्ममा पुग्न, कहिले शाैचालयकाे लागि त कहिले छाेरीलाई स्कुल लान वा लिएर आउन ।

मानिस किन यसरी दाैडिन्छ? के याे जिज्ञासा स्वभाविक हाेइन र ? एक आम व्यक्तिकाे रूपमा आफैँलाई नियाल्छु र गम्ने प्रयास गर्छु । स्वभाविक दाैड त ठिकै पनि हाेला तर एयरपाेट,बस बिसाैनी या यस्तै स्थानहरूमा हस्याङ्फस्याङ गर्ने, भागदाैड गर्ने र बिशेषत: पर्यावरण र माहाेललाई नै असामान्य लाग्ने गरी दाैडने, आफुलाई प्राथमिकता दिई पहिला जान दिनुस् न भनी बिलाैना गर्ने, इत्यादि प्रवृत्ति देखाउने व्यक्तिहरूमा रहेकाे समानता के हाेला त? 

यहि सन्दर्भमा म सम्झन्छु अफसि समयमा हुने ट्राफिक जाम, त्याे जामकाे बीचमा केही व्यक्तिहरू उस्तै हतारमा देखिन्छन् । राेडकाे लेन अनुशासनलाई धज्जी उठाउँदै र तीब्र गतिमा गाडी घुइँक्याउनेहरूलाई पनि नियाल्छु । थप नियाल्छु ती गाडीचालक, तिनीहरूले गुडाउँदै गरेका गाडीहरू। के-कस्ता जागिर व्यवसाय गर्दा हून, उनीहरूकाे दैनिकी कस्तो हाेला, अनि किन यसरी हतार हतार गरिरहेका हाेलान् । समयमै निस्किएकाे भए सम्भवतः समयमा नै गन्तब्यमा पुगिन्थ्याे हाेला, वा कारणवस ढिला भएकाे हाे भने पनि हतार गरेर के छिटाे पुगिएला त? सामान्यतया, गति बढ्दा कम समय लाग्ने बिज्ञानकाे नियम त छ तर "हतारले लतार" भन्ने पनि त उत्तिकै सान्दर्भिक उक्ति हाे जस्ताे लाग्दछ । कहिले हतार गर्नू र कहिले नगर्नू  भन्ने विषयमा पनि अध्ययन, लेखन र प्रकाशन भएकाे हाेला कि नहाेला, म अहिले साेच्दैछु । 

जस्ताे हुलाक सेवा एवं पारबहानकाे समय घटाउन हाेस् वा  रेल र रकेट गति बढाउन हाेस्  ठुला ठुला अनुसन्धान र लगानी भइरहेका छन् । कुनै पनि कामलाइ छिटाे छरिटाे तवरले सम्पन्न गर्नु मानव सभ्यताकाे लक्ष जस्ताे नै बनेकाे छ । यस अर्थमा हतार गर्नु वा छिटाे छिटाे काम गर्नु सम्भवतः गलत नदेखिन पनि सक्छ । तर यहाँको मुख्य विषय याे हाे कि- के यसरी एयरपोर्टमा वा सडकमा हतार गर्ने व्यक्तिहरूबिच केही समानता हाेला र?

Candlelight Vigil in Aotea Square to honour plane crash Victims in Nepal

Auckland, January 17, 2023

A group of Nepalese youth in Auckland has organized a Candlelight Vigil at the Aotea Square yesterday to honour the soul who departed in a flight crashed in Nepal on Sunday. 

There were 72 passengers and crew members traveling on the Yeti Airlines plane from Kathmandu to the popular tourist destination of Pokhara when it crashed. Nobody survived what has been described as the nation’s deadliest aviation accident in 30 years. According to Nepal’s civil aviation authorities, there were 37 males, 25 females, three children, and three new-borns onboard the flight. Nepal declared the 16th of January 2023 as the national mourning day.

                                                                                                                      Photo: Samar Thapa

Candlelight Vigil led by Mr. Milan Thapa initiated it with an open invitation via Facebook to join all the community members and Nepalese who were struck by the tragic accident in Pokhara Nepal. Mr. Thapa is also an active member of the Nepalese community in Auckland and actively promotes Nepalese culture and literature.

Addressing to the crowd, Mr. Sanjay Shanti Subedi expressed his deepest condolence and sympathy to the victim of the tragic air crash. Originally from Pokhara, Mr. Subedi remembered victims friends and acquaintances in his homeland.

More than 60 people gathered at a candlelight vigil for an hour at Aotea Square. 

Video of Crash Incident in Pokhara