The Indian Panorama

Tag: H S Panaser

  • Impact of U.S. Tariffs on India’s IT Sector and STEM Employment

    Impact of U.S. Tariffs on India’s IT Sector and STEM Employment

    “The imposition of steep U.S. tariffs on Indian goods in 2025 marks a new chapter in bilateral trade tensions. While the tariffs primarily target labor-intensive goods such as textiles, gems, and leather, technology services—which underpin India’s STEM workforce—remain exempt. The broader risks to Indian IT professionals arise from tightening U.S. visa policies, macroeconomic uncertainty, and automation trends. India’s growing domestic technology ecosystem, along with market diversification and the expansion of Global Capability Centers (GCCs), provides resilience. Long-term challenges, however, include skills mismatches and an oversupply of graduates.”

    By H S Panaser

    In August 2025, the United States imposed a 50% tariff on a wide range of Indian goods, citing India’s continued purchases of Russian oil. Although pharmaceuticals and technology services were exempt, the move strained relations between the two democracies.

    India–U.S. trade in 2024 stood at $212.3 billion, with goods trade totaling $128.9 billion and services trade at $83.4 billion. The U.S. goods deficit with India rose to $45.8 billion in 2024, while services trade remained roughly balanced. Against this backdrop, tariffs represent both an economic and geopolitical flashpoint.

    Key Impacts

    Trade & Economy

    • Tariffs on Indian goods increase costs for American companies in labor-intensive sectors, potentially reducing discretionary spending on IT services.
    • Indian exports in textiles, leather, and gems face near-term declines, with ripple effects on employment in those industries.

    STEM Employment in India

    • Direct impact on IT jobs is limited, as technology services are exempt from tariffs.
    • Indirect effects include slower growth in IT projects due to weaker U.S. business sentiment.
    • Global Capability Centers (GCCs) remain strong, with American firms continuing to hire aggressively in India.

    STEM Employment in the U.S.

    • The larger challenge comes from tightening H-1B visa policies, which could increase wage requirements and prioritize higher-paying roles.
    • Indian IT professionals face rising competition in a saturated U.S. job market, along with layoffs in major tech firms.
    • Automation and AI adoption threaten entry-level coding jobs, shifting demand toward advanced roles in AI integration, cloud computing, and cybersecurity.

    Visa & Policy Issues

    • H-1B restrictions add uncertainty for Indian students and graduates in the U.S.
    • Some Indian professionals may increasingly turn to Canada, the U.K., or Australia, which offer more favorable immigration policies.

    Opportunities for India

    • Domestic Technology Growth: India’s IT sector is expanding rapidly, with government initiatives like Digital India and foreign investment in AI and semiconductor hubs.
    • Market Diversification: New trade agreements with the U.K., UAE, Australia, and talks with the EU reduce reliance on the U.S. market.
    • Global Capability Centers: GCCs remain the biggest source of new tech jobs, offering global exposure and competitive salaries.
    • Upskilling Momentum: Industry-led reskilling programs are addressing gaps in AI, machine learning, and cybersecurity.

    Challenges & Risks

    • Skills Mismatch: Despite producing millions of STEM graduates annually, many lack high-demand skills in data science, AI, and advanced analytics.
    • Oversupply of Graduates: The volume of STEM graduates far exceeds immediate demand, pushing many to seek opportunities abroad.
    • Geopolitical Uncertainty: U.S.–India trade frictions could worsen, creating long-term instability in cross-border tech collaboration.
    • Automation Pressure: Rapid adoption of AI reduces demand for routine IT jobs, forcing constant adaptation.

    Impact of AI on IT Job profiles in India and the U.S

    India

    • Massive job displacement underway—India’s IT and BPO sector, which employs millions, faces major disruption. Up to 30% of roles in writing, coding, and imaging may be impacted by AI by 2030, including around 640,000 low‑skilled service jobs, while growth in higher-skilled roles will lag behind.(Wikipedia)
    • Acute skills shortage—For every 10 generative AI roles, there’s just one qualified engineer in India, highlighting a yawning gap between demand and talent.(The Times of India)
    • Call center transformations—AI tools like accent-correcting software and co-pilot assistants are enhancing efficiency, but also displacing entry-level roles. Industry leaders stress reskilling in empathy and communication to preserve human-centric value. (The Washington Post)
    • TCS takes action—Tata Consultancy Services (TCS) has formed a dedicated AI & Services Transformation Unit, signaling a strategic pivot toward AI-driven solutions even as the firm clusters layoffs.(Reuters)
    • HCL Tech’s approach—HCL is employing AI to augment rather than replace jobs, investing heavily in upskilling: 217,000 employees completed 8.6 million training hours to stay relevant in an AI-first world. (The Times of India)

    United States

    • Entry-level job losses—A Stanford study found that young U.S. workers (ages 22–25) in software development and support roles saw nearly a 20% drop in employment by mid-2025, while older professionals saw gains—highlighting AI’s uneven impact across age and skill levels. (TechRadar)
    • Salesforce slashes support jobs—Salesforce cut 4,000 customer support roles (~45% of its team), as AI agents took over routine tasks, though human oversight remains essential.( The Times of India and San Francisco Chronicle)
    • AI complementing, not replacing—U.S. labor leadership stresses AI is a tool—not a threat. Workforce training initiatives under initiatives like “America’s AI Action Plan” emphasize reskilling and AI literacy to prepare workers. (New York Post)
    • Skill demand shifting—Recent research highlights a surge in demand (and wage premiums) for AI‑complementary skills like digital literacy, teamwork, and resilience—while purely routinized roles face decline. (arXiv)
    • Generative AI boosts productivity—but raises concern—A study shows 97% of IT staff use tools like ChatGPT, which significantly boosts productivity—but also correlates strongly with growing job security anxiety. (arXiv)

    In both countries, AI is aggressively transforming job profiles—eliminating routine roles while creating a premium on AI‑integrated, human‑intensive skills. Upskilling is key to survival and success.

    Conclusion & Recommendations

    The U.S.–India tariff dispute is unlikely to directly reduce India’s STEM employment, as technology services remain exempt. However, the real risks lie in tightening U.S. visa policies, weaker client spending, and automation.

    India can mitigate these challenges by:

    • Accelerating upskilling programs in AI, cloud, and cybersecurity.
    • Expanding domestic digital projects to absorb STEM graduates.
    • Strengthening alternative export markets to reduce reliance on U.S. demand.
    • Encouraging companies to leverage GCCs as hubs of innovation, not just cost centers.

    By focusing on resilience, diversification, and skills development, India can turn trade friction into an opportunity for long-term leadership in global technology.

    References

    • Office of the U.S. Trade Representative (2025)
    • NDTV, Times of India, Al Jazeera (2025)
    • Center for Strategic and International Studies (CSIS), Newsweek (2025)

    (As a columnist, H.S. Panaser brings a wealth of experience in global business, technology, and trade. He is the Chair of the Global Indian Trade and Cultural Council and President of the Global Indian Diaspora Alliance, with a deep understanding of the U.S.-India relationship. His expertise as a consultant in Global Business Development, Pharmaceuticals, and AI in Healthcare provides a unique and informed perspective on current events. Gitcc.USA@gmail.com)

  • Message

  • US Tariff Threats and Geopolitical Penalties on India: Strategic, Economic, and Diplomatic Implications

    US Tariff Threats and Geopolitical Penalties on India: Strategic, Economic, and Diplomatic Implications

    By H S Panaser

    The recent pronouncements by the United States regarding the potential imposition of a 25% tariff on all Indian imports, coupled with an unspecified “penalty” tied to India’s energy purchases from sanctioned countries like Russia or Iran, signal a significant shift in bilateral relations. This aggressive stance carries profound strategic, economic, and diplomatic implications for both nations. This analysis delves into the potential gains and losses, supported by market data and strategic considerations.

    For India: Potential Losses and Mitigating Factors

    The direct economic impact of a 25% tariff on India’s exports to the U.S., which stood at approximately $87 billion in 2024, cannot be overstated.

    1. Export Disruption and Economic Headwinds:
    • Reduced Competitiveness: A 25% tariff would immediately erode the price competitiveness of Indian goods in the U.S. market. Sectors particularly vulnerable include:
      • Textiles and Apparel: India is a major exporter of textiles, and a tariff would disadvantage its products against those from countries with lower or no tariffs, potentially leading to job losses in this labor-intensive sector.
      • Pharmaceuticals: India is globally recognized as the “pharmacy of the world,” supplying 20% of global generic medicines by volume and 40% of generic demand in the United States. With the U.S. accounting for over 30% of India’s pharma exports, the inclusion of pharmaceuticals in the tariff bracket would be particularly damaging. Disruption here could not only impact India’s export earnings but also global drug supply chains. Presently this segment seems to be out of tariff list.
      • Gems and Jewelry: This sector relies heavily on the U.S. market, and tariffs could significantly reduce demand.
      • Auto Parts: As part of global automotive supply chains, Indian auto parts exports would face competitive challenges.
      • IT Services: While less directly impacted by goods tariffs, broader trade tensions could affect outsourcing contracts and investor sentiment in India’s IT sector.
    • GDP Impact: Economists at ICRA have indicated that such a tariff, being higher than previously anticipated, is “likely to pose a headwind to India’s GDP growth.” While specific percentage points are hard to predict without the exact scope and duration, significant disruption to a major trading partner would undoubtedly exert downward pressure on economic expansion.
    • Job Losses: Export-oriented industries, especially labor-intensive ones, would likely face contraction, leading to potential job losses.
    1. Investor Confidence Erosion:
    • Trade instability and escalating diplomatic tensions can deter foreign direct investment (FDI) into India. Investors seek predictability and stable policy environments, and recurring tariff threats undermine this confidence. This could impact not only new investments but also expansions by existing foreign companies in India.
    1. Energy Security Penalties and Geopolitical Constraints:
    • Disruption of Energy Contracts: The “penalty” linked to energy purchases from sanctioned nations like Russia and Iran directly targets India’s energy security strategy. India’s reliance on Russian oil has surged dramatically, now accounting for 35-40% of total crude imports, up from a mere 0.2% before the Russia-Ukraine war. This surge was primarily driven by attractive discounts (e.g., Urals crude trading at a substantial discount to Brent). Penalties could disrupt long-term contracts, forcing India to seek more expensive alternative sources, thus increasing its energy import bill and inflationary pressures.
    • Risk of Secondary Sanctions: The U.S. has a history of imposing secondary sanctions on entities dealing with sanctioned countries. While India has largely navigated these, an explicit “penalty” suggests a more direct attempt to curtail these purchases, potentially impacting Indian refiners like Nayara Energy (which has already faced EU sanctions-related challenges).
    • Limited Strategic Autonomy: U.S. pressure to conform to Western sanctions, particularly on energy, could be perceived as an attempt to limit India’s strategic autonomy in foreign policy and energy diplomacy. This is a sensitive point for India, which champions a multi-aligned foreign policy. 

    Potential Gains (Mitigating Factors & Strategic Shifts):

    1. Assertion of National Autonomy:
    • Maintaining its stance on diverse energy sourcing, despite U.S. pressure, reinforces India’s image as a sovereign decision-maker. This could resonate domestically and with other nations seeking to resist external pressures.
    1. Accelerated Diversification of Export Markets:
    • The tariff threat serves as a strong catalyst for India to intensify efforts to diversify its export markets. This strategy is already underway with ongoing negotiations for Free Trade Agreements (FTAs) with regions like the UK (where the India-UK FTA is expected to significantly boost agricultural exports) and the EU, alongside a focus on Southeast Asian and African markets. This proactive diversification would reduce over-reliance on any single market. Indian electronic contract manufacturers, for instance, are already expanding globally through acquisitions to capitalize on supply chain shifts away from China, aiming to broaden their client base beyond the U.S.
    1. Boost to Domestic Industry and “Make in India”:
    • Reduced access to the U.S. market could prompt Indian producers to focus more on domestic demand, fostering the “Make in India” initiative. This could strengthen local supply chains and industrial capabilities.
    • The Indian government’s “Production Linked Incentive (PLI)” schemes for various sectors, including pharmaceuticals and electronics, are already designed to boost domestic manufacturing and reduce import dependency, aligning with this potential shift.

    For the United States: Potential Gains and Losses

    The U.S. seeks to use these measures as leverage but faces significant risks to its broader strategic objectives.

    1. Potential Gains:
    • Diplomatic Leverage and Policy Alignment: The tariff threats serve as a powerful diplomatic tool to pressure India into closer alignment with U.S. foreign policy objectives, particularly regarding sanctions against Russia and Iran.
    • Protectionist Objectives: Higher tariffs could offer short-term protection to specific U.S. domestic industries, such as textiles or chemicals, from Indian competition. This aligns with a broader protectionist trade agenda.
    • Geopolitical Messaging: A strong stance against India’s energy purchasing decisions sends a clear message to other allies and partners about the potential consequences of defying U.S. sanctions or strategic priorities. This reinforces the perception of U.S. leadership in global economic governance.
    1. Potential Losses:
    • Damage to Bilateral Relations and Strategic Alliance: Imposing tariffs and penalties risks significantly straining the strategic partnership between the U.S. and India. At a time when the U.S. is actively seeking to counterbalance China’s influence in the Indo-Pacific, alienating a key partner like India could undermine its regional strategy and the Quad alliance.
    • Retaliatory Tariffs: India has historically responded to U.S. trade actions with its own tariffs. While Indian officials have indicated caution, retaliatory tariffs on U.S. agricultural exports (e.g., almonds, apples), Harley-Davidson motorcycles, or technology firms (like Amazon, Apple, Google, which have significant investments in India) are a real possibility. This could hurt U.S. exporters and consumers.
    • Economic Backlash for U.S. Companies: Major U.S. companies with substantial investments and market presence in India could face significant regulatory hurdles, public backlash, or reduced demand. This includes tech giants, e-commerce platforms, and fast-food chains.
    • Supply Chain Disruptions: India is an integral part of several global supply chains, particularly in pharmaceuticals and IT services. Disruptions caused by tariffs could negatively impact U.S. importers of Indian goods and services, potentially leading to increased costs and supply shortages. For instance, India accounts for a significant portion of the U.S.’s generic drug supply, and tariffs could lead to higher drug prices or availability issues.
    • Increased Inflation for U.S. Consumers: As noted by economists, a 25% tariff means that U.S. importers will likely pass on a significant portion of these increased costs to American consumers, leading to higher prices for a range of goods. The Washington Center for Equitable Growth analysis suggests such policies could raise US manufacturers’ costs by 2% to 4.5%, ultimately passed on to consumers.

    Strategic Outlook and Market Analysis

    The current threat of tariffs and penalties is widely perceived as a negotiating tool rather than a definitive policy. The August 1st deadline set by the U.S. appears to be a lever to expedite a bilateral trade agreement with India, which has been under negotiation for months. Indian Commerce and Industry Minister Piyush Goyal has stated that India’s priority is to protect national interests, particularly those of farmers, entrepreneurs, and MSMEs, and that India will not negotiate under deadlines.

    • India’s Resilience: India’s cautious approach to trade negotiations, learning from challenges in U.S. agreements with Japan and other nations, indicates a commitment to securing beneficial terms rather than rushing a deal. India’s recent success in finalizing the Comprehensive Economic and Trade Agreement (CETA) with the UK demonstrates its capability to strike significant trade deals.
    • U.S. Strategic Imperatives: The U.S. faces a critical balancing act. While seeking to exert influence over India’s energy choices and trade policies, it must weigh the significant cost of alienating India, a burgeoning economic power and a crucial strategic partner in its Indo-Pacific strategy aimed at countering China. The U.S. also stands to gain from India’s growing energy demand, with U.S. LNG exports to India reaching a record 19% of India’s total LNG imports in 2024.
    • Bilateral Trade Imbalance: The U.S. ran a $45.7 billion trade deficit in goods with India last year, importing more than it exported. This imbalance is a key driver behind the U.S.’s protectionist stance.
    • Temporary Measure? Indian government sources anticipate that any imposed tariffs would be a temporary measure, given the progress of ongoing trade talks, with a U.S. delegation expected in Delhi by mid-August for further discussions. The aim remains a comprehensive bilateral trade agreement by October-November.

    In conclusion, while the immediate threat of tariffs creates uncertainty and potential economic headwinds for India, both nations have significant incentives to de-escalate tensions and reach a mutually beneficial trade agreement. The broader geopolitical landscape, particularly the need for a strong Indo-Pacific alliance, will likely steer the U.S. towards a resolution that avoids a severe and lasting rupture in relations. India, meanwhile, continues to strategically diversify its trade and energy partners, strengthening its resilience against external pressures.

     (H S Panaser: Chair, Global Indian Trade and Cultural Council,  Consultant Business Development: Pharmaceuticals, IT, Healthcare and AI, EDP  Project Management,  President, Global Indian   Diaspora Alliance,  Prof. Harkishan Singh Foundation,  Columnist) 

  • Initiating the First US India Healthcare Summit 2023

    Initiating the First US India Healthcare Summit 2023

    By H.S. Panaser

    India is presently the world’s third largest manufacturer by value*1 and has the lowest manufacturing costs globally. About one in three pills consumed in the U.S. and one in four in the U.K. are made in India*2. However, India’s $42 billion pharmaceutical sector is heavily dependent on China for key active pharmaceutical ingredients or API – chemicals that are responsible for the therapeutic effect of drugs. As per Government of India report. This may be starting to change. Under a government scheme launched two years ago, 35 Aps, beginning to be produced at 32 plants across India in March. This is expected to reduce dependence on China by up to 35% before the end of the decade, according to an estimate by ratings firm ICRA Limited, the Indian affiliate of Moody’s. Thanks for the initiative taken by the Union Minister Mr. Mansukh Mandaviya, the productivity linked incentive scheme*3 was first launched in mid-2020*3 , when military tensions with China were at a high. The PLI program aims to incentivize companies across all sectors to boost domestic manufacturing by $520 billions by 2025. For the pharma sector, the government has earmarked over $2 billion worth of incentives for both private Indian companies and foreign players to start producing 53 APIs that India relies.

    Global Indian Trade and Cultural Council, (GITCC)USA is proud to spearhead its 1st annual 2023 U.S-India Healthcare & Business Summit. A prominent group of 100 international business leaders and government officials, from India, US and Arab countries, will headline at this program, sharing their perspectives on issues, factors and considerations that shape healthcare relations between these two spheres. Our team comprised of Mr. H S Panaser, Chairman, GITCC, USA, Mr. Anand Krishnamurthy, CEO, Coolsoft , USA and Mr. T.Srinath, Vice President, Epicminds,India.

    We started our campaign to meet the top leaders in academe Industry and bureaucrats of the healthcare verticals covering Pharmaceuticals, Medical devices, IT, Research and Education segments. Our firstvisitwas the National Institute of Pharmaceutical Education and Research (NIPER), S.A.S. Nagar, (Mohali),which  is the topmost pharmaceutical education andresearch institute in India, under India’s Ministry of Chemicals and Fertilizers. It’s important to remember Professor Emeritus Harkishan Singh, Padma Shri awardee who had a dominant role in establishing NIPER. His Vision and farsightedness of this concept has borne fruits. NIPER produces high quality pharmaceutical manpower for fast expanding drug industry and profession. We hadseparate meetings with Director, Prof. Dulal Panada, Prof. Paramal Tiwari and Prof. Anand Sharma of Niper, Board Advisor Dr T R Bhardwaj, Ex.Vice Chancellor, Baddi University, HP, and is a well-known personality in Pharmaceutical education and research, He was also the Dean, University Institute of Pharmaceutical Sciences Pharmaceutical department of Chitkara University, Punjab We shared an updated Pharma Presentation for further discussion including Pharma-IT education including AI and ML prospects. We have talked about their participation to US India Healthcare Summit 2023 and to initiate student exchange programs between US and India.

    with Director, Prof. Dulal Panada, Prof. P. Tiwari and Prof. A. Sharma of Niper.
    Dr T R Bhardwaj, Ex.Vice Chancellor, Baddi University and . Prof Inderbir Singh, Prof and HOD, Chitkara University.

    In Ahmedabad, our team met Dr. H.G. Koshia, Commissioner, FDCA – Gujarat and his team of Experts Drug Inspectors & Senior Drug Inspectors. We discussed about the pharmaceutical industry and its growth in both generic and API segment in Gujarat. We also met Mr. Manoj Agarwal. IAS, Ad. Chief Secretary, Govt of Gujarat about working for initiating AI and ML application for data safety and e-governance and other healthcare innovations and working relationship between US and India.

    H S Panaser with Dr H G Koshia, Commissioner, FDCA, Gujrat.

    We had a very constructive meeting with Mr. Biswajit Mitra, CMO. Mr. Jawed Zia , CEO and Mr. A K Sharma, President, Cadila Pharmaceuticals at their HQ in Ahmedabad. Cadila is presently in all regulated markets of the USA, Europe and Japan and Africa. With strategic collaborations and operations in over 100 countries, Cadila has more than 9000 employees including over two hundred people outside India in Africa, CIS, Japan and USA.

    Mr. B Mitra , CMO, Cadila with Mr Panaser, Mr. Jawed Zia, CEO Cadila with Mr Panaser and Anand.

    We talked about different verticals of US India Pharmaceutical market and the importance of Cyber Security, data protection with AI and ML applications. The increasing competitive manufacturing landscape could mean that we will see not only the well documented strategic partnerships, but also, the pre-booking of reserve capacity in advance of any needs. From a contractual point of view, this means we will see both deeper supply chain partnerships for suppliers, as well as the ability to demand longer contracts and more favorable terms.

    In continuation to promote US India Healthcare relations, the GITCC team including, President, Mr. H S Panaser and Mr. Anand Krishnamurthy visited Alembic Pharmaceuticals Ltd, an Indian multinational pharmaceutical company headquartered in Vadodara and met Mr. Mitanshu Shah Sr VP, Finance and Mr. R. Joshi, Dy. GM. Alembic is involved in manufacture of pharmaceutical products, pharmaceutical substances and intermediates. It is also termed to be a market leader in macrolides segment of anti-infective drugs in India. With about 9000 employees. the company now sells more than 100 products in the United States, representing more than 400+ SKUs under its own label.Alembic intends to launch 15 to 20 products each year over the next 3 years. In addition, Alembic now have fully operational oncology injectable facility. In total, Alembic has 100+ ongoing projects, which include targets in dermatology, injectable, and ophthalmic.

    With Mr. M Shah VP, Finance, Alembic.

    In Ahmedabad,we also visited Indian Pharmaceutical Leading companies top leadership to be the part of this new initiative, Zydus Lifesciences Limited, formerly known as Cadila Healthcare Limited, is an Indian multinational pharmaceutical company, which is primarily engaged in the manufacture of generic drugs. It featured in the Fortune India 500 list in 2020.Cadila was founded in 1952 by Ramanbhai Patel (1925–2001), formerly a lecturer in the L.M. College of Pharmacy, and his business partner Indravadan Modi. It evolved over the next four decades into an established pharmaceutical company. Zydus today is a Leader in Pharmaceuticals manufacturing as a Billion-dollar company. Me along with my advisors on board had meeting with Dr. Keyur Parekh, Sr. VP and Lead Strategist. we had an opportunity to visit their center of science and innovation as well.

    with Dr. Keyur Parekh, Sr. VP, Zydex.

    We are in continuation to our meetings for the 2023, US India Healthcare Summit and understanding the companies visited Vadodara HQ of Sun Pharmaceuticals. Already the world’s third-largest manufacturer of medicines by volume, India has one of the lowest manufacturing costs globally. About one in three pills consumed in the U.S. and one in four in the U.K. are made in India. However, India’s $42 billion pharmaceutical sector is heavily dependent on China for key active pharmaceutical ingredients or API — chemicals that are responsible for the therapeutic effect of drugs.

    The 2014 acquisition of Ranbaxy made Sun Pharma the largest pharma company in India, the largest Indian pharma company in the US, and the 4th largest specialty generic company globally. It’s having a revenue of $5 billon with 37,000 + employees. Me along with Anand Krishnamurthy and team talked about usage of AI and ML in Pharmacovigilance, cyber security, and data protection. We also talked about the applications for sales and marketing, supply chain, manufacturing and its usage in drug development process and its command and control. We met Mr. A.S. Sajam, Head Administration along with others including representation from FDAC.\

    Meeting with Mr. A.S. Sajam, Head, Adm and team at Sun Pharma.

    In continuing our efforts to meet the top Indian Pharmaceutical manufacturers for GITCC USA for US India Healthcare Summit 2023. Mr. H S Panaser and Mr. Anand Krishnamurthy and T. Srinivas visited Hyderabad. We met Mr. T Srinivas CFP, Bharat Biotech, a 700 plus employee company The company has been responsible for developing COVAX whichis a whole inactivated virus-based vaccine 19 developed by Bharat Biotech in collaboration with the Indian Council of Medical Research – National Institute of Virology and a naturally attenuated strain derived Rotavirus vaccine called ROTAVAC.They were one of the first to develop vaccines for viral diseases like Chikungunya and Zika. The company also produces vaccines for Japanese Encephalitis.[13] Bharat Biotech has biosafety level 3 (BSL3) laboratories.

    With Mr. T Srinivas, CFO, Bharat Biotech.

    Hetero Drugs and had a meeting with their Chairman Dr. B P S Reddy, also the Member of Parliament, India and the Managing Director Dr. V K Reddy.Today, Hetero has Asia’s Largest API SEZ manufacturing complex for APIs – with 1,000+ reactors and spread over 500 acres. Hetero has over 36 strategically located, manufacturing facilities catering to diverse market requirements on demand – including India, USA, China, Russia, Egypt, Mexico, Indonesia and Saudi Arabia.

    With Mr. B P S Reddy, MP, Chair Hetro Pharma and with Mr. V K Reddy, MD, Hetro Pharma.

    *1: https://www.ibef.org/exports/pharmaceutical-exports-from-india#:~:text=India%20Pharma%20Exports%20and%20Advantage%20India&text=India%20has%20exported%20US%24%203.89,US%24%201.97%20in%20August%202020.

    *2: https://www.orfonline.org/expert-speak/time-to-end-the-battle-of-indian-pharmaceutical-players-and-chinese-key-ingredients/

    *3: https://www.ibef.org/download/PLI_schemeRevised.pdf

    (H. S. Panaser is a Global Marketing and Business Development Consultant, Speaker and EDP Trainer. He is Chairman, GITCC, USA.

    He can be reached at hspanaser@gmail.com

     US phone 1- 732-266-2027)

     

  • Message From H.S. Panaser (Harry)

  • Indian Army Veterans organize Webinar on Moral Development

    Indian Army Veterans organize Webinar on Moral Development

    s

    Participants

    By H.S. Panaser

    NEW YORK (TIP): A webinar on Moral development was organized by Army veterans in India. Aim was to create an awareness amongst the people and contribute to practical application. It is time to implement and channelize our energy into forming good habits. There is a need to develop Moral Infrastructure.

    We have all heard of Physical and Mental Infrastructures. ‘Moral Infrastructure’ is a new term but had been existing in some form and has gradually eroded. This needs to be built up again keeping in tune with the modern times. Since most of it is intangible, the intellectuals have to come together to apply themselves to evolve   a Holistic, ‘Inside Out’ approach from ‘Womb to Tomb’. I attended the webinar which had four eminent speakers.   Lt Gen SRR. Aiyengar, Col (Dr) VRK Prasad, Shri Bharath Madhavan   and Maj Gen K Eswaran.

    The topics covered were as under:

    Morals, Ethics, Values and Moral Intelligence, in which Gen Aiyengar stressed on Moral Intelligence’ and its relevance in the overall moral development. Moral Intelligence is the central intelligence for all humans. It is so because it directs all other forms of intelligence to do something worthwhile.

    Speaking on ‘Value based education (VBE) and its Impact on Moral development and challenges in practical application’, Col Prasad stated that ‘No coin will have any value if any side is missing or blank’. Our education system should be as much value based as it is knowledge based as with the right values a student acquires both knowledge and wisdom as one moves on, in life. Even as per our scriptures a student gets only one fourth of the total learning from his teachers, while the rest, he picks up on his own where the teacher becomes only a facilitator.

    Mr Bharat spoke on ‘The Role of the Triad- ‘Parent Teacher and Women’ in the holistic development of Moral infrastructure of the Nation’. He said – Maata, Pitaa, Guru, Deyvam”, is a saying that is deeply ingrained in every Indian’s mind. Mother comes first, then the father, then the teacher and only then comes God. This shows the level of importance that our ancient seers have kept for the hierarchy of influencers in our lives. The role of the mother is the most essential. Apart from carrying the child in her womb, she plays the most important role in imparting the right values and skills for her child. It is said, “Home is the first school”, our parents are our first teachers, and we learn values, culture, habits, relationships, sharing and caring and many other things that build our personality.

    Lastly, Gen Eswaran gave very practical and down to earth suggestions on how to build up Moral Infrastructure in the country. He covered the entire life of a person from Womb to Tomb including various stages of birth, school, college, career and retirement.  He also spoke about how the three contributors to the nation building that is Citizen, organizations and the government together can make a difference.  He also urged people to have a dream to die for and work towards it. He suggested ways to go about by changing your attitude and forgetting your past.  He suggested that Indian armed Forces are great motivators for a diverse country like India and appealed to all the citizens that ‘Till the time we have the Armed forces and a soldier sacrificing his life, we should not do anything that is NOT in the interest of the nation’.  That is the least we can do to become worthy of this sacrifice’.

    He requested all to align their personal interest with that of the society, organization and the Nation for overall good.

    There was a tremendous response from the audience since it is very rare that people speak openly about integrity, honesty and Moral values.  It is a small step indeed in the right direction. The Moderator, Miss Anuradha carried the show on her shoulders by handling the speakers and the audience.  Her intelligent quotes and experience from the past smoothly dovetailed into the subject stole everyone’s heart.

    The event was sponsored by ‘Help and Serve Public Charitable Trust.’ Gen K Eswaran is the Founder and Trustee of the same and convenor of this meeting.  I have known him since the school days. He has always been a strong proponent of moral values, ethics and character building even while serving in the Army. He has continued his crusade even after retirement. The webinar is on YouTube @ https://youtu.be/gpzqTdryZbo

  • A Webinar on Augmenting US-India Healthcare Relations under Covid Challenge

    A Webinar on Augmenting US-India Healthcare Relations under Covid Challenge

    NEW YORK (TIP): Global Indian Trade and Cultural Council, USA in collaboration with Consulate General of India, NY has started a Webinar series. The first webinar is scheduled for June 1st, 2020 on Augmenting US India Healthcare Relations under Covid Challenge. This will have professionals from Covid 19 vaccine manufacturing companies,  IT company Birlasoft who specialize in  healthcare software, distinguished Professors from Harvard, Johns Hopkins and Panjab University, Pharmaceutical Scientist from NIPER, India, Ex Director Organization of Pharmaceutical Produces of India, Banker and Media professional, according to Mr. H.S. Panaser, Chair, Global Indian Trade and Culture, USA.

    Speaking to The Indian Panorama on the need for  series of webinars to deal with the subject of  cooperation between the U.S. and India in the pharmaceutical sector, Mr. Panaser said: “The dependencies and inter-dependencies of globalization especially between US India,  have been in headlines during the COVID-19 pandemic—and nowhere more so than in the Healthcare segment. More so, in pharmaceutical industry. We don’t yet know how the medicine and vaccine challenge will end. Whether it be avipiravir, remdesivir or something else. It is unclear which drug, if any, will work. It  may be an Indian company Bharat Biotech or American company or an Oxford lab that is hailed as a hero for a treatment or prevention, the task is not just about discovering a treatment or vaccine that works, but making it available to as many people as possible in as short a time as possible. Successful accomplishment of that task—especially in the global south is difficult to envisage without Indian involvement. COVID-19 ignores borders and the solutions to address it will need to overcome them too.

    “Therefore, there was a need for a school of thought to bring on a platform from the field of Academia, Industry and Government, Mr. Panaser said.

    Mr.  Panaser spoke at length about the Indian pharmaceutical scene and the healthcare sector. “The Indian healthcare sector is expected to reach Rs 19,56,920 crore (US$ 280 billion) by 2020. Rising income level, greater health awareness, increased precedence of lifestyle diseases and improved access to insurance would be the key contributors to growth.  Indian Pharmaceuticals is a sunrise industry with a competitive advantage for India globally. we should leverage India’s position by unleashing entrepreneur spirit the bullish outlook for health care segment is now taking India in a forward momentum. The market size of India in Pharmaceuticals alone is estimated to be $100 billion and medical devices is $25 billion by 2025. Now with amendment in FDI policy where one can invest up to 100% specially if it is medical devices segment where India is importing 80% of medical devices”, Mr. Panaser said.

    “This webinar will discuss the US India Healthcare Relations to kickstart Exchange program of Student, research fellows in Universities, research institutes, Medical Colleges in the field of Pharmaceuticals, Medicine, Healthcare AI, MT by IT companies and Medical Devices.

    ‘Such webinars will set a movement to spearhead collaborative mindset and a platform for FDI, mergers and joint ventures under Prime Minister Modi’s $13 billion for three pharmaceutical parks in India and up to 100% FDI in Medical devices. Covid 19 has been an Eye opener – the present Government has done more in last   few weeks than what was done in years.

    “Indian government has to make new policies for top Universities with research and institutes like National Institute of Pharmaceutical Education and Research with top scientist to allow them collaboration with public private partnership and to have India’s best leadership.

    The following is the list of people who along with Ambassador Sandeep Chakravorty are on the panel.

    1.Mr. T. Srinivas, CFO, Bharat Biotech, Hyderabad, India

    2.Mr. Sai Prasad, President QC, Bharat Biotech, India

    3.Mr. Roop Singh, Chief Business Officer, Birlasoft, USA

    4.Prof. Charles N Pozner, MD, Emergency Medicine, Harvard University, USA

    5.Prof. Subroto Chatterjee, John Hopkins University of Medicine, USA.

    6.Prof.(Dr) T.R. Bhardawaj , Vice Chancellor, Baddi University (Pharmaceuticals),India

    7.Prof, (Dr) Pradeep Gupta, Burroghs Wellcome Professor of Pharmaceuticals, USciences, Philadelphia, PA, USA

    8.Prof.(Dr) Saranjit Singh, Pharmaceutical Scientist, National Institute and Pharmaceutical Education and Research, Mohali, Punjab, India

    9.Prof. (Dr) Kanwaljit Chopra, Chairperson, University Institute of Pharmaceutical Sciences, Panjab University, Chandigarh, India

    10.Mr. Vivek Padgaonkar, Director- Project & Policy, OPPI (Organization of Pharmaceutical Producers of India)

    11.Mr. Yash Dani, VP, Fulton Bank, NJ, USA

    12.Prof. Indrajit Saluja, Editor, The Indian Panorama, NY, USA, Media

    Moderator: H S Panaser, Chair, Global Indian Trade and Culture, USA