As an Aerospace Engineer, I always thought the world revolved around the hi-tech industry, especially related to the field of aviation. But as I ventured into the world of philanthropy, I realized that the world is much bigger than that. The problems confronting humanity are vast and varied, yet far less cumbersome than solving partial differential equations of aerodynamics. Resolving issues confronting humanity creates a far greater impact than combating technical challenges such as the re-entry of a space vehicle into the Earth’s atmosphere.
This realization enabled me to refocus my energies toward the Society for Audiological and Developmental Ailments (SADA). This refocus resulted in my transformation from a “Swift Retort” mode to an “Enduring Response” regimen. Let me assure you that here we are dealing with hi-tech solutions to the problem of hearing impairment. I consider it a great honour to be the first Chief Executive Officer (CEO) of SADA.
According to statistics available from the World Health Organization (WHO), around 466 million people worldwide have disabling hearing loss. It is estimated that by the year 2050, over 900 million people, including around 65 million children, will have disabling hearing loss. It is also estimated that 60% of childhood hearing loss is due to preventable causes. To address this, early detection and appropriate intervention are of paramount importance.
Hearing loss not only impacts an individual’s ability to communicate with others but also has social, emotional, and economic effects on the entire family and society. In developing countries like ours, children with hearing loss and deafness rarely receive decent schooling.
At SADA, it is our endeavor to work with all stakeholders toward early detection, intervention, and need-based schooling of affected children, enabling their placement in mainstream educational institutions and helping them become productive members of society. I look forward to the continued support of our esteemed donors, the guidance of the Executive Body and Steering Committee, the cooperation of parents, and most importantly, the dedicated efforts, innovative approaches, and new strategies put forward by my colleagues in achieving SADA’s short-term and long-term goals.
Air Commodore (R)
Inam Ul Haq Raja, SI(M)
CEO – SADA