Maharashtra Food and Drug Administration Commissioner Tukaram Mundhe has attracted international attention after The New York Times described him as a “Rock Star” for his work enforcing food safety regulations in the state. Responding to the coverage, the senior IAS officer said good governance should not be measured by media attention but by the difference it makes in people’s lives. The New York Times published a report on October 4 under the headline “In India, a Food Safety Inspector Is a Rock Star”, followed by another headline describing how diners had turned a food safety chief into a popular figure.

Mundhe responded to the reports by stressing that public service should remain focused on protecting citizens and strengthening institutions rather than creating individual personalities. In a post shared after the New York Times coverage, he said food safety was ultimately about protecting people, upholding standards and building public trust. He added that when enforcement is carried out fairly and consistently, institutions gain credibility and citizens develop greater confidence that the system works. “Good governance is not about making headlines,” was the central message of his response.

The New York Times report comes days after the BBC also featured Mundhe in an article examining why some Indian civil servants become unusually popular for carrying out their official responsibilities. Published on September 27, the BBC report, titled “Why some Indian civil servants become heroes for doing their jobs”, highlighted Mundhe’s enforcement drives since he took charge of the Maharashtra FDA. His teams have inspected restaurants and other food businesses, with violations including poor hygiene, pest infestations and expired food reportedly being identified during inspections. The report also noted that Mundhe had raised concerns about disparities between the prices hospitals pay for common medical supplies and the amounts charged to patients.

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Mundhe took charge as Maharashtra FDA commissioner on May 25 and has since become a prominent figure on social media, with videos and images from inspections being widely circulated. The attention has made him one of several Indian civil servants whose enforcement work has generated a strong public following. The BBC report placed his popularity in a broader context, noting that government officials are often associated by citizens with delays, bureaucratic hurdles and lengthy procedures. Against that backdrop, officials seen as taking quick and visible action can attract unusual public appreciation. At the same time, the report noted that strict enforcement can also draw criticism, particularly when businesses or affected groups consider the measures too rigid.

Mundhe has previously made clear that he does not view individual popularity as the ultimate objective of public administration. Responding to the BBC coverage, he said society may celebrate individuals who make a difference, but the larger goal should be to build institutions that deliver consistently. He has argued that leadership in public life should be centred on public interest, integrity, fairness and accountability rather than prominence or personal recognition. His recent posts similarly emphasised that public institutions should not depend on individual “heroes” and that the real test of leadership is whether an officer leaves institutions stronger.

Mundhe’s current tenure has also revived public interest in his long career in the civil services. According to reports, he has been transferred 25 times during a 21-year career, a detail that has contributed to his public profile. His recent food-safety enforcement campaign has now taken that profile beyond India, with both the BBC and New York Times examining why an official performing routine regulatory duties has become a public figure. For Mundhe, however, the focus remains on enforcement, public health and institutional credibility rather than the attention generated by his work.

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