Choosing between a private vs public company in Nepal is one of the most strategic decisions a foreign investor will make.
The structure you select affects ownership control, fundraising, compliance burden, taxation optics, and even your long-term exit options.
Nepal welcomes foreign investment. Yet its corporate landscape is governed by distinct legal, regulatory, and cultural realities. What works in Australia, Europe, or North America does not always translate directly.
This guide offers a clear, authoritative, and practical comparison designed specifically for foreign companies evaluating Nepal as a market. We go beyond textbook definitions and focus on real trade-offs, compliance realities, and growth implications.
Corporate entities in Nepal are primarily governed by the Companies Act 2006.
Sector-specific activities may also involve approvals under the Foreign Investment and Technology Transfer Act 2019, as well as oversight from regulators such as the Office of the Company Registrar and the Nepal Rastra Bank.
Nepal recognizes two primary company types relevant to foreign investors:
Private Limited Company
Public Limited Company
Each serves a different strategic purpose.
A private limited company is the most common vehicle used by foreign investors entering Nepal.
Minimum shareholders: 1
Maximum shareholders: 101
Share transfer restrictions apply
No public invitation for shares
Can be 100% foreign-owned (subject to sector rules)
Private companies are widely used for:
Market entry
Back-office and captive operations
IT, consulting, outsourcing, and services
Wholly-owned subsidiaries
Foreign investors often prioritize:
Control
Speed of incorporation
Predictable compliance
Private companies in Nepal deliver on all three.
A public limited company is designed for larger enterprises with capital-raising ambitions.
Minimum shareholders: 7
No maximum shareholders
Shares may be offered to the public
Mandatory higher disclosure and governance
Often subject to sector regulators and capital market rules
Public companies are typically used by:
Banks and financial institutions
Insurance companies
Hydropower and infrastructure projects
Large manufacturing ventures
| Dimension | Private Limited Company | Public Limited Company |
|---|---|---|
| Shareholders | 1–101 | Minimum 7, unlimited |
| Capital Raising | Private only | Public and private |
| Regulatory Burden | Moderate | High |
| Disclosure | Limited | Extensive |
| Governance | Flexible | Rigid |
| Foreign Investor Fit | High | Conditional |
| Time to Incorporate | Faster | Slower |
Foreign companies entering Nepal usually prioritize decision-making authority.
Founders retain strategic control
Share transfers require consent
No dilution from public shareholders
Broader ownership base
Formal board and committee structures
Minority shareholder protections reduce flexibility
For most foreign companies, control preservation outweighs fundraising flexibility in early stages.
Private companies raise capital through:
Parent company funding
Strategic investors
Shareholder loans
This keeps compliance manageable and reporting contained.
Public companies can:
Issue shares to the public
List on stock exchanges (subject to approvals)
Access institutional investors
However, this comes with:
Prospectus obligations
Continuous disclosure
Regulatory audits
For foreign firms not seeking public capital in Nepal, this is often unnecessary complexity.
Private companies must:
Hold annual general meetings
File annual returns
Maintain statutory registers
Compliance is predictable and manageable.
Public companies face:
Mandatory independent directors
Audit committees
Enhanced financial reporting
Greater regulator scrutiny
This structure suits large domestic enterprises more than foreign subsidiaries.
Both private and public companies are taxed under the same corporate tax regime in Nepal.
However, public companies face higher scrutiny from:
Tax authorities
Sector regulators
Minority shareholders
Private companies allow foreign parents to:
Manage transfer pricing more discreetly
Centralize reporting
Align Nepal operations with global finance systems
Some sectors require a public company structure, including:
Commercial banking
Insurance
Large-scale hydropower
Capital-market intermediaries
Outside these regulated industries, private companies remain the default choice for foreign investors.
Your exit plan should influence your company structure from day one.
Share sale to strategic buyers
Buy-back by parent company
Conversion to public company later
Public share trading
Strategic acquisition
Mergers and restructuring
Many foreign firms start private and convert to public only when scale demands it.
Are entering Nepal for the first time
Want full foreign ownership
Operate in services, IT, consulting, or outsourcing
Prefer predictable compliance
Do not need public fundraising
Operate in regulated sectors
Need large-scale local capital
Plan a Nepal-based IPO
Have long-term domestic expansion goals
Faster setup
Lower compliance cost
Greater confidentiality
Stronger parent-level control
Limited fundraising channels
Share transfer restrictions
Access to public capital
Higher market visibility
Structured governance
High regulatory burden
Slower decision-making
Ongoing disclosure obligations
For most foreign investors, the private limited company offers the best balance of:
Control
Compliance
Cost efficiency
Strategic flexibility
Public companies should be viewed as a second-stage structure, not a default entry vehicle.
The private vs public company in Nepal decision is not about prestige.
It is about fit.
Private companies align best with foreign investors seeking efficient entry, operational control, and scalable growth. Public companies serve a purpose—but only when capital markets, regulation, or industry rules demand it.
Choosing correctly at the outset saves time, cost, and restructuring later.
Yes. Most sectors allow 100% foreign ownership in a private company, subject to FDI approval and sector restrictions.
No. Public companies are only mandatory in regulated sectors like banking, insurance, and some infrastructure projects.
Private companies are easier to manage due to lower compliance, fewer disclosures, and flexible governance.
Yes. Conversion is legally permitted if regulatory requirements are met and shareholder approvals are obtained.
Most foreign firms start private and convert later. Growth depends more on strategy than structure.