A seasoned administrator with over three decades of experience, H. Rajesh Prasad, senior IAS and newly appointed Chief Secretary of Chandigarh, steps into office at a defining moment for the city. Known for steering complex reforms in challenging environments such as Jammu & Kashmir, and for his quiet, results-driven leadership across multiple regions of India, Prasad brings a governance style rooted in discipline, empathy and long-term vision. Inspired by Dr. A.P.J. Abdul Kalam and grounded in public service, he speaks candidly about leadership, reform, people-centric administration and his roadmap for Chandigarh’s future as a modern global city with its heritage intact. Here is a conversation between the senior IAS and TLJ Magazine’s Chief Consulting Editor Dr Neha Miglani.
What inspired you to join the civil services? Looking back three decades, what would you have been if not in the IAS?
My journey was quite organic. Initially, like many young people, I was simply looking for a stable job. I joined the Bank of Baroda as a probationary officer, which was a respectable position at that time. However, very soon I realised that I was looking for something more challenging, something that allowed a wider scope of responsibility and impact. The civil services offered exactly that platform. It was demanding, intellectually stimulating, and required continuous engagement with real-world problems. Once I entered the service, I made a conscious decision that if I am here, I must give my absolute best. I can say with satisfaction that I have tried to do that throughout my career.
Who has been your personal and professional role model?
My personal and professional role model is the same – Dr. A.P.J. Abdul Kalam. I never had the opportunity to work with him directly, but his life and work have deeply influenced me. I have read his books, watched his interviews, and closely observed his interactions with people, especially children. What stands out is his simplicity, clarity of thought, strong people’s connect and unwavering vision for the nation. His contribution to India, combined with humility and integrity, makes him an unparalleled source of inspiration for me
A lot has been written about your tenure in Jammu & Kashmir, particularly regarding power-sector reforms. What stands out from that experience?
Jammu & Kashmir was undoubtedly one of the most challenging and significant assignments of my career, especially because it came soon after the abrogation of Article 370. I was entrusted with the power sector at a time when reforms were long overdue and the sector was under severe stress. Power losses were extremely high, infrastructure was weak, and reforms mandated by the Electricity Act had been delayed for years.
With the support of my team, the Hon’ble Lieutenant Governor, and later the elected leadership, we initiated transformative reforms. Power losses were reduced from around 65 percent to about 30 percent. We fast-tracked hydroelectric projects worth nearly ₹25,000 crore, strengthened transmission and distribution networks, and entered into power purchase agreements exceeding 2,500 MW to secure future demand for the next 15 years. These reforms were essential for economic development, tourism and employment generation.
Reforms often face resistance. How did you handle opposition, especially to smart metering?
Resistance is inevitable whenever accountability is introduced. Smart metering faced strong opposition initially, and it even became an electoral issue. Many households were being metered for the first time, which naturally caused discomfort. However, by clearly explaining that these reforms were in the larger public interest and crucial for development, we were able to gradually build acceptance.
By the time I left, over 10 lakh smart meters – nearly 50 percent of the total – had been installed. The reforms were implemented in such a structured and transparent manner that reversing them would have been impractical. Today, they have taken firm root and are being carried forward.
Will your experience in Jammu & Kashmir help Chandigarh at this critical juncture?
Every assignment adds to one’s administrative understanding. Chandigarh is at an important stage of transition, and strong infrastructure is the backbone of any city’s growth. Whether it is power, health, transport or digital governance, the principles remain the same – clarity of intent, teamwork, leadership commitment and public interest at the core. While each city has its own context, past experiences certainly help in shaping effective governance strategies.
Would you describe yourself as a people-centric administrator?
Absolutely. Throughout my career, I have believed that administration exists to serve people. Listening to citizens, understanding their concerns and addressing grievances are fundamental duties. However, this must always be done within the framework of law. Governance cannot be arbitrary. Justice, fairness, transparency and equal treatment are non-negotiable in a democratic setup. While everyone has expectations, not all demands can be met if they fall outside legal provisions.
What kind of leader are you to your team?
I believe in guiding, mentoring and reviewing performance regularly. I am very focused on execution and outcomes. Rules and procedures are important, but they are a means to achieve results, not an end in themselves. Delivery of public services, timely execution of projects and accountability matter the most. For those who perform, I am extremely supportive. For those who do not, I am firm and demanding.
What keeps you grounded despite holding senior positions?
I have always viewed public office as a responsibility, not a source of authority or ego. I come from an agricultural family and have personally experienced how difficult it can be for ordinary citizens to navigate government systems. That experience has stayed with me. Empathy, approachability and integrity keep me grounded. If one cannot serve with humility and fairness, one does not deserve to occupy the chair.
What is your vision for Chandigarh as Chief Secretary?
Chandigarh must evolve as a modern city while preserving its unique heritage character. Our priorities include a ₹2,000-crore multi-speciality hospital, a critical care centre, an international convention centre, transit-oriented development, improved parking systems, digital governance, efficient waste management and upgraded public infrastructure.
While heritage sectors will remain protected, economic activity, employment generation, health tourism, education and business development must move forward. Chandigarh should emerge as a regional hub with global standards of living and governance.
How do you see education sector evolving in Chandigarh?
Education is indeed one of my favourite areas. Chandigarh already performs exceptionally well in schooling and higher education, with institutions such as Panjab University and Punjab Engineering College. Our aim is to further strengthen quality, inclusivity and innovation, ensuring that education standards here match global benchmarks while remaining accessible and equitable.
Please tell us about your background. Do you come from a family of bureaucrats?
No, I do not. I come from an agriculturalist family. I remain closely connected to agriculture, gardening and nature. These activities keep me balanced, grounded and connected to my roots.
Finally, what message would you like to give to the youth of Chandigarh?
This is the century of the youth. Time is the most valuable asset, and once lost, it cannot be recovered. I urge young people to invest their time in learning, skill-building and pursuing their passions with discipline and focus. Every individual has immense potential, but it must be realised at the right time. The future belongs to those who prepare for it today and dedicate themselves sincerely to personal growth and nation-building.