Category Archives: Leaders

JSS Doctor bags Oration Award

Caption: Dr. Nataraja receiving Dr. R.K. Oza Oration award from the Vice-Chancellor of Hyderabad University.

Mysore, Feb. 16:

Dr. N.P. Nataraja, Director, JSS Institute of Speech and Hearing in city, has been awarded Dr. R.K. Oza Oration National award, at the 44th annual conference of Indian Speech and Hearing Association, held recently at Hyderabad. The award was instituted to honour successful entrepreneur in the field of speech and hearing from India and consists of a citation and trophy.

Dr. Nataraja is a scientist, trainer and a pioneer in voice among the Indian Speech Language Pathologists. He has contributed tremendously in escalating the field of Voice Disorders, Speech Sciences and Forensic Speech Analyses. He was conferred with Bharat and Dr. Ratna Oration awards in 1999 at the 31st Indian Speech & Hearing Assn. Conference, Chandigarh. He was also awarded LVA Oration award at the 1st Annual Conference of Laryngology and Voice Association named as Laryngology Update 2012 in Mumbai on Feb. 4 and 5. The award has been instituted to felicitate leading Phono-surgeons and Speech Language Pathologists who have contributed in the field of Laryngeal Disorders, Voice Restoration.

source: http://www.StarofMysore.com / General News / February 16th, 2012

Rs.1 crore Jindal prize for Dr.Kalam, Santosh Hegde

Caption: Dr. Kalam, Justice Hegde

New Delhi, Feb.16:

Former President A.P.J. Abdul Kalam and former Lokayukta of Karnataka Justice N. Santosh Hegde have been selected by the Sitaram Jindal Foundation for S.R. Jindal Prize for their outstanding contributions in their respective fields.

The prize amount carries a cash of Rs. 1 crore. Sitaram Jindal Foundation will felicitate 25 other achievers also at the award ceremony to be held on Feb. 23.

S.R. Jindal Prizes will also be awarded for crusade against corruption, rural development and gallantry.

Patron of the Foundation Sitaram Jindal said, Dr. Abdul Kalam has been selected for the award for his contributions in science and technology while Justice Santosh Hegde will be honoured for his extraordinary service in social development.

source: http://www.StarofMysore.com / General News / February 16th, 2012

City Doc Wins Prestigious National Gold Medal

Caption: Dr. Nairuthya Shivathirthan (centre) receiving the NBE gold medal from Union Health Minister Ghulam Nabi Azad at New Delhi on Feb. 1 as Lok Sabha Speaker Meira Kumar looks on.

Mysore, Feb. 4:

City-based well-known gastroenterologist Dr. Nairuthya Shivathirthan was recently presented a Gold Medal for Meritorious Service by the National Board of Examinations, at its 17th convocation on Feb. 1 at Siri Fort Auditorium, August Kranti Marg, New Delhi.

The award and citation was presented to Dr. N. Shivathirthan and others by Union Health & Family Welfare Minister Ghulam Nabi Azad, in the presence of Lok Sabha Speaker Meira Kumar.

Dr. Shivathirthan is the son of late K.N. Shivathirthan and Dr. B. Nirmala, proprietor of Karuna Hospitals in Kuvempunagar and Vinayakanagar in city.

Dr. Shivathirthan is presently serving as the IHPBA Fellow in Minimal Access HPB Surgery at the Institute of Mutualiste Montsouris in Paris, France.

Dr. Shivathirthan graduated in MBBS from the Mysore Medical College in July 2000, obtained MS (General Surgery) degree from the Rajiv Gandhi University of Health Sciences in Sept. 2006, became MRCS (Glasgow) and attained DNB (General Surgery) from National Board of Examinations, New Delhi.

“Receiving the prestigious award was a great moment for me. I have fulfilled my mother’s wish. I intend to serve Mysoreans better by bringing home the experience in health care from abroad,” said Dr. Shivathirthan, who happens to be the first Mysorean to win the NBE gold medal.

His mother Dr. Nirmala, a well known gynaecologist of the city, was beaming with pride on her son’s achievement. “Yes, I am very happy. But more than winning medals, it is important that he treats his patients with love and compassion. Along with vidya (education), one should also cultivate vinaya (humility),” she told SOM today.

source: http://www.StarofMysore.com / General News / February 04th, 2012

One self-made Indian woman can reform healthcare: The New Yorker

New York:

Amid concerns about runaway health spending, American industry leaders have said the world can find inspiration in India’s ability to provide low-cost medical innovation. Almost on cue, The New Yorker has a big profile of Kiran Mazumdar-Shaw, the founder of Biocon, India’s first and largest biotech company, started in 1978. The piece asks the question “Can one self-made woman reform health care for India, and the world?”

Kiran Mazumdar-Shaw, the founder of Biocon, India’s first and largest biotech company, started in 1978.  Reuters.

It cites her company’s work on diseases that are prevalent in countries like India, and also her philanthropic work to bring health care to the poor. Since 1996, Biocon has been developing its own drugs, in addition to generics. Biocon produces drugs for cancer, diabetes and auto-immune diseases.

“I would love to see one of our novel drugs make it big with the ‘Made in India’ label,” Mazumdar-Shaw, who at 25 created a biotech company by working out of the garage of a rented one-bedroom house in Bangalore,  told The New Yorker’s Ariel Levy.

Never mind that no one in the ’70s knew what biotech was, that she is a woman and that backers were hard to come by because of these two points. Today, Mazumdar-Shaw’s Biocon is a $1 billion operation.

Most importantly, it is in stage-three clinical trials for both a cancer treatment drug and a variety of insulin that can be taken orally, a product that has long been the global pharmaceutical industry’s “holy grail,” said the US magazine.

“I grew up being apologetic about India,” Mazumdar-Shaw told Forbes. “I felt a strong urge in me to create something that would be a piece of the new India. I did not want the new generation to feel apologetic.”

Well, India is far from apologetic about Mazumdar-Shaw’s Biocon Park which sits on a verdant 90-acre campus in Bangalore and houses some 5,000 molecular biologists, technicians and employees. At the entrance is an enormous sculpture of a double helix with the words “Recombinant Revolution” on the base.

Mazumdar-Shaw works a few doors down from her husband, John Shaw, who became Biocon’s vice chairman in 2001, three years after the couple married. John Shaw, who grew up in Scotland, came to Bangalore in 1991 as chairman of Madura Coats Ltd.

Mazumdar-Shaw told the magazine that she thinks of her husband as a “very secure person” who is comfortable in his role. “After we got married,” John Shaw told The New Yorker “we sat down and Kiran said, ‘Now, John. You’ve got a career in the textile industry. I’ve got a career in the biotech industry. One of us has to give up our career, and it’s not me.” When he looked at her accounts ledgers, he agreed.

In 2004, Biocon held an initial public offering (IPO), which brought Mazumdar-Shaw’s net worth to half a billion dollars. It is now almost double that, indicated The New Yorker. Not long afterward, she started the Biocon Foundation, to carry out her philanthropic work.

“Although charity is not prevalent among wealthy Indians — they give at about a quarter of the rate of Americans — Mazumdar-Shaw has spent $15 million on her cancer hospital and the Arogya Raksha,” noted The New Yorker.

The magazine highlighted Mazumdar-Shaw’s model for sustaining the 1,400-bed Mazumdar-Shaw Cancer Centre in Bangalore which treats poor patients for free or at steep discounts. At the center, the wealthy pay market price for MRIs and other diagnostic procedures, subsidising discounts for the poor.

“At 4 a.m, it’s free, 8 a.m to 5 p.m it is full price, 6 p.m to 10 p.m it’s half price,” Mazumdar-Shaw explained. She said that one-time donations — what she describes as a “turn-on, turn-off mentality” — won’t bring change; the market has to adjust.

What the Mazumdar-Shaw Cancer Center is doing is similar to the Madurai-based Aravind Eye Hospital. Deceased management guru CK Prahalad had trumpeted how the Aravind Eye Hospital had created a new hospital business model. Aravind’s founders use a tiered pricing structure that charges wealthier patients more for fancy meals or air-conditioned rooms, letting the firm cross-subsidise free care for the poorest. Aravind rotates its staff at its five hospitals to deal with both paying and non-paying patients so there is no difference in quality.

In addition to starting the Huskur clinic and nine others like it in Karnataka, Shaw-Mazumdar’s Arogya Raksha programme has started a micro-insurance programme and hired local women to go door-to-door offering screening services for oral cancer. Every year, Shaw donates $2 million to support health insurance coverage for 1,00,000 Indian villagers.

“Mazumdar-Shaw has become a national mascot for rectitude,” observed The New Yorker,adding that her company is run with deep “corporate nationalism” — you know there is going to be no tax fiddle. Not surprisingly, Mazumdar-Shaw was one of the first civic-minded Indian business leaders to tweet support for Anna Hazare.

source: http://www.FirstPost.in / by Uttara Choudhury / January 05th, 2012

Azim Premji: The bare-bones billionaire

True to form, Azim Premji has an austere meal in front of him.

It’s not for lack of choice. His company, Wipro Ltd., has laid out an array of decadent pastries, hot drinks and a rainbow platter of fruit for our interview at his new Canadian office. Mr. Premji, India’s third-richest man, has selected seven strawberries and a cup of tea.

Mr. Premji is not like other billionaires. He built his father’s vegetable oil company into a global software empire with operations in dozens of countries, yet he still flies economy class. He walks to work. He does not own a yacht. And in December, he was responsible for the largest lump-sum donation in his country’s history, pledging $2-billion (U.S.) to support rural schools in India.

That generosity is one of the reasons Western media have dubbed him India’s Bill Gates, the Microsoft founder who shares a technological bent and who, like Mr. Premji, dropped out of school. But Mr. Premji is different. For one, he returned to finish his degree in electrical engineering at Stanford University three decades later, a feat he’s quite proud of. For another, his vibe is more professorial than tech nerd.

Mr. Premji has long focused his attention on the developing world, seeing huge potential in major growth markets such as India, China and the Middle East. On this day, dressed in a dapper grey suit and burgundy tie, he is sitting in an office in an industrial area of Mississauga, talking about why Canada now plays such a key role in his company’s growth plans.

Sales here more than doubled in the past year, even before the company ramped up plans and decided to set up the Mississauga headquarters. Wipro aims to double revenue again in the next year. “It’s a reasonably large market. It’s English-speaking. We think it is a country which is economically very stable, growing, and it produces oil, which helps today in terms of having solid growth. And we have underinvested in it,” he says. “We’re taking it seriously now.”

Wipro now has 2,100 workers supporting its Canadian operations in business services, of which 300 are in Canada. It will add at least 100 more jobs in the country this year with its eco-energy division, which aims to manage energy reductions and cut companies’ carbon footprints. It will also branch out into servicing financial, retail and telecom firms in areas such as billings.

Mr. Premji is a journalist’s dream interview: his answers are succinct. He does not stray alarmingly off-topic. He remembers meeting you the year before. He doesn’t pepper his language with jargon.

His business background began with a lurch. At age 21, while studying at Stanford, he got a phone call informing him that his 51-year-old father had died of a heart attack. Azim would have to take over the family’s business – then called Western India Vegetable Products – with annual sales of about $2-million.

At his first shareholders’ meeting, he remembers someone telling him to sell his shares to an older colleague because he couldn’t run such a complex company. Instead, he bought business textbooks and studied them at night. He turned the cooking fat firm into a consumer products company that produced laundry soap and light bulbs. He diversified into information technology – printers and personal computers – and then into global outsourcing.

Today, Bangalore-based Wipro is India’s third-largest information technology exporter. It operates in 55 countries with more than 108,000 employees and sales of about $6-billion. Its businesses range from software and green energy services to consulting and outsourcing. Mr. Premji has a net worth of $16.8-billion, Forbes said this week.

The growth hasn’t come without setbacks. “Many things have failed,” he says. In the mid-1990s, he branched into financial services. “We didn’t understand the depth or the intricacy of the business. And we finally backed off. And we paid an expensive price for that.” What did he learn? “You cannot get into business for the fashion of it,” he says. You need a commitment which is long term and a commitment to leadership, because that’s the only way you build excellence.”

In a country plagued with corruption problems, he has made a public point of never paying bribes. “You can do clean business in India,” he says. “We have found we get better employees because of it, with more pride and more character. We get better partners, because they trust us. And we get more trusting customers because of it.”

Global challenges remain. Inflation is a broad concern – while he doesn’t see hyper-inflation, he is worried about rising prices in emerging markets.

“Messy consequences” from unrest in the Middle East is another worry. Everyone aspires to democracy, to a degree of control over their lives, he says. But in the process, there will be “uncertainty and major stumbling.

“And major frustrations expressed by people over what they’ve inherited.”

Economic clout is tilting towards emerging markets and away from advanced economies, he said in a recent speech at the Davos World Economic Forum. In the next decade, he expects emerging countries will have a $20-trillion economy – much larger than the $15-trillion U.S. economy. That means multinational companies will have to develop affordable products to suit local needs, he believes.

Much of his own attention is shifting. On Dec. 1, Mr. Premji said he plans to transfer $1.95-billion worth of shares to a trust that will fund social initiatives, particularly elementary education in rural India. He now spends 10 per cent of his time on the foundation, and he expects that will grow to a quarter of his time in the next few years.

Mr. Premji won’t say whether he plans to give away all his money, à la Warren Buffett. But he has said the trust is expected to expand “significantly” in the coming years. He sees this as the single best way of improving his country.

Much of Mr. Premji’s efforts are focused on girls – keep them in school, give them a basic education, ensure teachers show up for work, empower female leaders at the village level and you will see better health outcomes and smaller families. “How can you contribute towards building the Indian society and the Indian nation? No better way than to upgrade the quality of young people in school, particularly the schools which are run by the state government in the villages.”

Then, there is the matter of Mr. Premji’s frugality. He has made some concessions in recent years – he now flies business class on long-haul flights, and economy domestically. He used to drive a Ford Escort, then a Toyota Corolla. These days it’s a Volkswagen Skoda Laura. He is still arrives at the office at 6 a.m., works until almost 7 p.m. and toils after dinner and on weekends. He treks in the countryside, alone or with companions, on the weekends to clear his head.

His sister lives in Halifax with her children. Mr. Premji appears to genuinely like Canada – and is impressed with the Indo-Canadian community, which numbers close to a million people and has potential to help strengthen trade ties between the two countries.

“The Indian community in Canada has integrated much better than the Indian community in United States. They’ve become really Canadian at the same time as keeping all their Indian characters and customs and social groups. It’s a very unique blend, I’ve not seen it in this intensity anywhere else. And they’re doing well.”

source: http://www.theglobeandmail.com / by Tavia Grant / for Saturday Globe and Mail / Mar 11th, 2011

‘I’ve Been the No.1 Factor in Every Step Infy Took’

Taking his last bow at the Infosys AGM on Saturday, chairman and chief mentor N R Narayana Murthy talks of his 30-year legacy and of what it means to dare to hope

 

There is an almost Jesuit sense in the way N R Narayana Murthy sees the role of luck in life. The man, who has come to personify the phenomenal success story of India Inc, has repeatedly dwelt on how turning points in life are often fortuitous events though, to make the most of it, one’s response to it is anything but.

At the 30th Annual General Meeting of Infosys on Saturday, in effect his last working day before he formally retires as chairman of the board on August 20, NRN spoke of his three-decade experience leading his company with a seed capital of $250 to one that generated a revenue of $6.1 billion in 2011, as “both exhilarating and humbling”. In his valedictory speech, he went on to speak of how his story is one of what any average person anywhere is capable of doing, but behind the aspartame phrases, one could detect the grit that made him, over the years, take the life and death decisions his co-founders often shied away from.

Twenty years ago, on a blustery Saturday afternoon not very different from the one yesterday, in a small office in a leafy lane in Bangalore, NRN, by his own account, sat without saying a word for four hours. After nine years of unremitting, often despairing, work Infosys had finally begun to make some money.  The company, defying the doomsayers, had proved that it cannot be written off, and more importantly a foreign investor was willing to shell out a million US dollars to buy it. His six co-founders – including the likes of Nandan Nilekani, Kris Gopalakrishnan and Shibulal – debating the offer in the room, to a man wanted to sell.

Then NRN spoke and he provided an entirely different perspective on the Indian economy’s liberalisation that was just kicking in, of the possibilities it afforded and of which the buy-out offer itself was a small encouraging sign. He spoke passionately but to the point, and in half an hour he had won new converts and the company has since then never looked back. He was the real progenitor of Friedman’s ‘flat world’ though the credit, at least for its conceptualisation, goes to the more articulate Nilekani. On Saturday, at the AGM, NRN, untypically, allowed a little triumphalism to creep into his speech when he pronounced, “I have always been the No 1 actor in every decision this company has made.” It was sharp and unambiguous, and it was fully merited.

As a student in the district headquarters town of Mysore in the mid-1960s, NRN’s dream was to become a “junior engineer in a hydroelectric project in the new temples of Nehru’s India.”  The most he would he concede to his ambition was the “macho” one of building a generator for the power plant. But then, life began to give him chances, unlooked for, unforeseen.

Narayana Murthy’s wife Sudha with son Rohan and daughter-in-law Lakshmi Venu at the Infosys AGM

From Kanpur IIT where a fortuitous meeting with an American academic revealed to him the magic of computers and his stint in IIM-Ahmedabad, to his now mythologized hitchhike from Paris to India, rudely interrupted by 72 hours in a Bulgarian prison that rid him of his Leftist sympathies forever, NRN learnt to see both triumphs and trials as tacit lessons for continuous improvement. “Learning from experience, however, can be complicated. It can be much more difficult to learn from success than from failure. If we fail, we think carefully about the precise cause. Success can indiscriminately reinforce all our prior actions,” he said at a pre-commencement address in 2004 for students of New York University’s Stern School of Business.

It is this relentless rigour that saw him lead the Infosys turnaround in the late nineties and make it the first-ever Indian registered company on the Nasdaq. He was the main architect  when it pioneered such things as stock options for employees, internal transparency, a fun-filled workplace ethic and global delivery model that made Infosys, all of which became the industry norm for corporate governance and, far more importantly, showed the world what was capable with just brain power and sweat equity.

Of late, Infosys has slipped to second place in the IT sector behind main rival TCS in terms of net profits, and its last quarter results were not particularly favourable, a point that came in for some criticism on the part of the shareholders at the AGM. From August 20, when NRN turns 65 and will be divested of all official roles in the company he founded, a new leadership, many of them his trusted protégés, will take over. The jury, as it indeed is in such cases, is out on what they will be able to do the company in the long term, but NRN apparently has ensured that his main legacy that he bequeathed in the form of casually dressed men and women seen loitering in Infosys campuses, often the best and the brightest, who, when confronted with a problem and its even more outrageous solution, retort ‘why not’?

At the AGM towards the end, as the pathos-filled lyrics of Kabhi Alvida Na Kehna livened up a power-point presentation, NRN, seated on the dais, was a study in concentration. In the reticence, and the slightly sagging shoulders, however, one imagined a little pensiveness. But the man, as always, has his future decoded and ready. As he has said: “I believe that we have all at some time eaten the fruit from trees that we did not plant. In the fullness of time, when it is our turn to give, it behooves us in turn to plant gardens that we may never eat the fruit of, which will largely benefit generations to come. I believe this is our sacred responsibility, one that I hope you will shoulder in time.” Those words, like the man’s name, are bound to endure for a long time.

source: http://www.bangaloremirror.com / Cover Story / by Anil Nair / Sunday Jun 12th, 2011

Kodagu Celebrates Arjun’s Selection as Hockey Captain

Arjun Halappa, lad from Kodagu will lead the Indian Hockey team in the Sulthan Ajhlan Shah Cup hockey tourney to be held in Malaysia, next month.
Indian Hockey team captain Arjun HalappaIt is after several years that a Kodava will be leading the Indian Hockey and with this selection, Kodagu district has a reason to celebrate as hockey has been an inseparable part of Kodagu culture. 

Arjun is the son of B K Halappa and Pramila from Somwarpet. Arjun has been playing in the hockey team for the last 11 years.

With Arjun Halappa leading the team, he becomes the 6th Kodava to lead the India Hockey team, after M P Ganesh, B P Govind, M M Somaiah, B P Subramani and A B Subbaiah.

Basking over his son’s achievement, proud father B K Halappa speaking with the reporters said that he was sure that his son would get the opportunity to lead the Indian team one day or the other.

Mother Pramila, recalling Arjun’s childhood days, said that he used to take part in school-level hockey tournaments and had led the team at various levels. “I am sure he will excel as the captain of Indian Hockey team. It is a big responsibility but I have great confidence that he will do his duty with all dedication,” said Pramila.

Arjun’s wife Bhavana expressing her feeling said that Arjun has gained lot of experience after being in the team for 11 years and captaincy for him can be a platform to revive the glory of the national game.

However, the hockey fans who have always felt that Arjun should have been selected as the captain long back, still have a reason to rejoice because it is better late than never.

 

source: http://www.deccanherald.com / DHNS / Somwarpet / April 07th, 2011

 

 

Common Man’s “Sweet” Doctor of Mysore

service Physician Dr V Lakshminarayan who has received wide acclaim for his research publications in international journals is a common man’s doctor in city. Through his selfless service, he is a household name in Mysore, writes Eswar Singh K R
Dr V Lakshminarayan being felicitated at a programme organised by Mysore Clinical Society on the occasion of the release of his book on diabetes and its effects at a programme, in Mysore.  dh photoDiabetes is the leading cause of chronic kidney disease (CKD) and end-stage renal disease (ESRD). The sedentary lifestyle and food habits are increasing the risk factors for the younger population to become prone to diabetes, even as more youngsters are found positive for high level of blood sugar. 

One name that is synonymous with diabetes in Mysore is Dr V Lakshminarayan’s. For more than three decades,  Dr Lakshminarayan is treating patients with diabetes and at the same time doing his study on the patterns of diabetes, its effects and finding ways to improve the health of diabetics. A majority of his study has been published in reputed journals in India and abroad.

Lakshminarayan was presented Vaidya Rathna award in recognition of his service in the medical field.

His study on Efficacy of Safety of Valsartan in Preventing the Progression of Nephropathy in Indian diabetes miletus patients received wider acceptance, including from American Diabetes Association.

Talking to City Herald, Dr Lakshminarayan said Microalbuminuria (MAU), the condition where the albumin exceeds 30 mg in urine requires attention. It is the earliest clinical sign of diabetes nephropathy. Many studies suggest that MAU is an independent risk factor for both cardiovascular disease, CKD and ESRD.

Over a period of 10-15 years, the improper treatment of diabetes is bound to affect kidney, which can lead to the end-stage renal disease. “Once a patient reaches ESRD,  medicine will not be of much use. The patient has to either undergo dialysis twice a week or have to go for the transplantation of kidney.

Therefore, early treatment is necessary to prevent ESRD detecting MAU in early stage by Micro Albuminuria test,” says Dr Lakshminarayan.  The 68th scientific session of American Diabetes Association held at Moscone Convention Center, San Francisco, Los Angeles, United States in 2009 declared that the study was beneficial in preventing progression of diabetes nephropathy at the stage of micro albuminuria in DMT patients.

The ADA journal also published Lakshminarayan’s study which  said that no adverse effects were found in any patients treated with Valsartan for 16 weeks.   Dr Lakshminarayan has also made elaborate study on relationship between diabetes and sexual dysfunction and other subjects.

He was the personal physician for Rashtrakavi Kuvempu for about a decade. Though, Kuvempu was not a diabetic, Dr Lakshminarayan treated him for hypertension and other general old-age related health disorders. “The service that I rendered for Kuvempu will be an unforgettable memory in my life,” the physician says.

Dr Lakshminarayan who currently runs Shreehari Diabetes Foundation on Anikethana Road in Kuvempunagar has served in various capacities in State government and in medical education field. He is widely regarded as common man’s doctor due to his selfless service in medical field. Lakshminarayan, who is a lifetime member of American Diabetes Association is invited as the honorary delegate for the annual ADA conference to be held at United States next week.

 

source: http://www.deccanherald.com / by Eswar Singh K R / June 20th, 2011/ Mysore City Herald

 

 

He was Destined to be an IAS Officer

BANGALORE:

He had the options of becoming a professor at the University of Florida, taking up aUnited Nations job and becoming a globe-trotter, earning tax-free income before taking voluntary retirement, or joining the IAS, which he had cleared in top form. Away in the US for a doctorate in criminology, deciding on one of these options was something which 26-year-old S M Jaamdar found difficult to do in 1979.

His procrastination made the central government give him a final call to either take or give up the IAS career. Coaxed by his father and wife, Jaamdar reluctantly chose to go down the bureaucratic path.

“I went directly from the US to Tarikere in Chikmagalur as assistant commissioner. My professor in the US, Vernon Fox, analyzed the three job prospects saying my country had sent me to study and use the knowledge back home. His advice helped me.”

But within six months Jaamdar called it quits and went to the UK only to return in 1984 to resume his IAS career. Today, he has no regrets about coming back. His most memorable and highly trying stint was as commissioner, resettlement and rehabilitation (R&R) of persons displaced by the Upper Krishna Project (UKP) in 135 villages of Bagalkot and Bijapur.

12 YEARS IN BAGALKOT

During the 12 years (1994-2006) spent in carving out a new town __ Nava Nagar __ in Bagalkot, Jaamdar reported to five chief ministers of four governments belonging to three different parties and came to be known as “people’s man”. Two arches in his name were put up on National Highway 13. But local politicians were not happy with him. “There was frequent pressure from netas to replace me, but none of the CMs yielded.”

The World Bank, while resuming funding for the UKP, put forth a condition that the official in charge of R&R cannot be changed till work is completed. “It was a challenging 24×7 job. Every day, bus-loads of people would come with their problems. I tried solving them by taking a decision on the spot and issuing relevant orders,” he recalls. Prominent among his many memories is the 1997 floods, when 300 people had to be shifted in boats at 7pm.

SOLD PROPERTY TO STUDY

Studying for two masters degrees and a doctorate was financially not easy for Jaamdar. His father used to own lands at Ramdurg in Belgaum district but lost them due to bad management. “I lost my mother in infancy and my only sibling was a sister eight years older to me. My father, who had studied till seventh standard in Marathi, was keen that I should get the best of education. To pay my SSLC fee, he sold two acres of land and during my PUC, some gold ornaments.” Appearing for the IAS was sheer accident and this time he was inspired by neighbours, the Rege family, where the father, daughter and uncle were in the IAS.

EARLY MARRIAGE

“I can call mine a sort of child marriage as I was only 20 when my father got me married. I’d got a scholarship to Stockholm University and my father decided if I’m not married I would either not come back or if I did, I’d not return alone.” He adds in a lighter vein, “My in-laws were ready to take the risk of me being away for a long time. That’s possible only if you don’t have a demanding wife.” His wife, of the reticent kind, is from Torgal in Belgaum.

Jaamdar credits his wife for the upbringing of their four children. Two daughters are married __ Meena, a doctor, is in Singapore and Naina, a software engineer, is settled in Arizona, US. The youngest Sapna is a techie working with Accenture, while son Chetan is doing his BE in telecommunications. “It was our mother who took care of us entirely,” says a candid Naina.

US STYLE IN BUREAUCRACY

Any person who walks into his chamber is first made to sit. “I learnt this in the US that even if you cannot help a person, just listening makes a difference.”

ME AND I…

“I am supposed to be snobbish and arrogant. That’s because I don’t mix with people and am not bothered. I am cruel with my staff and suspend or dismiss them if they don’t do what’s to be done. My new posting as principal secretary (home) is of a sensitive and secretive nature.”

Quote Hanger

I have taken up the role of mentor at the School of Criminology and Criminal Justice in Belgaum which is affiliated to Rani Channamma University. The government has allowed me to visit the institute once a week. A year from now, when I retire, I will be the dean.

OFFSIDE

* I am a sharp-shooter and learnt it when I enrolled for the officers’ training unit, from which I dropped out. Had I continued, I would have been a major-general now.

* I believe in God, but not in religion.

FAVOURITES

Interests: Architecture, landscaping, photography

Movies: Watched Ingrid Bergman’s 29 of 37 films. Likes Western classical and old Hindi film songs

* Food: Vegetarian and Italian

 

source: http://www.timesofindia.indiatimes.com / by Nigar Ataulla / TNN / June 06th, 2011

Remembering DEVRAJ URS

 

D. Devaraj Urs was a rare breed of politician who had earned a special place in the hearts of people. Coming from a microscopic community and with no backing of major communities, Devaraj Urs became famous not only in the State politics but also throughout the country through his social concerns.

The former Chief Minister was a strong advocate of social reforms and strove hard for ensuring social justice. As such, it would be apt to call him a social reformer rather than a politician.

A great humanist

Basically a politician with a humane outlook, Devaraj Urs widely believed that only 10 percent of the people lived a luxurious life at the expense of 90 percent of poor people, a majority of them being manual labourers, who included farmers and the working class. Urs always stood by the notion that “The entire nation will come to a standstill if the working class stopped working; but at the same time, nothing will change if the elite class, which constitutes only 10 percent of country’s population, stop their business. As such, working class should get its due share and honour to keep the country’s wheels moving.”

Devaraj Urs also believed that no political changes can be brought about if there was no deviation from old practices. As such, he constituted a youth force, represented by almost all communities, to play an active role in politics, which turned out to be a big success for him. Some of his young followers then included the likes of R. Gundu Rao, M. Veerappa Moily, S. Bangarappa and S.M. Krishna, who all became Chief Ministers of the State later and some SC/ST leaders like Mallikarjun Kharge, T.N. Narasimha Murthy, K.H. Ranganath, B. Shankarananda, B. Basavalingappa, L.G. Havanur etc, who have made a mark for themselves in State politics. The other Backward Class leaders groomed by Urs included Dharam Singh, K.T. Rathod and Shivanna.

A social reformer

Despite his penchant for uplifting the Backward Classes and down-trodden, Urs did not believe in caste system as he perceived it as a great tragedy, brought about by some self-centred rulers of the past purely to nurture their self-interests.

Realising the gross inequalities that existed between the working and the non-working class, Urs was of the firm opinion that the first task ahead of him was the eradication of caste system. As such, he brought in several political, economic and social reforms. Believing that there should be no person in this country who does not possess a single piece of land, Urs ushered in a new land policy that was targeted at distributing land to the landless labourers. He also took great pains to provide shelter to the shelterless under Garibi Hatao Scheme. He also strove hard for eradication of bonded labour, besides launching a massive rehabilitation programme for the victims, which brought about a revolutionary change.

Apart from this, Devaraj Urs constituted the L.G. Havanur Commission for Backward Classes, whose report is often referred to by many as the Bible for Backward Classes.

Acting on the Commission’s report, Urs lent voice to the voiceless backward class and microscopic communities by introducing reservation for them. Apart from instilling confidence among them, Urs gave them strength to fight for their rights, thus sowing the seeds for a new kind of social revolution.

Urs introduced a policy which was termed ‘The tiller owns the land,’ which brought revolutionary changes in land ownership, at a time when land was owned by a few elite and powerful, only to hang on to their prestige and status in the society. Urs, taking note of the exploitation that the labourers and land tillers were subjected to, introduced sweeping reforms by bestowing land ownership rights to them. With the introduction of this reform, the benami land owners had to hand over the land to farmers.

Urs, who maintained a strong political will, resisted pressure from vested interests to introduce the revolutionary ‘Land Reforms Act.’ With the introduction of this revolutionary Act, Urs had to face the wrath of the dominant Vokkaliga and Lingayat communities, who owned a major chunk of the land in the State. These communities, unable to stomach the revolutionary changes in land holdings, launched a vicious campaign against Urs, claiming that he had deceived them.

Tragic hero

It was Devaraj Urs who pulled up Indira Gandhi from near political oblivion following her defeat in the 1977 Lok Sabha elections, by providing her an opportunity to contest the byelection from Chikkamagalur Lok Sabha constituency. The win in this election saw the revival of Indira’s political fortunes. But some elements within the then Congress party, unable to fathom Devaraj Urs’ clout, began making complaints against him, besides launching a smear campaign, even terming him as the ‘father of corruption’. This resulted in serious differences cropping up between Indira and Urs, following which they fell apart and the rest in history.

Urs did not amass wealth of enormous proportions and instead, fell victim to a malicious campaign against him that made him ‘look’ corrupt.

Urs, who dedicated his entire political career for the upliftment of the poor and the downtrodden, was unjustly labelled as corrupt by his adversaries. He can be termed as a tragic hero of politics very much complying with the Kannada adage: Sharanara Savannu Maranadalli Kaanu (See the saint in his death).

His popularity among the masses can be gauged by the huge turn-out of supporters enroute when his body was being brought by road from Bangalore to his native place Kallahalli in Hunsur taluk on June 6, 1982, the day he died.

An architect of social change

D. Devaraj Urs, who created an entirely different political thought through his governance as the Chief Minister of Karnataka for eight years, hails from the 50,000 strong Urs community. While governing the State, Devaraj Urs took into consideration mainly the welfare of the people and for this cause, he did not hesitate to alter the law. He expected even his Cabinet of Ministers to be prompt and efficient in their work. There were no complaints about financial matters and release of funds to pay the salary of teachers or the bills of contractors in his government.

It was Devaraj Urs who laid the foundation for the internationally renowned Electronic City in Bangalore. He approved the proposal of R.K. Baliga to develop the Electronic City in 1970 and its foundation laying ceremony was held in 1976. Urs brought a new scheme to light up the homes of poor by facilitating supply of electricity to all.

This architect of social change is being remembered by the citizens of Mysore on his 29th death anniversary tomorrow (June 6) through a seminar on ‘MPs remember Urs’ under the leadership of H. Vishwanath, Lok Sabha Member from Mysore, at Rani Bahaddur Auditorium, B.N. Bahaddur Institute of Management Sciences, Manasagangotri, at 11 am.

A profile

D. Devaraj Urs was born on Aug. 20, 1915 at Kallahalli in Hunsur taluk, Mysore district. He was the son of Devaraj Urs and Devirammanni couple. His brother was Kemparaje Urs. Devaraj Urs had his primary and high school education in Urs Boarding School, Mysore and later BA Degree in Maharaja College. He later returned to Kallahalli and engaged himself in agriculture.

But his innate leadership quality did not let him stay in the village and brought him to politics. He entered politics in 1952 and was an MLA for 10 years. When Congress split in 1969 as Samstha and Indira Congress, he stood with Indira Gandhi. He became the Chief Minister (fifth Assembly) for the first time from 20.3.1972 to 31.12.1977, later for the second time from 17.3.1978 to 8.6.1980 (sixth Assembly). Devaraj Urs was married to Chikkammanni and blessed with three daughters — Chandra Prabha, Nagarathna and Bharathi. He passed away on June 6, 1982.

… in the eyes of his daughter

“My father entered politics for serving people. He had no other ambition,” says Chandra Prabha Urs, former MLA and daughter of late Devaraj Urs.

“He was the member of Praja Pratinidhi Sabha of the erstwhile Mysore State. His rurality which was infused into his personality, bestowed him with qualities like helping nature, impartial justice, etc. He took the State towards development as MLA for 10 years and Chief Minister for 8 years.

“During his tenure, he introduced many pro-people schemes. When the Land Reforms Act was enacted, he was the first person to give his six acre land to a poor Dalit named Cheluvaiah.

“Himself an agriculturist, my father tilled his farm land, lovingly looked after the cattle by washing them and milking. He was a living example for the phrase ‘Work as a servant, eat as a king’ (aalagi dudi, arasaagi unnu).

“As a Chief Minister, he gave first preference to irrigation, agriculture and electricity as these were the three facilities much needed by the farmers. He never misused his power. One day in 1974, two years after he became the CM, he called his family members together and said, “The citizens of the State have given me this position. I will use my power for their welfare. You should not succumb to any lures. His words are still ringing in my ears.”

“My father looked after all three of his daughters as sons. Those were our childhood days. We went around the villages in bullock cart carrying the National Flag for election campaign. In those days, campaigning was not as grand and pomp as it is now. My father sold his land to fund the election campaign. This money would be spent on publicity, pamphlets and conducting functions. The politicians then did not distribute cash. A very down-to-earth person, he solved the grievances of the public on-the-spot.

“He was fond of ragi mudde, rotti, soppina saru and other simple dishes. He never went to five-star hotels in the name of functions, but sat on mats and satiated himself with simple food.”

source: http://www.starofmysore.com / Jun 05th, 2011