Report of the IIM Kashipur Institute Performance Review

Committee (IPRC)
April 2024

Prof. Janat Shah

Prof. Sethu Gururajan
Prof. Sunil Sharma
 Report on IIM Kashipur-IPRC

Foreword

In terms of the Indian Institutes of Management Act 2017, which came into force on
January 31, 2018, and its own Regulations, the Board of Indian Institute of Management,
Kashipur appointed an Institute Performance Review Committee (IPRC) consisting of
a team of three experts:

Professor Janat Shah, Retired Professor of Operations Management of Indian Institute

of Management, Udaipur (IIMU). He was also the founding Director of IIMU.

Prof. Sethu Gururajan, Retired Professor of Finance of Indian Institute of Management,

Trichy (IIMT). He was a faculty member at XLRI Jamshedpur. He was Officer on
Special Duty In-Charge of the National Institute of Securities Markets during its
formative years. He served in the Indian Administrative Service.

Prof. Sunil Sharma, Professor of Strategy of Indian Institute of Management

Ahmedabad. He was also the Chief Strategy Officer at Tata Power.

The IPRC visited IIM Kashipur during November 7-8, 2023. During the visit, the IPRC
had meetings (Exhibit 1) with many stakeholders and examined the data provided by
the Institute.

In addition, the IPRC interacted with the Chairpersons, Members of the Board and
Alumni of the Institute through a virtual meeting on November 7, 2023.

The IPRC members had discussions among themselves by telephone and email,
including online meetings. Various data inputs were made available as requested.

The IPRC wishes to place on record the support received from all stakeholders including
the Board, the Director, the coordinating team, the faculty, staff, students, recruiters,
and alumni, for the various inputs provided.

Prof. Janat Shah Prof. Sethu Gururajan Prof. Sunil Sharma

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Table of Contents

Foreword 2
Table of Contents 3
Abbreviations 4
Introduction 5
Governance and Vision 7
Programmes 10
Students 14
Faculty and Research 17
Collaborations – International and Regional 19
Executive Education 21
Alumni 23
Finance Management 24
Culture and Ethics 26
Conclusion 28
Exhibit 1: Schedule of Meetings with IPRC 32
Exhibit 2: Institute Finances 35

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Abbreviations

AACSB Association to Advance Collegiate Schools of Business

AC Academic Council
BoG Board of Governors
CAGR Compounded Annual Growth Rate
CAP Common Admission Process
CAT Common Admission Test
CTC Cost to Company
ERP Enterprise Resource Planning
GMAT Graduate Management Admission Test
GoI Government of India
GoU Government of Uttarakhand
GRE Graduate Record Examinations
HR Human Resources
IPRC Institute Performance Review Committee
IT Information Technology
MBA Master of Business Administration
MBAA MBA in Analytics
MoU Memorandum of Understanding
NIRF National Institutional Ranking Framework
PGDM Post Graduate Diploma in Management
PGP Post Graduate Programme
PhD Doctor of Philosophy
R&D Research and Development

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1. Introduction

IIM Kashipur (IIMK), a second-generation IIM, was established in 2011 by the Central
Government through the Ministry of Education (then Ministry of Human Resource
Development), with the support of the Government of Uttarakhand (GoU). The institute
received budgetary support for capital and revenue expenditure through the Central
Government over the first eight years, i.e. from 2011 to 2019. In 2011, the GoU
facilitated a temporary campus at the office of the Commissioner of Sugar Cane and
Sugar Industry and subsequently allocated 200 acres for a permanent campus. In 2011
The Institute began functioning from a temporary campus and subsequently moved into
a 200-acre permanent campus.

Like its five second-generation IIM peers, IIMK was also to be mentored in its initial
years by an older IIM, which for IIMK was IIM Lucknow. The first batch of 38 students
joined the two-year Post Graduate Programme (PGP) starting the academic year 2011-
12.

The IIMK’s first Board of Governors was constituted in early 2011. The first Chairman
of the Board was Mr. Dhruv Sawhney, Chairman and Managing Director of Triveni
Turbine and Triveni Engineering and Industries, who held tenure till 2019.
Subsequently, the institute has been operating with an interim Chairman, Mr. Sandeep
Singh, who is an author with expertise in the field of Management.

The first full-time Director of IIMK, Professor Gautam Sinha, a faculty at IIT
Kharagpur, joined in 2012, with a five-year tenure and two subsequent six-month
extensions. Subsequently, Professor Badani, Senior Faculty IIMK, operated as director-
in-charge for six months. Following Prof. Badani’s tenure, in 2019, Prof. Kulbhushan
Balooni, faculty at IIM Kozhikode took office as Director of IIMK. His term will be
over in June 2024.

IIMK, like other IIMs, falls under the purview of the Indian Institutes of Management
Act, 2017. The Act empowers the institution with greater autonomy under the
governance of its Board. A significant outcome was that each IIM became a degree-
granting institution and hence the graduating students could be awarded the MBA,
unlike the hitherto Post Graduate Diploma in Management (PGDM).

IIM Kashipur has demonstrated steady progress over the last twelve years of operation.
The overall performance has been at par with other second-generation IIMs, despite the
locational disadvantage. In the last NIRF ranking, the institute was ranked at a
commendable 19th position.

IIM Kashipur became a member of the "Association to Advance Collegiate Schools of

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Business" (AACSB) in the first decade of operations. Currently, the institute is actively
working towards getting formal AACSB accreditation. Participation in the AASCB
process helped the institute to develop critical thinking about the pathways to build a
great institution with a global outlook and process benchmarks.

In terms of its admissions and program portfolio, the institute began with one degree-
granting program in the 2011-12 academic year with 38 students. In 2023-24, it admitted
approximately 500 students into three full-time degree-granting programmes. The
number of students entering the flagship two-year MBA programmes has increased from
38 in 2011 to 308 for the 13th batch in 2023. The institute also offers executive education
programmes including two executive MBA programs (EMBA & EMBAA) in its
program portfolio. IIMK has 48 members of faculty as of June 2023, with five more
expected to join over this academic year.

The total revenue generation from internal sources has gone up from Rs 1.7 crore in
2011-12 to Rs 78.1 crore in 22-23. This is further projected to go up to Rs 223.5 crore
in 2029-30. In the Initial eight years, it received support from the MOE in terms of
grants-in-aid amounting to about Rs 127 crore. The institute has been frugal in its
management of finances and has a corpus of about Rs 147 cr. as of March 2023.

The fundamental question facing IIMK is how the institute can chart a successful path
towards its ambitious Vision 2030, while keeping in mind locational challenges such as
poor connectivity to the country’s business hubs and handicaps in attracting human
talent.

This must further be viewed in the context of more IIMs being set up in India to create
human capacity and maximise the opportunities provided by the country’s economic
growth. Given the competition in the pool, including 20 IIMs, multiple well-funded
private sector business schools, and the entry of foreign universities, online
programmes, and short-term courses, this question becomes even more significant.

The IPRC has kept the above fundamental question and context in consideration during
its evaluation and review. This report is structured into 11 sections. This first section
presents an introduction. The second section focuses on governance and vision,
followed by the programmes and then students. The fifth section moves onto the faculty
and research, and then collaborations (international and regional). Issues related to
executive education are addressed in the seventh section, followed by a focus on alumni.
The ninth section examines finance management, followed by culture & ethics. The 11th
and last section provides conclusions where we make several key observations focusing
on the strengths and weaknesses of the institute and provide certain recommendations
that may help the institute in its journey towards its vision of building a world-class
management institution.

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2. Governance and Vision

As outlined in Chapter 1, IIM Kashipur was established in 2011 and operates in

adherence to the rules and regulations prescribed by the IIM Act of 2017. It is governed
by the Board of Governors (BoG) with members from the corporate sector, academics,
and representatives of the national and state governments. To ensure diversity, the
presence of a female member and a representative from the scheduled caste community
is mandated by the act.

While there is no involvement of the Government in terms of the day-to-day activities

of the IIMs, there are specific national policy guidelines that the institutes must abide
by, such as reservation of seats for disadvantaged groups in society and recruitment
norms for faculty and non-teaching staff. The Institute has functional autonomy
regarding fees, new programmes, executive education, consultancy services and its
investment priorities. No revenue sharing with the Government, or any parent
organisation is mandated.

The Board has empowered the following committees to enhance the governance of the
institute:
- Finance & Audit
- Human Resources Remuneration and Appraisal
- Building/Works and Campus Development
- Academic

The institute has provided detailed mandates to each of the committees and, which has
been documented as part of the institute regulations gazetted in 2022.

The internal governance system of the Institute consists of the Director, three Deans and
various Academic Committees.

The Academic Council serves as the institute's primary academic body, chaired by the
Director, with all the members of faculty serving as council members. Its functions
include defining admission criteria and methods, specifying academic program content,
setting the academic calendar, making recommendations for examinations, and
suggesting degree grants.

The faculty is organised into eight areas (structure that is similar to all management
schools), viz.,

(i) Communications
(ii) Economics
(iii) Finance and Accounting

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(iv) Information Technology & Systems

(v) Marketing
(vi) Operations Management & Decision Sciences
(vii) Organizational Behaviour and Human Resources Management
(viii) Strategy

In the initial years, the Institute had identified ‘Tourism’, ‘Agriculture’ and
‘Entrepreneurship’ as focus areas. This vision couldn’t be aggressively pursued in all
the three areas because of resource constraints and faculty inclination to introduce a
course on data-analytics. To facilitate interdisciplinary programmes and research, the
institute has set up three centres of excellence: the Centre of Excellence on Public Policy
and Government (COEPPG), Design Innovation Centre (DIC), and Foundation for
Innovation & Entrepreneurship Development (FIED). These centres are envisaged to
serve as the intersection of scholarship, education, training, and research. This effort is
aimed at achieving the Institute’s long-term vision.

The Chief Administrative Officer is responsible for overseeing multiple administrative

units within the institute, including Human Resources, Procurement, and
Administration. Additionally, the institute has a Chief Finance Officer (CFO) who
oversees the accounting department. Moreover, each academic subject area within the
institute is led by an Area Chair. It is noticed that faculty members carry a considerable
administrative workload. To alleviate the administrative burden on faculty members, the
Institute should pay attention to manpower planning and capacity building for
administrative staff.

The institute’s finances undergo quarterly audits by the internal auditor and a yearly
audit by the Comptroller and Auditor General (CAG), ensuring complete transparency
in its operations.

There is an efficient grievance redressal mechanism in place, with designated authorities

responsible for addressing various aspects of the process. All received applications have
been duly addressed under the norms of the RTI Act.

IIMK’s vision is to be an Institute of Eminence that fosters management research and

education and to develop leaders for creating positive societal impact in a changing
world. To support this the Institute strives to create and disseminate knowledge through
applied and interdisciplinary research in emerging areas of management.

The mission of the institute is to develop socially conscious, competent, and ethical
business leaders and researchers capable of critical thinking, innovation, and
entrepreneurship while being inclusive and focusing on both regional development and
internationalisation.

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In support of the vision & mission, the four core institutional values that are nurtured
are collegiality, proactive engagement with all stakeholders, green consciousness, and
transparency.

Education at IIMK is based on the triple foundation of humility, character, and

righteousness. This is to nurture a social conscience that delivers performance and
excellence across cultures, functions, and geographies - which, again, is a triad. IIMK’s
logo reflects a special emphasis on this, besides representing the triple bottom line of
people, planet, and profit.

The institute’s strategic goals include improvement of the academic ecosystem; synergy
between educational theory, practice, and research; promotion of innovation,
entrepreneurship, and public service; empowerment of local stakeholders; upliftment of
economically challenged sections of the society; and gender diversity.

Subsequently, the institute has developed a strategic plan after several stakeholder
consultations, which has been ratified by the BoG. Besides outlining the five-year
strategic goals of the institute, the plan details a strategy to achieve them. A review
process has been put in place to monitor the progress.

The institute has successfully cultivated a culture of participative decision-making

wherein students, faculty, and staff are all highly engaged. This was evident from
interactions with all stakeholders. The Institute has managed to build a positive culture,
and the faculty has strong ownership of the institute.

IIM Kashipur has been operating with an interim chairperson for the last several years.
The Institute has had several vacant board positions in the last decade. Although this
does not seem to have affected the operational performance of the institution, it is a
governance issue that requires immediate attention. It can affect the institute in the long
run given that management education is fairly competitive. Ensuring a regular
chairperson and full board as per the IIM Act is vital from a long-term strategic
perspective.

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3. Programmes

Beginning in June 2011, IIMK has gradually built up an impressive set of academic
programmes. As of now, there are five Programmes: (1) Two-year full-time residential
MBA; (2) Two-year full-time residential MBA (Analytics); (3) Two-year week-end
Executive MBA; (4) Two-year Executive MBA (Analytics); and (5) Four-year full-time
residential Ph.D. A programme named Executive FPM was commenced in 2014, but no
students have been admitted to this programme since 2019.

Two-year MBA

The Two-year full-time residential MBA commenced in June 2011. Till now 13 batches
have been admitted. The student strength of the batch grew from 38 (in 2011-13 batch)
to 308 (2023-25 batch). While there was not a single lady student in the 2011-2013
batch, there are 61 lady students out of the total class size of 308 in the MBA 2023-2025
batch. In the previous batch, there were 71 lady students out of the total class size of
250. Within the peer group of six IIMs that were established in 2011, IIM Kashipur has
done well on student strength as measured by the NIRF Ranking.

Students are required to earn 36 credits (1 credit = 30 hours of class), with 21 credits
from core courses and 15 credits from elective courses, courses of independent study
and dissertations. The students have the choice of selecting from over 70 different
electives in the second year of MBA.

Admission is based on CAT examination as is the case in other IIMs. The programme
has six trimesters of classes and eight weeks of summer training. There is an
Experiential Learning Module. Students form groups consisting of about 5-6 students
per group. The student groups work with partner organizations on sustainability projects
to unlock rural potential, MSMEs, social entrepreneurship, and environmental issues.
The programme curriculum was reviewed in 2020.

The Institute makes many more offers of admission than the seats available as students
have the choice of selecting many other IIMs. This results in releasing multiple lists,
one after another. The dropout rate in the programme is minuscule. The Institute offers
various scholarships to the students. At present about two dozen students receive some
form of scholarship.

It appears that the industry appreciates IIM Kashipur’s MBA programmes. The
placement data pertaining to the batch 2020-2022 is: Number of students: 322; Number
of offers: 365; PPO/PPI: 53; Mean salary: 15.21 LPA; Median salary: 14.82 LPA.

The Institute is taking steps to secure AACSB accreditation for the MBA programme.
IIMK recently submitted the AACSB Eligibility Application, and modifications to the
same are underway for resubmission.

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Two-year MBAA

This programme is MBA in Analytics. This programme was launched in February 2020.
This was an attempt by IIMK to create a niche in the emerging analytics domain. The
programme helps the students learn management basics, analytical concepts, and an
advanced flavour of analytics for business solutions. There is a dissertation component
spread over the three terms in the second year. The curriculum with 36 credits, 900 hours
of in-class learning, and an impressive list of elective courses appears to be well
designed. The programme focus seems to resonate with the increasingly technology-
oriented and data-driven world. The student combined strength (of the two batches
admitted in 2022 and 2023) is 253.

Executive MBA

The EMBA is a two-year post-graduate programme in management for middle and

senior-level executives. It is a week-end programme. The objectives of the programme
are to impart: (1) digital dexterity; (2) entrepreneurial spirit; (3) business communication
skills; and (4) managerial confidence. In 2023, forty candidates were admitted.
Eligibility for admission requires 50% marks at bachelor’s level, minimum of three
years of work experience, overall performance based on CAT/GMAT/EMAT scores and
performance in the personal interview. The programme is held in the Dehradun campus.
The student strength (of the two batches) is 80.

Two-year Executive MBA (Analytics)

This programme was launched in December 2021. There is a campus immersion module
that offers an opportunity to the students to connect with the main campus. There are
176 students in the two batches.

Ph.D.

This is a four-year (with one more year of extension, if required) full-time residential
programme commenced in 2015. Till now nine batches have been admitted. The main
purpose of the programme is to provide the scholars with the necessary inputs to identify
and research complex issues in the field of management. One of the main objectives of
this programme is to provide faculty members in the field of management.

Admission is based upon meeting: (1) 60% marks in specified educational

qualifications, (2) specified test scores in GMAT, CAT and some other tests (CAT: 85
percentile), and (3) satisfactory performance in personal interview. Work experience is
not mandatory but is given due consideration. All students receive stipends and grants.

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In the beginning, the scholars complete 28 credits (700 hours) of course work. Once
they meet the minimum qualifying criteria in the coursework component, the scholars
have to pass the comprehensive examination. Thereafter, they proceed to write the
dissertation. The programme was reviewed in 2020.

Till date 93 students (men: 67; women: 26) have been admitted, of which 17 have
graduated. The scholars have produced 71 journal research papers with an impressive
34 falling in the A*, A, and FT-50 category. Graduated scholars have secured faculty
positions in other IIMs and reputed business schools in India.

An Executive Fellow Programme in Management (doctoral level) was launched in 2014

but no admissions have been made since 2019.

Other programmes and activities

IIM Kashipur has established three centres of excellence. These are: (1) Foundation for
Innovation and Entrepreneurship Development (FIED); (2) Navashaya, the Design
Innovation Centre (DIC): and (3) Center for Excellence in Public Policy and
Government.

FIED is a Section 8 company fully owned by IIMK, established in March 2018. It

focusses on nurturing and strengthening entrepreneurship in agri-tech and agri-business
start-ups and running incubation centres. With support from various ministries of
Government of India, FIED has assisted many promising start-ups.

The DIC works to provide Design thinking training and inputs across sectors focusing
on the kumaon region of Uttarakhand. The Centre of Excellence in Public Policy and
Government has commenced a Ph.D. programme in public policy. The centre is an
Academia Member of International Telecommunication Union, a unique honour
enjoyed by IIMK.

The Experiential Learning component of the MBA programmes enables students to

work on field-based projects in three streams (Unlocking Rural Potential; MSME and
Social Entrepreneurship; Environment and Social Business Practices). Students form
groups of 5 each. These groups engage with small startups, including not-for-profit
organizations, to develop their capabilities and make them sustainable.

General observations

The number of regular faculty members is 48 as of 2023. The number has remained
about the same over the past 3-4 years. The number of visiting faculty members across

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different programmes is 35. Given that the total number of students across all
programmes is 1,143 (MBA: 558; Ph.D: 76; MBAA: 253; EMBA: 80; EMBAA: 176),
the student faculty ratio is about 14.

As per the NIRF data, the Faculty-Student Ratio average for 2018-2023 for IIMK is
about the same as the peer group IIMs.

The programmes are administered through a well-established committee system. The

committees are staffed with faculty members. Each programme is governed by its own
rules and regulations that are well documented. In that sense, the academic activities are
entirely faculty-driven with oversight from the Deans and the Director.

The processes are in place and are driven by the faculty team. The admission process is
robust and objective. The programme curricula are reviewed from time to time. The
MBA and Ph.D. programmes were reviewed in 2020.

The placement data shows that the recruiters have confidence in the students graduating
from the different programmes. The journal publications by the doctoral students are
impressive. The faculty strength and composition are comparable to the peer group.
NIRF ranking in the relevant attributes is at par with the peer group. Our interactions
with students (MBA, MBAA, and Ph.D.) evidenced a cohort of enthusiastic and bright
students. Overall, it appears that the programmes are of good quality.

The Institute has focused on analytics, entrepreneurship, innovation, and public policy
as niche areas. Programmes and centers have been established to pursue activities in
these niche domains. These initiatives are in nascent stages. If managed well, they offer
uniqueness to the Institute and indicate the directions for future growth.

In terms of the educational programmes, IIMK’s performance compares well with the
peer group in terms of size, variety, and focus. The programmes other than the flagship
MBA are very young programmes. They will take more time to settle down.

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4. Students

IIM Kashipur began its MBA programme in 2011 with 38 students in a temporary
campus located in the Office of the Commissioner of Sugar Cane and Sugar Industry!
The entire team of officers and faculty members was deputed from the mentoring
institute, IIM Lucknow. 60 offers of admission were made to MBA candidates and 38
students accepted. By 2023, there were 1143 students in its five programmes.

Fees

The fee for MBA (Batch 2024-2026) is Rs. 17,30,000 (For MBA batch 2011-2013:
8,00,000; for MBA 2018-2020 batch: 12,50,000). The fee for MBAA (Batch 2024-
2026): 20,00,000; Fee for EMBA: 12,00,000. The fees are comparable to the per group
of IIMs.

Admissions

The younger IIMs formed a nine-member consortium to select candidates for the MBA
programme. IIMK is a member of the consortium. A list of candidates to be called for
personal interview is prepared on the basis of score in the Common Admission Test
conducted by IIMs. The interviews are conducted in several cities. Each new IIM is
assigned a city. Students need to appear for only one personal interview for all the IIMs
in the consortium. A consolidated merit list of candidates is prepared and shared with
the consortium members. Each member IIM has its own criteria for sending offer letters
to candidates. The cut-off CAT score for IIMK has moved from 63.17 (in 2011) to 92
(in 2023). In recent periods, all IIMs have begun to admit larger batches, and this is one
of the reasons for the relatively lower CAT cut-off.

The batch composition in the MBA 2023-2025 batch is: Total: 308; General: 168 (55%);
NC/OBC: 80 (26%); SC: 28 (9%); ST: 5 (1.6%); EWS: 27 (9%); Male: 247 (80%);
Female: 61 (20%). The percentage of female students went up to 28% in the batch of
2022-20024 but fell to 20% in 20203-2025. The data trend for the last four years shows
that the proportion of female students is stagnant at about 20%. MBA admission for
2021-2023 batch shows 51% engineers, 49% non-engineers, 40% freshers, and 55%
with experience over one year. It appears that diversity is adequate on some counts but
requires improvement on other dimensions. This aspect may be further examined by the
Institute.

Admission to the MBAA (MBA in Analytics) is based on CAT/GMA, performance in

personal interview and the candidate profile. Data for the 2021-2023 batch shows:
Applications received: 2,027; Shortlisted for PI: 807; Number of students admitted: 60;
Male students: 27; Female students: 33; Engineering background: 50. The 2023-2025
batch has 167 students. Of this, male students are 63% and lady students are 37%.

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The gender diversity appears satisfactory. The candidates for MBAA are sourced from
a much smaller pool of applicants as this programme stands on the strength of the
perceived reputation of IIMK (on a standalone basis) as compared to the MBA
programme which is supported by the reputation of the IIM brand.

Induction process for MBA

Prospective students can contact Team Insite, a student body responsible for providing
the first point of contact. Candidates receive guidance during the admission process.
After the candidate secures admission, Team Insite conducts the induction programme
over 8-10 days. During the induction programme, the new entrants understand the
culture of the Institute and the MBA programme. Team Insite hosts several webinars,
mentorships, social media campaigns, and video campaigns as well.

Student activities

There are about three dozen committees, clubs and cells that enliven the student
activities outside the class. Most of these bodies are fully student managed. Some of the
committees deal with management of student life in an orderly manner; seven of them
deal with academic activities; several are interest-based. An illustrative set of activities
nurtured by them are: media and public relations, sports, HR, ecology, expedition,
foreign language, gaming, photography, literary activities, theatre, music, dance, and
motion picture. Given the number of such bodies, it appears that student life in the
campus is lively and rich.

Infrastructure

The library (Learning Resource Centre) is a fully computerised, hybrid library. It uses
Libsys-10 library management software. RFID systems are used for surveillance
circulation and other services. The online databases are made available through the
Institute’s high-speed internet network. Users can access electronic databases online
from their own computer terminals. Real-time availability of library resources can also
be found through one’s own computer terminal. The library holds both print as well
electronic resources. There are 16,740 books (print: 10,812; digital: 5,928). In addition,
there are online e-journal databases, e-databases, citation databases, eBook databases,
printed newspapers and magazines and many other facilities.

The main campus is located on a land of about 193 acres and the Dehradun campus has
land of 5 acres. The 2009 EDCIL Report suggested the construction of 1,15,800 sq. ft.
for IIMK. Of this, 62,109 sq. ft. has been constructed till now. The draft Master Plan of
2023 has an estimated classroom capacity of 2,040 and hostel accommodation of 1,038
rooms. Against this requirement, a classroom capacity of 990 and a hostel capacity of
712 rooms have been created. Construction of infrastructure at the Dehradun campus
has not commenced yet. The availability of hostel facilities and classrooms would be

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one of the constraining factors in increasing student strength.

The academic block, faculty block, hostels, faculty residences and dining area are
connected 24x7 to the internet, intranet and EPBAX. The network has Single Mode
Fiber Optic connectivity. The academic block is internally connected with Wi-Fi and
LAN. A dedicated 1 Gbps line is provided by NKN and a backup line of the same
capacity from Power Grid Corporation. The Institute has procured campus licenses for
Microsoft, Google Workspace, email, and other software packages. The Institute has a
video-conferencing facility, hi-definition projectors, a Finance & Analytics Lab, a
Bloomberg Lab, and requisite software for data analysis. The IT infrastructure supports
about 900 students and staff on the campus.

The student-related physical infrastructure is in progress but lags behind the plans. The
library resources and ICT infrastructure appear adequate.

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5. Faculty and research

There are 48 faculty members. Five more are expected to join soon. This is based on a
special recruitment drive for SC/ST/NC-OBC/EWS.
The team is made up of 5 professors, 13 associate professors, and 30 assistant professors.
The mix appears appropriate. There are 4 from SC, 3 from OBC and none from ST. A
special drive has been completed to recruit faculty members in the SC/ST/NC-OBC/
EWS. 5 faculty members are expected to join soon. There are 9 women in the faculty
team. There are about 35 visiting faculty members. There is no Professor of Practice.
IIMK scores slightly lower on gender diversity in faculty members as compared to the
peer group. IIMK may consider improving the diversity in the faculty team.
During 2011-2023, IIMK recruited 75 faculty members. Of this, 27 have left. Faculty
members, after gathering experience, move to other institutes either for family reasons
or hoping for better prospects in more established institutes. This trend has been noticed
in other new IIMs as well.
As mentioned in the chapter on “Programmes”, the student-faculty ratio (including the
visiting faculty members) is about 14. NIRF ranking procedure measures Faculty-
Student Ratio, as different from the student to faculty ratio. The average NIRF ratio for
IIMK (2018-2023) was 7.84. The number for the peer group is 7.88. For IIM
Ahmedabad, a much older institute, the ratio is 9. It appears that IIMK is not doing
badly! It should be noted that visiting faculty members, if selected properly, can add a
lot of value to the learning process and complement the efforts of regular faculty
members. Further, engagement of visiting faculty members is also economically more
attractive. The faculty selection process in the IIMs is quite rigorous and there is not
sufficient supply of faculty members with the required profile. IIMK should not abandon
its quest for good quality faculty members for the sake of improving the ratio of students
to regular faculty members. In fact, UGC has come out with a suggestion of appointing
Professors of Practice. IIMK could consider such an approach.
IIMK faculty members and doctoral students together published 34 A* and A category
journal papers in 2022. The corresponding numbers for 2020 were 24 and for 2021, were
36. The doctoral students who defended their dissertations in 2021-2022 have published
14 papers in A-category journals! These numbers are impressive! This is an indication
of a vibrant research atmosphere.
IIMK has done well in innovation. FIED has contributed to initiatives in agriculture
technology and agri-entrepreneurship. The Institute has improved its IIC innovation
rating from 3.5 to 4.0 in 2023. In the ranking dominated by engineering institutions,
IIMK lies in the 50-100 rank band. It is the only IIM in the first 150 ranks. This is a
noteworthy achievement.

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Faculty member workload

The extant workload policy for a faculty member seeks to ensure a balanced contribution
to teaching in degree-granting programmes, research & publication, administrative
functions, and teaching in executive education. Consulting is not part of the policy.
The minimum workload is 175 points (One point is equivalent to one hour of teaching).
The workload is lesser for Assistant Professor (Grade II).
A faculty member is expected to earn a minimum of 125 points from teaching in degree-
granting programmes and 50 points from research & publication. Journals are grouped
into 5 categories. The points are higher if the journal belongs to a higher category. Points
are awarded for administrative work as well. Casual observation during our visit
suggested that the administrative workload on faculty members was high. Many young
faculty members were found to be associated with institutional work. The Institute may
wish to revisit this point.
The points earned more than the prescribed minimum are credited to the Professional
Development Fund at the rate of Rs. 5,000 per point. The PDF fund is used for career
development activities. Faculty members are offered an honorarium for teaching in the
Executive Education Programmes and are offered a share (of 60%) for undertaking
consultancy assignments.
The Career Advancement and Probation Clearance Norms add a qualitative measure of
performance based on many parameters such as teaching feedback, engagement with
students beyond classrooms, obtaining consultancy projects and funds for the Institute,
corporate sector engagement, contribution to institution building, etc. The eligibility
norms for promotion appear quite objective and take into account the matters discussed
above. Given that IIMs are faculty-driven institutions, considerable institutional
responsibility is borne by faculty members, particularly, the senior ones. This
contribution needs to be adequately recognized in the faculty workload norms. Save this
observation, the workload policy appears to be balanced and similar to the practices in
the peer group institutes.
It appeared that there have been frequent changes in terms of expectations of research
and publication from the doctoral students and the faculty members. The stakeholders
stated that as research and publication require long-term orientation, a more stable
environment could be facilitative. It appeared that faculty members would require more
resource support for their research activities.
IIMK has secured 19th position in the NIRF Ranking in 2023. It may be noted that it
secured a rank of 20 during 2017 and 2018. The score obtained on research publications
has dragged the NIRF ranking down compared to some peer group IIMs. The research
policy could be tweaked to encourage collaborative research publication with other
faculty members of IIMK. Joint publication with faculty and doctoral students of IIMK
could be offered more points than joint publication with outside authors.

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6. Collaborations – International and Regional

Building an academic institution is a long and complex process. A new institution like
IIMK must leverage partnerships to quickly mobilise capabilities to bridge specific gaps.
IIMK has done well in fostering collaborations with various partners to strengthen
academic offerings, bridge resource gaps, and build a unique positioning and reputation.

For admissions: A new IIM enjoys the natural advantage of being a part of the IIM
collaborative ecosystem. Some parts are structured, viz. the Common Admission Test
administration and hand-holding from a mentor institution for the initial few years. The
other aspects are unstructured and informal, such as faculty interlocks.

Academic collaborations: IIMK has both domestic and international academic

partnerships. The process of forming global partnerships has been institutionalised
through the International Relations Committee. Global partnerships are aimed at student
and faculty exchange and research collaborations. Under the student exchange program,
students from IIMK can spend one trimester in one of the partner universities. Some
institutes where students can participate in the exchange are Alba Graduate Business
School, Lyon Business School, Coller School of Management, University of Lima,
Brunel University, and several others. IIMK has equally strong partnerships with
domestic institutions. Faculty from other institutions are regularly invited for visiting
positions and research seminars. MBA students have created a platform called
TEDxIIMKashipur, under which they have been inviting industry experts, politicians,
and social workers to share their experiences for the last six years.

Industry Associations: A robust industry interface has been recognized as an essential

tool for student development. These are driven by an Industry Interaction Committee
(IIC) that regularly organises lectures, live projects, and conclaves. In 2022-23, experts
from reputed companies like Barclays, Goldman Sachs, Vistara, ITC, and several others
were invited for guest lectures. Additionally, around 120+ live projects from emerging
companies were floated to provide hands-on experience to students. In 2022-23, IIC
organised annual conclaves on finance, analytics, operations, and women-specific
issues. Industry workshops were launched in the 2020-21 academic year. Since then,
they have become an integral part of the curriculum. These workshops are conducted by
industry experts and offered as a course via a formal bidding process. In the year 2023-
24, I6 industry workshops were offered. However, it is observed that some of the
managers teaching in these workshops are at a very junior level. Going forward, efforts
should be made to attract senior professionals from the industry for better positioning
and spillover effects. Working with very senior professionals creates advantages for
placements. They also bring holistic perspectives to the class, which helps students
understand the interdependencies between various functions/businesses in an
organisation.

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Other Collaborations: The most significant and perhaps the most strategic of all
partnerships is the collaboration ecosystem IIMK has built for FIED (Foundation for
Innovation & Entrepreneurship Development). FIED is the incubation centre of IIMK
to promote and support local entrepreneurs in several focus areas, including Agriculture
and Tourism. These two sectors have the strongest potential of creating linkages
between student learning and regional development. Not surprisingly, FIED has
received enthusiastic support from the Ministry of Agriculture, NABARD, Start-up
India, and the Government of Uttarakhand. IARI and GB Pant University of Agriculture
and Technology are the technology partners of IIMK. A comprehensive partnership of
this kind creates an ecosystem wherein multiple stakeholders come together to pool
resources and expertise. The theme of agriculture also strongly aligns with the institute's
thrust areas and unique positioning. Over the last four years, several faculty members
have contributed to developing FIED as a platform wherein faculty work with students,
alums, experts, and budding entrepreneurs to co-create solutions. Not only does it create
vital learning for the students, but it also has spillover effects on the institute's reputation.

Overall, IIMK has forged several partnerships to supplement in-house resources. In the
process, it has leveraged the IIMA ecosystem and IIMK alumni. The IPRC is of the
view that IIMK has taken a very strategic approach to building partnerships. Wherever
required, IIMK has reached out to not just their alumni but also alumni of older IIMs.
This has ensured that the institute doesn't have to reinvent the wheel. This allows the
institute to leapfrog in certain areas. Making experiential learning an integral part of the
curriculum is a great example. Building an ecosystem of partnerships in FIED is another
example. Going forward, the institute should try to replicate these templates to create
new collaborative ecosystems aligned with its vision of promoting tourism and
sustainability. Furthermore, various centres, such as the COE on design thinking and the
COE on public policy and government, can collaborate with FIED to build novel
solutions.

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7. Executive Education

IIMK began to offer Executive Education Programmes in 2017-2018. Under “Executive

Education”, IIMK offers three types of programmes: (1) In-Company Management
Development Programme; (2) In-Campus Management Development Programme; (3) Online
Programmes. The revenue numbers from executive education is in line with some other peer
group IIMs. However, the MDP revenue is a minuscule amount when compared to the MBA
revenue (For example, the 2021-2022 MDP revenue was Rs. 1.84 cr. whereas the MBA revenue
was Rs. 50.71 cr.) The face-to-face MDPs faced challenging times during the pandemic period.
The Institute met this challenge by offering online certificate programmes.

From the advertised programmes, from 2017 till December 2023, IIMK earned total revenue
of about Rs. 16.50 cr., averaging Rs. 2.50 cr. p.a. The annual revenue was about Rs. 4.50 cr.
during 2021-2022 and 2022-2023.

From the In Company Programmes, the average revenue has been Rs. 19.70 lakhs p.a. The
revenue varies widely from year to year. It appears that over the past six years, the In Company
Programmes were offered to about a dozen organisations, mostly large public sector companies
and government organisations.

The online programmes (with short-duration campus modules) are certificate programmes.
IIMK has been offering these programmes since 2017. One programme offers 150-200 hours
of classes and the other offers 60-100 hours of classes. These programmes are offered in
collaboration with third parties such as Times TSW, Nulearn, Eruditus, and Talentedge. The
technical and marketing aspects are managed by third parties. The academic side is managed
by IIMK. Some of these certificate programmes offer topics of current flavour such as AI,
machine learning, financial risk management, digital marketing and marketing analytics.

The executive education space is quite crowded in India. Advertised programmes do not
receive participation commensurate with the required effort and expenditure in most institutes.
Demand for customised In Company Programmes (particularly at senior management levels)
from private companies is also low. The public sector companies, particularly the large and
profitable ones, do look for In-Company Programmes but given that there are many IIMs, it is
not easy to find substantial and steady revenue from this stream. Many IIMs have found long-
duration online certificate programmes a good source of revenue.

The Institute has a centre in Dehradun. This centre is better connected to industry and other
resources. For the in-person executive education programmes, this location offers some
advantages.

The Institute’s strategy regarding MDPs is not clear. Given the young age of the Institute, the
competitive space, and the location challenge it is difficult to build the MDP portfolio in
conventional space. The strategy to offer online certificate programmes appears to be a good

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strategy from the revenue angle. However, these programmes usually are addressing mid-level
or junior level executives. The Institute does not develop a “touch” with the participants as the
participants are sourced by the partner organisations.

Udham Singh Nagar district, where IIMK is located, is stated to be one of the densest
industrialised districts in India with more than 180 ventures. Given that IIMK has established
FIED and DIC, it is worth examining if the Institute could tailor a unique strategy for its MDPs
keeping these initiatives in mind.

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8. Alumni

Alums are one of the most important stakeholders of an academic institution. No wonder
some of the best-known institutes in the world maintain strong connections with their
alumni, including representation in the governance structure. IIM Kashipur has
produced around 2000+ alums in the last 12+ years. IPRC used the criteria of (a) alum
contributions and (b) engagement processes and structure to assess the progress made
by the institute over the years in this area. However, IIMK is a new institution, so the
committee took a more holistic approach to assess the robustness of alum engagement
processes and alumni contributions to institutional building. IPRC took cognizance of
the fact that MBA graduates typically take 15-20 years to reach a level of significant
professional success where they have the resources and the influence to give back to
their alma mater.

Alum engagement structure and processes: IIMK has established an Alumni relations
committee (ARC) to drive strong connections between alums, faculty, current students,
and other stakeholders. ARC regularly hosts events and get-togethers throughout the
year across several cities in India to facilitate and promote networking among alums.
The ARC also runs programs on mentorship and organises webinars/ guest lecture series
to support the current students in building industry-ready skills, both hard and soft. ARC
maintains an online portal to facilitate continuous engagement with and among alums.
Furthermore, institute-related news is disseminated through a quarterly newsletter called
Sarthi, and a strong social media presence is maintained through Linked In, Facebook,
and Instagram pages. IIMK is in the process of setting up city-based alum chapters to
reinforce and sustain efforts made by the ARC.

Alum contributions: IIMK's focus is on holistic engagement with alums. IIMK,

therefore, has successfully leveraged the large alum base for various institutional
development activities such as course development, guest lectures, live projects, and
internships. Alum inputs are also taken before key policies are framed.

Overall, it seems that IIMK has successfully established processes for alum engagement
and has been able to create positive spillovers. However, not all processes are fully
mature, and some are still evolving. For example, the institute should immediately create
city chapters for better engagement. The Director, Deans, and Faculty members should
travel to various cities and share the latest developments in research and courses with
alums. This may create spillovers for executive education and brand-building activities.
City-based events should be organised to welcome new students by the alums. Such
practices create an automatic bond with the institute and a sense of responsibility
regarding giving back to the alma mater. Alum connection is based on the principle of
reciprocity. The institute should take a highly proactive approach to building, nurturing,
and sustaining alum relationships.

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9. Finance Management

The Finance & Accounts department at IIM Kashipur oversees efficient financial management
and controls and provides support to all organisational activities.

The Finance Department at IIM Kashipur is led by professionally qualified experts with
relevant experience. It records all transactions, ensuring compliance with regulatory systems,
and prepares final accounts to meet statutory reporting requirements.

Additionally, the department is responsible for preparing the annual accounts and annual
budget of the institute and allocating funds for various programs and activities. A Board-level
finance sub-committee looks into the Institute’s financial and resource planning, guided by a
short-term annual budgeting exercise carried out by the Finance & Accounts department.

The BoG of the Institute has the authority to approve and direct the use of funds for both capital
investment and operational expenses. Following the budget allocation, the Finance & Accounts
department diligently monitors all financial transactions from different departments and
program heads, scrutinising them for compliance before sanctioning and disbursing funds.

Since its establishment, the Department has consistently upheld stringent standards of financial
management and regulatory adherence. As a government institution, IIMK undergoes thorough
financial audits conducted by statutory auditors and independent internal processes. The CAG
audits the accounts of IIMK. The Finance Department extends full support to audit teams,
offering clarifications on any transactional anomalies and ensuring compliance.

As of March 31, 2023, the General Fund (Corpus) of the Institute stands at Rs. 146.96 crore.
The primary sources of income for the Institute include revenue generated from regular
management courses such as the 2-year MBA degree programme, the 2-year MBAA, executive
degree programme, as well as from MDPs & consultancy services. Additionally, interest
income from investments contributes to the overall income of the Institute.

During the first eight years, i.e. from 2011-12 to 2018-19, the Institute has been supported by
the MoE with partial annual recurring expenses and capital expansion costs. No further support
is expected from the MoE.

During the last four years (2019-20 to 2022-23), the primary sources of revenue for the Institute
were programme fees, executive education, and interest from corpus funds. Looking at the last
four years of data, it appears that the institute is financially robust enough to meet its
operational expenditure requirements. Financially, IIMK does have a sizable corpus to fall back
on should there be a contingency. Financial data from 2011-12 until 2022-23 and projections
up to 2029-30 are given in Exhibit 2. The current cash surplus (Surplus before depreciation) is
about 30% of the total Revenue. The institute aims to generate an annual cash surplus of 25%
of the total revenue by 2030.

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The Institute has been able to work with financial discipline and is in a comfortable position to
manage finances for regular operations. It has accumulated sizable reserve funds over time.
But for significant investment in its facilities, it would have to examine various options and
produce a plan that would enable capital expansion with financial prudence. Given that physical
facilities act as a constraint, the institute may want to use part of the corpus for its immediate
expansion plans.

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10. Culture and Ethics

For a new institution like IIMK, culture could be pretty amorphous as opposed to values,
vision, and mission, which are concrete. IIMK, on its website, has declared commitment
to the following four core values: collegiality, transparency, green consciousness, and
proactive engagement with all stakeholders. Culture also has an emergent nature as it
gets built over time through organisational practices and conversations that shape, build,
nurture, and reinforce not what the organisation espouses but what members of the
organisation value. Therefore, the committee used the criteria of (a) adherence to values
espoused by the institute and (b) lived experiences of faculty, staff, students, and
administration to assess the culture. To assess the emergent cultural anchors and
adherence to values, the committee took an immersive approach wherein no direct
questions were asked. Instead, the committee members gleaned through their various
conversations with board members, faculty, administration, staff, and students to
discover persistent and strong patterns related to values espoused by the institution. The
idea was to find more stable cultural anchors. The PRC found that collegiality and
transparency were the more stable anchors with regard to stakeholders' endorsement and
acceptability. Green consciousness and proactive engagement didn't come across as
prominent anchors. Interestingly, flexibility emerged as an emergent cultural anchor
practised as a lived experience of stakeholders.

Collegiality: most faculty members reported high collegiality and very low levels of
negative organisational politics. Collaboration across areas is very high. Some faculty
members attributed it to the fact that most faculty members are young and have received
similar doctoral training. A young, homogeneous cohort helps as everybody is on a
learning journey bolstered by organisational systems of interdisciplinary courses, joint
memberships in centres, and diverse teaching opportunities. The fact that all faculty
members stay on campus also helps in building professional and personal relationships.
The IPRC observed that while collegiality in the faculty group is very high, there are
some fault lines between faculty and staff. Going forward, the same level of collegiality
needs to be encouraged between faculty members and staff so that they can work in
tandem. The IPRC feels that the advantage of a young and largely homogeneous cohort
needs to be sustained by reinforcing the concept of stewardship. Most faculty members
at IIMK are engaged in institutional building activities. In any collegial system, there
are bound to be individuals who go beyond the call of duty and engage in organisational
citizenship behaviour. To institutionalise this culture, it may be worthwhile to cement
these contributions through direct and indirect acknowledgments, viz—social
recognition, criteria for promotion, etc.

Transparency: Over the years, the institute has documented various policies that guide
the conduct, engagement, and expectations of faculty members and enablement from
the institute. Faculty members remarked that the rules of engagement ensure
transparency. Despite such a high level of transparency, some new members were
unaware of specific rules. The institute should aggressively promote the dissemination

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of various policies and regulations through manuals and socialisation processes, viz.,
folklores and symbols.

Flexibility: most faculty members were of the view that the institute provides enormous
flexibility to them in terms of working hours, home or office from where they want to
work, and the type of research work they wish to pursue. The autonomy and flexibility
help the faculty members to plan their activities and assign adequate time for research.
This should facilitate an unbridled focus on research.

The documented values and the lived experiences of students, staff, and faculty suggest
that the institute has built a culture of openness, autonomy, and responsibility. This
needs to be nurtured and reinforced. One way of doing this is by developing creative
messaging around the IIMK logo and using it as a symbol of culture and excellence. The
logo conveys beautiful messages of humility, character, and righteousness. However,
without concrete messaging, actions, and reinforcement, the stakeholders may perceive
them as abstract ideas as opposed to the North Star of their conduct.

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11. Conclusion

1. IIM Kashipur has demonstrated steady progress as it enters its thirteenth year of
operation. The institute's overall performance has been at par with its peer IIMs in
the second generation, despite its locational disadvantage. In the last NIRF ranking
the institute was ranked in a commendable 19th position.

2. The institute has successfully cultivated a culture of participative decision-making.

Students, faculty, and staff are highly involved and engaged in the process. This was
evident from the committee's interactions with all stakeholders. IIMK has been able
to build a strong, positive culture where the faculty feels a sense of ownership about
the institute. Well-defined career advancement policies are in place. As the
institution continues to grow, preserving important aspects of the culture, including
participatory decision-making with transparency, should remain a priority.

3. The institute has introduced several innovations in its curriculum – one of them
being the experiential learning program. Its emphasis on practical learning, industry
interactions, and entrepreneurship support has shaped the learning process of
students. This has been a unique differentiator for the institute. As the institute
scales, it must continue to allocate the necessary resources to support this important
aspect of the curriculum.

4. The institute has made focused efforts at increasing the proportion of female students
in its flagship two-year program. Starting from no lady student in the first batch
(2011-2013) it managed to reach close to 30% in the batch of 2022-2024. But this
dropped to about 20% in the year 2023-2025. Given its locational disadvantage, the
institute will have to employ creative ideas to ensure the desired level of gender
diversity is maintained.

5. IIM Kashipur has identified niche initiatives (innovation, entrepreneurship, public

policy) and niche domains (agriculture, small business, government). Agri-business
has been one of the main areas of focus of the initiative, and in the process, the
institute has built a strong reputation for itself in the region. Encouraging student
involvement in projects with local entrepreneurs has the potential for greater
regional impact as well as nurturing the development of responsible young leaders.
Supporting and sustaining this initiative could further help the institute carve a
unique identity for itself.

6. The institute has a centre in Dehradun where it offers executive education programs
and has the opportunity to leverage connections to industry and other resources.
Consequently, the institute stands to mitigate the locational challenges associated
with its main campus. The infrastructure at Dehradun needs to be scaled up to realise
its full potential.

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7. Although IIMK has high-quality infrastructure within its permanent campus, the
demand has already exceeded the supply! This gap is becoming a bottleneck for the
institute's ambitious growth plans. This needs to be addressed urgently, given the
long lead-time involved in infrastructure. With government funding having come to
an end, it is crucial the institute maps out viable financing options for the expansion
plan.

8. The Institute operates with a fair amount of financial discipline. It has accumulated
sizable reserve funds over time. Given that physical facilities act as a constraint, the
institute may want to use part of the corpus for the expansion of its facilities
expansion. It appears that the Institute could examine innovative ways of funding its
future growth plan.

9. IIM Kashipur was one of the first institutes to start an MBA program focused on
Analytics. Institute should be commended for identifying this trend at an early stage.
To make sure that it retains its lead in this area, it may want to establish a dedicated
centre for analytics. Through this, it can support research and facilitate strong
industry connections in this dynamic area.

10. The institute has done well to foster a robust research culture, evident in its doctoral
students & faculty's notable contributions to high-quality journals. However, it may
be said that research ambition has probably not been matched by the resources
provided to faculty. Further, the institute makes frequent changes in terms of
expectations from faculty and doctoral students. This may create an atmosphere that
is not ideal to foster a long-term orientation in research. The institute may want to
think about creating a more stable environment which could result in less ambitious
outcomes in the short run, but perhaps more sustainable in the long run.

11. Several members of the faculty have contributed a significant amount of time to
administration activities. In a faculty driven institute, this is an important matter.
While the institute must leverage dedicated professionals for key academic
administrative functions like admissions, programme management, placement, etc,
the institutional responsibilities are best overseen by the faculty team collectively.
This contribution should be given due consideration in the career advancement
policy.

12. Besides recruitment, capacity development for managerial and supervisory staff at
the institute requires attention. Investing in capable personnel at these levels can
alleviate a substantial administrative workload on the faculty members.

13. The institute has been able to match the student-to-faculty ratio with peer
institutions. It should also be commended for its efforts in ensuring a reasonable
percentage of faculty from under-privileged sections of society. Given the expansion
plans, the institute should examine expanding faculty strength. This would ensure

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the dual benefit of reducing the workload on existing faculty members, as well as
enable the institute to reach its vision by increasing reliance on full-time faculty for
course delivery. However, it is crucial to increase faculty numbers in a calibrated
manner. The institute could consider hiring a couple of faculty members as
professors of practice.

14. The institute has taken several initiatives to involve and engage alumni in
institutional development activities like teaching, student mentoring, and industry
connect. In order to maintain momentum of these initiatives and to provide
further impetus to alumni engagement, the institute should establish and activate
city alumni chapters. The institute should also establish a system for tracking alumni
progress over a set period following graduation. This initiative will serve as a
valuable tool for assessing the institute's alignment with its vision. Additionally,
building strong relationships with alumni will significantly contribute to
accreditations and rankings. Some stars in the making from the alumni can be
considered for a seat on the Board of IIMK since the Board needs to have IIMK
Alumni against all the Alumni positions within 20 years.

15. The institute has established partnerships with a few global institutions. As its
reputation continues to grow, it should further forge collaborations with top-ranked
business schools and institutions across the world. Such partnerships would not only
expose students to diverse global business perspectives but also equip them with the
skills necessary for pursuing careers anywhere in the world. Additionally, this offers
opportunities for joint research initiatives between the faculty of IIM Kashipur and
their international counterparts.

16. Within twelve years, the institute has developed a rich program portfolio. While
there is potential for further expansion through more programs, it is prudent to
exercise caution in this regard. Priority should be given to stabilising the current
programs and enhancing the faculty base before embarking on additional program
development initiatives.

17. While the institute has done well overall, several unique innovations in the
curriculum have not received enough recognition in industry and academic peer
groups. The institute has to invest in public relations exercises so that perceptions in
the NIRF and other surveys adequately reflect achievements.

18. With the imminent change of leadership at the director level, the transition needs to
be well-planned. The institute appears to have handled this reasonably well in the
past.

19. IIM Kashipur has been operating with an interim chairperson for the last several
years. The Institute has had several vacant board positions in the last decade. Though
this does not appear to have affected the operational performance of the institution,

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it is a significant governance issue. It can affect the institute in the long run given
that management education is fairly competitive. Ensuring a regular chairperson and
a full board as per the IIM Act will be vital from a long-term, strategic perspective.
To maintain stability and continuity, it would be beneficial for the Board to consider
staggered transitions for the Chair and other members when the need arises, thereby
preventing simultaneous turnovers and enabling smoother succession planning.

20. Though the institute has put together a documented mission and strategic plan, it has
not yet mapped resources to the various aspects of the plan. It is recommended that
the Institute re-examine to devise a comprehensive and coherent long-term plan,
spanning the next ten years, to facilitate its transition into a world-class institution.
This should encompass all facets of development, including financing & other
resources, with a clear roadmap and measurable intermediate milestones.
Additionally, the Institute should publish an annual progress report, allowing for
transparency and accountability, with oversight from the Board.

……………………………

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Exhibit 1: Schedule of Meetings with IPRC

Schedule of Meetings with IPRC/ Institutional Review

Day 1: 08.11.2023 (Wednesday)

Time
Date Name of the Activity And Name of Faculty/ Staff/Others
From To
08-11-2023 1045 hrs 1130 hrs (Meeting with BOG) Committee members
(Infrastructure) Prof.K Venkataraghavan, Prof.Vaibhav Bhamoriya,
08-11-2023 1130 hrs 1200 hrs Dr. M. Ramasubramanian, Mr.Vinay Sharma, Mr. A H Khan, Mr.
Manoj Kumar Sharma
08-11-2023 1200 hrs 1240 hrs (Meeting with Director) Prof. Kulbhushan Balooni, Director
08-11-2023 1240 hrs 1255 hrs (Meeting with first Faculty) Prof.K.N Badhani
08-11-2023 1255 hrs 1315 hrs (Meeting with CAO) DR. M. Ramasubramanian, CAO
08-11-2023 1315 hrs 1325 hrs (Meeting with Chief Engineer) Mr.Manoj Kumar Sharma
08-11-2023 1325 hrs 1415 hrs (Lunch) Director, CAO, Deans, Prof.Vaibhav
(Meeting with Deans) Prof.Somnath Chakrabarti, Prof.Kunal Ganguly,
08-11-2023 1415 hrs 1450 hrs
Prof.K Venkatraghavan
(MBA, MBA analytics, EMBAA, EMBA, Doctoral Program)
Prof.Kumkum Bharti (Chair MBA), Prof.Rajeev Kumar(Chair
08-11-2023 1450 hrs 1550 hrs
MBAA), Prof.Sunil Kumar Jauhar (Chair EMBAA), Prof.Abhishek
Srivastava (Chair EMBA), Prof.Sabyasachi Patra(Chair PHD)
08-11-2023 1550 hrs 1605 hrs Tea Break
Faculty Interaction (Dean Academics, Prof. Abhradeep Maiti, Prof.
Atulan Guha, Prof. Jagdish Prasad Sahu, Prof. Md. Gyasuddin Ansari,
Prof.Vaibhav Bhamoriya, Prof.Ashish Kumar , Prof. Dilip Kumar,
08-11-2023 1605 hrs 1640 hrs
Prof.K.N Badhani, Prof.Kunal, Prof.Anamika Kumar Kulbhaskar,
Prof.Safal Batra, Prof.Shobha Tiwari, Prof.Vivek Kumar, Prof.Abu
Rehan Abbasi)
Faculty interaction (Dean Academics, Prof.Abhishek Srivastava,
Prof.Alka Arya, Prof.Devendra Kumar Pathak, Prof.Dheeraj Chandra,
Prof.Neeraj Joshi, Prof.Jimut Bahan chakrabarty, Prof.Kunal K
08-11-2023 1640 hrs 1715 Hrs ganguly, Prof.Rachita Gupta, Prof.Sabyasachi Patra, Prof.Sunil Kumar
Jauhar, Prof.Vivek Roy, Prof.Gautam Pal, Prof.Harish Kumar,
Prof.Mayank Sharma, Prof.Rajiv Kumar, Prof.Shaukat Ali Sahee, Prof.
Venkatraghavan K)
08-11-2023 1715 hrs 1730 hrs Tea Break
Faculty Interaction (Dean Academics, Prof.A.V. Venkataraman, Prof
Devjani Chatterjee, Prof.Mridul Maheshwari, Prof.Rameshwar Shivdas
Ture, Prof.Shubam Sharma, Prof Deepak Verma, Prof.Gargi Rawat,
08-11-2023 1730 Hrs 1805 hrs
Prof.Kumkum Bharti, Prof.Madhurima Deb, Prof.Preeti Narwal,
Prof.Shivam Rai, Prof.Somnath Chakrabarti, Prof.Utkarsh,
Prof.Anirudhha Jena, Prof.KM Baharul Islam, Prof.Smarak Smarajeet)

Student Interaction ( Different clubs members and Secretaries and

08-11-2023 1805 Hrs 1900 Hrs
PhD students, MBA, MBAA, PhD in person )

08-11-2023 1900 Hrs 1930 Hrs Ph. D. Students Meetings

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 Report on IIM Kashipur-IPRC

Day 2: 09.11.2023 (Thursday)

Time
Date Name of the Program/ Activity
From To
09-11-2023 0900 hrs 1000 hrs Prof.Badhani and CAO
Executive Education (Dean Development, Chair Executive MBA,
09-11-2023 1000 hrs 1040 hrs Chair Executive MBA(Analytics), Chair-MBA (Analytics),
Prof.Behrul Islam, Prof.Shivam Rai, Prof.Mayank Sharma)
Experiential Learning (Dean Development, Prof. Vivek Roy
(Chairperson) Prof, Mridul Maheshwari, Prof. Dheeraj Chandra, Prof.
09-11-2023 1040 Hrs 1130 Hrs Gargi Rawat, Faculty Coordinators: MSME Development; Unlocking
Rural Potential; & Environment & Socially Sustainable Business
Practices)
09-11-2023 1130 Hrs 1145 hrs Tea Break
Placement and Corporate Relations and Media Public Relation
Committee (Associate Dean Admininstration, Prof Utkarsh-Chair
Placement, Prof.Atulan Guha, Prof.Abhradeep Maiti, Prof.Harish
09-11-2023 1145 hrs 1220 hrs
Kumar, Prof.Shaukat Ali Shahee, Prof. Deepak Verma, Prof.Smarak
Samarajeet-Chair MPRC, Prof. Safal Batra, Prof. Gautam Pal,
Prof.Anirudh Jena, Chair Executive MBA)
Admissions-MBA, MBAA & Doctoral programs Associate Dean
(Administration), Prof. Abhraeep Maiti, Prof. Vivek Kumar, Prof.
09-11-2023 1220 hrs 1250 hrs
Kunal, Prof. Sabyasachi Patra Prof. Abhishek Srivastava Ex- Chair-
Admissions Prof.Ashish
Finance and Accounts (Mr.Mrinal Sajwan-FA CUM CAO, Dr.
09-11-2023 1250 Hrs 1330 hrs
Madhukar Goyal, Ms.Pooja, Mr. Prakash Chandra)
09-11-2023 1330 hrs 1430 hrs Lunch
Center of Excellence-Foundation for Innovation &
Entrepreneurship Development (FIED), Design Innovation Cente
09-11-2023 1430 hrs 1510 hrs (DIC), Center of Excellence in Public policy and Government
(COEPPG) Dean development, Prof Safal Batra(FIED), Prof.KM
Baharul Islam(COEPPG), Prof.Kumkum Bharti(DIC)
Research and Ranking (Dean Academics, Prof. Preeti Narwal-
09-11-2023 1510 hrs 1545 hrs Chairperson, Prof.Sunil Kumar Jauhar, Prof.Devendra Kumar Pathak,
Prof.Gyasuddin Ansari, Prof.Neeraj Joshi)
09-11-2023 1545 hrs 1600 hrs Tea Break
Personnel (Dr. M Ramasubramanian, Mr. Ravigupta, Ms. Rachna
09-11-2023 1600 hrs 1645 hrs
Sharma, Mr. Rohtash Sharma)
Work Department ( Associate Dean Admin, Dr.M Ramasubramanian,
Mr Manoj Sharma, Dr.Vinay Sharma, Mr.A.H Khan, Mr.Harish Giri,
09-11-2023 1645 hrs 1715 hrs Mr.Pradeep Kumar, Mr.Uma Shankar, Mr.Saket Sharma, Mr.Saurabh
Pathak, Mr.Chandan Santra, Mr.Manminder, Mr.Chandrapraksh
Gusain)
Meeting With Program Office (Dean Academics,Mr.Atul Srivastava,
09-11-2023 1715 hrs 1745 hrs Mr.John Vergish, Mr.Amit Pratap Singh, Ms.Debolina, Mr.himashu
Shekhar, Mr.Ashish Srivastava )
09-11-2023 1745 hrs 1755 hrs Tea Break
09-11-2023 1755 hrs 1840 hrs Meeting with Administration and All Staff

33
 Report on IIM Kashipur-IPRC

Virtual Review Meetings on 11th and 12th December 2023

Time
Date Name of the Activity and Name of Faculty/ Staff/Others
From To
International Relationship (Prof. Shobha Tewari (Chairperson) Prof.
11-12-2023 1600 hrs 1630 hrs Safal Batra, Prof. Devjani Chatterjee, Prof. A V Raman, Prof. Vivek
Kumar, Prof. Gautam Pal)
Alumni Affairs (Prof. Devjani Chaterjee (Chairperson) Prof. Atulan
11-12-2023 1630 hrs 1710 hrs Guha, Prof. Madhurima Deb, Prof. Mridul Maheshwari, Ex-Chair-
Alumni)
IT, Library & Digital resource (Prof.Venkatraghavan K (Associate
Dean Administration), Prof. Mayank Sharma, Mr. Sumit Chaturvedi,
12-12-2023 1130 hrs 1230 hrs Mr.Ravi Prakash, Mr.Prakash Singh, Prof.Kunal (Chairperson Library),
Prof.AV Raman, Prof. Rameshwar Shivadas Ture, Prof. Gyassudin
Ansari, Chair Research and Ranking, Mr.Asif Khan)

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 Report on IIM Kashipur-IPRC

Exhibit 2: Institute Finances

Actuals from 2011-12 to 2022-23 (Rs. Lakhs)

Projections up to 2029-30 (Rs. Lakhs)

Particulars Ref 23-24 24-25 25-26 26-27 27-28 28-29 29-30

Total Income A 9701 12170 13362 16576 19055 20536 22345
Expenditure
before Dep.
B 7391 9413 10815 12528 14275 15845 17279
Depreciation C 1000 1200 1250 1250 1300 1350 1375
Surplus before
Dep.
D=A-B 2310 2757 2547 4048 4780 4691 5066

Surplus after
Dep.
E= D-C 1310 1557 1297 2798 3480 3341 3691

35