Trump visa curbs push US firms to consider shifting more work to India
India hosts about 1,700 GCCs, more than half of the global total. These centres, which began with a focus on tech support, have expanded into innovation-driven work, including car dashboard design and drug discovery.
Employees of Indian IT services exporter LTIMindtree work inside its office in Bengaluru, India, September 24, 2025. (Photo credit: Reuters)
Vivek Mishra works as an Assistant Editor with Eastern Eye and has over 13 years of experience in journalism. His areas of interest include politics, international affairs, current events, and sports. With a background in newsroom operations and editorial planning, he has reported and edited stories on major national and global developments.
US PRESIDENT Donald Trump’s decision to sharply increase H-1B visa application costs is expected to accelerate American companies’ move to shift more high-value work to India. Economists and industry experts say this will further boost the growth of global capability centres (GCCs), which manage operations ranging from finance to research and development.
India hosts about 1,700 GCCs, more than half of the global total. These centres, which began with a focus on tech support, have expanded into innovation-driven work, including car dashboard design and drug discovery.
Analysts say growing use of artificial intelligence and tightening visa rules are leading US companies to reassess labour strategies, with India-based GCCs emerging as key hubs combining global expertise with local leadership.
“GCCs are uniquely positioned for this moment. They serve as a ready in-house engine,” said Rohan Lobo, partner and GCC industry leader at Deloitte India. He said he was aware of several US firms currently reassessing workforce plans. “Plans are already underway,” he added, citing increased activity in financial services and technology, especially among firms connected to US federal contracts.
Lobo said he expected GCCs to “take on more strategic, innovation-led mandates” going forward.
Earlier this month, Trump raised the cost of new H-1B visa applications to $100,000, up from the earlier range of $2,000 to $5,000. The increase adds pressure on US companies that rely on skilled foreign workers to fill critical roles.
On Monday, US senators reintroduced a bill seeking tighter rules on H-1B and L-1 visa programmes, aimed at closing what they described as loopholes and misuse by major employers.
Industry experts say that if visa restrictions remain in place, US firms are likely to shift advanced work in artificial intelligence, product development, cybersecurity and analytics to their GCCs in India, while retaining more strategic functions in-house rather than outsourcing.
Lalit Ahuja, founder and CEO of ANSR, which has helped companies such as FedEx, Bristol-Myers Squibb, Target and Lowe’s set up GCCs, said, “There is a sense of urgency.”
Reassessing India strategies
Ramkumar Ramamoorthy, former managing director of Cognizant India, said the trend could even lead to “extreme offshoring” in some cases. He pointed out that the Covid-19 pandemic had already shown that critical technology work could be done remotely.
US government data shows that Amazon, Microsoft, Apple, Alphabet (Google’s parent), JPMorgan Chase and Walmart were among the biggest sponsors of H-1B visas. All of them have significant operations in India but declined to comment, given the political sensitivity of the issue.
“Either more roles will move to India, or corporations will near-shore them to Mexico or Colombia. Canada could also take advantage,” said the India head of a retail GCC.
Even before the latest visa fee hike and plans for a new selection process favouring higher-paid roles, India was projected to host the GCCs of more than 2,200 companies by 2030, with the market size nearing $100 billion. “This whole ‘gold rush’ will only get accelerated,” Ahuja said.
Implications for India
Some remain cautious, noting the risks of new legislation. If the proposed HIRE Act is passed, US companies could face a 25 per cent tax on outsourcing work overseas, a move that could disrupt India’s services exports.
“For now, we are observing and studying, and being ready for outcomes,” said the India head of a US drugmaker’s GCC.
Trade tensions between the two countries have extended into services, with visa curbs and the HIRE Act proposal threatening India’s cost advantage and cross-border service flows.
India’s $283 billion IT industry, which contributes nearly 8 per cent of GDP, may come under pressure. However, rising demand for GCC services could offset part of the impact.
“Lost revenues from H-1B visa reliant businesses could be somewhat supplanted by higher services exports through GCCs, as US-based firms look to bypass immigration restrictions to outsource talent,” Nomura analysts said in a research note last week.
Sanjay has been with the Group for more than ten years and was involved in major deals including the purchase of St John’s Wood Care Home during the pandemic. (Photo credit: Arora Group)
ARORA Group has appointed Sanjay Arora as its new Chief Executive Officer.
Sanjay has been with the Group for more than ten years and was involved in major deals including the purchase of St John’s Wood Care Home during the pandemic, the acquisition of two large shopping centres, the creation of a property team and the delivery of Buckinghamshire Golf Club.
Surinder Arora, Founder and Executive Chairman of the Group, said: “Watching Sanjay’s journey from his earliest days in the business has been one of my proudest privileges. His ability to blend innovation with a deep respect for our values means the Group is in safe hands. The stage now belongs to the next generation, one that honours our roots while reaching boldly toward new horizons. We step into the future with a modern leadership that understands both the numbers and the narrative of an evolving world.”
Sanjay Arora said: “It is a privilege to take on the role of CEO at such an exciting time in the Group’s journey. I look forward to working with our talented teams across the business to continue building on our legacy, delivering exceptional experiences, and pursuing new opportunities for sustainable growth.”
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He will also receive an on-target yearly bonus of 150 per cent and a long-term incentive grant equal to 7.25 times his salary.
BRITISH drugmaker GSK on Monday named Luke Miels as its CEO designate. He will take over from Emma Walmsley, who steps down after nine years leading the company.
Miels will formally assume the role on January 1. He will be responsible for steering GSK towards its target of generating more than 40 billion pounds ($53.78 billion) in annual sales by 2031.
Remuneration
Miels’ annual base salary will start at 1.38 million pounds, lower than Walmsley’s 2025 salary of 1.43 million pounds, according to GSK’s annual report.
He will also receive an on-target yearly bonus of 150 per cent and a long-term incentive grant equal to 7.25 times his salary.
Who is Miels?
Miels, 50, joined GSK in 2017 as chief commercial officer. He has overseen the company’s global medicines and vaccines portfolio, which generates annual sales of over 20 billion pounds across more than 100 countries.
He is an Australian national, holding a biology degree from Flinders University and an MBA from Macquarie University. He began his career as a sales representative at AstraZeneca before moving into senior roles at Sanofi and Roche.
Career path
AstraZeneca 1995 – 2000: Sales and marketing roles
Sanofi-Aventis 2004 – 2006: Vice President, Sales Metabolism, New Jersey, USA 2004: Integration Officer, North America, Sanofi/Aventis merger 2003 – 2004: General Manager & Managing Director, Aventis Thailand 2002 – 2003: General Manager & Managing Director (Acting) 2000 – 2001: Head, Strategic Planning and Portfolio Management
Roche Pharmaceuticals 2009 – 2014: Regional Head, Asia Pacific (Shanghai, then Singapore) 2006 – 2009: VP/Head of Metabolism & Anemia Global Marketing, Switzerland
AstraZeneca May 2014 – August 2017: Executive Vice President, European business Earlier: Executive Vice President, Global Product and Portfolio Strategy, Global Medical Affairs, and Corporate Affairs
GSK September 2017 – Present: Chief Commercial Officer
(With inputs from Reuters)
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Many of the apps appeared legitimate when installed directly from the Google Play Store
More than 38 million downloads across 228 countries and territories
Cybersecurity firm HUMAN uncovered large-scale fraud campaign dubbed SlopAds
Apps disguised on Google Play Store and fake ad pages
US, India and Brazil hardest hit by fraudulent traffic
Google continues crackdown following recent security breaches
38 million downloads linked to fraudulent apps
Google has removed 224 Android apps after investigators uncovered a vast advertising fraud scheme. The operation, named SlopAds, involved apps that had been downloaded more than 38 million times across 228 countries and territories.
The discovery was made by the Satori Threat Intelligence and Research Team at cybersecurity company HUMAN, which confirmed that the apps were designed to manipulate online advertising systems by generating fake ad views and clicks.
How the scam worked
Many of the apps appeared legitimate when installed directly from the Google Play Store. Others were distributed via ads that led to fake download pages. Once installed, the apps carried out hidden instructions.
According to HUMAN’s report, the apps used steganography to conceal malicious code within images and then created hidden web views to open scam-controlled sites. These sites generated fraudulent ad impressions and clicks, tricking advertisers into paying for traffic that never existed.
Global impact of SlopAds
At its peak, the campaign accounted for 2.3 billion ad bid requests each day. The United States was the worst affected, with 30 per cent of fraudulent traffic, followed by India at 10 per cent and Brazil at 7 per cent.
Investigators also found hundreds of promotional domains and servers linked to the scheme, suggesting that those behind it intended to expand the operation even further.
Google under pressure
This crackdown comes during a challenging period for Google’s security teams. Earlier this month, the company confirmed a major data breach affecting Gmail users and issued a critical update to patch an Android vulnerability that allowed hackers to seize control of devices.
With services spanning 219 countries and territories, Google’s global reach makes it an attractive target for fraudsters seeking to exploit its platforms and users.
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Dhingra was one of two members of the nine-member MPC who voted this month to cut the Bank of England’s benchmark Bank Rate by 0.25 percentage points.
BANK OF ENGLAND Monetary Policy Committee (MPC) member Swati Dhingra said Britain’s high inflation is expected to ease and the central bank should move faster in reducing borrowing costs.
“The effects of the shocks driving the UK’s current high inflation relative to Europe will fade, and thus, we should not be overly cautious about cutting interest rates,” Dhingra wrote in a column for The Times on Friday.
Dhingra was one of two members of the nine-member MPC who voted this month to cut the Bank of England’s benchmark Bank Rate by 0.25 percentage points. The other seven members opted to keep rates unchanged at 4 per cent.
“The difference in inflation between the UK and our continental neighbours can be largely explained by administered prices and global commodity shocks. These should pass,” she said.
“We can afford to cut rates further and not put additional strain on economic growth without threatening the inflation target,” she added.
Britain recorded the highest inflation rate among the Group of Seven economies at 3.8 per cent in August. The Bank of England expects inflation to peak at 4 per cent in September before returning to its 2 per cent target in spring 2027.
At the same time, there are signs of weakness in Britain’s labour market as employers slow hiring.
Dhingra has regularly supported rate cuts, in contrast with many MPC members. Fellow member Megan Greene said on Wednesday that inflation risks may prove stronger than the Bank has forecast, warranting caution on rate cuts.
Governor Andrew Bailey also said that borrowing costs are likely to fall but the timing and scale would depend on inflation.
(With inputs from Reuters)
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Satya Nadella put empathy at the core of Microsoft’s revival, transforming the company into one of the world’s most admired corporations
PSYCHOLOGICAL safety is a term that may ring a bell for most people and even if it did, few understand what it means – yet embracing the concept in workplaces brings benefits and leads to improved outcomes.
A week-long initiative by Pearn Kandola – which works with organisations on diversity, equity and inclusion – aims to raise awareness and bust misconceptions about the concept.
Binna Kandola OBE, co-founder of Pearn Kandola, said there is an opportunity to not just introduce the idea, “but to make us look afresh at diversity and inclusion, as identity, background and inclusion are central to psychological safety”.
In an interview with Eastern Eye ahead of the five online webinars (22-26), Kandola explained how one of the biggest misunderstandings links psychological safety to comfort.
“People think, ‘if I don’t feel comfortable in the workplace or if I’m being challenged, then it must be unsafe’.”
Dismissing the idea of conforming, keeping one’s head down, or not speaking up, he said, “Actually, psychological safety is neither of those things. We need to be respectful and we need to show people we value them.
“There are constraints around this, but within that, there’s no reason why you and I shouldn’t disagree on something, and there isn’t any reason why we shouldn’t disagree quite passionately about something, as long as it doesn’t get personal.”
He added, “If you look at the examples of psychological safety in organisations, you find that people do raise concerns. They can talk about mistakes, about errors and as long as it doesn’t overstep the mark and become personal, it is a good thing to be doing.”
Some of the themes being addressed during Psychological Safety Week are why adopting it matters, how companies bring about innovation and change and why empowering workers to challenge, question and disagree can lead to higher levels of trust and stronger teams.
Kandola is writing a book (due in November) and has cited case studies of organisations which didn’t provide psychological safety and therefore suffered (negative) consequences.
However, he said there are others “who were in a bad position, who adopted a more open, transparent way of working, and it led to greater success.
“Of the latter kind, look at the chief executive of Microsoft – Satya Nadella.
“He wasn’t expected to get the role. Bill Gates saw him, and thought, ‘I like what he’s doing, the way he thinks and recommended him. “Nadella went through the selection process and he got the job. “But when he took over, Microsoft was actually on a downward trend. Nadella cowrote a book called Hit Refresh (The quest to rediscover Microsoft’s soul and imagine a better future for everyone) where he explained how he had to get senior leaders to understand who they were.
“At the core of his strategy was empathy, to be more empathetic towards one another, towards customers, partners.
“When the industry is competitive, to try and see things from the other person’s point of use… empathy was at the heart of his transformation. Of course, they’re now hailed as one of the greatest examples of transforming a major corporation.”
In contrast, Kandola points to US aviation major, Boeing, which went from being one of the most revered companies in the world during the 1980s, to one of the most distrusted about 40 years later.
“That’s quite something to be able to do that that quickly, and they suffered enormously,” he said.
Another example is that of health teams, Kandola said, noting that those which report the greatest number of errors also have the best patient outcomes.
“It seems like an ironic practice, but the fact of the matter is teams that report fewer incidents are having just as many incidents. They’re just not reporting them, so they don’t give themselves the opportunity to learn.
“If you have the confidence and said, ‘Look, there’s a mistake. It happened. What do we learn from that?’ Things start to improve. But if I make a mistake and I’m not telling you that, we don’t find out about it. It could get worse. You cover it up, but also you miss the opportunity to learn from it, to improve our practice.” Some of the barriers to adopting psychological safety may be hierarchy, or existing cultural norms.
Kandola said it’s a natural human reaction to “want to fit in, blend in with others”. “So if I see something going on, or there’s a course of action people are all agreeing on, and I’m thinking, I’m not sure that’s the right way to be going. That pressure to conform means I will be less likely to speak up,” he said.
However, he also pointed out that in “countries across Asia, for example, which are very respectful of leaders and because of the position they hold, there are very successful economies and very successful organisations.
So hierarchy in itself isn’t necessarily a barrier, but it can be.
“I think the approach the leader adopts is more important.”
Kandola said there’s interest in psychological safety, but the understanding isn’t there. “So I’m hoping the webinars will increase their understanding, but also offer opportunities to see how to cycle through the daily challenges, be able to start apply some of the things that we’re talking about.