The university adopts a system of continuous assessment, where the performance of the student is monitored by the teaching faculty. This allows for personalised guidance and support based on individual needs, like mentoring programmes, summer classes, re-registration in courses, extra courses, research opportunities, semester abroad programmes, internships, and project-based courses. Support for slow learners Personalised advice through Mentor-Mentee Programme: The university has established a faculty mentoring programme where each student is paired with a faculty member who acts as his/her mentor throughout his/her academic journey. This setup allows for tailored sessions to address academic concerns, discuss challenges, and explore opportunities for improvement. Additionally, the mentor may recommend remedial and bridge programmes to offer the necessary support. Summer classes: Summer classes are conducted for select courses. Students who have not secured a passing grade (grade C) in a course are allowed to register for these courses. 228 students registered for 70 courses, and more than 90% of students successfully completed their summer courses. Re-registration courses with no additional fee: The programme has been enhanced for the academic year 2023-24, allowing students who could not secure a passing grade in a course to re-register for it during subsequent semester(s) at no additional fee. If the course is an elective, students can re-register for the same course or choose another. Out of 606 registered students, over 78% achieved a passing grade in re-registered courses.     Support for advanced learners Additional courses and Research with faculty: The faculty identifies advanced learners and provides them with opportunities to take extra courses and participate in research, fostering an environment that merges theoretical understanding with practical research. This approach has led to 165 publications in indexed journals, including 41 journal articles, 13 book chapters, and 111 conference papers. Moreover, students have published 65 patents, with 2 already granted. Furthermore, faculty encourage students to pursue additional online certification courses on platforms such as Swayam, EDX, and Coursera, enhancing their academic and professional development. Semester abroad programme and fast track courses: Advanced learners can participate in the Semester Abroad Programme (SAP), partially or fully funded by the university. SAP allows students to complete their regular semester curriculum through specialised fast-track courses while studying in a foreign country. Notably, 37 students availed of the SAP at prestigious institutions such as the University of California, Berkeley, the University of Wisconsin, Madison, and the University of California, Davis, in the last five years. Internships and project-based courses: Students can pursue internships and projects during the semester by establishing equivalence in credits for elective courses. These measures have improved the performance of advanced learners in placements and admissions to top-ranked universities for higher studies.

In line with the spirit of the university’s vision, the students’ learning sits at the core. The objective is to provide an enhanced learning experience through in-class and out-of-class learning activities. While designing the courses, emphasis is placed on various methods of course delivery. Each course has an appropriate experiential learning component that is most suited for the delivery of the course. These components include active learning, project-based learning, blended learning, case studies, simulations, laboratory experiments, group discussions, internships, etc. Most of the courses are integrated with lab components, allowing students hands-on experience on relevant topics. Capstone Projects facilitate project-based learning. Engineering Graphics and 3D printing courses are offered for experiential learning, whereas numerical methods and foundation courses ensure problem-solving-based learning. The physical and digital infrastructure has also been suitably provided to facilitate experiential learning:

• Classrooms: Classrooms are equipped with movable tables and chairs, that allow faculty to integrate Group Discussions and Inquiry-Based Learning. Each classroom has a smart and interactive digital screen for presentations, audio-video displays, and whiteboards.

• Active Learning Classrooms: Each academic block has Active Learning Classrooms (ALCs) exclusively designed for group activities and discussions.

• Technology-Enabled Learning: Information and Communication Technology (ICT)-enabled tools, and online learning resources, are used to ensure effective teaching and learning in the classrooms.

• LMS: The ERP has its own LMS.  Google Classroom Suite is used for conducting classes, and uploading study materials (including lecture notes), links for online video resources, pre-recorded videos, and reference materials. More than 2400 classes have been taught using Google Classroom.

• Zoom: Zoom was used extensively for course delivery during COVID. Over a period of five semesters, faculty members taught more than 30,000 hours of classes using Zoom and Google Classroom as LMS. Students were also allowed to take MOOCs as open elective courses. Pre-recorded videos for the practical courses were developed and shared with students.

• Hybrid classrooms: The institution has 25 classrooms with Impartus lecture capture systems and 40 Logitech capture systems to facilitate hybrid learning. This enables students not on campus for various reasons (internships/ semester abroad programmes/ and contests) to attend the class asynchronously. 600 courses with 4500 hours of asynchronous learning have been made available to the students.

• Assessments: During COVID-19, the mid and end-semester examinations were conducted online through the vendor Code Tantra. Students also used digital pads to record their answers during examinations, allowing them to be graded efficiently.

The Active Learning Classrooms empowered faculty to conduct innovative assessments such as group presentations and minute papers using appropriate digital tools. Hybrid Classrooms, Google Classroom, and Zoom allow faculty members to use digital grading, polls, plagiarism checks, and other asynchronous grading tools. Thus, all the courses have been designed and delivered with student-centric methods, emphasising student learning and ensuring the desired academic rigour.

The university’s mentor-mentee policy, established in May 2018, is a strategic initiative designed to holistically support and guide students towards becoming well-rounded and responsible future citizens. This policy is distinguished by its tailored approach to addressing a diverse array of student needs, meticulously categorised into five key areas: Academic, Administrative, Placements, Higher Education, and Behavioural & Psychological. Under the university’s mentor-mentee policy, students are thoughtfully grouped into cohorts of 20-30, each assigned a dedicated faculty mentor. This intentional structure is pivotal for providing personalised guidance, creating an environment where students can openly consult with their mentors on a diverse spectrum of issues. The policy ensures that every student benefits from focused attention, allowing mentors to understand and address the unique challenges and aspirations of each mentee. The university has a comprehensive system to ensure students receive specialised counselling support tailored to their individual needs. For academic-related concerns, the Heads of Departments (HODs) and the Deans of the Schools step into the role of counsellors. The university offers robust career counselling services through its directorates of Corporate Relations and Career Services, International Relations and Higher Studies, Entrepreneurship and Innovation, each focusing on distinct areas of professional development and career planning. In response to the increased psychological challenges faced by students post-COVID pandemic, the Directorate of Student Affairs has established a Wellness Centre, managed by 3-4 counsellors, providing a confidential and supportive environment where students can seek help for psychological issues. The counsellors adopt a case-by-case approach to ensure personalised care by maintaining strict confidentiality. The centre also conducts regular follow-ups, supporting students’ ongoing progress and transformation towards improved mental health and overall personality development.   1.         An academic counselling cell was established in October 2020 to enhance the academic performance of slow learners and students with poor attendance. Through regular meetings and personalised support, the cell has significantly impacted student success, as evidenced by the substantial decrease in the percentage of students with low CGPA from 2.7% to 0.6% between November 2020 and September 2022. 2.         The Directorate of Corporate Relations and Career Services has implemented a robust mentoring and counselling program, where placement mentors and dedicated career counsellors provide targeted guidance to students, preparing them for their preferred companies. This initiative is meticulously documented, highlighting the mentor-mentee interactions, and signifies a comprehensive approach to enhance students’ readiness for their chosen career paths, complementing the faculty’s mentoring efforts. 3.         The Directorate of International Relations and Higher Studies (IR&HS) addresses the aspirations of approximately 20-30% of students inclined towards higher studies in India and overseas. Through its counselling cell, it offers regular seminars and sessions on choosing the right universities, crafting Statements of Purpose (SOPs), and preparing for competitive exams. The effectiveness of this initiative is evident from the achievement that 43 students from the university are now enrolled in top 100 QS-ranked universities globally, highlighting the significant impact of the counselling and guidance provided.

2.4.1.1: Total Number of Sanctioned year wise during the last five years

2.4.2.1: Number of full time teachers with Ph.D./D.M/M.Ch./D.N.B/ Superspeciality/L.L.D/D.S.C/D.Litt Superspecialist during the last five years

2.4.3.1: Total teaching experience of full-time teachers (for the latest completed academic year

2.5.1.1: Number of days from the date of last semester-end/ year- end examination till the last date declaration of results year-wise during the last five years

2.5.2.1: Number of complaints/grievances about evaluation year-wise during the last five years 2.5.2.2: Number of students appeared in the examination conducted by the institution year wise during the last five years

The university’s vision statement puts emphasis on providing an excellent learning experience to students, leading to defined learning outcomes. Each academic programme has Programme Educational Objectives (PEOs), Programme Outcomes (POs), and Programme Specific Outcomes (PSOs). A typical flow of designing the objectives and outcomes is: University Vision/Mission Statements/Graduate Attributes > Vision and Mission of Department > PEOs/POs/PSOs > Course Objectives/Course Outcomes (COs) The PEOs are aligned with the department’s vision and mission statements and are finalised through faculty and Board of Studies (BOS) meetings before being submitted to the Academic Council for approval. All courses within the programme have clearly defined objectives and course outcomes, developed during the syllabus design stage with a focus on higher-order thinking capabilities. The COs are derived from the POs, PSOs and Bloom’s Taxonomy levels. All courses contain,

1. Course objectives
2. Course outcomes
3. Lesson plan schedule
4. Detailed session-wise plan
5. Evaluation pattern

The outcome of the teaching-learning process is assessed by both direct and indirect assessments. The direct assessment of students is based on Continuous Learning Assessments (CLAs), quizzes, assignments, project presentations, seminars and viva, laboratory observations, and mid and end-term examinations, depending on the nature of the course. Indirect assessment is done through student feedback, alumni, and recruiters’ feedback during their visits to the campus. These assessments form the basis of the attainment of POs and COs. Exclusive training programmes for the faculty members are conducted by TLC where they are provided with hands-on training on OBE practice. All aspects of course delivery and assessment, including assignments, quizzes, continuous assessments, formative and summative assessments, and their mapping with specific COs, are covered. This enables the precise quantitative valuation of the attainment of course outcomes based on student’s output. Dissemination to all stakeholders, both internal and external, is done in the following ways:

1. During new student orientation, faculty induction programme, departmental faculty meetings, classes, course coordination committee meetings, meetings with Student Council, Alumni, and Parents.
2. Through Student Academic Handbooks, University Learning Management System, admission outreach programs, university website, and prominent displays.
3. Introduction of ‘Master Class with Students’ by the Vice Chancellor for class representatives to disseminate learnings to all students.

2.6.2.1: Total number of final year students who passed the examination conducted by Institution

3.2.1.1: Total Grants for Research funding received by the institution and its faculties through Government and non-government sources such as industry, corporate houses, international bodies for research project, Endowment Research Chairs during the last five years (INR in Lakhs) : 3346

3.2.2.1: Number of research projects funded by government and non government agencies during the last five years = 332

The university is committed to providing a conducive ecosystem and learning environment for knowledge creation, innovation and entrepreneurship. Creation of an Ecosystem for Innovation: The university’s Directorate of Entrepreneurship and  Innovation has three verticals: Community Engagement leading to Social Entrepreneurship, Incubation and Entrepreneurship. Significant investments have been made towards infrastructure, embedding entrepreneurial curriculum, and creating alliances. The university has created a Hatchlab Research Centre (HRC) as its incubator, a Section 8 company. The Institute Innovation Council, as mandated by the MOE, has also been established. The E-cell, a student club, and NextTech Lab managed by students, organise several programmes on innovation and entrepreneurship. These two entities, together with the ‘Home of Leaders’, focus on prototype and product development and various entrepreneurial activities. The university’s efforts have been recognised by entrepreneurial ecosystem partners, i.e., MSME Innovative Scheme, AWS Academy, Stanford Seed Spark Programme, and ‘Andhra Pradesh Innovation Society’. Promoting the Indian Knowledge System: The Easwari School of Liberal Arts emphasises social science and humanities to create an academic-scholarly milieu via a robust and socially relevant curriculum, innovative pedagogy, and diverse socially relevant research projects. Over thousands of students have been introduced to a mandatory course named “Idea of India”. The existing curriculum of B.A. History has many courses that cover the components of the development of architecture and iconography in pre-colonial India, ancient languages, scripts and literary cultures, philosophical and religious traditions, landscape and society. These courses are available to students of other disciplines as open electives. The faculty members are working on problems related to IKS. The following two projects funded by ICSSR are worth mentioning:

• A Step Ahead to Achieve Sustainable Development Goal: A Study of Select Areas of AP, Tamil Nadu and Maharashtra.
• Changing Geographic Belongingness and Cultural Economy among the Four Tribal Communities (Chenchus, Kondareddis, Koyas and Lambadi’s) of Telangana and Andhra Pradesh.

IPR Cell – From Idea to Industry The IPR cell, established in 2019, has constantly coordinated between IP attorneys and faculty, research scholars, and graduate students for their IP protection. The cell conducts regular awareness programmes and presents guidelines to prospective inventors on various aspects of patent processes. During the last few years, the IPR cell has facilitated the filing and publishing of 164 patents, ten of which have been granted. Faculty and students have also obtained copyrights for 11 novel designs. The cell has geared up its activities to impart knowledge on research commercialisation and technology transfers to the faculty and students. Hatchlab Research Centre – The Incubator The HRC runs pre-incubation & incubation programmes for students, faculty and alumni ventures as per the university’s incubation policy. The Elon Fellowship, offered by HRC, runs a 12-week pre-incubation programme to prepare students to convert their ideas into business. A few graduates selected from this programme are nurtured in HRC to incubate their companies through mentoring, legal advising, networking and creating funding opportunities from angel investors and venture capitalists. As of date, 21 startups have been incubated in HRC.

3.3.2.1: Total number of awards received for research/innovations by institution/teachers/research scholars/students during the last five years  

3.4.1.1The institution has a stated Code of Ethics for research and the implementation of which is ensured through the following: 1. Inclusion of research ethics in the research methodology course work 2. Presence of institutional Ethics committees (Animal, chemical,bio-ethics etc.,) 3. Plagiarism check through sofware 4. Research Advisory Committee A. All of the above  

3.4.2.1: Total number of Patents awarded during the last five years – 164  

3.4.3.1: How many Ph.D s were awarded during last 5 years 3.4.3.2 : Number of teachers recognized as guides during the last five years  

3.4.4.1: Number of research papers published in the Journals as notified on UGC CARE list during the last five years  

3.4.5.1: Total number of books and chapters in edited volumes / books published during the last five years  

3.4.7 Bibliometrics of the publications during the last five calendar years based on average  Citation Index in Scopus/ Web of Science

3.5.1.1: Total amount generated from consultancy and corporate training year-wise during the last five years (INR in lakhs) = 191 

In steadfast commitment to holistic development and community well-being, the university has embarked on a multifaceted journey of social responsibility. Through the Directorates of Student Affairs and Entrepreneurship and Innovation, the university has strategically engaged students in social and community services in a structured manner through student clubs, societies, communities, and NSS. From AY 2023-24, credits have also been assigned to co-curricular activities, community engagement and social responsibility. Under the Unnat Bharat Abhiyan (UBA) initiative, the university has adopted surrounding villages with a focus on providing solutions to a number of problems for rural development through interdisciplinary projects. Additionally, several social activities are undertaken. During the challenging times of the COVID-19 pandemic, the NSS students orchestrated camps ranging from healthcare support to the distribution of essential supplies, food, and hygiene kits, reflecting the university’s commitment to supporting the well-being of neighbouring villages. Recognising the importance of their role in ensuring a free and fair election, the NSS students enthusiastically volunteered for election duty during the general elections held in 2019. Under Swachh Bharat Abhiyan, the NSS students raised awareness about maintaining clean and green surroundings through tree and shrub removal, roadside cleanup and waste management. Through the credit courses on Environmental Studies, students are sensitised about climate change, environmental impact, air pollution, solid waste management, water quality, and natural and man-made disasters. The course is run experientially through classroom activities, site visits and hands-on exercises. Students and faculty actively contribute to community development by providing mentorship, tutoring, and essential resources to underprivileged children. The Youth Empowerment & Skill Development programme at the university, conducted during August – September 2022, was aimed at equipping rural youth with essential skills and experiences in Front-End development and Microsoft Office Suite. The university hosts awareness sessions, workshops, and celebrations promoting gender equality, women’s rights and health. As part of Aadhya-23 Women’s Day Celebrations, the university organised a free health camp in collaboration with IGCAR (Kalpakkam) and AIIMS (Mangalagiri) and conducted various screening tests, benefiting more than 350 individuals. During the 88th Annual Meeting of the Indian Sciences, the university hosted the ISRO & DAE Exhibition in November 2022.  More than 20,000 students from different schools and colleges across the Guntur and Krishna districts visited the exhibition and learnt about Indian space and atomic programmes. Demonstrating a strong sense of spiritual commitment, SRM University-AP has donated two buses to Tirumala Tirupati Devasthanam (TTD). In 2020, the university demonstrated its commitment to sports and journalism by contributing Rs 50,000.00 towards sports funding for the AP Working Journalists Association. Thus the university’s community engagement encompasses a comprehensive approach to social responsibility, combining educational empowerment, health initiatives, philanthropy, and technology support for public services and rural and social development.

3.6.2.1: Number of extension and outreach programs conducted by the institution through organized forums including NSS/NCC with involvement of community year wise during the last five years. Number of extension and outreach programs conducted by the institution during the last five years 113

3.7.1.1: Number of functional MoUs with institutions/ industries in India and abroad for internship, on-the-job training, project work, student / faculty exchange and collaborative research during the last five years = 56

The University Library was constructed as per UGC norms in 2017 and has evolved significantly. The current space boasts modern amenities such as air conditioning, and diverse resources, including CD-ROMs, books (27000+), e-books (200000+), e-journals (7000+), dissertations, full-text articles, and online and bibliographical databases (9). The library is divided into different sections catering to various needs, including Textbook/Reference, General Stacks, Reading Halls, Journals, and Current Periodicals.

The library has qualified professionals with degrees in library sciences, supported by the University Library Committee, with faculty and student representatives across all departments. This committee guides on various library-related matters.

The library’s automation system, powered by e-Varsity software, facilitates operations across various modules, including circulation, RFID tags, and Online Public Access Catalogue (OPAC) for efficient document searches. Additionally, the library offers a well-equipped digital space with desktops, high-speed internet, and campus-wide Wi-Fi access, enabling seamless access to information resources worldwide.

University membership to the National Digital Library (NDLI) further enhances access to a wide array of digital content, including e-books, e-journals, and e-theses. The university allocates adequate funds to the library, with the current year’s budget at Rs. 5.00 Crores. Significant investments have been made in expanding electronic resources.

The Library Online Resources (Journals/Databases etc.) include:

• IEEE
• SPRINGER Online
• JSTOR
• EPW
• J-GATE
• MathSciNet
• EPWRF India Time Series
• Prowess IQ
• Turnitin Plagiarism checking tool
• Shibboleth Remote Access
• DELNET

The library regularly conducts training and awareness programmes, including orientation sessions, book exhibitions, and workshops on e-learning and online databases. With its commitment to staying updated with technological advancements and meeting the evolving needs of its users, the University Library continues to serve as a vital resource hub for students, research scholars, faculty, and staff.

4.2.2.1: Annual expenditure for purchase of books and journals year wise during the last five years (INR in lakhs)

Computing Landscape:

The university’s IT hardware is powered by Intel i7, i9, Xeon processors, and GPU-based processors. It regularly updates its IT hardware to provide the latest technology to students and faculty. On average, the university spends Rs. 2.65 crore annually on updating its IT infrastructure, facilities, and bandwidth to enhance learning and research on campus.

There are 673 high-end computer systems commissioned in various laboratories and centres of excellence. The university provides computing systems to faculty, staff and students in their workplaces and labs. 1811 desktops and 504 laptops with built-in operating systems have been procured over the last five years.

Additionally, the university has installed smart interactive displays with 25 standard screens and 248 interactive displays with internet connectivity and MagicInfo software for centralised content management.

Bandwidth Enhancement:

The university has deployed seamless bandwidth and taken steps to augment it. The redundancy is built so that failover is ensured. The bandwidth has been augmented from 155 Mbps to 4 Gbps over the last 5 years.

Wi-Fi Accessibility:

The whole campus is covered with controller-based WiFi connectivity. With 4 GBPS internet bandwidth, more than 1300 access points have been deployed to ensure seamless connectivity- across academic, research, and residential blocks for easy access to various resources.

Server Infrastructure:

The university uses advanced technology for connectivity, including Aruba and Extreme Wi-Fi Controllers, and a Radius server. High-end servers manage Active Directory, DNS, DHCP, and CCTV recording. HPE Synergy Enclosures with Blade servers create 73 virtual servers for research and academics. The university also uses Cadence, Storage, High-Performance Computing servers, 214 network switches, link load balancers, and firewalls to secure LAN and Wi-Fi networks.

Cybersecurity Measures:

The university has deployed advanced technology to ensure network security and protect sensitive data. Some of the cybersecurity measures include regular security audits, robust firewalls, and staff training programmes.

Software Ecosystem:

The university provides access to teaching aids, research software, and licences for various creative projects like Adobe Suite, Canva, and MS Office. Faculty also uses Turnitin for plagiarism checks and other research software like JMP Academic Suite, Sanako Language Lab Software, Mathworks, Cadence, ESRI ArcGIS, SimaPro, etc.

CCTV Surveillance:

The university has installed 931 CCTV cameras for campus safety. The surveillance is recorded and monitored by the security office to ensure necessary precautions are taken.

BYOD (Bring Your Own Device) Spaces:

BYOD spaces have been created in various academic buildings and hostels to facilitate academic rigour among faculty and students. High-density access points are deployed throughout these spaces to ensure seamless WiFi connectivity.

Accessibility and User Support:

The Directorate of ITKM provides excellent IT support, including a helpdesk for quick issue resolution, and organises training workshops to maximise benefits. Regular feedback from users is sought to enhance services and ensure user satisfaction.

4.3.2.1: Number of computers available for student use Auto generated from the extended profile – 1367

A

4.4.1.1: Expenditure incurred on maintenance of physical facilities and academic support facilities excluding salary component year-wise during the last five years (INR in lakhs)

General:

The university has a strong system for managing its facilities and has witnessed significant growth in the past 6 years.

Campus Life Management:

The Directorate of Campus Life Management (CLM) executes campus maintenance through outsourced services like Operations and Maintenance (O&M), horticulture, housekeeping, dining, transportation, and security. The directorate coordinates with other support systems for efficient operations. All operations follow the governing policies and the dedicated SOPs. There is also a complaint resolution procedure through the Helpdesk ticket-raising system.

 Operations and Maintenance of Physical, IT and Academic Infrastructure:

 Regular maintenance of the physical infrastructure is conducted as per the schedule and requirements, as per SOPs, under the supervision of the O&M Manager. Regular activities like cleaning, sanitisation, pest control, etc., are conducted for academic and administrative blocks to ensure a well-maintained environment. The SOPs are reviewed periodically to ensure efficiency.

There is a specialised maintenance crew that routinely services the air-conditioning and overall physical infrastructure, including academic spaces, hostels, sports, and co-curricular spaces, as per the details given below:

• The laboratories are manned by sufficient technical staff responsible for overseeing the operations, maintenance, and upkeep of equipment/devices as per laboratory manuals.
• The library and sports have established SOPs to facilitate the use, operations, and maintenance of their respective facilities.
• The IT team ensures the regular upkeep of data centres, computer laboratories, and digital and audiovisual devices. The IT policy outlines the guidelines for the maintenance and upgrading of IT gadgets/equipment.
• The maintenance of the cafeteria and canteen is managed by private vendors under a contract agreement.
• A transport manager maintains and manages a fleet of vehicles, as per defined policy and SOP.
• The hostel facility is taken care of by the hostel managers under the guidance of wardens.
• Management of traffic and vehicle parking for buses, cars and two-wheelers is done by dedicated security personnel.
• The Guest House is managed by the trained staff following a well-defined booking system.
• The bank ATMs are maintained by respective banks.
• A team of hundred security guards supported by strategically arranged CCTV networks supervises the overall security and safety on campus.
• The plantation growth, lawn care, and gardening maintenance are looked after by the Horticulture Manager.
• Regular cleaning of water tanks, proper garbage disposal, and pest control are done by a team of dedicated staff.    

 Annual Maintenance Contract:

High-end machinery and equipment have annual maintenance contracts (AMCs) to ensure optimal functioning. Adequate power backups and regular lift maintenance are covered. 30% of expenditure is allocated for the maintenance of the physical, academic, and support facilities.

·       

·  

5.2.1.1: Number of outgoing students placed year wise during the last five years  

Total number of outgoing students placed = 1480

5.2.2.1: Number of outgoing students progressing to higher education  

Total number of students progressing to higher education: 520

5.2.3.1: Number of students qualifying in state/National/International level Examination during last five years (eg. SLET, NET, UPSC etc) – 277  

5.3.1.1: Number of awards/medals won by students for outstanding performance in sports/cultural activities at inter-university/state/ national/international level (award for a team event should be counted as one) year-wise during the last five years   Total Number of awards/medals won by students during the last five years 142

The university has established the Student Council to represent the university’s commitment to student empowerment and the importance of forming a student body. The Student Council acts as a bridge between the university leadership team and the students, both Indian and International. The Student Council comprises 85 members, constituting student representatives covering all major domains, viz., hostel, mess, academics, co-curricular, sports, etc. The council has a core committee consisting of the President, Vice President, General Secretary, and Treasurer, each having their roles and responsibilities as defined in the student council policy. The President oversees the functions of the council, manages various affairs, and acts as an intermediary between the students and the administration. The Vice President serves as the President’s counterpart, overseeing internal affairs and stepping in the place of the President when needed. The General Secretary oversees the collaborative communication within the council. To support the council’s operations, the Treasurer oversees budgeting and financial planning, in addition to managing finances and budgets. The core committee also supervises several wings and committees essential to the council’s functioning. For instance, the Public Relations wing manages communication and publicising, the Writer’s wing promotes literacy initiatives, and the Events wing manages events conducted at the university. The Technical Wing meets the needs of the academic committee, clubs and societies, and student ambassadors. The Discipline Wing upholds discipline and order. Meanwhile, the mess committee oversees student dining and hostel facilities. The council ensures students are informed about its activities, initiatives, workshops, and important announcements through regular meetings, social media postings, and town hall sessions. Additionally, the council is responsible for conducting Freshers’ Day and hosting Cultural, Technical, Sports and Business Fests. The Student Council plays a significant role in the representation of students in academic and administrative bodies. Student representatives in the BOS, IQAC and the Academic Council provide valuable inputs towards critical decisions regarding curriculum, and campus facilities, which promotes transparency in the university. The council’s involvement in administrative bodies supports leadership qualities, encourages community involvement, and assists in preserving efficient communication within the campus. It addresses the grievances of the student body and plays an influential role in resolving them. The Vice Chancellor frequently meets with the council members to take stock of the council’s activities,  provide information on ongoing university initiatives, and facilitate prompt resolutions of any impediments to enhancing the student experience on campus. The Student Council is pivotal in connecting students with the university while enhancing the learning experience through events and activities. The standard of student life on campus has significantly improved since the establishment of the Student Council.

A. All four of the above    

5.4.1.1. Total Amount of alumni contribution during the last five years (INR in lakhs) to the institution through registered Alumni association: 106

Recognising the pivotal role that alumni play in the university’s evolution, the university has taken a significant step to establish the Office of Alumni Relations. The vision of the Office of Alumni Relations is to establish a bridge between the alumni and all the other stakeholders of the university. This office, manned by trained staff and a Student Alumni Relations Committee (SARC),  has taken various initiatives to connect with alumni through an alumni portal (https://alumni.srmap.edu.in/) and alumni policy. The portal helps alumni to-

• Connect and interact with the university community.
• Share experiences and feedback on the ongoing curricular and extra-curricular activities on campus.
• To facilitate post-employment opportunities for the alumni community.

Three batches have graduated till now. Accordingly, the university has a young alumni base of 2302. 57% of alumni work in Fortune 500 companies; more than 20% of the alumni are either working or pursuing higher studies in international companies and universities; and 11 alumni have started their own start-ups and businesses. As the alumni base of the university is young, they render their support by,

• Interacting with newly joined students during the orientation.
• Giving expert talks on new technologies and career options.
• Mentoring students under an alumni mentorship programme. A total of 11 alumni interactions were conducted between 2021 and 2023, connecting 21 alumni with students.
• Facilitate international internships for students.
• Giving inputs on curricula design and development as members of the Board of Studies and Academic Council.
• Being part of the development of a strategic plan for the university.

In November 2021, SRM Achiever’s Connect 2021 event brought esteemed speakers who were also alumni of the university. They shared useful insights and their experiences, enriching both current students and alumni. This event served as a platform for knowledge exchange, strengthening bonds within the community. The university has published 3 Alumni Yearbooks documenting the alumni community and showcasing their accomplishments. From founding the start-up OurEye.ai to roles in the movie industry, entrepreneurship, consultancy, authoring books, and founding companies, our alumni have continued to shine. The university is in the process of forming an Alumni Association under the Indian Societies Act. The association will have chapters within and outside India. Although young, the enduring bonds between alumni and their alma mater will continue to shape the university’s journey, leaving an indelible legacy.

SRM University-AP, a research-intensive university, was founded in 2017 under the Andhra Pradesh State Private University Act. Located in Amaravati, it aims to become one of the top universities in the world. The vision and mission statements were translated into its 1st Strategic Plan (2018-2023) with five strategic goals, viz.,
 

• Research Excellence: Significantly increase faculty research and impact.
• Student Outcomes: Ensure graduate success in career and entrepreneurial ventures.
• Quality Student Intake: Attract bright and motivated students with demonstrated potential.
• High-Quality Faculty: Recruit and retain exceptional faculty.
• Excellent Learning Outcomes: Ensure students leave the university with the skills and knowledge for long-term success.

Key Performance Indicators (KPIs) and targets were established for each strategic goal, ensuring their alignment with the strategic plan.

The university has placed its 2nd 5-year strategic plan (2023-28), from AY 2023-24. The five strategic goals are:-

• Achieve Academic Excellence
• Enhance Student Experience
• Intensify Research Innovation and Entrepreneurial Spirit
• Attain Financial Sustainability
• Improve Perception and Visibility

The plan includes strategic and operational goals and actions, KPIs, and targets. Progress is monitored through regular reviews at various levels, including the President’s fortnightly review. Proposed actions are tracked efficiently.

The university’s strategic plans are administered and deployed through various directorates and departments, both academic and non-academic, that function based on set rules and policies. These functional units encompass a proper team structure of deans, directors, staff etc., working towards the common goal of organisational excellence.

The university follows UGC norms and has a well-defined organogram outlining each position’s roles and responsibilities. The statutory bodies of the university are the Governing Body, Board of Management, Academic Council and Finance Committee. The external members of these bodies are top leaders from around the world. The Registrar is the member secretary of these statutory bodies. The other committees include the University Research Board, University Research Council, Scholarship Committee, Board of Studies of each department, Examination Result Passing Board, Academic Affairs Committee, Doctoral Committee, IQAC, Grievance Redressal Committee, Purchase Committee, Internal Complaints Committee, Student Council, etc.

Over 60 approved policies are in place to ensure that the university’s systems and processes run smoothly. These policies are easily accessible to faculty, staff, and students on the intranet and ERP. Most of the procedures are automated and implemented through the university ERP, named eVarsity.  All approvals are given as per the university’s Delegation of Power (DOP).

The Chief Finance and Accounts Officer is responsible for all aspects of finance, viz., fee collection, preparation of annual budget and its utilisation, internal and external audits, balance sheets, procurement and purchase, etc. All operations are executed in a very transparent manner.

The Directorate of Human Resources maintains employee records and oversees recruitment, promotions, and appraisals. All appointments and promotions are approved by the Board of Management. Appraisals are held annually.

6.2.2.1 e-governance is implemented covering the following areas of operations:

1. Administration including complaint management

2. Finance and Accounts

3. Student Admission and Support

4. Examinations

The Directorate of Human Resources is responsible for staff recruitment, engagement, welfare, HR operations, payroll, and learning and development. All necessary policies, such as recruitment, promotion, performance management, leaves, regulations, and code of conduct are in place.

The university follows a merit-based recruitment process. There is no discrimination against any employee or job applicant based on any criteria. New joiners undergo a comprehensive induction programme to familiarise them with university systems and processes, work culture, ethics, vision, mission, and core values, facilitating their quick integration at the workplace.

The Performance Management System (PMS) encourages regular, constructive interaction between the faculty & staff and their supervisors. The university provides competitive compensation and benefits that reward superior performance, encourage meritocracy and create a committed workforce. The PMS includes performance planning, periodic performance review, annual performance appraisal, and individual development. The criteria for appraisal of employee performance are based on the university’s annual goals, actions and targets as given in the strategic plan. Each faculty and staff has individual KRAs and KPIs, defined at the start of an academic year. The faculty members are majorly appraised based on their contribution towards Teaching, Research, and Institution building. The promotions of faculty and staff are conducted in a fair and transparent manner.

The university has introduced several schemes for the professional growth of employees. These include an annual professional development allowance, start-up research grants, financial support for patent filing/publishing and granting, outstanding teacher awards, best researcher awards, research rewards for publications in high-quality journals, patent granting and technology transfers. The faculty members honing additional responsibilities are also remunerated suitably. All these incentives motivate the faculty towards their professional development, which eventually leads to the growth of the department and the university. Employees are recognised, appreciated, and rewarded for their services through long-term service awards. The monthly birthday and welcome celebrations, festival celebrations, and faculty and staff retreats are an integral part of the university’s employee welfare and engagement schemes. In 2022-23, 190+ beneficiaries availed of the group medical insurance as part of the welfare measures by the university.

 All these practices ensure a healthy work culture on campus and bonding between the employees across all the academic and non-academic departments.

6.3.2.1: Number of teachers provided with financial support to attend conferences/workshops and towards membership fee of professional bodies year-wise during the last five years 

6.3.3.1: Total number of teachers who have undergone online/ face-to-face Faculty Development Programmes (FDP)/ Management Development Programs (MDP) during the last five years

The university follows a strategic plan to mobilise and utilise funds effectively. The institution’s main source of income is through the students’ tuition fees. The other sources of funds are donations from the sponsoring body, bank loans, research and consultancy grants from government and non-government agencies, industries and corporations, sponsorships for events, revenue from the use of campus facilities, and student fines. A break-up of these is given below:

• Donations from sponsoring bodies for infrastructure augmentation and development.
• Loans from Financial Institutions and Banks for the development of infrastructure facilities.
• Research Project funding from government agencies like DST, DBT, SERB, ISRO, BAARC, etc.
• Sponsorships, registration fees, etc., for conferences and events like hackathons, sports events, etc.
• Rental Income from various establishments on the campus providing services to the university concerning food, shops, banks, post office, etc.
• Funds generated from consultancy projects.
• Fees collected from Faculty Development Programmes and executive education programmes.
• Fees from Students – Hostel & Mess fees, Transport fees, etc.
• Funds generated from testing charges of research equipment and usage of laboratories.
• Sale of Application forms, sale of scrap, etc.
• Interest income from deposits, securities, etc.

Optimal utilisation of funds

The university prepares its annual budget, regulates its financial expenditure as per the approved process, and ensures efficient allocation and utilisation of available resources. The flow of the budget preparation exercise is as follows:

Unit > Department > Internal Committees > Finance Committee > Board of Management > Governing Body

The institution has a well-defined mechanism and various committees to ensure optimum utilisation of financial resources. These committees include the Purchase Committee, Research Grant Committee, Student Financial Support Committee, Library Committee, and Admissions and Scholarships Committee.

Funds allocated are effectively utilised transparently for the Operational Expenditure (OPEX). The various heads of expenditure are as follows:

• Professional Development Allowance
• Ph.D. & M.Tech. Fellowships
• Department Lab Consumables
• Research Lab Consumables
• Library, Journals and Subscriptions
• Examination related expenditures
• Training & Placement expenditure
• Outreach activities
• Student-related activities (Hostel, Mess, Sports & Club activities)
• Transportation
• IT-related activities (Internet, Telephones, AMCs, Licenses and others)
• Operations & Maintenance
• General Administrative expenses like printing and stationery, travel, postage and courier, etc.

Capital expenditure towards infrastructure augmentation is planned and executed by a separate project division, which prepares the detailed plan and budget and

takes necessary approval from the management for timely execution and delivery. A separate in-house team monitors the quality and timelines for the infrastructure development.

Sustainability

At present, the university can meet its operational expenditure, excluding the finance cost, from its student fee collections. Support from the sponsoring body is required to service the principal and interest components of the financial loans, infrastructure and other capex requirements. The university has developed a comprehensive plan to attain financial sustainability as envisaged in the Five-Year Strategic Plan (2023-28).

6.4.2.1: Total Grants received from government and non-government bodies and philanthropists for development and maintenance of infrastructure (not covered under Criteria III and V) year-wise during the last five years (INR in Lakhs) 

The university’s financials and accounts are regularly audited by both internal and external auditors to ensure Books of Accounts are maintained well and as per the norms of the regulatory authorities.

Internal Audit:

Internal audit is conducted quarterly and covers the following:

• Transaction audit: Examination of relevant vouchers and documents of all receipts and expenditures per the cash and bank book.
• Compliance audit: Examination of different documents as to whether applicable rules/regulations/instructions issued by the Competent Authority have been duly complied with.
• Financial audit: Examination of Income and Expenditure account, Balance Sheet, etc., of the university as per applicable accounting standards and guidelines.

Suggestions for improvement:

The Internal Audit is conducted yearly, where 2-3 quarters are reviewed at one stretch. A total of 8 audits have been conducted from April 2019 – March 2023. The internal audit team reviews and verifies all transactions, vouchers, ledgers, cash and bank books, and purchase files. They also review the internal processes, identify gaps and suggest improvements.

During the Internal Audit, observations are made, and consequent actions are taken. A few sample observations are:-

• Short deduction of TDS in certain transactions relating to vendor and contractor payments due to wrong TDS deduction rate.

Action Taken: Verification of all transactions by a senior accounts manager and preparation of final statement with ledger extracts for the month and rate of applicable TDS.

• No proper fixed asset register is being maintained for tracking and identifying the asset.

Action Taken: Initiated bar-coding and labelling of each asset at the time of installation itself.

• Vendor master database is maintained in Excel and is not being updated in the ERP.

Action Taken: The vendor master database in ERP is being updated with existing and new vendors, ensuring KYC compliance is followed.

• Housekeeping manpower agency’s invoices are not mapped with biometric attendance.

Action Taken: All housekeeping staff have been issued permanent ID cards and instructions for mandatory biometric attendance. The CLM Directorate duly verifies the attendance sheets for bill processing.

External Audit :

The objective of an external audit is to determine whether the financial statements represent a true and fair view in all respects of the University’s financial position, results of operations and cash flows.

The external audit is done annually during the months of August and September of the financial year, and annual accounts are audited and filed as per the deadlines stipulated by the tax regulations.

The External Audit follows the Standards issued by the Institute of Chartered Accountants of India. It involves,

• Performing procedures to obtain audit evidence about the amounts and disclosure in financial statements
• Obtaining reasonable assurance about the financial statements, free from material misstatements
• Evaluating the appropriateness of accounting policies used and the reasonableness of the accounting estimates
• Evaluating the overall presentation of the financial statement

The auditors also audit the Income and Expenditure Account and the Balance Sheet. In sequence, the audited statement of accounts and balance sheet are presented to the Finance Committee, Board of Management and the Governing Body.

The university is committed to providing quality education with world-class infrastructure, highly qualified faculty, impactful research, and international collaborations. In 2021, the university created the Office of the Dean Quality Assurance and Rankings (QAR) with specific objectives listed as:

i. Conducting internal and external academic audits

ii. Instituting 360-degree feedback mechanisms

iii. Preparing data for accreditation and rankings and execution

iv. Maintaining a central database repository of the university

The Internal Quality Assurance Cell (IQAC), as per UGC guidelines, was formed in February 2022 under the QAR office. Prior to the formation of the QAR office and IQAC, all academic processes, methodologies of operations and learning outcomes were periodically reviewed by the offices of Academic Affairs, Faculty Affairs, Research and Innovation and the NIRF task force.

The quality of education and academic rigour are monitored by fortnightly President’s review meetings, the Academic Council and the Board of Management.

The first meeting of the IQAC was held in April 2022, which marked the commencement of a comprehensive review and monitoring of the education quality on the campus.

The meeting resulted in three key decisions that aimed at achieving the institution’s goal of excellence. The first decision was to initiate a series of rigorous audit processes to evaluate the university’s functioning, ensuring efficiency and best practices. The audits were conducted in December 2022 and June 2023, contributing significantly to the institutionalisation of quality assurance practices.

The office of QAR took a lead role in defining a comprehensive second 5-years Strategic Plan of the university for the period 2023-28, which was approved by the Governing Body in September 2022. Since its inception, the IQAC has been maintaining a database of all the information, documentation, data and metadata through an in-house developed knowledge management portal.

The training programmes covering various aspects of quality in teaching-learning processes, outcome-based education, research methodologies, and teacher development are being initiated by the office in coordination with concerned departments. Multiple pedagogy and teaching methodology sessions were held to enhance educators’ skills and contribute to the overall improvement of academics at the university.

A complete revamping of student feedback and stakeholder satisfaction surveys with clearly defined quality metrics has been completed. The feedbacks are being shared with various departments to improve the quality of education in all aspects. This commitment to transparency and accountability reflects the institution’s dedication to maintaining high standards in all operational dimensions.

The university is now eligible for national-level accreditation and ranking. The IQAC decided to apply for NAAC and NIRF to showcase the university’s commitment to academic excellence. The university has a zero-tolerance policy on education quality and academic rigour and reinforces the activities of the the QAR office and IQAC.

A. Any 5 or more of the above

The university is always open to incremental improvements across various domains to ensure holistic student development, academic excellence, and quality research and innovation, supported by a robust infrastructure and support systems.

Infrastructure Upgrades and Expansion of Facilities: New facilities are being constructed every year to provide modern learning spaces, new hostels, lecture halls, and recreational areas. Routine upgrades are made to the existing infrastructure to meet the diverse needs and to foster educational and research environments. Smart classrooms and collaborative learning spaces are being developed for interactive learning experiences.

Green Initiatives: To promote sustainability, some of the green practices undertaken are energy-efficient systems, renewable sources, and eco-friendly materials. It also raises environmental awareness among students and supports global greening efforts.

Enhancement of Learning Resources:  Priority is on accessible, top-notch resources to enhance learning. The central library, the Learning Resource Centre, is expanding in terms of books (27000+), e-books (200000+), periodicals and journals (7000+), digital resources, and online databases (9). The library regularly updates software tools to facilitate learning and research.

Introduction of New Courses: To meet industry demands and student interests, the university periodically revises its curricula by introducing new courses, removing obsolete courses, and updating course content. Over the last 5 years, approximately 50% of the university’s courses have been newly introduced. The curricula for batches AY 2022-23 and 2023-24 have recently been revamped.

Workshops on Teaching and Learning: The Teaching Learning Centre conducts workshops on teaching and learning methodologies, training and one-on-one sessions with faculty, and sessions on reflection for teaching-learning improvements. These sessions cover effective teaching strategies, active learning techniques, technology integration, question papers and assessment, and outcome-based education.

Improvement in Feedback Mechanism: Student feedback is collected to facilitate transparent communication and gather valuable insights about the course as well as the faculty. Recently, corrective actions for student feedback have been automated, and a new feedback mechanism policy is in place. Satisfaction surveys and feedback from students, faculty, academic peers, recruiters, alumni, and parents have also been administered. Key metrics such as NPS and CSAT are an integral part of the 5-year Strategic Plan.

Increase in Q1 Research Publications: The university has maintained about 50% of research publications in Q1 journals over the last 5 years, showcasing its dedication to fostering a culture of research excellence supported by faculty incentives and targeted support.

Graduate Outcomes: The university has implemented placement training programmes to enhance students’ skills, interview preparation, and industry insights, resulting in a 30% increase in average salary from Rs. 6.30 LPA to Rs. 8.15 LPA for the last three graduating batches. Tailored guidance, counselling, and mentorship programmes have also contributed to students’ admission to the top 50 QS universities for the last three graduating batches.

The university is committed to academic excellence through strategic upgrades, facility expansion, green initiatives, improved learning resources, enhanced teaching-learning processes, and quality research and is making incremental changes to drive continuous improvement towards academic excellence.

1.      Title of the Practice:

Strategic Employment Advancement Programme (SEAP)

2.      Objectives of the Practice:

3.      The Context

A key graduate outcome is student placement. Around 70% of its graduates opt for placement. The university has designed a comprehensive plan to prepare students for placements in companies in all sectors.

4.      The Practice

• A dedicated Directorate of Corporate Relations & Career Services with seven area managers throughout India.
• An innovative, industry-focused curriculum with courses such as Industry Standard Coding Practice (ISCP), Industry Specific Employability Skills (ISES), Problem-Solving Skills, and Career Skills.
• A systematic placement training programme, both general and company-specific, to impart soft skills and technical skills.
• Acquiring skill and proficiency in commercial software packages required by industry – MATLAB, Ansys, Solid Works, Cadence, PSIM, ArcGIS, JMP, Excel, R, Python, Tableau, and Power BI for students.
• Integration of live projects into the curriculum.
• Courses are co-taught by industry practitioners from leading companies.
• Professional internships during summers and final year for at least one semester.
• A range of online skill-building programmes through platforms like Infosys Springboard, LinkedIn Learning, Coursera, NPTEL, and Cognavi.

5.      Evidence of Success

1. All students in the three graduating batches who opted for placements were placed in many diverse companies.
2. The average annual salaries increased from Rs. 6.30 LPA for 2021 batch students to Rs. 8.15 LPA for the 2023 batch students
3. The companies offering the highest salaries were ZOOM – ZVC India P Ltd (Rs. 54.75 LPA), Autodesk India Private Limited (Rs. 36.58 LPA), VOLANTÉ Software INC (Rs. 29.46 LPA), AMD India Private Limited (Rs. 24.85 LPA), and Amazon (Rs. 21.00 LPA)
4. The highest professional internship stipends rose from Rs. 30K  in 2021 to Rs. 100K  in 2023.
5. The prominent companies offering professional internships are PVP INC (Japan) and  Volante Systems (Canada).
6. 28 students have been placed in international companies located in countries, namely, Canada, Japan, Sweden, USA, Australia and UAE.
7. Recognition by FICCI Higher Education Excellence Special Jury for Excellence in Creating Employment.

6.      Problems Encountered and Resources Required

• Geographical location: Very few companies have preferred to visit the campus due to poor connectivity.
• Accreditation and Ranking: Many companies refused to come for placements, as the university has no accreditation rating and NIRF ranking due to non-eligibility in its formative years.

Best Practice 2

1. Title of the Practice

Progressive Research and Innovation for Societal Empowerment (PRISE)

2. Objectives of the Practice

3. The Context

SRM University-AP prioritises research and innovation excellence, aiming to be a leading institution in research standards among young universities.

4. The Practice

• Two research buildings with 60 research laboratories and 7 Centres of Excellence.
• Hiring faculty with Ph.D. from renowned institutions in India and worldwide.
• Financial support for faculty professional development, research seed grants, patent filing, publishing, and incubation support for spin-off companies.
• A robust policy for sponsored research and industrial consultancy, encouraging extramural funding and supporting funds for principal investigators.
• Competitive fellowships for Ph.D.  scholars, post-doctoral researchers, and M.Tech. students.
• Flexibility in course selection and internships for research-oriented UG and PG students. Financial support for conference participation for students.
• The Hatchlab Research Centre offering incubation support for start-ups.
• Research awards and research publication rewards.

5. Evidence of Success

1. A 25-fold increase in research outputs since 2018. 1733 research papers were published during 2018-2023 (over 50% in Q1 category). 19% increase in FWCI compared to the global average. 174 patents filed, 164 published, with 10 granted with the potential for technology transfers. Notably, one technology transfer with Titan has recently been materialised.
2. Students have published 165 research papers (232 students) and filed/published 65 patents (175 students).
3. Faculty have earned over 339 sponsored research and consultancy projects, totalling Rs. 35.26 Crores (up to Dec 2023), from government research agencies and industries.

Societal and Industry-relevant research

Some examples are:

• Non-invasive continuous blood glucose monitoring System-on-Chip (SoC) based on photoacoustic spectroscopy.
• Breast cancer detection system using microwave antenna arrays and sensors for seamless integration into the Internet of Medical Things (IoMT).
• Ash-based geosynthetic clay liners offering sustainable solutions for municipal solid waste (MSW) landfills, a critical urban challenge.

Accolades and recognitions

1. Over 60 awards received by faculty and students for their research contributions.
2. Ranked as 3rd best private university in India and 32nd overall in the 2023 Nature Index Journal rankings.
3. 9 faculty members listed among the top 2% of highly cited scientists by Elsevier BV and Stanford University during the last 5 years.
4. Recognised by India Today in 2022 as the “Top Promising Engineering University in India”.
5. Acknowledged by ASSOCHAM in 2023 for “Excellence in Enabling Research Environment”.
6. Ranked first among Best Young Indian Universities (Private Engineering Category) by Careers360 in 2023.

6. Problems Encountered and Resources Required

• Lack of peer-to-peer learning and mentoring of younger faculty by experienced senior faculty.
• Access to mega facilities (equipment costing over 3 Crores) in the region is severely limited. 

Empowering rural development

SRM University-AP is the first educational institute to be established in the rural outskirts of Amaravati, Andhra Pradesh, envisioning to make impactful efforts to bring high-quality education and research within reach of students in the ground roots of the country. The university offers academic excellence scholarships, need-based scholarships, merit scholarships, and many others offering financial assistance to students to pursue higher education. More than 50% of the students have availed of the university scholarships and are participating in the university’s dynamic academic environment.

Providing unique learning experiences to students

During the last six and half years of existence, the university has established its distinctiveness by providing unique learning experiences to students, as stated in the university’s vision statement. The uniqueness in learning begins from the world-class infrastructure, recruitment of faculty with the right mindset, innovative curricula and research-based education leading to desired graduate outcomes.

I. Physical and digital infrastructure:

The university’s intent to foster an optimal learning environment is reflected in the world-class physical infrastructure, which includes modern and conducive spaces catering to the diverse needs of students whom we call learners. The state-of-the-art ICT-enabled classrooms equipped with movable furniture facilitate experiential and blended learning. Exclusive active learning classrooms (ALCs) and lecture recording systems facilitate hybrid learning and provide students with a unique classroom learning experience.

Spacious modern teaching and research laboratories with advanced hardware and software tools, high-end workstations, and high-performance computing facilities enhance students’ hands-on and project-based learning. This leads to the creation of numerous research opportunities motivating students to work on innovative interdisciplinary projects of societal significance, fulfilling a part of the university objective, i.e., to be nationally relevant and regionally transformative.

With a robust digital infrastructure including seamless connectivity (4 Gbps internet bandwidth) in place, the students can learn from anywhere, anytime. A number of BYOD spaces have been created in all academic blocks, hostels, dining areas, and the library encouraging collaborative and peer learning amongst the students. The students can also access online learning resources 24 x 7. 

II. Accomplished faculty: 

Since its inception, the university has been very selective in recruiting a quality leadership team and faculty having strong pedigree and scholastic achievements. The blend of core academicians and industry practitioners (i.e., professors of practice, visiting and adjunct faculty from industry) recruited from institutes of excellence all over the globe co-teach the courses in the classrooms, providing students with a distinct learning experience. For instance, 98% of the faculty have PhD degrees, out of which 40% of the faculty has international exposure. The quality of faculty can be gauged from the fact that during the last 5 years, the university has published 707 research papers in Q1 journals, filed/published 174 patents, 10 patents granted, and 332 projects with an outlay of Rs. 33.46 crores from DST/DBT/Wellcome Trust/ISRO etc.

3. Innovative curricula:

The curricula of all UG programmes have seamless integration of knowledge, skills, training and certification tailored to equip students with the necessary education needed to thrive in the 21st century as a lifelong learner. The highly flexible curricula are embedded with courses leading to interdisciplinary learning, project-based learning, active learning, problem-solving methods and practical applications. About 90% of the courses involve experiments, field and/or project-based components. The industrial and international research internships and projects carry 10% of total credits in an academic programme.

The uniqueness of the curricula emerges from the incorporation of industry-relevant coursework, international immersion and study abroad programmes, hands-on training, experiential learning component of up to 60%, course delivery by industry experts and a variety of assessment methods practised by the faculty. The university is keen to do away with examinations which encourage rote learning and focus more on continuous assessments, both formative and summative. Some unique assessment methods practised are role plays, group discussions, team presentations, etc.

Another unique feature of the curricula is allocating compulsory credits to co-curricular activities, community engagement and social responsibility, and entrepreneurship culminating in interdisciplinary projects of social relevance and social entrepreneurship. Learning in such courses happens through outside-the-classroom activities, field visits to villages, nearby national projects, sites, communities and industries, participation in events, preparing project reports, etc. Many of these activities are conducted through student clubs. In hindsight, students learn leadership, creativity, critical thinking, team building and interpersonal skills. 

Thus, the learners are well-prepared to meet the evolving demands of industries within India and around the globe.

1. Research-based education:

The students of all UG programmes can opt for research-based courses, internships and projects and collaborate with PG students and Ph.D. scholars to work on problems of national importance. Through collaborative projects, students engage in impactful research, which has led to more than 165 publications and 65 patents by UG and PG students.

Some research has led to the formation of start-ups as well. The Paari School of Business, in conjunction with the Directorate of Entrepreneurship and Innovation, offers several foundation & advanced-level programmes and courses, which are run in an experiential mode through the conduct of ideation workshops, hackathons, bootcamps and pitch competitions. The students are directly interfaced with successful entrepreneurs, angel investors, venture capitalists, mentors and legal advisors. This supplements students’ unique learning experience.

All these immersive learning experiences have converted into excellent graduate outcomes in the form of quality student placements (a significant increase in average salaries from Rs. 6.3 Lakhs per annum to Rs. 8.15 Lakhs per annum over the last three graduating batches), admissions in quality higher educational institutions around the globe (43 students secured admissions in top 100 QS universities) and starting of spin-off companies ( 21 registered companies).

Our distinctiveness in providing unique learning experiences to students thus ensures that our graduates emerge with confidence and excellence in their chosen fields.