It is my pleasure and privilege to assume the Chairmanship of AMCHAM once again. Our Chamber is in its 20th year and has played avery significant role in promoting the business interests of American Companies in India.

India and the United States of America are the world’s two vibrant and functional democracies. The two countries have a lot incommon and are committed to engage with each other in enhancing the relationship in various facets of our economies. Indeed thelandscape is vast and provides limitless opportunities for mutual cooperation. The Governments and people of both countries are inregular contact to promote trade and create value for the citizens of the two countries. Trade between the two nations is growing at ahealthy rate and there is scope for taking it to a higher level. Appropriate policy interventions by the Indian Government are beingmade to encourage greater FDI into India. Finance Minister, Mr. Pranab Mukherjee, in his Budget speech also promised furtherliberalization of India’s FDI policy, setting the stage for greater collaborative growth.

Our Chamber is in the forefront for facilitating business promotion through exchange of views by providing a suitable forum forcreating a healthy environment for investment into India. In fact, it plays the role of a bridge between the policy makers and Industry.

The visit to India by the U.S President in 2010 was a watershed in terms of the economic engagement between the two countries. Thevisit was followed by series of agreements and business contracts that afforded significant opportunities of business between the twocountries. As President Obama so aptly said that the United States values its partnership with India not because of where India is on amap, but because of what the two countries share and where they can go together.

The US-India economic partnership is augmented by the private sector. Bilateral trade between India and the United States in 2010reached more than $45 billion; an increase of nearly 31 per cent from 2009.It is expected to exceed $50 billion this year. India, as we allknow, has been cited as the third largest U.S. trade partner, and according to estimates, trade between the two countries may touch$100 billion mark by 2014.

Atul SinghChairman, AmchamPresident and CEO, Coca-Cola India and South West Asia

UpdateUpdateJune 2011 • Issue 06Focus: Healthcare Industry Amcham - The Voice of American Business in India

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Towards ‘healthier’ Indo-US relations

US – India Partnership In Healthcare:Building A Strong Foundation…….

Amcham's AGM

continued...

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Expanding Healthcare access – GEHealthymagination

In Conversation with John Flannery

National Executive Board

Honorary PresidentUS Ambassador to India

Chairman

Coca-Cola India

Vice Chairman

Skytech Solutions Pvt. Ltd.

Vice Chairman

KPMG in India

Hon. Secretary

CA (India) Technologies Pvt. Ltd.

Hon. Treasurer

Deloitte Haskins & Sells

Hon. Member

US Embassy

Hon. Member

US Embassy

Members ...

Goldman Sachs (India) Securities Pvt. Ltd.

PricewaterhouseCoopers Pvt. Ltd.

United Technologies Corp. India Pvt. Ltd.

Bharti Walmart Pvt. Ltd.

E. I. DuPont India Pvt. Ltd.

Boeing International Corp. (I) Pvt. Ltd.

Ernst & Young Pvt. Ltd.

Mary Kay Cosmetics Pvt. Ltd.

Bank ofAmerica Merrill Lynch

Cognizant Technology Solutions

Lockheed Martin India Pvt. Ltd.

Quaker Chemical India Limited

ATC Tower Company of India Pvt. Ltd.

Ford Business Services Center Pvt. Ltd.

Nike Sourcing India Pvt. Ltd.

Ingersoll Rand (India) Limited

Broadridge Financial Solutions (I) Pvt. Ltd.

Executive Director

Atul Singh

Aniruddha Lahiri

Russell Parera

Bipin Pendyala

Atul Dhawan

Judy R. Reinke

Blair Parks Hall, Jr.

Sonjoy Chatterjee

Ambarish Dasgupta

Zubin Irani

Raj Kumar Jain

Balvinder Kalsi

Dinesh Keskar

Rajiv Memani

Hina Nagarajan

Kaku Nakhate

R. Ramkumar

Roger M. Rose

Gulshan K. Sachdev

Amit Sharma

Joginder Singh

Atul Ujagar

Venkatesh Valluri

Laxmikanth Venkatraman

Ajay Singha

Towards 'healthier' Indo-U.S. relations

The healthcare industry in the last decadehas seen a phenomenal growth trajectoryand is amongst the leaders in spending oninnovation and creating employmentopportunities across the globe. Thecurrent economic situation and growingdominance of developing countries is fastfusing political borders and providing aglobal platform for building up thehealthcare industry and ensuring effectivehealthcare delivery systems.

As the world's largest healthcare market,the United States of America spentUS$ 2.34 Trillion on healthcare in 2008. Inthe same year, the U.S. biopharmaceuticalcompanies invested $63.7 billion inresearch and development. The

report expects the healthcare spending inthe country to grow at a CAGR of around5% during 2010-2013. On the otherhand, India has emerged as a key growing

“U.S.Healthcare Sector Forecast to 2012”

Anish Bafna

General Manager

Baxter India Private Limited

June 2011 Issue 6• 03

India, with its 6000-years’ heritage oftraditional healthcare system of Ayurveda,Unani, Naturopathy, and Yoga, is fastemerging as a significant market forgrowth and expansion in the Healthcaresegment. The Indian healthcare industry ispoised for a rapid growth trajectory witht remendous potent ia l for jo intcollaboration and innovation.

The rapid growth of the Indian economycoupled with a corresponding changinglifestyle, preventive healthcare is fastgaining momentum and size. This year’sBudget also reflects the IndianGovernment’s increasing focus on thehealthcare industry, with plan allocationfor health going up by 20 per cent toUS$5.8 billion.

With some 4 million people employed inhealthcare and related sectors, theindustry is fast being reckoned as anengine of economic growth for India.However, the Government is faced withan urgent need to improve the existingmedical infrastructure in the country andhas made concerted efforts to increaseprimary health facilities as well as ruralhealthcare. The National Rural HealthMission, as envisaged by the Governmentof India will clearly be one of the mainpillars of social sector reforms in India.

The Indian health insurance market hasemerged as a new and lucrative growthavenue for both the existing players aswell as new entrants, including theforeign investors/ partners in thesegment. With a rising demand foraffordable quality healthcare, thepenetration of health insurance is poisedfor exponential growth to emerge as a$3-billion industry in the next three years.

Nutraceuticals is another emerging sectorthat is expected to grow to $5 billion bythe year 2015, with a growth rate of 15 to18 per cent.

These are just the glimpses of the vastpotential that the sector holds forfurthering the robust partnershipbetween the United States and India, tothe mutual benefit of the people andeconomies of both nations.

It is indeed a very opportune time for meto assume the stewardship of AMCHAMand I seek the support of all members infurthering the objectives of this Chamber.I look forward to working with a verycommitted and talented team that isanchoring its efforts to bring togetherindustry and regulatory bodies acrosssectors.

continued from page 1

UpdateUpdate

04 June 2011 Issue 6•

market in healthcare sector. The Indianeconomy is the second fastest growing inthe world and is expanding at an annualrate of over 8%. McKinsey forecastsIndia's healthcare sector to reach US$ 280bi l l ion by 2020, growing at acompounded annual growth rate (CAGR)of nearly 14 per cent in the next few years.

Testimony to these figures came in theform of India's Finance Minister's words inhis recent budget speech, wherein heproposed a 20 percent increase inhealthcare allocations in 2011-12. TheNational Rural Health Mission (NRHM) isanother laudable initiative that thegovernment has taken. While the U.S.spends 15.3% of its GDP on healthcare,India spends a mere 1%, lagging behindFrance, Japan and China. There still areonly 1.27 beds available per 1,000 peoplein India, which is less than half the globalaverage of 2. As the diabetes capital of theworld, India has almost 51 milliondiabetics, which may increase by nearly150 per cent in the next 20 years. Obesity,kidney diseases and cardio-vasculardiseases also add to India's healthcarewoes. Given the sheer length and breadthof the nation, India must seek expert helpto ramp up its infrastructure needs tosupport a growing population and scaleup its infrastructure to be able to providebetter quality of healthcare services to its

people. The latest World Bank reportindicates a shift in composition of diseaseburden, with an increasing share of non-communicable diseases, and chronicdiseases becoming leading cause of deathin the country. Developed countries likethe U.S. already experienced a similardemographic transition several decadesago, and are well poised to help India gainfrom their past learnings.

There is a clear opportunity for India andthe U.S. to strengthen bilateral relations inhealthcare and pharmaceutical spacethrough mutually beneficial ties. Thesocio-economic landscape of India'sthriving economy is driving urbanizationand creating a growing middle class withmore income available for healthcare. A2 0 0 7 h e a l t h c a r e r e p o r t b yPricewaterhouseCoopers indicated thatat least 50 million Indians can afford tobuy imported medicine – the numbersurely has gone up much higher now!

With a key focus on innovation inhealthcare, the U.S. can play anincreasingly important role in helpingimprove India's healthcare delivery. Bothcountries have a rich legacy of symbioticrelationships since times immemorial. Forexample, this year in October, we willcelebrate twenty years of peritonealdialysis in India. A U.S.-led innovation by

participated in several initiatives that havehelped cement the partnership betweenthe two countries. At the forefront ofthese initiatives are organizations likeAmcham, the U.S. India Business Council(USIBC), as well as the U.S. Department of

Baxter, peritoneal dialysis is used inpatients with chronic kidney disease, toremove the excess toxins and wasteproducts from the blood. In 1931, the firstcommercially manufactured intra-venoussolutions in the U.S. today have asignificantly large market in India alone.Many other healthcare breakthroughsmade in the U.S. are taken for grantedamongst the medical fraternity and thepeople of India today.

While the U.S. has research and expertiseto bank upon, India has the need toimprove physical infrastructure, mobilemedical equipment and the ability toundertake cost effective trials. During thehealthcare debate last year in the USduring the Bill, India was identified as oneof 14 countries from which low-costdrugs can be sourced to reduce costs.Then, in the coming 5-6 years, severaldrugs valued at over $100 billion will gooff-patent, and will open a huge marketfor India's generic drug makers.

These developments in the last few yearshave prov ided both economiesopportunities to become dependent oneach and drastically improve healthcaresystems and are the recent examples ofhow partnerships are the key to growthand success.

Commerce, which have spearheadeddedicated healthcare-focused activities tofoster a better understanding of India as adiverse and exciting market which is full ofpotential.

Perhaps at the core of Covidien's successin India to date has been our approach totake the best business practices from ourU.S.-based and global business units,including our compliant and ethicalapproach to doing business, and marrythis with the enormous drive for successthat is inherent in our employees in India.This has proven to be a winning dynamicfor Covidien in India, and contributed toour strong double-digit growth in themarket. As a result, our company – likemany other multi-national corporations –is very focused on how we can best

U.S. – India Partnership In Healthcare: Building a strongfoundation to benefit the health of the Indian people

Arjun Sarker

Managing Director

India Sub-Continent

Covidien

In recent years, India has enjoyedsignificant and consistent economicgrowth and this is likely to continue withsome GDP estimates up to 9 percent. TheU.S. has been a prominent advocate andsupporter of this growth. I have personally

UpdateUpdate

June 2011 Issue 6• 05

maximize the opportunities that Indiaoffers.

A regulatory environment in India that isappropriate for the medical deviceindustry, is crucial to ensure Indianpatients have access to the latest and besttechnology, treatments and cures. Thecurrent regulatory system has evolvedfrom an extension of the regulations thatgovern the pharmaceutical industry. TheCentral Drug Control and StandardsOrganization which controls medicaldevices in India, is in the process ofevolving appropriate regulation formedical devices. Covidien and othermajor players in the medical deviceindustry have encouraged the U.S. Food

and Drug Administration (FDA) to workclosely with their Indian counterparts toshare best practices and help with thisevolution. There are presently severalbilateral dialogues in place which havebeen useful in fostering such interactionbetween the regulators for both countriesand the private sector. In fact, the U.S.India High Technology CooperationGroup has focused specifically on issuesfacing the medical device industry,including regulation. I am hopeful that, intime and with this partnership with theU.S., India will adopt a regulatory systemthat will be optimized for patient access tothe important devices manufactured bycompanies like Covidien.

I would like to thank Amcham for thesupport that it has given Covidien and Ilook forward to working with theChamber to help us build on ourachievements in India to date andestablish mutually beneficial relationshipswith government and private industry.

Whilst the India market offers manybusiness opportunities, it also givescompanies like mine great opportunitiesto do good where we can. Covidien isvery committed to Corporate SocialResponsibility and we support a range ofprograms under our Partnership forNeighborhood Wellness program, whichinclude education health camps, fooddrives and product donations.

Expanding Healthcare access – GE Healthymagination

Ashok Kakkar

Director

Government Business & PPP

Wipro GE Healthcare Pvt. Ltd.

the ineff ic ienc ies in heal thcaredissemination, red tapeism, inadequateinfrastructure and lack of ownershipcompounds the problem.

Coupling between the three importantplayers i.e. government, entrepreneurialskills & efficiencies of private players andcutting edge technology providesenormous synergy to provide world classhealthcare to the masses that haveremained deprived from quality, timelyand affordable healthcare.

In addition it presents enormous businessopportunity on a long term basis to helpthe society in their pursuit for economicand personal welfare. Healthcareinnovation isn't simply about generatingmore ideas, rather technologies must bemarshaled toward specific business goals;attack real societal problems; and bewedded to a deep understanding ofcustomer needs. When innovation iscombined with the right marketintelligence, investment horsepower, andwillingness to break the rules, it can leadto business success.

in healthcare is onesuch model that has a potential of solvingmost of these complex problems.

India is growing at an unprecedentedrate.Although urban India has access toworld class healthcare and medicalfacilities but population of tier two & threetowns and in villages there is an acuteshortage of healthcare facilities. There is aneed and opportunity for expandingaccess to world class healthcare for the

Public PrivatePartnership (PPP)

The 21st Century has been remarkable inunfolding unprecedented challenges andopportunities. The most important beingthe meteoric growth of economies ofseveral developing countries, particularlyof India and China. At the same timechallenges ofglobal warming and theappearance of new diseases, never heardbefore, are haunting mankind with direconsequences. Growing economies ofthese countries with the baggage ofpoverty, in face of the millenniumdevelopmental goal of health for all,havepresented serious challengesof healthdelivery in these countries.Over $4.5trillion is spent on global healthcareannually. More than 100 million peoplefall into poverty each year from healthcareexpenses. Two billion people worldwidelive without even basic healthcare. Bestpractice care is delivered only about halfthe time. And that's just the start.

Add in aging populations, rising chronicdiseases and growing demand for

solutions tailored to local healthcaremarkets and healthcare is by far one of theworld's most pressing and complexproblems. Through healthymagination,GE Healthcare is addressing globalhealthcare needs in very real and relevantways.

is about betterhealth for more people everywhere. Tothat end, GE has made a $6 billioncommitment to develop innovations thatwill lower healthcare costs, increasehealthcare access, and improvehealthcare quality by 15%–goals that arebeing made real through diverse offeringsand activities.

This has opened up new opportunitiesand possibilities of providing qualityhealthcare in a cost effective way to themasses in India. The constraint of capitaland serious shortage of trained medicaldoctors, paramedics and techniciansremains a huge issue in India. Add to this

Healthymagination

UpdateUpdate

06 June 2011 Issue 6•

under-served population, especially insemi urban and rural India.

has been at theforefront of providing innovativesolutions, tailor made for Indianhealthcare providers and patients. GE's“In India For India” program developsproducts and solutions specifically for theIndian market. These could be puretechnology solutions required for this partof the world or innovative businessmodels encompassing turnkey healthcaredelivery. And these could further betweaked for other parts of the worldhaving similar issues.

In India, GE Healthcare is the onlytechnology provider that has been activelyworking with Central and StateGovernments on PPP in healthcare.During the last few years GEHC has signedHealthcare PPP agreements withGovernments of Gujarat, MadhyaPradesh, Andhra Pradesh and Karnatakaalong with Clinical Service Providerpartners to provide radiology services inmedical college hospitals and districthospitals through the use of CT, MRI,Mammography and U l t r a soundmachines. Talks are ongoing with severalother state governments to explore themodel of outsourcing diagnostic imagingservices and other medical services in thefield of cancer care, cardiology, maternalinfant care and women health in publichospitals, CHCs and PHCs.

GE Healthcare in India

PPP in healthcare utilizes the efficienciesof the private sector in dissemination ofefficient quality healthcare by decreasingpatient turn-around-time. For example,scanning services &radiology medicalreport disbursement within thegovernment hospitalscan now be donewithin ½ to 4 hours' time. Governmenthospitals provide space and powerconnection. Private partners like GEHealthcare invest in setting up of qualityhealthcare infrastructure in the placesprovided by the government hospitals andruns the facility providing qualityhealthcare services to patients ataffordable rates, set by the government.At many places theBelow Poverty Line(BPL) patientsalso enjoy free servicesthrough these PPP projects.

Government benefits as they don't haveto spend on the capital equipment andalso maintenance of the equipment andthe infrastructure is taken care by theprivate player which is as good as in anyprivate hospital. Patients are provided24x7 services, 365 days a year.Government hospitals get cutting edgetechnology that also benefits medicalstudents as they get to learn on the latestequipment, a phenomena that is new forthe Government Medical Colleges inIndia.

Access to quality healthcare at the pointof care: patients benefit as they don'thave to travel to far off places to get the

required healthcare services by spendingtheir entire saving and at times by sellingoff all their belongings. Through PPP inGovernment Hospitals, governmentdoesn't have to buy advance & expensivehealthcare services from privatehospitals/clinics and can use the same veryfund to improve their hospita linfrastructure. In short, such PPParrangements result in a win-win for all.

In Bangalore, GE has a large R&D centerwhere many of these innovativetechnologies and products are developedby over 5500 engineers / scientists ofIndian origin. They do research ontechnologies ranging from power,aviation, water, defense, healthcare, etc.Out of these 1200 are dedicated forhealthcare technologies.Most of theproducts are being developed by utilizingecomagination.

Ecomagination is a GE business initiativeto help meet customers' demands formore energy-efficient products and todrive reliable growth for GE – growth thatdelivers for investors long term.Ecomagination also reflects GE'scommitment to invest in a future thatcreates innovat ive so lut ions toenvironmental challenges and deliversvaluable products and services tocustomers while generating profitablegrowth for the Company.

To k n o w m o r e p l e a s e v i s i tw w w. e c o m a g i n a t i o n . c o m a n dwww.healthymagination.com.

In Conversation with……

John Flannery

President and Chief Executive Officer,

GE, India

30% YoY. The January-March 2011quarter was incredibly strong for our Indiabusiness, and the order book grew intriple digits. We are seeing opportunity inthe renewable energy business, which isvery active. Even the healthcare businessin India is now growing at a higher ratethan the overall company growth rate.Smaller cities have started picking up inhealthcare and we have a whole set ofproducts and distribution for theseregions. On the other hand, there is amixed outlook in the traditional gasgeneration business, with uncertaintyover gas supplies.

In the overall picture, our India business isunquestionably dominated by energy,with aviation and healthcare being strongtoo. The financial sector business is also

1. It has been over a year since the‘One GE’ structure was set up in Indiawith a separate P&L (the first for anycountry outside US in GE). How havethings played out since then?

In quantitative terms, we are furtherahead than the forecast we had thenmade. As I keep learning, I keep raisingthe bar. In India, the opportunity is biggerthan I appreciated and we plan to grow

(Reprinted from The Financial Express, issue dated May 13, 2011)

UpdateUpdate

June 2011 Issue 6• 07

rebounding and making good money. Wehave exited consumer-related things inthe financial services and are nowfocus ing more on sectors l i kemanufacturing, infrastructure and energy.With a separate P&L, I am speeding uphiring, responding to customers and alsoinking deals. My ability to transmit themessage globally is way louder andeffective. With my presence in India, theability to be on the ground, take decisionsthere and get hard customer feedbackmakes a huge difference.

We are running 60-90 days behindschedule. We are still finalising the siteand you know how these things(greenfield ventures involving land) playout here.

GE is retooling for India... more local,more India-centric innovations.

The key thing for GE as a global companyis how can it be much more local inmarkets like India. The more local you are,the more effective you are. Our wholelearning in India has been how to becomea really local company. The faster we do it,the more successful we will be. And wewill also face our competitors better. In

2. How are you doing on the July-September 2011 deadline forcommissioning your $200-millionmultipurpose manufacturing facility?

addition, we are trying to learn fromexperiences here and apply them in othermarkets like Indonesia and China.

We are starting from an artificiallyreduced point in India and our growth isjust getting started. We are not as big aswe should have been in healthcare,energy or power. So, I am not thatobsessed (or worried) with the GDPgrowth rate. Now we are solidly bullish,across segments; and 10-20 years later,India is going to be a huge market for us. Itis a long-term perspective.

This varies by business. We have acentralised team of eight people to plansuch acquisitions. There are a couple ofthemes that are emerging in theacquisition strategy–the product gap, thelocalisation gap and the distribution in thecustomer base. The acquisition could be inany space, but the energy and healthcaresegments look attractive. But the problemis that not many people want to sell

3. Global recovery seems to berunning out of steam. In India, too, weare now speaking about sub-8% GDPgrowth. Does this cyclical slowdownworry you as you look to growbusiness 30% YoY here?

4. Last year you mentioned that youare open to acquisitions. In whicharea are we likely to see them?

because every company is doing well inIndia.

From our side, we are engaging in JVs.

We have JVs with Wipro, SBI, BHEL andTriveni. Triveni is a successful JV with a50:50 partnership, but they have acontrolling share. This JV continues tofulfil our shortfalls in products and localmanufacturing as well as cost structures,and may very well be the model for usgoing ahead.

Our business is heavily dominatedtowards the private sector. The work thatwe do in the public sector would primarilybe in healthcare, our JV with BHEL and inthe aviation sector with Air India.

But, we would be happy to have more ofanything–public or private.

Yes, you’re right. We get access to thegovernment and others because of beingGE. And one of my objectives here is howto make that (bigger-than-life companyimage) perception and reality (of size)converge.

5. How much dependence does yourIndia business have on the publicsector?

6. Relative to your size (around$2 billion of sales in India), GEpunches above its weight in terms ofmindshare...

Cognizant

EXL

has joined the ranks of the Fortune 500, Fortune Magazine’s prestigious ranking of America’s

largest companies. The list, ranks Cognizant at number 484.Earlier this year, Cognizant was also ranked

among Fortune’s “World’s Most Admired Companies” for the third year in a row.

has entered into a definitive agreement to acquire Outsource Partners International, Inc. (“OPI”), the

largest pure-play finance and accounting (“F&A”) outsourcing firm. OPI is one of the largest providers of

complex F&A outsourcing services in the market today with over 3,700 professionals operating out of

delivery centers in India, the United States, Malaysia and Bulgaria, and more than 80 clients,

approximately half of which are publicly-traded companies. The acquisition consolidates EXL's platform-

based offerings, establishes onshore presence in the US and enhances Asian and European footprints.

Corporate News

June 2011 Issue 6• 09

19th April:

19th April:

26th April:

Mr. Samirendra Chatterjee, Central Provident Fund

Commissioner; and Mrs. Udita Chowdhary, Regional Provident

Fund Commissioner (International Workers) and Mrs. Sonu Iyer

(Ernst &Young)addressed the participants. Ernst and Young were

the knowledge partners for this event.

Amcham hosted a Cocktail Reception for Senator Carper,

D-Delaware. He addressed Senior Executives of major US

companies based at New Delhi.

The Minister-Counselor for Consular Affairs, US Embassy,

Mr. James W. Herman, US Embassy, met members of Amcham for

an Interactive Session on issues relating to US Visas for employees

of member companies at ACSA, U.S Embassy, New Delhi.

Amcham BBGProvident Fund InteractiveSession

Amcham hostsSenator Carper

Visa Meeting, Delhi

28th April:

Amcham organized an interactive Breakfast meeting withMr.Richard Edelman, Global President and CEO, Edelman. Thesession focused on levels of Trust among business, government,NGO’s and media and highlighted the Global Trust Barometer.

Breakfast meetingwith Mr. Richard Edelman atMumbai

29th April:

6th May:

7th May:

The 19th Annual General Meeting of Amcham was held at HotelITC Maurya, New Delhi. The event began with the welcome andpresentation of the Annual Report, followed by announcementof the election results of the new Executive Board 2011-2012.Mr. Atul Singh, President and CEO of Coca Cola IndiaPrivate Limited, was unanimously elected Chairman, Amchamfor the year 2011-2012.This was followed by a special sessionwith the U.S Ambassador and then a panel discussion ensued on“U.S India Partnership : U.S – a significant Player in India’sGrowth and Development”.

Meeting of the Defense Equipments Committee was chaired byMr. Roger Rose, Chairman of Defense Equipments Committee.The meeting covered the MMCRA decision and the impact onForeign Military Sale in India.

Bangalore AMCHAM organized Karnataka Invitational Golf

19th AnnualGeneral Meeting

Meeting of Amcham’sDefense Equipment Committee

Golf Tournament,Bangalore

UpdateUpdate

UpdateUpdate

10 June 2011 Issue 6•

Tournament at Bangalore Golf Club, Bangalore for members.The annual event saw good participation and is a goodopportunity for networking.

Commissioner of India, on “Quraishi's Quest: Organising theWorld's Most Complicated Elections".

Amcham & USIBC organized a roundtable breakfast meeting

with Janet Napolitano,Secretary, U.S. Department of Homeland

Security on 26th May, 2011 at The Oberoi, New Delhi.

The meeting focused on key pillars of cooperation between both

countries and effective models of partnership between

26th May: Breakfast Meetingw i t h J a n e t N a p o l i t a n o ,Secretary, U.S. Department ofHomeland Security

16th May:

20th May:

24th May:

Mr. William Rowland, Consular Section Chief met members ofAmcham for an Interactive Session on issues relating to US Visasfor employees of member companies on May 16, 2011.

Interactive session for Amcham members was held at TheOberoi, Mumbai, on issues relating to U.S visas for employees ofmember companies.

Amcham and The British Business Group (BBG) organized acocktail reception with Dr.S.Y.Quraishi, Chief Election

Visa Meeting,Kolkatta

Visa Meeting,Mumbai

Quraishi's Quest:Organising the World's MostComplicated Elections

June 2011 Issue 6• 11

UpdateUpdate

Government and industry to forge a deeper homeland security

partnership.

Interactive discussion for Members of the Public Affairs Forum

representing some of the leading brand names in the country like

Genesis BM, Bristol Myers-Squibb,with Ms.Judy R. Reinke,

Minister Counselor for Commercial Affairs, US Embassy, New

Delhi.

2 7 t h M a y : I n t e r a c t i v e

Discussion-Public Affairs Forum

• Meeting of Executive Committee of Amcham’s

Northern Region Chapter – 23rd May 2011

• Mr. Amit Sharma, Chairman of Amcham’s Northern

Region Chapter (NRC), convened a meeting of the

Executive Committee of NRC through concall on

23rd May 2011 to ascertain members’ views on what

should be the focus of NRC and identify topics /

issues that NRC would like to work on.

• Meeting with Mr. Anup Wadhawan, Joint Secretary,

Department of Commerce – 25th May 2011

• Mr. Ajay Singha, Executive Director, Amcham, along

with Ms Madhvi Kataria, Deputy Executive Director,

called on Mr. Anup Wadhawan, Joint Secretary,

Department of Commerce, and apprised him of the

Chamber’s activities, initiatives to promote Indo-U.S.

business relations, and Amcham’s forthcoming visit

to the U.S. for doorknock meetings.

• Meeting with Mr. Chaitanya Prasad, Joint Secretary,

Department of Industrial Policy & Promotion – 25th

May 2011

• Mr. Ajay Singha, Executive Director, Amcham, and

Ms Madhvi Kataria, Deputy Executive Director, called

on Mr. Chaitanya Prasad, Joint Secretary,

Department of Industrial Policy & Promotion, and

apprised him of the Chamber’s activities, initiatives to

promote Indo-U.S. business relations, and Amcham’s

forthcoming visit to the U.S. for doorknock

meetings.

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12 June 2011 Issue 6•

Amcham India will organize a "Doorknock" delegation program to the US from 21-24 June 2011. The delegation will be led byMr. Zubin Irani, Sr. Managing Director, Commercial Companies – India, United Technologies Corp. (UTC), Member of Amcham’sNational Executive Board, and Chairman of the U.S.-India Energy Cooperation Program (ECP). Our delegation program coincideswith the USIBC annual meet in Washington DC where several Amcham members are expected to participate.

The "Doorknock" program will focus on meetings with U.S. Senators and Government officials and issues impeding businessrelations between the US and India: market access, tariff, regulatory, IPR and cross border talent movement, etc will be taken up fordiscussion. It will also give us a better understanding of US concerns on India's economic policies. For more details visit our websitewww.amchamindia.com.

Established in 1992, the AmericanChamberof Commerce in India(Amcham India) is an association ofAmerican business organizationsoperating in the country.

Amcham India has around 500members,spread across the nation. TheChamber enjoys a close relationshipwith the U.S. Embassy, which supportsits objectives and helps in fulfillingthem. The incumbent U.S. Ambassadorto India is the Honorary President ofAmcham.

Amcham’s principle objectives are to:

Promote activities that encourageand stimulate investment by U.S.companies in the country.

Mission

•

AMERICAN CHAMBER OF COMMERCE IN INDIA

•

•

•

•

•

Support the business operations ofits members.

Encourage bilateral trade betweenIndia and the U.S.

These primary objectives are fulfilled by:

Providing a forum for U.S. – basedbusiness organizations to discussand identify common issues,economic and commerc ia linterests in India and /or the U.S.

Instituting Sectoral Committeeswhich implement the primaryobjectives in their respectivesectors.

Reviewing policies and proceduresin various sectors that affect themembers as well as growth offoreign direct investment.

Affiliations

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•

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Regional Chapters

Amcham is affiliated to the followingChambers in the U.S.:

Chamber of Commerce of USA inWashington, D.C.

Asia Pacific Council of AmericanChambers of Commerce (APCAC)

Amcham’s in other countries.

Amcham’s National Secretariat is basedin New Delhi with six Regional Chaptersin Bangalore, Chennai, Delhi ,Hyderabad, Kolkata and Mumbai.

American Chamber Of Commerce In India

Tel : Fax :

Email :

Website :

PHD House, 4th Floor, 4/2, Siri Institutional Area, August Kranti Marg

New Delhi - 110016, INDIA

91-11-2652 5201, 91-11-2652 5203

amcham@amchamindia.com

www.amchamindia.com

Doorknock delegation program to the US