MEERUT, India - Sajid, a tileworker from Andhra Pradesh, India, heard Dubai was a kind of paradise: A land of beautiful beaches, clean roads and plenty of high pay.  So he did what many of his friends and fellow Indians had done.  He paid an agent to fix him a job and went to Dubai.

Indians top the global list of migrant workers: more Indians leave their country to find work and send back money, called remittances, than citizens of any other country. The Indian Government estimates there are over five million Indian workers overseas, with 90 percent of them in the Gulf region.  Most of them are considered temporary migrants.

If you travel through the south Indian state of Kerala, it is easy to spot the homes and stores built by remittances.  Ask locals where the money comes from, and “Dubai money” is often the answer.  Kerala has the greatest number of migrants to that Gulf nation.

Sajid and other locals estimate there were more than 35,000 others who came from their area, looking for a better future.  They are from Meerut, a dusty north Indian city that sprawls into house plots being carved from former farmland.

In Dubai, Sajid says he lived in a camp with other workers, where water would run out.  He says there was often no cooking gas, so he and his friends would borrow gas from other camps to make their meals.  Life was difficult, he said, but for several years, it was fine.  He was able to save money and sent it back to his parents, his brothers and sisters, his wife and five children.

About eight months ago, Sajid says, his boss came to him and his fellow workers and told them to work faster.  “Do more in less time,” Sajid says he was told.  Sajid didn’t know what was happening but started to realize something was wrong when he saw other workers being ‘sent back.’

Then his pay stopped for a month, and then two, until he was owed six months pay.

He and his fellow Muslim workers were told to go home for the festival of Eid and they’d get a lump sum on return.  Sajid says they went, believing that they’d be happy to get their money in one chunk.  But before he left, he was told to sign a paper in English.  He couldn’t read it but says he thought it was a form for his leave.

While home for Eid, he got a call saying his visa was cancelled since he’d resigned.   It was then Sajid understood he’d been tricked into signing a resignation form.  Sajid has heard nothing since that phone call, and doubts he’ll get his money.

His father Shahabuddine has had to sell his land in Meerut to pay debts, including payments on the more than $2,000 that was owed to the agent that sent Sajid to Dubai.

Sajid has been trying to find local tilework – the only trade he knows – but says work in Meerut will only pay enough for him and his family to live from day to day.

In spite of his bad experience, Sajid says, he’d go back to Dubai if the work picked up.  For Sajid, and millions of other Indians, a place like Dubai is still the best hope for a better future.

LONDON, England - I always look forward to interviewing British Airways CEO Willie Walsh. No matter how much doom and gloom there is in the industry, the Irishman has a smile on his face and also has a positive spin on his airline going forward.

That was the case again early Friday when he did his normal round of recorded interviews in London as BA announced their latest results.

Yes, BA recorded a record pre-tax half-year loss for the six months to September, yes the airline faces possible strikes by cabin crew, yes oil prices are going up again, yes premium traffic is being hit hard, yes airlines make little money from the majority of those passengers that sit in the back half of the airplane - but Walsh still appears more optimistic then the heads of the other European legacy carriers.

Why, you ask. And with good reason: BA is in the midst of drastic cutbacks. It's mothballing planes (if only temporarily), cutting thousands of jobs (3,000 more announced Friday), delaying the delivery of new airplanes, wringing out hundreds of millions of dollars in costs.

Walsh says these aren’t just steps to get through the recession. He says short haul premium traffic has changed, for good, and BA needs to make "structural changes" to reflect that reality. If you have ever flown from London to Edinburgh or Paris to Amsterdam and wondered why people paid triple for the privilege of sitting in a seat no bigger than those in the rest of the single-aisle plane, companies have asked the same thing and decided to cut back. BA says that will not return.

What seems to be on the rebound is premium traffic yields (average price per passenger per mile). That is where BA makes its money. Of course its just recorded a record loss, so there is a long way to go, but if companies are willing to pay just a little more for a flexible business ticket, then as Walsh says, BA may be "bottoming out."

This, of course, could all go horribly wrong if cabin crew go on strike just before Christmas, which is entirely possible. Walsh didn’t smile when he reminded me that the union has not yet even balloted for a strike, much less announced a date to walk out (all because, believe it or not, of BA’s plan to cut the number of cabin crew on long-haul flights from 15 to 14).

Walsh has a challenging time ahead.

BA is known for its decent service, great Web site and friendly enough staff, but has to compete with the incredibly well managed and well financed Middle East airlines that are ever expanding.

On the other side, Ryanair is driving hard towards its goal of being Europe’s biggest airline that charges peanuts for flights, many of which compete on BA routes.

Meanwhile, Walsh has to battle unions, cut more costs, and deal with a huge pension deficit while trying to grow the business through its never-ending attempt to merge with Iberia and by increasing an alliance with American Airlines.

Can he keep smiling?

Gary Locke may be the top commerce official in America, but he's a rock star in China.

Locke was a hit with locals on a recent visit to China.

This week, the Chinese-American politician who is now U.S. Commerce Secretary, visited cities in the manufacturing heartland of China ahead of his high-level trade talks in Hangzhou.

Locke is joined by U.S. officials such as Agriculture Secretary Tom Vilsack, Trade Representative Ron Kirk, and Ambassador Jon Huntsman, who are here meeting with top Chinese officials including Vice Premier Wang Qishan.

I managed to catch up with Locke in Guangzhou, the capital of the province of Guangdong, where his grandfather was born. You would have thought Locke was a celebrity. During his tour of a Sam's Club superstore and a local university, Locke was mobbed by fans, press, and curious on-lookers all eager to catch a glimpse of their hometown hero.

Locke's grandfather lived in a village in this part of China before leaving for the United States in the hope of a better life. Grandfather Locke emigrated to Washington state where he took a job as a servant for a local family who lived one mile away from the Governor's Mansion. I wonder if Grandfather Locke ever dreamed his grandson would be serving people as well - as governor and now commerce secretary.

Locke told me his personal story is "thoroughly American" but that his Chinese heritage comes in handy in trade negotiations here. "I bring, perhaps, a greater understanding of the culture and history of the Chinese people," he said during our exclusive interview.

These days, the U.S. and China could use a little more understanding. Because of the economic crisis, the bond between the two trading partners has been stretched.

Earlier this year, the Obama administration slapped tariffs on Chinese tires sold in the U.S. Soon after, the Chinese threatened to cut off imports of American poultry products and auto parts.

Locke played down fears of a coming trade war. "When you look at the relationship of say brothers and sisters, the relationship when you are small and young might be very simplistic. But as the families get older they get into more complicated issues," he explained. "But it is the sign of a healthy relationship."

Locke insists the trade disputes won't distract the two nations from cooperating on larger issues such as climate change or regional security. However, even before Secretary Locke has left China, Beijing has informed Washington it is launching a trade investigation that could lead to new import duties on vehicles made by Detroit's struggling Big Three automakers (General Motors, Ford, and Chrysler), according to a U.S. auto industry official.

Hopefully, Locke's experience bridging two cultures will help bridge any economic split.

SEOUL, South Korea - There are a few reasons why Kim Han-Chal calls his supercar the “Tiger.”

The first is apparent when you get behind the wheel of the Spirra. Zero to 100 kilometers per hour (0-62 mph) in 3.8 seconds with 500 horsepower, your throat hits the back of your neck as the gas pedal hits the floor. The Spirra is the definition of supercar: fast, sporty, sleep, and a six-figure U.S.-dollar price tag.

But the more important reason Kim, the creator of the car, calls it the “Tiger,” is that the animal is a powerful symbol of Korea. That’s apropos for Korea’s first venture into the supercar market, made with all Korean parts, built with Korean hands. “We were the only country that didn't have a supercar,” Kim says. Neighbor Japan has a Toyota and Honda supercar, and Germany and Italy has Porsche and Lamborghini.

The car enthusiast, who pledges if you check carefully he has gas running in his veins, dreamed of building a car on his home soil. He believed in his countrymen’s ability to produce a high-end car, not just the reliable, eco-friendly Hyundai or Kia.

For 10 years, he tinkered with designs and poured his money into concept car after concept car. But it wasn't until he partnered with Oullim motors, backed by the wealth of a high tech company, that he began production. Now Europe is his first major customer. A dealer in the Netherlands purchased 145 orders of his handmade cars over the next three years, marking the first commercial entrée of his supercar into the global market.

CLSA auto analyst Christopher J. Richter says supercars are often losing business ventures and are built to send a message. “These guys, I think the message they want say is 'Hey, we can make a super car too, high performance car too, and we can do it with all Korean components. It stirs the pot a little bit and shows that auto-making is not just about Germany or Japan, but Korean auto-makers have a valuable contribution to make.”

Five years ago, Garuda Indonesia was an airline that seemed to be on a path of constant turbulence. It was losing money year after year, battling allegations of corruption within the state-owned enterprise and stained with a questionable safety record. Today, Garuda is a symbol of what's possible in the difficult airline industry. You need a leader with focus.

Emirsyah Satar, 50, is the CEO of Garuda. Now in his fifth year as the head of the national airline, he has turned Garuda from problematic to profitable through staged planning. “In the first two years, just surviving was good enough. And then the next two years was the turnaround stage,” he said. Now the airline is embarking on the growth stage.

The son of an Indonesian diplomat who grew up in Mexico City and Prague, Satar went on to become a banker and then the CEO of Bank Danamon, Indonesia's fifth largest bank. In 2005, he was brought to Garuda as President and CEO and he made drastic changes from the start.

"What happened in 2005, the business model was just not working,” Satar said. It increased accountability at all levels in the organization. And in the short term, Satar decided less was more: “We got out of routes where we were losing money … it was ok if we reduced our market so we could become profitable again."

He positioned Garuda as a “premium airline” and told his staff not to worry about local competition. With a domestic population of 240 million people, he bet focus on the cream of the crop would keep Garuda afloat while it restructured. His bet paid off, in part because Indonesia sidestepped the brunt of the global downturn thanks to the strength of its domestic market: Indonesia's economy is still growing at around 4 percent.

While Garuda is still juggling $700 million in debt, the state-owned enterprise has been able to turn a profit the past two years. Satar has plans to make what he calls a "quantum leap."  By 2014, he wants to bring the fleet from the current 66 to 116 aircraft.

The big challenge now is getting a stalled IPO back on track. Satar had wanted to bring Garuda public this year, but the global downturn put a halt to that. Now he's shooting for an IPO for June 2010. The airline is also in the process of restructuring its debt, which Satar hopes to have completed by the end of this month.

Then there was the issue of safety. In the past decade, a string of crashes involving various Indonesian airlines eroded the public trust in Indonesian air safety. In March 2007, a Garuda plane overshot a runway in Yogyakarta and crashed, killing 21 people. In June 2007, the European Union banned all Indonesian airlines in European airspace. Satar hired an American consultant and and cracked down on safety issues. In July of this year, the EU lifted the ban on certain airlines included Garuda.

The airline now plans to get into the long-haul market, starting with an Indonesia-Amsterdam route by June 2010. That will be followed by routes to Frankfurt, London, Paris, Rome and eventually in 2012, Los Angeles.

"We (Garuda) travel to Australia, Japan, Korea, China and these people still travel. And Bali is still a good attraction," Satar said.

The first thing that took me by surprise about my interview with Madhu Kannan, the CEO of the Bombay Stock Exchange (BSE) was the timing of our chat. “Can you be here by 8.25 am?” he asked. Sure, I replied and cameraman, Sanjiv, and I reached his plush office right on time.

It had taken around 3 months and an endless number of emails and phone calls to the BSE’s press office to confirm a date and time for our interview. It was frustrating to keep chasing them – I put it down to Indian bureaucracy and poor time management, unfortunately still typical of many large Indian companies.

“That’s one thing I am trying to change,” said Kannan when we interviewed him. “I want to start meetings on time and change the culture so no one’s late for meetings.”

It’s just one of the many, many challenges Kannan has ahead of him.

His big task: To revamp the BSE and make it relevant again.

At 37, he’s the youngest CEO of Asia’s oldest stock exchange. It’s an exchange that needs help.

While it had a virtual monopoly over stock trading in India, the entry of a rival exchange – the National Stock Exchange in the early 1990’s – changed that. The BSE now handles only a fraction of all trading done in India. To compete more efficiently, it needs to invest in better technology, says Kannan, who also has plans to make the BSE a one-stop shop for investors looking to trade across multiple platforms.

Sure, Kannan may get the BSE back on its feet. However, the real challenge for any stock exchange in India – be it the BSE or the NSE  – is to get more people to invest in stocks. Only a tiny fraction –two percent of India’s billion strong population – dabbles in the share market. Those in rural areas still prefer to invest in tangible assets like gold.

Even if Kannan is able to win back customers who’ve switched to the NSE, convincing newcomers to try their hand at trading shares, say observers, could be key to the BSE’s success. Given the robust year the Indian stock market has had, it could well attract a bunch of new investors.

Kannan has already started the process of repositioning the BSE. He’s in the process of buying a technology firm, has cut transaction fees, and – oh yes – he starts all his meetings on time.

TOKYO, Japan - Imagine if your paycheck dropped 15 to 20 percent, without cause. You continue showing up for work at the same time, your job performance doesn't change, you don't change anything - but on Friday, your paycheck is 15 to 20 percent less.

Who would be happy?

Well, that's what sort of happened to Japan's biggest companies, thanks to the strong yen.

Now before your eyes glaze over at another currency story, consider this figure, cited by Toyota in a quarterly earnings report: A movement of one yen equals approximately U.S. $400 million for the company.

Before the global economic slowdown, one dollar was routinely worth 110 or 120 yen.  Today, the yen hit a new eight month-high (and the dollar a big low) of just under 89 - that equals about $12 billion in loss.

Without looking at how companies are managed or how the global economy is moving, these companies have already lost billions of dollars, thanks to the currency market.

Companies like Toyota, Honda and Sony are global companies that export to consumer-hungry America, the land of the dollar. Not only do they have to cope with a slowdown in demand, the yen is hammering their bottom line. Not an enviable business position.

Japan's new government came in on a wave of consumer outrage, saying it would get more money into the hands of the consumer.

Japanese Finance Minister Hirohisa Fujii told reporters that the government was not considering jumping into the market to sell the yen and help exporters. No more trickle down like the old government, pledged the incoming Democratic Party of Japan. The mantra of the day is trickle up. Economists wait to see if the new government is right.

Meanwhile, consumers in Japan cheer the news and enjoy the power of their currency at home. But in the boardrooms across Tokyo, there must be quite a different sentiment. They're probably wondering when that 20 percent will come back.

MUMBAI, India (CNN) – Whenever my mother was unsure about what to gift someone for a birthday, wedding, anniversary or festival, my grandmother would say to her, “give gold.”

“It will last a life time and everyone appreciates it,” she would say.

Even today, my parents often gift gold on a special occasion. It’s part and parcel of Indian culture. Indians love wearing gold, giving gold, receiving gold.

Turns out we love hoarding it too. At least 20 to 25 thousand tons of gold is stored in households across India. With gold prices currently around $1005 an ounce that means around $807.7 billion is stashed away deep inside cupboards, under mattresses and at the back of safes in India.

India is the world’s largest consumer of gold and also a net importer of the precious metal. Problem is, once gold enters India, there is no transparent, standardized market for the resale of gold back into bullion. Gold sellers are at the mercy of middlemen: Anyone wanting to sell gold have to take a necklace or chain to a scrap jeweler. He would check it, weigh it and come up with a price for it. He’d charge a hefty commission, take it to a refinery and melt it.

Anjani Sinha is asking gold sellers to ignore the middlemen and follow him instead. He runs the National Spot Exchange – which has created the first transparent, standardized platform for gold trade in India.

Under this system, anyone with gold to sell can go directly to an approved refinery where gold is melted into bars or coins of an international standard. The seller can either take the bar home or leave it in a vault. He is given a receipt, which he can sell via an approved broker. The idea is to make trading in gold as easy as trading in stocks and shares.

If sellers start bringing some of their gold out from under mattresses and into the spot trading market, it has the potential to revolutionize the gold market – and make a massive impact on the Indian economy.

Si Kannan of Kotak Commodity Services walks us through some of the numbers: At current prices, even if 1% of India’s household gold enters the market, it would mean an extra $24 billion circulating through the domestic economy.

This would reduce India’s dependence on imports, pave the way for investment in domestic refineries, and increase employment opportunities.

The biggest challenge now though is convincing people to go to a refiner, not a scrap jeweler, when they want to sell gold. To be honest, I can’t see anyone from my grandmother’s generation going to a refiner instead of a family jeweler she has known for ages. Some habits are hard to break.

You know how it is –- you’re in a strange city, maybe a strange country, tired, hungry, missing home, it's kind of late. You walk into that little (in my case, Chinese restaurant), there are teeth marks on the chopsticks, the floor is kind of sticky, and on the menu is the house specialty: rabbit face. Not quite what you wanted, but as luck would have it, just down the road you can see it in the distance – the golden arches, sitting high and proud calling to you.

OK, this might be (in my case) China, but you know that somehow, once you walk through those doors, there on the menu will be a cheeseburger, a Big Mac, Quarter Pounder and fries. And for the most part the food will taste pretty much like the Mickey Dee’s on Santa Monica not far from my old apartment in LA.

So, when I buy my Big Mac here in China, it’s just over 12 RMB, or $1.76. When I buy a Big Mac in L.A. it costs around $3.50. The great thing about a Big Mac as far as economists are concerned (wel, the ones at “The Economist” magazine, anyway) is that it's pretty much the same wherever you go . . . two all-beef patties, special sauce, lettuce, cheese, pickles, onions on a sesame seed bun.

And that means for economists it’s a great way to compare currencies. Much like the Big Mac itself, it’s not perfect – wages, rents and other costs vary, as well as the size (I have noticed the Chinese burgers a little on the small side). But for more than 20 years the people at “The Economist” have been doing this exchange rate comparison, and – surprise, surprise – they found Asian currencies under-valued, European over-valued.

In the case of China, by about 40 percent undervalued – this is at the far end of the spectrum as far as many critics in the U.S. are concerned. They accuse Beijing of deliberately manipulating the currency, keeping it undervalued. That means exports from China are a lot cheaper, giving exporters here an unfair competitive advantage, they claim.

Imagine if you could go to that McDonald’s in L.A. and instead of paying $3.50 or so for the American Big Mac, you could pay $1.76 for the Chinese version, knowing the ingredients are the same.

LONDON, England –It's obvious General Motors is having second thoughts about parting with its European silver. For sure, it may still go through with selling a (large) stake of Opel to Canadian car parts maker Magna and Russian interests - but not on the terms that up to now have been reported in the press.

GM Motors has emerged from bankruptcy –- but what should it do about Opel?

GM Europe is really only Opel (and its much smaller re-badged Vauxhall brand.) Opel could have a bright future when economies recover, moreso now that GM has the power to close plants, move production and do all the things a car manufacturer does to cut costs following its emergence from bankruptcy.

If Opel starts to let in other major shareholders, then GM losses the ability to make those decisions on its own, missing all the potential ("potential" mind you) profits if it calls the market right.

GM would also lose some of its intellectual property, which would end up in the hands of a Russian car maker. Why would GM contemplate that?

Having said all this, GM no longer has the final word on what happens to Opel. Remember, Opel is run by a trust with two GM appointees, two German government appointees (German taxpayers put in billions of dollars to keep Opel operating while GM went through U.S. bankruptcy protection) and one independent member of the trust panel.

GM must be, and is, getting much smaller. But it's now out of bankruptcy, it's temporarily restored a few suspended factory shifts at North America plants (thanks to Cash for Clunkers) and now it's having second thoughts about Europe.

What do you think? Should GM sell a majority stake of Opel/Vauxhall? Or stick with it?