economics

DELHI TECHNOLOGICAL UNIVERSITY

Social responsibilityof engineering institutions

SPECIAL REFERENCE TO DTU

BYHARSH JAIN 2K11/EP/028KARTIK MAHAJAN 2K11/EP/028AKSHAY DAHIYA 2K11/EP/028LOVE KUMAR 2K11/EP/028MANISH SINGH 2K11/EP/028

SUBMITTED TO:Ms. SEEMA SINGH

2012-13

A

INDEX* SALIENT FEATURES OF INDIAN ECONOMY

* SOCIAL RESPONSIBILITY OF ENGINEERING INSTITUTIONS

* SUCCESSFUL INTERVENTION

* UNSUCCESSFUL INTERVENTION

* ROLE OF DTU

INDIAN ECONOMY

The Economy of India is the ninth largest in the world by nominal GDP and the third largest by purchasing power parity (PPP). The country is one of the G-20 major economies and a member of BRICS. In 2011, the country's GDP PPP per capita was $3,703 IMF, 127th in the world, thus making a lower-middle income economy.

The independence-era Indian economy (before and a little after 1947) was inspired by theSoviet model of economic development, with a large public sector, high import duties combined with interventionist policies, leading to massive inefficiencies and widespread corruption. However, later on India adopted free market principles and liberalized its economy to international trade under the guidance of Manmohan Singh, who then was the Finance Minister of India under the leadership of P.V.Narasimha Rao the then Prime Minister. Following these strong economic reforms, the country's economic growth progressed at a rapid pace with very high rates of growth and large increases in the incomes of people.

India recorded the highest growth rates in the mid-2000s, and is one of the fastest-growing economies in the world. The growth was led primarily due to a huge increase in the size of the middle class consumer, a large labor force and considerable foreign investments. India is the fourteenth largest exporter and eleventh largest importer in the world. Economic growth rates are projected at around 6.9% for the 2011-12 fiscal year.A combination of protectionist, import-substitution, and Fabian socialist-inspired policies governed India for some time after India's Independence from the British. The economy was then characterised by extensive regulation, protectionism, public ownership, pervasive corruption and slow growth.Since 1991, continuing economic

liberalization has moved the country towards a market-based economy. A revival of economic reforms and better economic policy in first decade of the 21st century accelerated India's economic growth rate.

SOCIAL RESPONSIBILITY OF ENGINEERING INSTITUTIONS.Being Socially Responsible means that people and organisations must behave ethically and with sensitivity toward social, cultural, economic and environmental issues. Striving for social responsibility helps individuals, organisations and governments have a positive impact on development, business and society with a positive contribution to bottom-line results.

“I am of the opinion that my life belongs to the whole community and as long as I live, it is my privilege to do for it whatever I can.  I want to be thoroughly used up when I die, for the harder I work the more I live.”  ~George Bernard Shaw

Educating Students for Social Responsibility aims to reclaim and revitalize the academy’s role in fostering students’ development of social responsibility. It is designed to help campuses create learning environments in which all students reach for excellence in the use of their talents, take responsibility for the integrity and quality of their work, and engage in meaningful practices that prepare them to fulfill their obligations as students in an academic community and as responsible global and local citizens. Colleges and universities strive to promote a wide range of outcomes among the students that they enroll and serve. One goal of the Core Commitments projects is to ascertain whether students, faculty, student affairs staff, and academic administrators think personal and social responsibility should be a major focus of college education, and how well they think their institutions are successfully focusing on such outcomes. Perceptions of the current institutional focus across the different dimensions vary depending upon the group surveyed. Among campus professionals, academic administrators and student affairs staff were more likely to “strongly agree” that their institutions are making the five dimensions a major focus, compared to faculty, who were slightly more critical on the topic. Among students, first-year students tended to have the most positive views of the institutional focus on the five dimensions, with a steady decrease by class year. College campuses generally, and those specifically selected to participate in the Core Commitments Leadership Consortium, do have many programs in place to educate students for personal and social responsibility, but there is substantial room for expansion and improvement of these efforts.

Engineering is a profession that puts scientific knowledge to practical use.

Professional Engineers, in the pursuit of their profession, affect the quality of life

of all people in the society and the quality of all sectors of the economy.

Therefore, ethics are fundamental to the values of the profession. Accordingly,

the services provided by professional and consulting professional engineers

should adhere to a code of ethics while dealing with the public, clients,

employers, employees and the associates.The ‘Code of Ethics’ aims at maintaining high standards of personal and professional conduct, developing professional competency and integrity, ensuring ethical conduct in fulfilling social responsibility to the society, the nation and the global community. It is mandatory that all Professional Engineers

(PEs) conduct their professional practices and their individual behaviour in an ethical manner. As a University we are acutely aware of our social responsibilities and we are confident in stating that we already go well beyond what is expected of an organisation.

Although Corporate Social Responsibility (CSR) is a relatively new concept, the University of Sunderland has embraced CSR principles for several decades, particularly at a local and regional level.

Under CSR, an organization's internal and external practices can influence their employees, customers, partners and environment in a positive manner.

Research indicates that organizations that take a fair approach to their activities deliver a better service, maximize their potential and operate more productively in an increasingly competition.

The knowledge and technology produced by natural scientists and engineers can enhance human wellbeing, but it can also be abused. There are also unwanted effects such as unforeseen risks, pollution and depletion of natural resources, as well as social conflicts. Students of science and engineering are often unaware of resulting dilemmas which they will have to face in their future careers. It is a task of science and engineering education to empower its students to deal with these dilemmas and to contribute to the improvement of the social, legal and institutional context in which they do their work so as to ensure a positive impact of science and technology upon society. In short, science and engineering education should empower its students for social responsibility. Engineers need to understand the context in which engineering practice takes place and the importance of engineers seeking to shape that context so that a sustainable engineering practice is possible. This involves understanding the wider social issues inherent in the design, choice, adoption and use of technology and the procedures for collective decision making including the role of law. Engineers need to understand how interests are generated and advanced to shape public policy. This requires an understanding of power structures deriving from the study of sociology. Sociology is concerned with the relationship between social structures and human action (agency). It has focused on the manner in which social structures both constrain and facilitate agency.

Engineering ethics is concerned with the values of engineers. A set of values are posited which make for an ethical engineering practice. The focus is on the ethical behaviour of the individual engineer (agency). But in reality while engineers may be committed to ethical practices it is not always possible to behave ethically. There are some questions which cannot be effectively addressed by considering the spontaneous individual action of engineers alone.

MAIN SOCIAL RESPONSIBILITIES OF ENGINEERING INSTITUTIONS

-The selection and achievement of the long term goals for humanity, 

-Policies and controls relating to nuclear arms and other military technology, 

-Government policy relating to appropriate technology and technology transfer issues in foreign aid, 

-Environmental issues including: 

health and safety, 

pollution of all kinds, 

depletion of resources, 

energy policy, 

nuclear power generation and waste disposal, 

communications policy, 

privacy. 

-Economic and social aspects of advanced technology and automation, 

-Educational aspects of the impact of technology. 

-To communicate or cooperate with other organisation which have similar aims for the whole or part of the fields of interest. 

-To make public statements and publish material for the information of the engineering profession, general public and public policy makers, as covered by these objects. Where opinions are given these shall be identified as such and shall be based on sound engineering judgement. 

-To provide a forum for discussion of members` issues of conscience relating to the Association`s objects and take any appropriate action. -To provide support to members, profession engineers and other who act in accordance with the objectives and stated policies of the Association.

AN EXAMPLE OF SUCCESSFUL TECHNOLOGICAL INTERVENTION: DELHI METROThe Delhi Metro Rail Corporation (DMRC) has created a benchmark in efficient infrastructure project construction and operation despite facing the hurdles and

obstacles usually encountered by public sector organizations in India.

The Delhi Metro Rail Corporation is one of the four metros in the world to have operating profits among 135 metros globally, the Indian Institute of Management Lucknow has concluded  in a recent case study. The other three are Singapore, Taipei and Hong Kong.

"DMRC has been making operating profits ever since it became operational. However,

in 2005-06, it earned Rs 448.93 crore (Rs 4.48 billion), whereas its expenditure was Rs

102.41 crore (Rs 1.02 billion), thus making an operational profit of Rs 346.52 crore (Rs

3.46 billion)," the case study adds.

Investment in the Delhi Metro's phase I - ended November 2006 - was Rs 10,571 crore

(Rs 105.71 billion). The second phase, much larger in terms of size, will need much

higher investments. The network currently is 65.1 km long and another 121 km will be

added with Phase II.

By some estimates, the project, when sanctioned eight years ago, was premised on an

expected passenger traffic of 21,80,000 per day in the third year of operation from

December 2002. Today only 5,00,000 commuters use the metro per day.

The DMRC website states that the estimated number of originating passengers per day

in the year 2011 for Phase I and Phase II corridors will be 26,17,000.

About 1,100 train trips operate every day with a punctuality of nearly 100 per cent,

states the IIM case study. According to DMRC spokesperson Anuj Dayal the metro

earns Rs 1 crore (Rs 10 million) daily, of which Rs 65 lakh (Rs 6.5 million) comes from

passenger fare and the rest comes through associated activities like property

development, advertisements and displays, consultancy and others.

Following DMRC's success, it has been asked to prepare detailed project reports for

metro rail transport systems, both in India as well as abroad.

Countries that have sought its consultation for their project management include,

Pakistan, Bangladesh, Indonesia, Sri Lanka, Syria, Ireland and Indonesia.

According to IIM- Lucknow, due to its technical expertise, timely completion of projects

and the corporate culture it operates in, DMRC has attained the readiness to compete

with other similarly placed agencies globally.

AN EXAMPLE OF UNSUCCESSFUL TECHNOLOGICAL INTERVENTION: BHOPAL GAS TRAGEDYThe Bhopal disaster, also referred to as the Bhopal gas tragedy, was a gas leak incident in India, considered one of the world's worst industrial disasters. It occurred on the night of 2–3 December 1984 at the Union Carbide India Limited (UCIL) pesticideplant in Bhopal, Madhya Pradesh. A leak of methyl isocyanate gas and other chemicals from the plant resulted in the exposure of hundreds of thousands of people. The toxic substance made its way in and around the shantytowns located near the plant. Estimates vary on the death toll. The official immediate death toll was 2,259 and the government of Madhya Pradesh has confirmed a total of 3,787 deaths related to the gas release.[3] Others estimate 8,000 died within two weeks and another 8,000 or more have since died from gas-related diseases.[4][5] A government affidavit in 2006 stated the leak caused 558,125 injuries including 38,478 temporary partial and approximately 3,900 severely and permanently disabling injuries.[6]

UCIL was the Indian subsidiary of Union Carbide Corporation (UCC), with Indian Government controlled banks and the Indian public holding a 49.1 percent stake. In 1994, the Supreme Court of India allowed UCC to sell its 50.9 percent share. Union Carbide sold UCIL, the Bhopal plant operator, to Eveready Industries India Limited in 1994. The Bhopal plant was later sold to McLeod Russel (India) Ltd. Dow Chemical Company purchased UCC in 2001.

Civil and criminal cases are pending in the United States District Court, Manhattan and the District Court of Bhopal, India, involving UCC, UCIL employees, and Warren Anderson, UCC CEO at the time of the disaster. In June 2010, seven ex-employees, including the former UCIL chairman, were convicted in Bhopal of causing death by negligence and sentenced to two years imprisonment and a fine of about $2,000 each, the maximum punishment allowed by law. An eighth former employee was also convicted, but died before the judgment was passed.

HOW DTU PLAYS ITS RESPONSIBILITY

I)Kartavya: Transforming India- A Mega Event held at DTU

‘KARTAVYA’ is an initiative taken with a sole cause to awaken in all of us a greater awareness of our social responsibility – which formed the bedrock of our past achievements and should form the foundation of our future accomplishment. By the means of KARTAVYA ,they are trying to remind the leaders of tomorrow about their student social responsibility (SSR) and also counsel them about corporate social responsibility (CSR) which has become a matter of great relevance in the current scenario. The tributaries of knowledge, culture, visions and panoramas have to converge, to give this event its true meaning. In association with an NGO, they are also organizing various blood donations, clothes donations, fund raiser campaigns and many other campaigns because a true vision cannot only be a static written statement but it should also emerge as a living and dynamic reality in the minds and hearts of the people.With an aim to remind the leaders of tomorrow about their student social responsibility (SSR) and also counsel them about corporate social responsibility, conference-cum-fest was organized by the Delhi School of Management of Delhi Technological University (DTU) on 12-13 April, 2012. The mega event was addressed by Prof. P.B. Sharma, Vice Chancellor, DTU. 

Delhi Technological University (Formerly Delhi College of Engineering) organized,

Kartavya – Transforming India on 12th and 13th of April, 2012 in the DTU Campus. This

initiative, in collaboration with Student World Assembly (SWA), aimed to ignite and

spread social awareness among the people by discussing contemporary issues and

challenges prevalent in the society.

By means of KARTAVYA, an effort was made to remind the leaders of tomorrow about

their student social responsibility (SSR) and also counsel them about corporate social

responsibility (CSR) which has become a matter of great relevance in the current

scenario.The tributaries of knowledge, culture, visions and panoramas have to

converge, to give this event its true meaning.

Their Co-founder, Abhishek Agarwal delivered a session on Global Warming and

student’s role in bringing about an environmental change. He stood out as an emerging

social leader among his peers, while the students looked up to him as a role model – he

being the youngest in his lot. “It was an immense pleasure and sheer honor to come

and speak at an  institution which was my dream college, not too long ago”, Abhishek

commented.  “I also got to give my first autograph, it was flattering!”, he added.

II)

Automobiles

DTU is known worldwide for its Mechanical and automotive departments. Over the years DTU has made several eco friendly and hybrid cars some are as under

1. Solaris2. S

A solar vehicle is driven by solar energy obtained from solar panels on the surface (generally, the top or window) of the vehicle or using a solar jacket in electric bicycles. Photovoltaic cells convert the sun's energy directly into electrical energy. Solar cars combine technology typically used in the aerospace, bicycle, alternative energy and automotive industries. Solar cars are often fitted with

gauges as seen in conventional cars. In order to keep the car running smoothly, the driver must keep an eye on these gauges to spot possible problems.

Cars without gauges almost always feature wireless telemetry, which allows the driver's team to monitor the car's energy consumption, solar energy capture and other parameters and free the driver to concentrate on driving. Solar cars depend on photovoltaic cells to convert sunlight into electricity,

which is stored in batteries. In fact, 51% of sunlight actually enters the Earth's atmosphere. Unlike solar thermal energy which converts solar energy to heat for either household purposes, industrial purposes or to be converted to electricity, photovoltaic cells directly convert sunlight into electricity.

2. Super Mileage Vehicle3.

The concept car, which will particip ate in the World

Supermileage Vehicle Competition being organised by

Society of Automobile Engineers International at

Michigan in the US, was flagged off on Wednesday by

Chief Minister Sheila Dikshit.

This is the first time that an Indian team is taking part in a

world competition on innovative concepts. It will also be

the only team from Asia this year in the event.

The aerodynamic green-and-black car with a body made of carbon fibre and reinforced

plastic weighs 55 kgs. It can seat only one person and has a top speed of 36 km per

hour.

The 14 students of DCE's third year production and mechanical engineering course who

developed it have named themselves 'Team Endeavour' .

Neha Juneja, the only girl in the team, said the 3.5 hp, four-stroke 140 cc Briggs and

Stratom engine used in the car had been given to them a year back by SAE

International. They then reduced its capacity to 60 cc so that it could achieve its

'supermileage'.

Congratulating the team members on their achievement, Dikshit said, "We are proud of

the students who are making an effort to achieve fuel efficiency."

The concept car uses 100 octane petrol meeting Euro-6 standards, which is not

available in India as yet. It does not have a fuel tank and instead makes do with a 'fuel

bottle', which holds about a litre of petrol.

3.Mitra

Delhi Technological University has carved a place for itself among the auto innovators for its innovations in the area of next-generation automobile solutions. At the ongoing Auto Expo in Pragati Maidan, two of the latest DTU automobile designs - the Formula Student Car and Personalized Mover named "Mitra" have been put on display at Hall No 6C and 7 respectively. The DTU stalls were inaugurated today by Prof. P.B. Sharma, Vice Chancellor, DTU in the presence of Prof. R.K. Sinha, Dean, Industrial

Research and Development, DTU and Prof. Sagar Maji, HOD, Mechanical Engineering Deptt, DTU.

Several alumni from DTU has worked significantly towards the society throughout the world as under-:

Mr. Raj Soin (Chairman, The Soin International, USA)

, a distinguished alumni of DCE, and Chairman of MTCT and Soin International, USA has provided two scholarships amounting to Rs. 25 lakh per annum to DCEites for study of MBA at Raj Soin College of Business at WSU ( Ohio), at Wright State University. This scholarship covers entire tuition fee and other university fee besides maintenance grant of US $ 10000 per annum. From the next year, the amount of scholarship would

be doubled from Rs. 25 lakh per annum to Rs. 50 lakh per annum. Mr. Raj Soin is an alumni of 1969 Mechanical Engineering of the Delhi College of Engineering.

Sh. K.L.Chugh (Former Chairman, ITC Ltd.)

Sh. K.L. Chugh is an Emeritus Chairman of ITC Hotels. Prior to joining ITC in 1971, Mr. Chugh - a Mechanical Engineer from Delhi University - worked for 10 years with India's largest engineering enterprise, the Heavy Engineering Corporation, a public sector organization based in Ranchi. Mr. Chugh achieved valuable experience in the heavy industry and large projects.

Mr. Chugh has authored Clonal Plantation Technology in Bhadrachalam - this has helped spur the rapid growth of the Indian paper industry. In 1989, Mr. Chugh came back to ITC as Vice Chairman and took over as Chairman in 1991. He was the first Indian CEO to talk about `Creating India's Multinationals' and encouraging global competitiveness. Mr. Chugh was appointed a Director on the Central Board of Reserve Bank of India, Shipping Credit and Investment Company of India Ltd., Tourism Finance Corporation of India and NationalHousing Bank of India; and Member, Board of Governors, National Council of Applied Economic Research, IIM Kolkata, Administrative Staff College of India, President AIMA. Mr. Chugh was elected the financial world's International 1994 CEO of the Year Asia and in 1993 was adjudged amongst the Top 2 Best Indian Chief Executives. He was elected one of five 'Tobacco Men of the Year' by the World Tobacco International, USA, and the Most Distinguished Alumni of the Delhi College of Engineering. Mr. Chugh's current interests are management consulting, renewable energy and education

Vinod Dham

After graduation in Electrical Engineering (with an

emphasis in Electronics) from Delhi College of

Engineering [7]  (Now renamed Delhi Technological

University), Delhi University in 1971, he joined a Delhi-

based semiconductor company called Continental

Devices.[8] In 1975, he left this job and joined University

of Cincinnati,[9] in Cincinnati, Ohio – USA, to pursue a

master's degree in Electrical Engineering, where he

specialised in Solid State Science. After completing his

masters degree in 1977, he joined NCR

Corporation [10] at Dayton, Ohio, where he did cutting

edge work in developing advanced Non-Volatile

Memories. He then joined Intel,[11] where he led the

development of the world famousPentium processor. He is called the "Father of Pentium"[12]

[13] for his role in the development of the Pentium processor. He is also one of the co-

inventors of Intel’s first Flash memory technology(ETOX).[14] He rose to the position of vice-

president of Micro processor Group at Intel.

He left Intel in 1995, and joined a startup NexGen,[15] which was subsequently acquired

by AMD.[16] Dham played an instrumental role in the launch of K6[17] – the "Pentium killer"

processor at rival AMD. He held vice president position of AMD's Computation Products

Group. He then went on to lead a nascent startup, Silicon Spice[18] in April 1998, which he

redirected to build a VOIP Chip and later sold it to Broadcom [19]  in 2000. He then launched

an incubator NewPath Ventures, where he co – funded companies with an objective of

using India’s emerging talent in chip design for R&D. He is currently a Managing Director

and founder of Indo US Venture Partners,[20] an early stage India focused fund that he

founded after NewPath. Dham has over the years been a Board member and an advisor to

dozens of private and public companies.

Sh. Surya Kant(President TCS America):

Surya Kant is currently the President of TCS North

American, UK and European operations based

in New York City. Tata Consultancy Services Limited (TCS) is the largest

global IT consulting and services company headquartered in India. According to the TCS

results for the Financial Year 2010-11, TCS North America contributed over half (53%) of

the total TCS revenues, and crossed a significant milestone of a billion dollar revenues per

quarter. Apart from growth in business, TCS today has two large delivery centers in North

America, one a sprawling campus of 220 acres at Cincinnati, OH and the other a Business

Process Service Center at Midland, MI.

In his career, spanning over 30 years to date, Sury has made a significant contribution to

the Indian and Global software industry. He established the presence of Indian software

industry in Japan, in 1987. In the 1990s, he was appointed the head of operations for

the United Kingdom (UK) where he recorded substantial increase in visibility and business

for the organization, and the Indian software industry. Until 2005, he served as the Head of

Operations, for the India Northern Region of TCS.

Working in the areas of software quality assurance and later delivery center management,

he also contributed significantlyto the quality journey in the Indian software industry – TCS

has had the distinction of being the first organization in the world to have four of its delivery

centers achieve PCMM version 2 level 4, and later the first enterprise-wide CMMI level 5

and PCMM Level 5 in the world. Surya received his Masters in Electrical Engineering with a

specialization in Computer Technology from Indian Institutes of Technology (IIT), Delhi, in

1978, and his Bachelors of Electrical Engineering with specialization in Electronics

from Delhi College of Engineering, in 1976, both at the top of his class. He was recognized

as a 'Distinguished Alumnus' by the IIT Delhi Alumni Association in 2004. He has been

announced as one of 'The 2011 Top 25K Consultants' by the Consulting Magazine. He is a

senior member of theAssociation of Computing Machinery (ACM), United States.