IEI VisionIEI Vision

The Institution of Engineers (India)

The Institution of Engineers (India)

Bharat Ratna Sir M Visvesvaraya(1861 – 1962)

IEI VisionIEI Vision

Contributors

N.C. VaishChairman, Strategic Plan Committee

Maj Gen (Retd) R.K. Sanan, VSM

2 lll

Dr. A.K. Saxena

Pradeep Chaturvedi

Dr. Wooday P. Krishna

S.L. Garg

R.C. Bairathi

S.S. Rathore

Narendra Singh

R.P. Garg H.L. Mina

S.R. Vijayamohanakumar Dr. A.K. Srivastava Prof. (Dr.) N.R. Bandyopadhyay

Ashok Kumar Basa

PREFACE

The Institution of Engineers (India) (IEI), was established in 1920

and was sanctioned the Royal Charter in 1935, laying down the

principal role of the to be of a learned society promoting the

advancement of the science and practice in different fields of

engineering. The Royal Charter reflects the spirit in which

engineering disciplines are to be pursued.

An urgent need was felt to evolve the IEI Vision to promote an

environment to enable ethical pursuits of professional excellence

for engineering fraternity in the country so as to provide

leadership for serving the humanity in an inclusive manner. IEI

Vision Document emphasises on 'functional areas' and 'key result

actions' to fulfil the obligations specified in the objectives under the

Royal Charter.

The IEI Vision Document has been formulated for the first time in

the history of IEI. This task could be accomplished by sincere and

hard work by the Strategic Plan Committee under the

Chairmanship of Mr. N.C. Vaish, Past President, IEI and other

eminent contributors as recorded on the facing page. I would also

like to recognize the effort of Mr. Pradeep Chaturvedi, the IEI

Council Member in drafting the IEI Vision. I would also like to

thank all the Council Members for finalising and approving "IEI

Vision".

I have pleasure in presenting the IEI Vision to all our members and

the engineering fraternity.

Ashok Kumar Basa

President

The Institution of Engineers (India)

June, 2014

Kolkata (India)

lll 3

IEI VISION

Pradeep Chaturvedi

INTRODUCTION

The Institution of Engineers (India) (IEI), the premier professional body of engineers in India, has contributed significantly in all faculties of engineering and all sectors of applications like academics, administration, industry, infrastructure and consultancy. IEI has been functioning under the objectives laid down in the Royal Charter, sanctioned in 1935, and has contributed to the national socio-techno-economic development policies.

First ever attempt for formulating a 'Strategic Plan' for IEI was made in 1994. It has taken 20 years since then to concretize and evolve the IEI Vision. In 2012 the IEI Council approved and adopted the 10 Year Strategic Plan for 2012-22 to coincide with 12th and 13th Five Year Plans.

The Strategic Plan mandated IEI to develop its Vision Document. I had the privilege to be given the task of preparing the Draft of IEI Vision, which has now been approved and adopted by the IEI Council. IEI Vision Document is based on the Strategic Plan approved by the Council. The idea to develop this document is to concretize and present a Vision for the future so that the members accept to ethically follow the approved road map for development.

The Vision Document is based on the present and future global sustainable development approach and the profile of the professional engineers to respond to those needs. The Vision of IEI includes the Road Map for attaining the Vision in terms of Mission, Objectives, Strategies, Functions and Ethical Behaviour. This document presents the IEI Vision to overcome the challenges of the next decade and ensure sustainable development. Eleven different Key Actions have been identified to ensure successful transformation. IEI Vision supports ethical behaviour in pursuit of professional excellence by the engineering fraternity to be in a position to serve and improve the quality of life in more areas of the world with their services.

The Vision Document emerged out of serious and repeated consultations by the Strategic Plan Committee under the Chairmanship of Mr. N.C. Vaish, Past President, IEI. Mr. Ashok Basa, President, IEI, took the initiative to get approval of the Council for the document and organise its publication urgently.

Maj Gen (Retd) R.K. Sanan, VSM, Secretary and Director General, IEI and the Member Secretary of the Committee, provided crucial and important inputs and support from the Secretariat.

Pradeep ChaturvediCouncil Member

The Institution of Engineers (India)June, 2014

Kolkata (India)

lll 5

IEI VISION

{{IEI Vision is to enable

practice of ethical ethos

and pursuits of

professional excellence for

engineering fraternity to

serve the humanity

through inclusive growth||

IEI VISION

6 lll

PREAMBLE

The Royal Charter, granted in 1935, lays

down the principal role of the IEI to be a

learned society promoting the advancement

of the art, science and practice in different

fields of engineering. The Royal Charter

reflects the spirit in which engineering

disciplines are to be pursued. Interpretation

of the Royal Charter needs to be understood

in different timeframes in evolving language

and interpretation. Functioning of IEI has to

be managed in the ‘spirit’ of the Royal

Charter; and activities need to conform to the

national socio-techno-economic develop-

ment.

To fulfil the obligation under the Royal

Charter, a Strategic Plan was developed to

outline specific actions over the 10 year cycle,

i.e. 2012-2022. The Strategic Plan is a Rolling

Plan and will be reviewed at regular inter-

vals. The Strategic Plan was ‘approved and

adopted’ by the Council of IEI in 2012. The

Strategic Plan coincides with the 12th and

13th Five Year Plans.

‘IEI Vision’ Document is based on the spirit

of the Strategic Plan and incorporates vari-

ous elements of strategies. The Strategic Plan

had laid the ‘road map’ to reflect the

aspirational views of the members. The idea

to develop this document is to concretise and

present a Vision for the future so that the

members accept to ethically follow a com-

mon path or a certain common road map for

development.

‘IEI Vision’ emphasises on the focused

‘functional areas’ and the corresponding

‘key result areas’ to fulfil the obligations

specified by objectives of the Royal

Charter.

The Vision and the Strategic Plan will be

complementary to each other; will directly

act to facilitate leaders to target and guide

their policies, plans, processes and progress

on broad and diversified areas within and

outside the engineering community.

IEI Vision is to promote an environment to

enable ethical ethos and pursuits of profes-

sional excellence for engineering fraternity in

the country so as to provide leadership for

serving the humanity by involving in all

aspects of inclusive development process in

the country.

Global challenge of development is focused

on growth in the developing world wherein

70% of the infrastructure will be created by

2030 and will serve the inclusive growth

and development. At the same times, the

infrastructure in developed world will have

to be updated and strengthened. India is

passing through a peculiar situation that it

has to undertake both the activities of

upgradation and creation of new infrastruc-

ture.

THE CHALLENGE AND POTENTIAL OF

ENGINEERING CONTRIBUTION FOR

DEVELOPMENT

IEI VISION

IEI VISION

lll 7

There has been a focus on employability of

engineers, wherein the perception created is

that employability of graduate engineers is

low. It is nevertheless observed that graduate

engineers are the most employable whether

it is in administrative services, managerial

services, or even legal services, besides the

engineering sectors. Thus, employability of

an engineering graduate opens vast avenues

into different sectors of socio-economic fields

which are not common with other disciplines

of education.

It would suffice to mention the following

examples of current issues and trends

emphasised by experts that reflect ‘chal-

lenges’ and ‘opportunities’ that engineering

and technology have to address :

i) the more need to fully embrace

sustainability in the development

process,

ii) an ever increasing global population

with its continuous shift to urban

areas,

iii) increasing demands for energy, drink-

ing water, clean air, transportation, and

reuse, recycling and safe disposal of

waste,

iv) the globalization of engineering prac-

tice and the desire to attract the best and

brightest to the profession,

v) the need to upgrade quality of

engineering education and research

and development,

vi) the need for more involvement of

engineers in the political process and

national policy making,

vii) the perception of occurrence of corrup-

tion in the global engineering industry

and service sector,

viii) the poor condition or non-existence of

the infrastructure,

ix) the need for creation of employment

and income generation opportunities

for the masses.

The preceding problems and opportunities

will require interdisciplinary, cross-

disciplinary, and multi-disciplinary collabo-

rations on projects, and in research and

development. Further advances in informa-

tion technology promote a global profes-

sional community to focus on the above

mentioned challenges. Therefore, IEI has to

consider strengthening integration of

future engineering community of India

with global communities. The recently

concluded World Economic Forum Summit

at Davos in January 2014, has also focused

on the need for integration of professionals

with the development process.

The engineering profession has to increas-

ingly recognize the reality of shrinking

global resources, the desire for sustainable

{{

require inter-disciplinary, and

multi-disciplinary collabora-

tions on projects... IEI has to

consider strengthening integra-

tion of future engineering com-

munity of India with Global

Communities||

ATTAINING A SUSTAINABLE WORLD

Problems and Opportunities

IEI VISION

8 lll

practices and design, and the need for global

equity at large in the consumption of

resources. Engineers have helped to raise

global expectations for sustainability and for

environmental stewardship and they have to

deliver now.

Responses at the local, national and interna-

tional levels will generate incremental,

structural and transformational changes.

Achieving these goals and targets for sus-

tainable development requires further

innovative responses at all levels, as replicat-

ing and up-scaling current policies for

sustainability will not suffice. Scenario

studies show that both ‘short-term policy

solutions’ and ‘long-term structural mea-

sures’ are needed to meet the required

targets. Engineering community has to play

an important role and IEI has to get position

on its activities with proper strategies in line

with wider global decisions. However, such

development will need innovation.

{{Engineering profession has to

increasingly recognise the reality

of shrinking global resources,

the desire for sustainable prac-

tices and design, and the need for

global equity, at large, in the

consumption of resources||

SUSTAINABLE DEVELOPMENT NEEDS

INNOVATIVE RESPONSES

{{Engineers need to focus on

innovation with the aim of

attaining inclusive growth;

with the underlying policy

‘more from less for more’||

INDIA’S THRUST ON INNOVATION

P R O F I L E O F A P R O F E S S I O N A L

ENGINEER

Recognising the importance of innovation,

the President of India declared 2010-2020 as

the ‘Decade of Innovation’ with a focus on

Inclusive Growth. This innovation is already

contributing significantly to the growth of

the economy and dynamism of Industry.

Indian entrepreneurs are developing novel

solutions for the need of Indian consumers

that provide access to services and products

at a fraction of the cost of the solutions avail-

able from industrially advanced countries.

The underlying policy is ‘more from less for

more.’

As IEI develops Strategic Plan and IEI Vision,

it has the opportunity of aligning with

India’s ‘Decade of Innovation’ plan

announced for 2010-2020. Also the Vision

Document needs to align with government

Skills Development Plan for 2022.

Rapid technical progress is altering funda-

mentally the skills, knowledge, infrastruc-

ture and institutions needed for the efficient

production and delivery of goods and ser-

vices. So broad and far-reaching are current

technological developments that we may see

the emergence of another industrial revolu-

tion driven by a new technological ‘para-

digm’. This paradigm involves not only new

technologies and skills in the traditional

sense, but also different work methods,

management techniques.

It is necessary to envision the ‘Profile of the

Engineer’, a practical time frame of a decade.

As IEI looks forward to be knowledge-based,

IEI VISION

lll 9

skills promoting, interactive organisation, it

is necessary to think of the attributes that will

build the profile of a professional engineer.

The ‘attributes’ will conform to spirit the

Vision.

The ‘attributes’ of engineers will consist of

three elements as follows :

knowledge

skill, and

attitude

An understanding of the same is provided in

the following paragraphs.

‘Knowledge’ is largely cognitive and consists

of theories, principles, and fundamentals.

This knowledge is gained through struc-

tured educational programmes followed by

programmes of continuous professional

development, which need to be pursued by

professional engineers throughout their

working life.

IEI Associate Membership Examination

courses must be reviewed from time-to-time

to ensure incorporation of the latest

knowledge in emerging areas of engineering

and technology, e.g. biotechnology,

biomedical engineering, bioinformatics,

renewable energy, environment engineering

dealing with climate change and global

warming, etc.

‘Skill’ refers to the ability to do tasks.

Knowledge helps in developing skill in a

l

l

l

much more effective manner. But, they are

not inter-changeable. Skill development

programme needs to be emphasised not only

for graduate engineers but also for different

levels. This will also include continuous

learning, problem solving, creative thinking,

team work, communication and self-

assessment. Formal education is the primary

source of knowledge, whereas skills are

developed via formal education, focused

training and hands-on experience.

IEI has initiated skills development actions in

collaboration with the Planning Commission,

Government of India and the National Skills

Development Council. Initial action will be

developed into full-fledged programme.

‘Attitude’ reflects an individual’s personality

and determines how he or she perceives,

interprets and approaches the issues of

development. Attitude conducive to effec-

tive professional practices include commit-

ment, curiosity, honesty, integrity, objectiv-

ity, optimism, sensitivity, thoroughness and

tolerance.

Meetings of International Engineers’

Alliance (IEA) regarding Washington

Accord (WA) and Engineers’ Mobility

Forum (EMF) have emphasised on certain

characteristics of knowledge, skill and atti-

tude. The recommendations of Washington

Accord and Engineers Mobility Forum have

been taken into account while developing

this vision document.

IEI Vision is based on utilizing the following

‘strengths’ of IEI and continually improving

capacities to serve the society.

UNIQUENESS OF IEI

IEI VISION

10 lll

{{The attributes of engineers

will encompass three elements:

knowledge, skill and attitude||

l

l

l

VISION

ROAD MAP FOR ATTAINING THE

VISION

country, established under the Royal

Charter, covering all disciplines of

engineering;

Large network of State and Local

Centers covering all geographical parts

of the country and several Chapters in

Foreign Countries;

Largest non-formal engineering

educator in the country with

government recognition for AMIE

examination.

IEI holds a long-term Vision as stated

below:

IEI envisions to be one of the largest and

vibrant professional society of engineers,

technologists and applied scientists in the

world, covering all branches of engineering,

committed to the promotion of continual

professional and intellectual development

and contributing significantly to the growth

of technological knowledge, skill and

capacity building of the highest order,

demonstrated through innovative approach

towards the cause of sus ta inable

development.

IEI has a Road Map for attaining its Vision

which aims to utilise knowledge and

expertise of its members for the welfare,

health and safety of the society; and maintain

the honour, integrity and dignity in all

professional actions. The Road Map is

Largest Professional Society in the covered under Mission, Objectives,

Strategies and Functions as follows:

Mission

IEI has adopted the following Mission for its

activities to attain the ‘IEI Vision’ for its

members:

IEI aims to effectively promote the general

advancement of engineering, engineering

science and technology, and their application

in India, and to facilitate dissemination and

exchange of information and ideas amongst

the members of the profession and the per-

sons attached to IEI and to extend value-

based services to the Nation, at all desired

levels.

Objectives

IEI has emphasised that to attain its Vision

the members will have to undertake actions

to serve in accordance with the following

objectives:

i) Expand Membership.

ii) Restructure AMIE Examinations.

iii) Improve quality and readability of IEI

publications.

iv) Improve interaction with industries.

v) Increase interactions with government

and policy makers.

vi) Increase upward professional mobility

of members.

vii) Assume leadership role amongst various

professional engineering societies.

viii) Take active part in the national

planning process.

IEI VISION

lll 11

ix) Provide needed information and

professional assistance to members.

x) Increase visibility of IEI with central

government, state governments, and

autonomous statutory bodies dealing

with higher technical education.

xi) Publicise ethical standards and actions

taken to safeguard and protect the

image of engineers and to control and

avoid malpractices committed by the

Corporate Members of IEI in

accordance with the laid down Code of

Ethics of IEI.

xii) Improve image of the profession.

Strategies

IEI has strategized activities to achieve the

objectives. Strategies for each objective are as

follows :

Expand Membership

Open Student Chapter in each engineering

college and polytechnic and acquaint

students with the advantages of membership

through personal contact, attractive

brochures, and counselling. Involve

teachers, research workers in government

laboratories and professionals working in

different industries for marketing institution

m e m b e r s h i p . T a k e a d v a n t a g e o f

government incentives in this regard.

Decentralize approval of membership

applications and give incentives to Centers

on growth of membership.

Restructure AMIE Examinations

Study and implement simplification for

enrolment of students so that Diploma

holders are fully exempted from Section ‘A’

Examination; Project work is better super-

vised both at ‘A’ and ‘B’ levels; Courses are

offered in areas of market demand instead of

conventional programmes; and a Section ‘C’

is included for Chartered Membership and

for qualifying for registration as Professional

Engineer. Possibility of starting IEI

University would be explored.

Improve Quality and Readability of

Institution Publications

Collaboration with M/s Springer India Pvt

Ltd has improved the quality and efforts

would be undertaken to improve contents

and readability.

Improve Interaction with Industries

Organise personal visits, invitations to

seminars, holding joint conferences in the

premises of the industry, running continuing

education programmes in areas of industry’s

needs in collaboration with experts from

educational institutions, industry as well as

research laboratories, and honouring leaders

of Industry on a regular basis.

Increase Interaction with Government and

Policy Makers

Create institutional mechanism, through IEI

Office in Delhi to develop, nurture and

strengthen interaction with government

officials, policy-makers and statutory

bodies.

Increase Upward Professional Mobility of

Members

Provide opportunity to all members for

enhancing their knowledge and skills and

IEI VISION

12 lll

management capacity at regular intervals

through face-to-face programmes or through

the distance mode programmes. Part-time

postgraduate programmes be organised in

identified areas.

Promote Networking and Assume Leader-

ship Role Amongst Various Professional

Societies

Create a platform to bring together various

professional engineering organisations on all

matters of common interest. Agreement may

be reached for concessional membership of

IEI to members of other societies on a recipro-

cal basis. Joint organization of programmes

at the local as well as national levels would be

encouraged.

Take Active Part in the National Planning

Process

Undertake commissioned studies on issues

of national importance, and thereby influ-

ence the planning process. An active link

would be established between IEI and the

Planning Commission, Government of India

for continuous dialogue.

Provide Needed Information and Profes-

sional Assistance to Members

Establish Information and Assistance Cell to

provide information and assistance on

matters of professional interest to members

on 24×7 basis.

Increase Visibility of IEI in the State and the

Local Centres

Invite media, conduct press conferences,

take part in local activities of societal and

professional concern and interest and be

visible in all important local activities

needing engineering intervention.

Publicise Ethical Standards and Actions to

Control and Avoid Malpractices

Familiarize members with the Code of Ethics

and motivate them to adopt and follow the

Code in Practice.

Improve the Image of the Profession

Collaborate with other engineering societies

to improve the status and image of the pro-

fession by publicising engineers’ role in

specific instances of economic, industrial or

technological development in conformity

with the Post-2015 UN Sustainable

Development Agenda.

Functions

IEI Vision would be attained by performing

the functions under following five broad

categories:

i) Learned society function.

ii) Qualifying function.

iii) Professional society function.

iv) Visibility function.

v) The Institution-Industry interactive

function.

By focusing on each one of the five above

mentioned functions, IEI will work to

achieve its objectives in the spirit of the

Vision.

{{Learned society function will

be promoted mainly through

improving acceptability of

AMIE qualification||

IEI VISION

lll 13

The ‘learned society function’ will be pro-

moted through improving acceptability of

AMIE by larger number of universities/

institutions; strengthening and upgrading

information data bank and improving

effectiveness of transmission of information;

conducting seminars, workshops and other

interactive activities; enhancing techno-

logical base through promotion of research,

development and deployment; and conduct-

ing technology identification and awareness

programmes.

The ‘qualifying function’ will be promoted

through updating and improving effective-

ness of its assessment and accreditation of

technical education programme in line with

the international process for accreditation of

courses and institutions; creating a national

network for skills building by developing

curriculum and aligning it with the available

employment opportunities; by creating a

workforce of certified trainers who will in

turn create skills building programme on a

large scale; and by creating a placement

service for engineers with a focus on AMIE

students, and also serving other engineering

graduates and diploma holders.

{{Qualifying function will be

promoted mainly through

updat ing and improving

effectiveness of its assessment

and accreditation of technical

education programme in line

with the international process||

{{Professional society function

will be promoted through

improving the criteria of

membership||

The ‘professional society function’ will be

promoted through improving the criteria for

membership so that larger number of

engineers are motivated to join and also

retained as members, work as a pro-active

professional engineering body to serve as an

adviser to the government in policymaking,

programme implementation and overall

development; and play crucial role in

defining the role of engineers in develop-

ment, provide financial support so that the

engineering students at different levels of

education can undertake R&D projects for

developing innovative technologies with a

focus on frugal innovation.

The ‘visibility function’ will be promoted

through conducting studies and developing

policy framework documents to present a

road map for growth of engineering educa-

tion and application leading to national and

international socio-economic development;

contribute in the working of committees of

central, state and local governments and

industrial bodies; provide leadership role to

other professional engineering bodies;

promote skills development centres at its

state and local centres; and continuously

conduct SWOT analysis of all functions.

International collaboration programme will

be promoted to create strong international

presence and image building for IEI.

{{Visibility function will be

promoted through conducting

studies and developing policy

frame-work||

{{Institution-Industry interac-

tive function will be achieved

through conducting outreach

programmes||

IEI VISION

14 lll

The ‘institution-industry interactive

function’ will be achieved through

conduct ing outreach programmes;

interactive and collaborative R&D

programmes with the industry; skills

bu i ld ing programmes to improve

employability in industry and government;

and recognition of leaders from business and

industries.

Ethical Behaviour

The Corporate Members of IEI shall commit

to promote and practice the profession of

engineering for the common good of the

community bearing in mind the concerns,

such as, ethical standards in practice, social

justice, social order and human rights,

protection of the environment, promotion of

sustainable development, public safety and

tranquillity. The Corporate Member shall

utilise personal knowledge and expertise for

the welfare, health and safety of the

community without any discrimination;

and shall maintain the honour, integrity

and dignity in all his professional actions to

be worthy of the trust of the community and

the profession.

A common tie exists among the society and

IEI, and as such IEI derives its value from the

people. The actions of Corporate Members

should reflect their consideration for

equality of opportunity, social justice and

fairness to all.

Code of Ethics with following tenets will

guide ethical behaviour of members of IEI:

i) A Corporate Member of IEI shall be

bound to comply with the Code of

Ethics of IEI circulated at the time of

enrolment and subsequent revisions.

ii) A Corporate Member shall act only in

the domains of his/her competency,

and with due diligence, care, sincerity

and honesty.

iii) A Corporate Member shall not act in

any manner which may endure the

reputation of IEI or which may cause

any damage to IEI financially or other-

wise.

iv) A Corporate Member shall reject any

kind of offer that may involve unfair

practice or may cause avoidable dam-

age to the eco-system.

The engineers will have to stay abreast of

changing technologies, market trends, and

business developments. Every step in the

profession has to be made sustainable.

Sustainability as such will be the key

hallmark of actions. The engineers will have

to cultivate new technologies, direct the

market, and develop new business practices

to lead the transformation into tomorrow.

IEI envisions that engineers will need to

transform themselves to face and overcome

the challenges of the Next Decade and

create an environment for sustainable

development.

IEI Vision will address the following

‘ K e y Actions’ to achieve required

transformation:

i) Contribute effectively in the national

effort of sustainable development,

aligned with the international efforts

f o r a t t a i n i n g s u s t a i n a b l e

development, keeping sustainability

KEY ACTIONS

IEI VISION

lll 15

of environment and processes in

continuous focus.

ii) Undertake projects that have social

impact like drinking water supply,

sanitation, agricultural production and

sustainable energy supply.

iii) Identify cutting-edge technologies and

facilitate, research development and

deployment through engineering

fraternity.

iv) Develop strategies and implementation

plan to deal with technology transition

management in the country for rapid

a b s o r p t i o n , a d a p t a t i o n a n d

assimilation of technologies by creating

necessary infrastructures.

v) Foster professional interaction and

growth of engineering fraternity with

particular emphasis on knowledge

creation right from the student stage.

vi) Enhance interaction with governments

at national, state and local levels and

with international bodies to improve

relevance of IEI in development

process.

vii) Join hands with the government to

provide professional expertise.

viii) Undertake sk i l l s development

programme for all sectors of economic

development.

ix) Enhance prominent status of IEI both at

national and international levels.

x) Undertake activities that facilitate fund

generation so that IEI remains self-

sustaining.

xi) Implement a paradigm shift in

functioning of IEI and introduce

corporate culture.

The engineers will have to aim to be and be

perceived as trusted advisers to the public

and policy makers regarding inclusive

development activities. The engineers will

have to demonstrate through seeking

opportunities to use its abilities to improve

the quality of life in more areas of the world

with their services.

‘IEI Vision’ supports creation of an environ-

ment and ethical ethos to enable pursuit of

professional excellence by the engineering

fraternity in the country so that IEI plays the

role of the leader amongst all professional

engineering bodies in India.

CONCLUSION

IEI VISION

16 lll

{{IEI aims to develop ‘Strategy’ and ‘Implementation Plan’ to deal

with technology transition management in the country for rapid

absorption, adaptation and assimilation of technologies and by

creating necessary infrastructure||

Special Contribution : Technical Department, The Institution of Engineers (India) & Delhi State Centre - IEI

Published by Maj Gen (Retd) R K Sanan VSM, Secretary & Director General, IEI for The Institution of Engineers (India),

8, Gokhale Road, Kolkata-700020 and Printed by Maansee Printers, Delhi.

Lord Irwin, Viceroy and Governor General of India, laying the Foundation Stone of the First Institution

Building in 1930

Pandit Nehru, Prime Minister of India with Dr K L Rao and D P R Cassad at Delhi State Centre

Dr Zakir Husain, President of India, opening the Main Door of the New-Headquarters Building

Mrs Indira Gandhi, Prime Minister of India cuttingthe Golden Jubilee Cake

LEGACY OF IEI

Shri Pranab Mukherjee, President of India,Inaugurating 27th Indian Engineering Congress

Shri Pranab Mukherjee, President of India,Inaugurating 28th Indian Engineering Congress

The Institution of Engineers (India)8, Gokhale Road, Kolkata-700020

Phone : +91-33-22238311/14/15/16/33/34 Fax : +91-33-22238345

E-mail : technical@ieindia.org, iei.technical@gmail.com

Website : www.ieindia.org

IEI MANDATE FROM THE

ROYAL CHARTER 1935

{{To promote and advance the science,

practice and business of Engineering in

all its branches in India||

&

{{To promote the study of Engineering

with a view to disseminate the

information obtained for facilitating

the scientific and economic

development of Engineering in India||