Update:
It is 11 pm on 15 October 2014 and toxic chemicals are being released into my hotel room to poison me. I am a former GE lawyer who is a whistle-blower exposing GE corruption. I am staying here with a dislocated ankle which was also deliberately destroyed as part of the ongoing attempts to eliminate me.
Prime Minister Narendra Modi and All others,
It is 11 pm on 15 October 2014 and toxic chemicals are being released into my hotel room to poison me. I am a former GE lawyer who is a whistle-blower exposing GE corruption. I am staying here with a dislocated ankle which was also deliberately destroyed as part of the ongoing attempts to eliminate me.
Prime Minister Narendra Modi and All others,
Please read below an interview by former GE India head Scott Bayman in 2007, who it has now emerged was acting as GE India head for 14 years in violation of Indian law.
This interview and other material in the public domain raises several issues.
Interestingly Scott Bayman fled India when the Income Tax dept started investigating Permanent Establishment rule violations & Tax fraud by GE in India. Read about the Tax fraud by GE in India under Scott Bayman who fled India as a result http://seemasapra.blogspot.in/2014/10/fwd-message-to-prime-minister-narendra.html
The corrupt links between GE, DLF, Montek, Sam Pitroda and the Congress Party run long and deep. So GE's Scott Bayman's closest adviser & friend in India was DLFs KP Singh who was simultaneously a fraudster as now established by the SEBI order banning DLF, KP Singh & cronies from the capital markets for IPO related fraud which KP Singh was engaged in contemporaneous to his association with Scott Bayman. See http://firstbiz.firstpost.com/corporate/housewives-of-dlf-how-the-spouse-factor-led-to-sebi-crackdown-104724.html
GE's Scott Bayman in 2007 on KP Singh "He remains my informal advisor, confidante and mentor,"
Bayman also admits that GE lobbied for Boeing to get AirIndia orders which then bankrupted & destroyed AirIndia. He also admits that he "was working equally hard to bag the Indian Air Force order for 128 fighter jets for American firms."
(Note see http://www.vijayvaani.com/ArticleDisplay.aspx?aid=3361 "One, have you heard of a Company that makes a financial commitment of Rs 55,000 crore for purchase of 111 aircraft on an equity base of Rs 145 crore and carry-forward losses of Rs 776 crore -- (Indian Airlines loss of Rs 957 crore less Air India profit reserves Rs 181 crs) as on March 31, 2006? ... Two, since loan funds were used to fund purchase of aircraft, was it confirmed that expected revenue and profits would enable timely repayment of debt! If there was indeed such a confirmation, the projections and underlying assumptions should be published to start a public debate.") - These were the AirIndia aircraft purchase orders that GE, Boeing and the US gov extracted from the UPA government.
Also read http://www.livemint.com/Home-Page/7ChDN1veCw60rEYtVhszoL/Air-India8217s-Boeing-buy-forced-CAG.html "Prashant Bhushan, a Supreme Court lawyer, who is pursuing a public interest litigation seeking a court-monitored investigation into the deal, said: “Clearly this needs investigation. Prima facie it’s a thoroughly corrupt case as big as the 2G scam, involving huge kickbacks, politicians and bureaucrats. Here is a case where Air India, which was flying below capacity, was forced to buy aircraft, which were probably not required, at an exorbitant rate. We will press for a court -monitored investigation by the Central Bureau of Investigation (CBI).”
The report of the Comptroller and Auditor General of India criticizing these AirIndia orders on Boeing and GE can be read at http://saiindia.gov.in/english/home/our_products/audit_report/government_wise/union_audit/recent_reports/union_performance/2011_2012/Civil_%20Performance_Audits/Report_18/chap3.pdf
These orders were clearly a result of corrupt dealings where bribes would have been paid by Boeing or GE or both.
(Note see http://www.vijayvaani.com/ArticleDisplay.aspx?aid=3361 "One, have you heard of a Company that makes a financial commitment of Rs 55,000 crore for purchase of 111 aircraft on an equity base of Rs 145 crore and carry-forward losses of Rs 776 crore -- (Indian Airlines loss of Rs 957 crore less Air India profit reserves Rs 181 crs) as on March 31, 2006? ... Two, since loan funds were used to fund purchase of aircraft, was it confirmed that expected revenue and profits would enable timely repayment of debt! If there was indeed such a confirmation, the projections and underlying assumptions should be published to start a public debate.") - These were the AirIndia aircraft purchase orders that GE, Boeing and the US gov extracted from the UPA government.
Also read http://www.livemint.com/Home-Page/7ChDN1veCw60rEYtVhszoL/Air-India8217s-Boeing-buy-forced-CAG.html "Prashant Bhushan, a Supreme Court lawyer, who is pursuing a public interest litigation seeking a court-monitored investigation into the deal, said: “Clearly this needs investigation. Prima facie it’s a thoroughly corrupt case as big as the 2G scam, involving huge kickbacks, politicians and bureaucrats. Here is a case where Air India, which was flying below capacity, was forced to buy aircraft, which were probably not required, at an exorbitant rate. We will press for a court -monitored investigation by the Central Bureau of Investigation (CBI).”
The report of the Comptroller and Auditor General of India criticizing these AirIndia orders on Boeing and GE can be read at http://saiindia.gov.in/english/home/our_products/audit_report/government_wise/union_audit/recent_reports/union_performance/2011_2012/Civil_%20Performance_Audits/Report_18/chap3.pdf
These orders were clearly a result of corrupt dealings where bribes would have been paid by Boeing or GE or both.
Bayman is also proud of the fact that GE " was able to get back almost the entire $115 million it had invested" in the Dabhol project. Ratnagiri Power the rechristened Dabhol power project is still lying in the Doldrums, not operational, losing money, an unfeasible project that was the result of GE corruption involving Manmohan Singh, Montek Singh Ahluwalia, N K P Salve and Sharad Pawar among others. The CIA was involved in getting this deal through as well. The Indian government under Prime Minister Narendra Modi should consider declaring the Dabhol Power Plant as a museum to corruption.
The NDA government with Arun Jaitley as law minister and Soli Sorabjee as Attorney General also failed to protect national interest in the Enron litigation and enabled GE to recover all of its money invested in Dabhol, while Indian government Banks, and PSUs were financially bled. In Maharashtra, former Attorney General Goolam Vahanvati ensured that the States's interest was not protected.
A law firm eventually renamed AZB Partners emerged as a result of Soli Sorabjee's corrupt dealings with General Electric in Dabhol. This firm was formed by Sorabjee's daughter Zia Mody tying up with Behram Vakil who was already involved in the Dabhol Project (from inception). GE became a marquee client of AZB ensuring large assured revenues. Vahanvati's son Goolamhussein Essaji Vahanvati joined the party at AZB later.
Note the conflict of interest issue here. Soli J Sorabjee was supposed to be safeguarding Indian governmental interests in the Dabhol litigation, while his daughter Zia Mody with Behram Vakil were representing potential buyers of Dabhol (first Tata then BP). These potential buys failed, and instead GE and Bechtel ended up buying Enron stake in Dabhol and then selling it to the Government. Sometime during this process GE become a client of Zia Mody & Behram Vakil.
(Note: See http://www.firstpost.com/india/a-g-goolam-vahanvatis-son-in-law-fined-by-uk-regulator-1114503.html which states "The Delhi-based daily Millenium Post on 11 September quoted Dasgupta’s three-page letter to the Prime Minister which alleged that Vahanvati had illegally maintained a foreign bank account in the Union Bank of Switzerland at its Singapore branch since 1997. The letter also provided details of the account number, secret code name and number and details of the beneficiary of the foreign bank account that was allegedly in the name of Vahanvati. The MP asked the Prime Minister to enquire and verify the information he had provided". Was this a bribe from GE/ Enron to Mr Vahanvati?
This firspost reports also states this about Mr Goolam Vahanvati's son in law: "Incidentally, the name of Carrimjee, who is at the centre of this web of four alleged market manipulators, features in a list of holders of accounts in tax havens that was published earlier this year by the International Centre of Investigative Journalists. A search of the database of the Centre shows that Carrimjee operates an offshore company called Fast Tycoon Limited with a banking link in the British Virgin Islands.) Also read http://www.outlookindia.com/printarticle.aspx?288473
Note the conflict of interest issue here. Soli J Sorabjee was supposed to be safeguarding Indian governmental interests in the Dabhol litigation, while his daughter Zia Mody with Behram Vakil were representing potential buyers of Dabhol (first Tata then BP). These potential buys failed, and instead GE and Bechtel ended up buying Enron stake in Dabhol and then selling it to the Government. Sometime during this process GE become a client of Zia Mody & Behram Vakil.
(Note: See http://www.firstpost.com/india/a-g-goolam-vahanvatis-son-in-law-fined-by-uk-regulator-1114503.html which states "The Delhi-based daily Millenium Post on 11 September quoted Dasgupta’s three-page letter to the Prime Minister which alleged that Vahanvati had illegally maintained a foreign bank account in the Union Bank of Switzerland at its Singapore branch since 1997. The letter also provided details of the account number, secret code name and number and details of the beneficiary of the foreign bank account that was allegedly in the name of Vahanvati. The MP asked the Prime Minister to enquire and verify the information he had provided". Was this a bribe from GE/ Enron to Mr Vahanvati?
This firspost reports also states this about Mr Goolam Vahanvati's son in law: "Incidentally, the name of Carrimjee, who is at the centre of this web of four alleged market manipulators, features in a list of holders of accounts in tax havens that was published earlier this year by the International Centre of Investigative Journalists. A search of the database of the Centre shows that Carrimjee operates an offshore company called Fast Tycoon Limited with a banking link in the British Virgin Islands.) Also read http://www.outlookindia.com/printarticle.aspx?288473
Chidambaram/ Montek Singh Ahluwalia/ Manmohan Singh / UPA later negotiated a maintenance contract for Dabhol with GE, which has again only enriched GE, while the power plant being unfeasible has floundered. Vahanvati was Solicitor General /Attorney General at this time.
Seema Sapra
Scott Bayman's interview
Scott Bayman's interview
The man behind GE's India success
May 29, 2007 14:26 IST
As he prepares to leave the business he set up 14 years ago, GE's India head reflects on his hits and misses and shares his plans to return soon.
India was nowhere on Scott Bayman's radar screen. Having worked with General Electric for six years in the United States, he had indicated some time in 1993 that he would be game for an overseas stint, hoping to spend some time in Paris, London or Brussels. Instead, Jack Welch sent him to India for three years. Bayman stayed on for 14 years and will be retiring from the company at the end of this month.
"Jack had great instincts," says Bayman, dressed in a red T-shirt and looking relaxed. The bliss of a coming holiday is unmistakable in the body language. We are at San Gimignano at The Imperial in the capital. We had earlier agreed to meet at Daniell's Tavern over some spicy Indian food. But when I called to book a table, I was told the restaurant opened only for dinner. So Bayman settled for Italian fare.
Jack Welch first came to India in the late-1980s at the invitation of Kushal Pal Singh of DLF, who took him to meet Rajiv Gandhi, Sam Pitroda and Montek Singh Ahluwalia. He was impressed with what he saw, especially taken in by the skills of Indians. That is when he decided to invest in India. It was for Bayman to build a business from scratch in a country about which he knew nothing.
Help came from friends like Singh. "He remains my informal advisor, confidante and mentor," says Bayman, sipping a red wine of 1983 vintage. The dozen-odd GE companies operating in the country will end the year with a turnover of $2.8 billion.
Bayman admits that GE's business in India has picked up only in the last three-four years, before which it was stagnating at around $500 million per annum. By 2010, GE hopes its India business to improve to $8 billion - 16 per cent of the projected turnover of $50 billion from the emerging markets.
Be that as it may, I remind Bayman that at least one of his plans for India never took off - to have a bank in the country. Bayman says talks are still going on with the Reserve Bank of India. I leave it at that. On his part, Bayman ranks the failure of GE's joint venture with the Godrej family, Godrej GE Appliances, as his biggest failure in India.
"It was our mistake. While everybody in business knew about GE, the consumers didn't know the GE brand. The cost of building the brand didn't make sense. Our products were not suited for India," Bayman says. As he launches on his lettuce salad, the words of a common friend start ringing in my ears: "He is not a bullshitter and talks straight."
"It was the saddest day of my career," Bayman adds. What must have hurt more is that before coming to India, Bayman was in-charge for worldwide marketing and product management at GE Appliances.
On the positive side, Bayman can take credit for starting the BPO movement in the country with Genpact (now Gecis) in 1997. "At that time, unemployment in the United States was zero. And we also got savings by starting operations in India," Bayman says, adding: "Had there been a BPO industry in India at that time, we wouldn't have started the company."
GE subsequently sold 60 per cent in the venture to private equity investors once it realised it wasn't its core business. "It is good we sold to private equity; that way, the company has been able to preserve the GE culture," he says. When I ask him the obvious question, Bayman admits that he did have several offers from Indian businessmen to buy out the BPO outfit.
Bayman's biggest achievement in India, observers say, was to extricate GE from the Dabhol mess. GE had got the contract to supply turbines for Enron's ill-fated Dabhol project and had, therefore, taken a 10 per cent stake in the company. Once Enron imploded, GE's investments were in danger. But Bayman was able to get the money back, though after two years.
"This couldn't have happened in another country, we wouldn't have got a penny back," says Bayman, having moved on to a salami pizza, while I negotiate a baked fillet of fish served with mashed potatoes. GE, he adds, was able to get back almost the entire $115 million it had invested in the project.
Having come out of Dabhol unscathed, Bayman's reputation in the capital's power circles as an expert in government relations grew manifold. "Jack Welch sold India to the world. GE has been a good friend of India in Washington during tough times," he says.
When I ask him to elaborate, he adds: "After the nuclear tests, we worked to get some sanctions against India lifted. We talked with Senators and Congressmen for the inclusion of India in the nuclear club. I am as much an insider as any expat."
He lobbied successfully for Boeing to bag the multi-billion order for passenger aircraft from Air-India - GE makes the engines - and was working equally hard to bag the Indian Air Force order for 128 fighter jets for American firms.
Naturally, Indian companies want Bayman on their board. He has already joined the Crompton Greaves board and says he has a few more offers. "I will come to India four to five times every year to attend board meetings and play golf with my friends," he says.
I next draw Bayman's attention to GE CEO Jeff Immelt's recent statement that after GE Plastic's divestment to Sabic, no other business would be sold. Jack Welch had laid down the rule that GE should get out of any business in which it was not number one or number two. So, is "Neutron" Jack's imprint on GE over?
"We are less hung up about number one and number two now," Bayman says, adding: "What matters is that we are in businesses and countries that will provide double digit growth in the long run."
And India is one of these countries. It is evident that India has left a deep impression on him - his eyes light up whenever he talks about the country and its people. "The sights and smells are boggling," he says, adding: "In contrast, the United States is generic and vanilla." Bayman has been spotted in crowded Delhi markets like Lajpat Nagar selecting curtains for his home.
When he first came to India, Bayman says he found India to be self-centric. Now, he finds the country more outward looking. "But the core values of family and compassion are still there in the people," he says.
Still, Bayman leaves for the United States next month, where he will alternate between Chicago and Florida. "Go where the sun is: Chicago in summer and Florida in the winters," he lets out his retirement plans.
Both of us decide to skip dessert.
Photograph: Raveendran/AFP/Getty Images
Source: 
The ongoing whistleblower corruption against General Electric Company in India (Writ Petition (Civil) 1280/ 2012 – in the matter of Seema Sapra v. General Electric Company and Others) is next listed before the Delhi High Court on 10 November 2014.
Details of GE corruption in Indian Railway locomotive tenders can be found at http://seemasapra.blogspot.in/p/some-of-corruption-fraud-bribery_4275.html
The full case record can be found at http://seemasapra.blogspot.in/2014/09/fwd-seema-sapra-general-electric_22.html
Also read about how as part of attempted cover up GE is using unauthorised persons to impersonate it in the Delhi High Court in this matter http://seemasapra.blogspot.in/p/unauthorised-and-fraudulent.html
Also read about massive tax fraud by General Electric in India - http://seemasapra.blogspot.in/2014/10/fwd-message-to-prime-minister-narendra.html
Also read about General Electric's money laundering and how it used an NBCU subsidiary to transfer bribes through an India media company NDTV at http://seemasapra.blogspot.in/p/complaint-of-money-laundering-against.html
Also read about massive tax fraud by General Electric in India - http://seemasapra.blogspot.in/2014/10/fwd-message-to-prime-minister-narendra.html
Also read about General Electric's money laundering and how it used an NBCU subsidiary to transfer bribes through an India media company NDTV at http://seemasapra.blogspot.in/p/complaint-of-money-laundering-against.html
---------- Forwarded message ----------
From: Seema Sapra <seema.sapra@googlemail.com>
Date: Wed, Oct 15, 2014 at 1:53 PM
Subject: Some more truths about General Electric corruption in India from General Electric Company whistleblower - Seema Sapra - Writ Petition (Civil) 1280/ 2012 – in the matter of Seema Sapra v. General Electric Company and Others in the Delhi High Court
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<gloria_rojas@nysd.uscourts.gov>, "william_donald@nysd.uscourts.gov" <william_donald@nysd.uscourts.gov>, "edward_friedland@nysd.uscourts.gov" <edward_friedland@nysd.uscourts.gov>, "richard_wilson@nysd.uscourts.gov" <richard_wilson@nysd.uscourts.gov>, "robert_rogers@nysd.uscourts.gov" <robert_rogers@nysd.uscourts.gov>, "rcohen@lowey.com" <rcohen@lowey.com>, "ffetf@usdoj.gov" <ffetf@usdoj.gov>, "Harold_Baer@nysd.uscourts.gov" <Harold_Baer@nysd.uscourts.gov>, "Jed_S._Rakoff@nysd.uscourts.gov" <Jed_S._Rakoff@nysd.uscourts.gov>, "Cathy_Seibel@nysd.uscourts.gov" <Cathy_Seibel@nysd.uscourts.gov>, "Victor_Marrero@nysd.uscourts.gov" <Victor_Marrero@nysd.uscourts.gov>, "fja@federaljudgesassoc.org" <fja@federaljudgesassoc.org>, "supremecourt@nic.in" <supremecourt@nic.in>, "Loretta_A._Preska@nysd.uscourts.gov" <Loretta_A._Preska@nysd.uscourts.gov>, "ombudsperson@corporate.ge.com" <ombudsperson@corporate.ge.com>, Directors@corporate.ge.com, Siemens Ombudsman COM <mail@siemens-ombudsman.com>, 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Cc: gurmeharsistani@gmail.com, Seema Sapra <seema.sapra@gmail.com>, Seema Sapra <seemasapra@hotmail.com>
Bhupesh Bhandari
From: Seema Sapra <seema.sapra@googlemail.com>
Date: Wed, Oct 15, 2014 at 1:53 PM
Subject: Some more truths about General Electric corruption in India from General Electric Company whistleblower - Seema Sapra - Writ Petition (Civil) 1280/ 2012 – in the matter of Seema Sapra v. General Electric Company and Others in the Delhi High Court
To: pmosb <pmosb@gov.in>, Amit Shah <amitshah.bjp@gmail.com>, sanjayjain.chamber@gmail.com, director@aiims.ac.in, lggc.delhi@nic.in, "rg.dhc@nic.in" <rg.dhc@nic.in>, Bhim Sain Bassi <cp.bsbassi@nic.in>, joe.kaeser@siemens.com, dch@nic.in, secypc@nic.in, "splcp-vigilance-dl@nic.in" <splcp-vigilance-dl@nic.in>, "splcp-crime-dl@nic.in" <splcp-crime-dl@nic.in>, jtcp-cr-dl@nic.in, "jtcp-nr-dl@nic.in" <jtcp-nr-dl@nic.in>, jtcp-ser-dl@nic.in, jtcp-swr-dl@nic.in, "jtcp-phq-dl@nic.in" <jtcp-phq-dl@nic.in>, jtcp-ga-dl@nic.in, "jtcpt_dtp@nic.in" <jtcpt_dtp@nic.in>, "jtcp-crime-dl@nic.in" <jtcp-crime-dl@nic.in>, jtcp-splcell-dl@nic.in, jtcp-sec-dl@nic.in, "jcpsec@rb.nic.in" <jcpsec@rb.nic.in>, "addlcp-eow-dl@nic.in" <addlcp-eow-dl@nic.in>, jtcp-vigilance-dl@nic.in, jtcp-sb-dl@nic.in, addlcp-crime-dl@nic.in, "addlcpt-dtp@nic.in" <addlcpt-dtp@nic.in>, "addlcp-caw-dl@nic.in" <addlcp-caw-dl@nic.in>, "addlcp-security-dl@nic.in" <addlcp-security-dl@nic.in>, dcp-west-dl@nic.in, addlcp-se-dl@nic.in, 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Cc: gurmeharsistani@gmail.com, Seema Sapra <seema.sapra@gmail.com>, Seema Sapra <seemasapra@hotmail.com>
Prime Minister Narendra Modi and Alll others,
Please read below an interview by former GE India head Scott Bayman in 2007, who it has now emerged was acting as GE India head for 14 years in violation of Indian law.
The man behind GE's India success
May 29, 2007 14:26 IST
As he prepares to leave the business he set up 14 years ago, GE's India head reflects on his hits and misses and shares his plans to return soon.
India was nowhere on Scott Bayman's radar screen. Having worked with General Electric for six years in the United States, he had indicated some time in 1993 that he would be game for an overseas stint, hoping to spend some time in Paris, London or Brussels. Instead, Jack Welch sent him to India for three years. Bayman stayed on for 14 years and will be retiring from the company at the end of this month.
"Jack had great instincts," says Bayman, dressed in a red T-shirt and looking relaxed. The bliss of a coming holiday is unmistakable in the body language. We are at San Gimignano at The Imperial in the capital. We had earlier agreed to meet at Daniell's Tavern over some spicy Indian food. But when I called to book a table, I was told the restaurant opened only for dinner. So Bayman settled for Italian fare.
Jack Welch first came to India in the late-1980s at the invitation of Kushal Pal Singh of DLF, who took him to meet Rajiv Gandhi, Sam Pitroda and Montek Singh Ahluwalia. He was impressed with what he saw, especially taken in by the skills of Indians. That is when he decided to invest in India. It was for Bayman to build a business from scratch in a country about which he knew nothing.
Help came from friends like Singh. "He remains my informal advisor, confidante and mentor," says Bayman, sipping a red wine of 1983 vintage. The dozen-odd GE companies operating in the country will end the year with a turnover of $2.8 billion.
Bayman admits that GE's business in India has picked up only in the last three-four years, before which it was stagnating at around $500 million per annum. By 2010, GE hopes its India business to improve to $8 billion - 16 per cent of the projected turnover of $50 billion from the emerging markets.
Be that as it may, I remind Bayman that at least one of his plans for India never took off - to have a bank in the country. Bayman says talks are still going on with the Reserve Bank of India. I leave it at that. On his part, Bayman ranks the failure of GE's joint venture with the Godrej family, Godrej GE Appliances, as his biggest failure in India.
"It was our mistake. While everybody in business knew about GE, the consumers didn't know the GE brand. The cost of building the brand didn't make sense. Our products were not suited for India," Bayman says. As he launches on his lettuce salad, the words of a common friend start ringing in my ears: "He is not a bullshitter and talks straight."
"It was the saddest day of my career," Bayman adds. What must have hurt more is that before coming to India, Bayman was in-charge for worldwide marketing and product management at GE Appliances.
On the positive side, Bayman can take credit for starting the BPO movement in the country with Genpact (now Gecis) in 1997. "At that time, unemployment in the United States was zero. And we also got savings by starting operations in India," Bayman says, adding: "Had there been a BPO industry in India at that time, we wouldn't have started the company."
GE subsequently sold 60 per cent in the venture to private equity investors once it realised it wasn't its core business. "It is good we sold to private equity; that way, the company has been able to preserve the GE culture," he says. When I ask him the obvious question, Bayman admits that he did have several offers from Indian businessmen to buy out the BPO outfit.
Bayman's biggest achievement in India, observers say, was to extricate GE from the Dabhol mess. GE had got the contract to supply turbines for Enron's ill-fated Dabhol project and had, therefore, taken a 10 per cent stake in the company. Once Enron imploded, GE's investments were in danger. But Bayman was able to get the money back, though after two years.
"This couldn't have happened in another country, we wouldn't have got a penny back," says Bayman, having moved on to a salami pizza, while I negotiate a baked fillet of fish served with mashed potatoes. GE, he adds, was able to get back almost the entire $115 million it had invested in the project.
Having come out of Dabhol unscathed, Bayman's reputation in the capital's power circles as an expert in government relations grew manifold. "Jack Welch sold India to the world. GE has been a good friend of India in Washington during tough times," he says.
When I ask him to elaborate, he adds: "After the nuclear tests, we worked to get some sanctions against India lifted. We talked with Senators and Congressmen for the inclusion of India in the nuclear club. I am as much an insider as any expat."
He lobbied successfully for Boeing to bag the multi-billion order for passenger aircraft from Air-India - GE makes the engines - and was working equally hard to bag the Indian Air Force order for 128 fighter jets for American firms.
Naturally, Indian companies want Bayman on their board. He has already joined the Crompton Greaves board and says he has a few more offers. "I will come to India four to five times every year to attend board meetings and play golf with my friends," he says.
I next draw Bayman's attention to GE CEO Jeff Immelt's recent statement that after GE Plastic's divestment to Sabic, no other business would be sold. Jack Welch had laid down the rule that GE should get out of any business in which it was not number one or number two. So, is "Neutron" Jack's imprint on GE over?
"We are less hung up about number one and number two now," Bayman says, adding: "What matters is that we are in businesses and countries that will provide double digit growth in the long run."
And India is one of these countries. It is evident that India has left a deep impression on him - his eyes light up whenever he talks about the country and its people. "The sights and smells are boggling," he says, adding: "In contrast, the United States is generic and vanilla." Bayman has been spotted in crowded Delhi markets like Lajpat Nagar selecting curtains for his home.
When he first came to India, Bayman says he found India to be self-centric. Now, he finds the country more outward looking. "But the core values of family and compassion are still there in the people," he says.
Still, Bayman leaves for the United States next month, where he will alternate between Chicago and Florida. "Go where the sun is: Chicago in summer and Florida in the winters," he lets out his retirement plans.
Both of us decide to skip dessert.
Photograph: Raveendran/AFP/Getty Images
Source:
This interview and other material in the public domain raises several issues.
The corrupt links between GE, DLF, Montek, Sam Pitroda and the Congress Party run long and deep. So GE's Scott Bayman's closest adviser & friend in India was DLFs KP Singh who was simultaneously a fraudster as now established by the SEBI order banning DLF, KP Singh & cronies from the capital markets for IPO related fraud which KP Singh was engaged in contemporaneous to his association with Scott Bayman. See http://firstbiz.firstpost.com/corporate/housewives-of-dlf-how-the-spouse-factor-led-to-sebi-crackdown-104724.html
GE's Scott Bayman in 2007 on KP Singh "He remains my informal advisor, confidante and mentor,"
Bayman also admits that GE lobbied for Boeing to get AirIndia orders which then bankrupted & destroyed AirIndia. He also admits that he "was working equally hard to bag the Indian Air Force order for 128 fighter jets for American firms."
Bayman is proud of the fact that GE " was able to get back almost the entire $115 million it had invested" in the Dabhol project. Ratnagiri Power the rechristened Dabhol power project is still lying in the Doldrums, not operational, losing money, an unfeasible project that was the result of GE corruption involving Manmohan Singh, Montek Singh Ahluwalia, N K P Salve and Sharad Pawar among others. The CIA was involved in getting this deal through as well.
The NDA government with Arun Jaitley as law minister and Soli Sorabjee as Attorney General also failed to protect national interest in the Enron litigation and enabled GE to recover all of its money invested in Dabhol, while Indian government Banks, and PSUs were financially bled. In Maharashtra, former Attorney General Ghoolam Vahanvati ensured that the States's interest was not protected.
A law firm AZB Partners emerged as a result of Soli Sorabjee's corrupt dealings with General Electric in Dabhol. This firm was formed by Sorabjee's daughter Zia Mody tying up with Behram Vakil who was already involved in the Dabhol Project. GE became a marquee client of AZB ensuring large assured revenues. Vahanvati's son Goolamhussein Essaji Vahanvati joined the party at AZB later.
Chidambaram/ Montek Singh Ahluwalia/ Manmohan Singh / UPA later negotiated a maintenance contract for Dabhol with GE, which has again only enriched GE, while the power plant being unfeasible has floundered.
Interestingly Scott Bayman fled India when the Income Tax dept started investigating Permanent Establishment rule violations & Tax fraud by GE in India. Read about the Tax fraud by GE in India under Scott Bayman who fled India as a result http://seemasapra.blogspot.in/2014/10/fwd-message-to-prime-minister-narendra.html
Seema Sapra
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