In this era of international strife, the facility in Katmandu, Nepal that manufactures for Venus Imports stands as a model of how diverse, cultural elements can come together to create something good and successful. “Harmony” is the word that best describes it. Consider this: of the six principal members of the factory’s management team, five religions and five cultures are represented. Our business co-owners, Ron and Noga Turk, are American/Christian and Israeli/Jewish; the factory manager, is Nepali/Hindu; the head inspector and agent of outside factory operations is Tibetan/Buddhist; and the principal blocker and embroiderer are both Muslims, the former from India, the latter from Tibet. Communications and the coordination of processes can be challenging; but it all works, somehow, because of mutual respect and common goals. It also works because Ron, President of Venus Imports, Inc., has been able to successfully import some key American business practices into a decidedly third world culture where job security and product quality are often non-existent.

     The factory began year ‘round operations in 1995: that, in itself, was fairly revolutionary in a country where many manufacturing jobs, at least from a laborer’s perspective, consist of lucking into a one-time or seasonal overseas contract, “learning” a trade overnight, working the job until it has been completed, and then returning to the street to look for something new. One might wonder how the manufacturing of clothing can be modernized in a factory where basic electrical usage and a single computer are the only sophisticated technologies present. The truth is, that Ron and Noga never intended to modernize the manufacturing process: the cotton is still hand-loomed, the material hand-cut, the designs applied with hand-carved wooden blocks dipped in a permanent black dye. Rather, the modernization has been in the area of employment practices – policies implemented by Venus Imports' oversight under which the Nepali staff operates. Simply put: treat workers with respect and give them the proper guidance and motivation and they will make a quality product to be proud of.

     When the factory first began fulltime operations, Ron, who works directly with the management in Kathmandu several months each year, announced a meeting for all employees. No one knew what to expect; but pre-meeting anxiety quickly gave way to mounting excitement as he proposed the unimaginable: fulltime employment; profit sharing, quality-based bonuses; living wages with guaranteed raises; and employee feedback. For the first time in their lives, the people who make our products were told that they matter and that their opinions are valued. The meeting ended in applause. During the following meeting, the first bonuses were paid and, because demand for our product in the U.S. was already exceeding expectations, the staff was asked if they would prefer working overtime or having the company hire more workers. The overtime option was chosen unanimously. After the meeting, one of the Hindu tailors approached Ron and, in broken English, said, “I am of the tailor caste. Nobody has ever asked me what I think about anything.” He grinned and held up his bonus and said, “This is like a dream.”