Quality & Environment Manual

Doc No.
: QEMS-01
Rev No.: 01
QEMS Manual Effective Date: 11/10/2021
@ PDEU- All rights reserved Page 2 | 41

Doc No.: QEMS-01
Rev No.: 01
INDEX
Sl No. Particulars Page No
Introduction 05
0.1 Important Instruction 05
0.2 Abbreviations 05
0.3 Brief - Introduction 07

0
0.4 PDEU Organogram 09
0.5 Regulating Bodies/Agencies applicable to PDEU’s
10
operations
0.6 Quality and Environmental Management system
10
(QEMS)
1 Scope 13
2 Normative references 14
3 Definitions of terms 15
Content of the Organization 17

4.1 Understanding the organization and its context 17
4.2 Understanding the needs and expectations of the
18
4 interested parties
4.3 Determining the scope of the management system for the
18
university
4.4 Quality and environmental management system and its
19
process
Leadership 21
5.1 Leadership and commitment 21
5
5.2 Quality policy 21
5.3 Organizational roles, responsibilities and authorities 22
Planning 23
6.1 Action to address risk and opportunities 23
6 6.2 Quality and environmental objective and planning to
23
achieve
6.3 Planning of changes 25

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Support 26
7.1 Resources 26
7.2 Competence 28
7
7.3 Awareness 29
7.4 Communication 29
7.5 Documented information 30
Operation 31
8.1 Operational Planning and control 31
8.2 Requirements for the educational products and services 31
8.3 Design and development of the educational products and
33
services
8
8.4 Control of externally provided processes, products and
34
services
8.5 Delivery of the educational products and service 35
8.6 Release of the educational products and services 37
8.7 Control of the educational nonconforming outputs 37
Performance evaluation 38
9.1 Monitoring, measuring, analysis and evaluation 38
9
9.2 Internal Audit 39
9.3 Management review 40
Improvement 41
10.1 General 41
10
10.2 Nonconformity and corrective action 41
10.3 Continual Improvement 41

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0. INTRODUCTION
0.1 Important Instruction
This manual defines the Quality and Environmental Management System of Pandit Deendayal Energy
University (PDEU). It is the intellectual property of the organization. Any contents of this manual must
not be reproduced / copied unless specifically permitted in writing by the Authorized Personnel.
This manual is not a substitute for circulars/ manuals issued from time to time by State Govt. or Central
Govt. or other regulatory bodies. They shall be referred for comprehensive details as and when required.
0.2 Abbreviations
Abbreviation Details
PDEU Pandit Deendayal Energy University
QEMS Quality and Environmental Management System
ISO International Organization for Standardization
PR President
CSC Chairman - Standing Committee
DG Director General
BoG Board of Governors
A.C. Academic Council
U.G.C. University Grant Commission
Est. Establishment
NAAC National Assessment & Accreditation Council
NBA National Board of Accreditation
AICTE All India Council for Technical Education
INFLIBNET Information & Library Network Centre
A/C Accounts

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FM&A Facilities Management & Administration
SIRO Scientific and Industrial Research Organization
DSIR Department of Scientific and Industrial Research
GSPC Gujarat State Petroleum Corporation
GERMI Gujarat Energy Research and Management Institute
BoS Board of Studies
FoET Faculty of Engineering & Technology
FoLS Faculty of Liberal Studies
FoM Faculty of Management
SPM School of Petroleum Management
SoT School of Technology
SPT School of Petroleum Technology
SLS School of Liberal Studies

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0.3 Brief – Introduction
Pandit Deendayal Energy University (formerly known as Pandit Deendayal Petroleum University) was
established as a Private University through the State Act enacted on 4th April, 2007 to create a World Class
University in energy education and research with special focus on the oil and gas sector.
The University addresses the need for trained and specialized human resource for Energy, Environment,
Engineering, Science, Management and Liberal Studies field worldwide. It intends to expand the
opportunities for students and professionals to develop intellectual knowledge based with leadership skills
to compete in the global arena. This objective is being addressed through a number of specialized and
well-planned undergraduate and post-graduate education program and intensive research initiatives.
Emphasis on problem solving and practice with sound fundamentals, through active and continued
partnership with energy & infrastructure sector companies and National and International Universities and
Consultants. Introduction to design and innovation in the first year to orient students to original and lateral
thinking. Top down approach from ‘Systems to Components’ to better appreciate holistic education.
Emphasis on holistic engineering is key to long-term economic and environmental sustainability of
communities.
The University offers programs in Energy, Engineering, Environment, Science, Management and
Liberal Studies field through its four Schools.
1. School of Petroleum Technology offers B.Tech in Petroleum and Petrochemical Engineering.

SPT also offers M. Tech and Ph. D. programs in Petroleum Engineering and Petroleum Technology
(Exploration), Geotechnical and Geo-environmental Energy.
2. School of Petroleum Management offers MBA with specialization in Energy, Infrastructure,

Finance, Marketing and HR, post graduate Diploma for working executives, Ph. D and unique
management development programs in Energy & Infrastructure Management.
3. School of Technology offers B.Tech in Civil, Electrical, Mechanical, Automobile, Electronics and
Communication, Computer Science, Information and Communication Technology and Chemical
Engineering field. It also offers M.Tech in Nuclear Science and Technology, Energy Systems,
Electrical Engineering (Power Systems), Mechanical Engineering (Manufacturing/
Design/Thermal), Civil Engineering (Infrastructure Engineering & Management / Transportation
Engineering), Environmental Engineering, Data Science, Cyber Security, Material Science
Engineering, Energy and Environmental Management. It also offers four year honors degree in
B.Sc Physic, Chemistry and Mathematics and M.Sc in Physic, Chemistry and Mathematics;
besides Ph.D in various disciplines of Science and Technology.
4. School of Liberal Studies offers four-year BA, BBA and B.Com program in Liberal Studies
Philosophy with majors in English Literature, Governance & Public Administration,
Environmental Studies, Business Administration, Economics, Psychology and International

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Relations, M.A in Public Administration, English, Psychology, International Relations, Political

Science, and Ph.D. programs.
Vision
To emerge as a world class Institution of Excellence in Energy Education, Research and Innovation which
will prepare and sensitize the youth and ultimately the society for radical yet sustainable societal
transformation.
Mission
Undertake unique obligation for Education in Energy Engineering and Management with special
responsibilities in domain specific aspects of Energy & Infrastructure.
Seek to nurture students of extraordinary motivation and ability and prepare them for life-long learning
and leadership in an increasingly knowledge driven world.
Envisage to establish institutes of excellence in education, competitive edge in research and real time
relevance with futuristic thrusts in offering of programmes and undertaking of activities and projects.
Objectives
The University addresses the need for trained and specialized human resource in the domains of
engineering, management and humanities.
Objectives of the University are as follows
● To create centers and institutions of excellence for imparting state of the art education, training
and research in the fields of science, technology, management and liberal studies in general and in
relation to the domains of oil, gas and energy in particular.
● To create capabilities for development of knowledge, skills and competencies as a core academic
goal.
● To create capabilities for upgrading the infrastructure to global standards for education, training
and research in the areas related to energy, engineering, management and liberal studies.
● To develop patterns of teaching and training at various levels of education accomplishment so as
to set a high standard of education in energy, engineering, management and liberal studies.
● To function as a leading resource center for knowledge management and entrepreneurship
development in the areas of energy, engineering, management and liberal studies.
● To provide inter-relationship for national and global participation in the field of energy,
engineering, management and liberal studies.
● To establish close linkages with industries to make teaching, training and research at the University
relevant to the needs of the society at national and global levels.
● To bring Environmental Awareness among the PDEU community.
● To evolve mechanisms for ‘R4’: Reduce, Reuse, Recycle and Repurpose.
● To conserve the natural resources, increase biodiversity and minimize pollution.

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0.4 PDEU Organogram
0.5 Regulating Bodies/Agencies applicable to the University’s operations

(i) UGC Recognition
The University is recognized by UGC under section 2(f).
(ii) SIRO Recognition

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Government of India, Ministry of Science and Technology, Department of Scientific and Industrial
Research has accorded recognition to the University as Scientific and Industrial Research
Organization (SIRO). On receiving this recognition, the University is entitled to all administrative
support from the Ministry of Science and Technology (DSIR), as may be required on all issues to
promote or encourage scientific research activities. Also the University will be entitled to avail
custom / excise duty exemption on the import of equipment, instruments, spares thereof, consumables
etc.
(iii) Association of Indian Universities
The University has been granted membership by the Association of Indian Universities.
0.6 Quality & Environment Management System (QEMS)

The QEMS of the University is to ensure continual improvement through PDCA cycle with process
method and Risk based thinking. All three are demonstrated briefly through flow charts as follows:
1. Process approach: International standards recommend the introduction of process methods to
establish, implement and improve the quality management system. This approach enables the
organization to control the inter-relationships and inter-dependencies among the processes of the
system, so that the overall performance of the organization can be enhanced.
Sources Receivers
Input Processes Output
of inputs of output
Educators, Applications of Results of Students,

assessment the educators,
employers, Result of
methodologies assessment educational
educational knowledge
of the of the organizations
organizations assessing,
education education , employers
information
about students’ effectiveness effectivenes
performance s
Start Finish
Process Approach
2. Risk based thinking: It allows to identify the factors that affect the organization's processes that
deviate from the planned outputs and further exercise preventive control. It helps in identifying risks and its

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degree to reduce its negative consequences. It also helps to create atmosphere and provide resources to
appreciate the opportunities for the benefit of the organization. Certain favourable conditions need to be met
in order to reach the intended results. These may attract students and other beneficiaries, to create new
products and services, to reduce losses, or to increase productivity. Although the risk based thinking remains
uncertain, it opens up opportunities.
Positive Opportunity
Risk
effect
Negative Threats
Risk Based Thinking
3. Continuous improvement PDCA (Plan-Do-Check-Act) cycle enables an organization to

ensure that its processes are effective and efficient; that opportunities for improvement are determined
and acted on. This approach is generally used in the university.
 Plan: Establish objectives of the system and its processes, the resources needed to deliver
results in accordance with the requirements of the students and other beneficiaries to identify
and address risks and opportunities;
● Do: Implement what has been planned.

● Check: Monitor (where applicable) and measure processes together with the resulting products
and services against policies, objectives, requirements, planned activities, and report the
results;
● Act: Take actions to improve performance if necessary.
Note: Numbers in brackets refer to clauses in this document.

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Introduction/0/ Scope /1/ Terms and definitions /3/
Operation
(8)
Understanding the
organization & its Result of
context (4.1)
Understanding the
QEMS/stud
needs and ents and
expectations of other
interested parties
Planning LEADERSHIP Performance beneficiaries
(4.2)
Students & Other (6) Evaluation (9) ’
beneficiaries’
(5)
satisfaction,
requirement product and
Determining the
scope of QEMS service
(4.3)
Improvement
(10)
Management System for educational organizations /4.4/

Support/7/
PDCA Cycle

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1. SCOPE
The PDEU Quality and Environmental Management system Manual is a reference and set of guidelines
for the faculty and staff to adhere with the international quality standards in designing and delivering
educational services. It is in conjunction with policies, procedure and rules set by top leadership to achieve
the objectives of establishment of the University. This manual also demonstrates our commitment to bring
environmental awareness to conserve natural resources through the use of renewable energy, enhance
biodiversity and minimize pollution to attain sustainable development model.
This document aims to:
1. Demonstrate acquisition and development of competence through teaching, learning, research
and innovation.
2. Enrich experience and enhance satisfaction of all stake holders by effective implementation of
QEMS for sustainable model.
3. Communicates our social responsibility of protecting and conserving environment.
Scope of the certificate

“Design, development and delivery of higher education programs, research and innovation”
Exclusion in the scope of certification: Consultancy

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2. NORMATIVE REFERENCES
The following documents are cited as a part of normative references.
 Policy and Procedures.
 ISO 9001: 2015 Quality Management System - Fundamentals and vocabulary.
 ISO 14001:2015 Energy Management System -Fundamentals and vocabulary.
 ISO 21001:2018 Management Systems for educational organization – Requirements.

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3. DEFINITION OF TERMS
Quality and Environmental Management System: A Quality and Environmental Management System
is a set of interrelated or interacting elements that organizations use to formulate in line with institute’s
vision and mission to achieve long term sustainable growth with making continuous efforts for quality
services and environmental awareness. These elements include structures, programs, procedures,
practices, plans, rules, roles, responsibilities, relationships, contracts, agreements, documents, records,
methods, tools, techniques, technologies, and resources.
1. Quality and Environmental Policy: It is a policy which tries to express the top management's
commitment to the QEMS by allowing to set quality and environmental objectives.
2. Educational Service: Process that supports acquisition and development of students’ competence
through teaching, learning and research.
3. Teaching: Working with students to assist and support them for learning.
4. Curriculum: Documented information of what, why, and how well students should learn in a
systematic and intentional way.
5. Strategy: Plan to accomplish the organization’s mission and achieve the organization’s vision.
6. Process: Set of interrelated or interacting activities that use inputs to deliver an intended result.
7. Output: An output is the result of a process that has been successfully completed.
8. Context of the organization: An organization’s context is its academics environment. It includes all
of the internal and external factors and conditions that affect its products and services, have an
influence on its QEMS, and are relevant to its purpose and strategic direction.
9. Interested parties: Stakeholder, person or organization that can affect, be affected by, or perceive
itself to be affected by a decision or activity.
10. Top management: Person or group of people who directly control an organization at the highest
level. It includes Board of Governor(s) and other statutory bodies and provided in the University act.
11. Student: Beneficiary acquiring and developing competence using an educational service.
12. Outsource: Make an arrangement where an external organization performs part of an organization’s
function or process
13. Social Responsibility: Responsibility of an organization for the impacts of its decisions and activities
on society and the environment, through transparent and ethical behaviour that leads to a sustainable
development, including health and the welfare of society.
14. Documented Information: Information required to be controlled and maintained by an organization.

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15. Risk: Effect of uncertainty.

16. Opportunity: Identification of potential opportunities and plan to execute the same for the benefit of
organization in short term and long term.
17. Internal Audit: A documented process for determining compliance and non-conformance with
standards.
18. Performance: Measurable result.
19. Correction: A correction is any action that is taken to eliminate a non-conformity.
20. Corrective action: Action to eliminate the cause of a nonconformity and to prevent recurrence.
21. Monitoring: Determining the status of a system, a process or an activity
22. Review: A review is an activity. Its purpose is to figure out how well the thing being reviewed is
capable of achieving established objectives.
23. Effectiveness: Extent to which planned activities are realized and planned results achieved.
24. Validation: Confirmation, through the provision of objective evidence, that the requirements for a
specific intended use or an application have been fulfilled.
25. Documented information: Information required to be controlled and maintained by an organization.
26. Environment: Surroundings in which an organization operates including air, water, land, natural
resources, flora, fauna, human and their interrelations
27. Environmental Aspect: Element of an organization’s activities or products or services that interacts
or can interact with the environment
28. Environmental Impact: Change to the environment, whether adverse or beneficial, wholly or
partially resulting from an organization’s environmental aspects

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4. CONTEXT OF THE ORGANIZATION
4.1 Understanding of the organization and its context
In this era of competition there are many internal and external issues that an organization faces, Universities
imparting higher education are not exempted from this too. A university faces many external and internal
issues that are addressed by top management in case of potential risks and threat. Some external issues are
changing preferences of students, high expectations, government and legal challenges. Internal issues can
be competencies of faculty and staff, and availability of resources and funds.
The University will use various feedback mechanisms from various stakeholders including students,
parents, faculty, staff, industry and collaborative agencies in order to determine external and internal issues
that are relevant to its purpose and its strategic direction and that affect its ability to achieve the intended
results of its management system. The feedback and audit analysis report consists of a description of the
strengths and weaknesses of the organization's internal environment (values, culture, knowledge,
performance, environment, infrastructure, resources) and the opportunities and risks of the external
environment.
The implementation of the strategic plan will be monitored and evaluated annually at division/department
and School levels and finally at the University level. Continual measures will be taken to intensify its
implementation.
Based on the assessment, measures will be planned to improve the performance of the activities that did
not reach the target for the current year, and to include them in the next year's performance plan. In the
context of our organization, following flowchart is proposed:

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Context of the Organization
Internal Issues External Issues
Determine Vision and Mission
SWOT Analysis
Address risk and opportunities
Select strategy
Planning
Action plan, Key Performance Indicators
Performance evaluation
Context of Organisation
Reference: Internal and External Issues (PDEU/***)

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QEMS Manual Rev No.: 01
Effective Date: 11/10/2021
4.2 Understanding the needs and expectations of interested parties

The University identifies and categorizes its interested parties and stakeholders in order to ensure the
continuity and sustainability of educational services to meet their needs and expectations in accordance
with the requirements of the law and regulations.
Reference:
Needs and Expectations ( / PDEU/ )
4.3 Determining the scope of the quality and environmental management system for university.
The University implements quality and environmental management system in the following processes.
1. Teaching and learning Process.
● Designing and development of new courses as per the need of industry and society.
● To create a student centric learning environment.
● Activity based / Practical teaching methodology for enhanced learning.
● Collating feedback from various stake holders for continual improvement of the process.
2. Evaluation Process
● Evaluation process allows to judge basic conceptual knowledge and understanding of the
students.
● Process also includes evaluation of ability to apply, create and design theories in the real-life
situation.
3. Continuous Research and Development
● To provide healthy environment for collaborative research.
● To provide financial support to both faculties and students for research and innovation.
4. Spreading awareness about environmental issues.
● Sustainable development including environmental aspects protecting the environment by
preventing or mitigating adverse environmental impacts.
● assisting the organization in the fulfillment of compliance obligations and enhancing
environmental performance;
● controlling or influencing the way the organization’s products and services are designed,
manufactured, distributed, consumed and disposed by using a life cycle perspective that can
prevent environmental impacts from being unintentionally shifted elsewhere within the life
cycle;
● achieving financial and operational benefits that can result from implementing
environmentally sound alternatives that strengthen the organization’s market position;
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4.4 Quality and Environmental management system and its processes.

The University has established, implemented, maintained and continually improve a quality and
environmental management system, including the required processes needed and their interaction, in
accordance with the needs of this international standard.
The following processes are established in the presence of research and environmental awareness program
to meet the needs and requirements of all stake holders and achieve sustainable development.
 Relevant Processes
(i) Admission
(ii) Design & Development of curriculum
(iii)Delivery of knowledge
(iv) Examination & Evaluation
(v) Research & Innovation
(vi) Placement
Each department /section shall define input/output and their requirements for smooth functioning of their
process. They will also assign responsibilities, execute the process and improve the same by implementing
QEMS.
Admission
Designing,
Developing the Placement
Curriculum and
Programs
Delivery of Research &

Knowledge Innovation
Examination &
Evaluation
Processes Identified & Established
Note: Process wise details have been identified at respective Departments/Sections.

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5. LEADERSHIP
5.1 Leadership and commitment
The management is fully committed towards the development, implementation and improvement of
Quality and Environmental Management System. Regular reviews and communication sessions are
organized and necessary resources are provided to enhance the Quality of Services/Operations.
Top Management i.e. Director General, Registrar, Director – Academic Affairs, School Directors and
Departmental Heads ensure development, implementation and improvement of QEMS in line with
requirements of QMS - ISO 9001:2015 and EMS - ISO 14001: 2015 as well as with policies of the
University.
Top Management ensures effective implementation and improvement of QEMS through actions such as:
● Deployment of an appropriate Quality and Environmental Policy and ensuring its continuing
suitability.
● Providing framework, guidance and monitoring of objectives to maintain and improve
QEMS.
● Conducting Management Reviews to guide and monitor proactive improvements.
● Deployment of human resources and infrastructure for meeting QEMS requirements.
● Effective Communications throughout the University and various coordinating agencies for
the implementation of QEMS, Statutory and Regulatory bodies.
5.2 Quality and Environmental policy
Pandit Deendayal Energy University strives contributing to the growth of Energy Education, Research,
Innovation and Centre of Excellence to be a World Class University.
To achieve it, the University is committed to:
● Compliance to applicable statutory, legal and other requirements;
● Serving society to lead to its enrichment and advancement;
● Maintaining dialogue with its students and other stakeholders to understand their needs,
expectations and determining their level of satisfaction;
● Contributing to the growth of higher education and upholding the highest ethical and
professional standards;
● Bring Environmental Awareness among the University community to conserve the natural
resources and minimize pollution;
● To evolve mechanisms for ‘R4’: Reduce, Reuse, Recycle and Repurpose;
● To provide a framework for setting objectives and continually improve the effectiveness of
the Quality & Environmental Management System.
A Quality and Environmental Policy provides overall direction to formulate objectives and measures to
monitor the same to cater needs of all stake holders and to ensure all round sustainable development. The
policy will be communicated to all the stakeholders’ from time to time through official website and also
through the awareness initiatives.

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5.3 Organizational roles, responsibilities and authorities

The University has a structure of administration office, schools, departments, research and innovation
centers to work in collaboration for the flow of information and operations. Top management defines
responsibilities and powers related to the functions of the relevant units/officials and assigns them by job
description, decrees, orders and decisions. A decision flow chart is shown below:
Academic Council Decision by

Director General
Scrutiny with respect to

rules, viability by Registrar
Finance Committee for the

provision
Director Academic Affairs

Proposal initializing by School Directors / Deans
Executive/Sectional
Heads
Departmental Heads
Decision Flow Chart

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6. PLANNING
6.1 Action to address risk and opportunities
6.1.1 Top management of the University will continuously foresight risk and opportunity to improve the
quality of education and to meet students and all stakeholders’ expectations. This manual proposes risk
assessment methodology for all the areas and procedures with its degree.
● Use risk-based thinking;
● Identify potential risk and opportunities based on internal / external factors;
● Assess degree of risk associated with decisions;
● SWOT analysis by School Directors;
● Frame actions to address risk and appreciate opportunity;
● Evaluate the effectiveness of the measure taken;
Reference: SWOT Analysis for Schools (XX/PDEU/***/SWOT)
Risk assessment in various processes (25/PDEU/QEMS/PA)
6.1.2 Actions to address Environmental Aspects
● Identify the various aspects focusing the activities done on the campus
● Use risk based thinking for quantifying the severity of the impact of the activity on the
environment
● Estimate the probability (or likelihood) of the respective activity being done
● Considering the Probability of the respective activity being done along with the severity of
its impact, estimate the Environmental Significance of the activity as Low, Medium or High
● Evolve environmental management plan focusing the environmental significance of the
activities.
6.1.3 Actions to address the Compliance Obligations

● Identifying the activities which require prior approvals and continuous monitoring
● Proper documentation to be done for taking the approvals of the respective activities
● Create adequate infrastructure for continuous monitoring of the specific data and create
proper mechanism for its documentation and reporting.
6.2 Quality and Environmental objective and planning to achieve

The Quality & Environmental objectives of University for higher education, research and sustainable
development must analyze and improve on the yearly basis to address dynamic demands of society and
industry. Our Quality & Environmental objectives must meet the following requirements.
● Must be consistent with University policy.
● Must be consistent with statutory, legal and controlling bodies’ compliance applicable to
University.
● Defined objectives must be SMART- Specific Measurable Attainable Relevant Time based
● Continually monitored
● Communicated to all the concerned parties.

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Quality and environmental objectives are framed to monitor and evaluate implementation of quality policy
of the University. Flow chart shown below demonstrates coherence of Quality & Environmental objectives
with strategic plan and final actions plans.
The University plans to spread environment awareness through Environmental Youth Club of the University
‘Envirofreaks’ which has the mandate for doing many environmental activities like –
● Hosting events and competitions focusing on environmental issues.

● Organizing expert talks on environmental issues.
● Taking up environmental management activities in the campus.
Strategy Direction and Objectives
Quality & Environmental Policy
Quality & Environmental Objectives
Quality & Environmental Quality & Environmental Quality & Environmental

Objective 1 Objective 2 Objective n
Action Plan Action Plan Action Plan
Strategy Planning Flow
Without compromising on the functionality, University aspires to

(i) optimize the consumption of Electricity,
(ii) reduce Food wastage,
(iii) effectively utilize the various Organic wastes
(iv) reduce the consumption of Plastics
(v) reduce the consumption of Paper
Reference: Objectives, targets and programme achievement report (14/PDEU/***/**)

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6.3 Planning of Changes

Change is an inevitable process in any system to meet expectations of all the stake holders consistently.
The University will identify requirement for changes to QEMS and shall be carried out in planned / phased
manner.
1. Purpose of Changes and its long term and short term consequences.
2. Impact of change on educational services.
3. Availability of resources.
4. Change in allocation of roles, responsibilities and authorities.
5. Impact on environment and society.
A viable model to manage change is shown below:
Change of Organizational
Structure
Change Management
Change of Policy and Procedure
Assessment of Risk
Change of Strategic Plan
Complaint and Feedback of

Interested Parties
Change of Training Curriculum
Change Management

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7. RESOURCES
7.1 Resources
7.1.1 General
Resource need is identified from time to time by the management of the University to improve quality of
operations, services and systems performance. These resources include infrastructure improvements
initiated by various maintenance sections and projects. A list of internal and external resources are listed
below:
Internal resources External resources

1. Experienced human resource
2. Training facilities and infrastructure 1. External projects and contracts
3. Buildings and structures 2. Procurement of equipment and
4. Software and hardware inventory
5. Vehicles 3. Guest faculty
6. Information and communication tools 4. Maintenance of buildings,
7. Laboratory and practice base facilities and equipment
● 8. Financial resource 5. Internet
● 9. Utilities: - 6. Food service
● Library 7. Security service
● Hostel 8. Bus
● Primary health care
● Sports facility/Gym
● Bank
These resources are major driver for:-
1. Implementation of the strategic plans;
2. Equitable and accessible delivery of educational products and services;
3. Improving satisfaction of students, employers and employees by meeting the needs of
interested parties.
7.1.2 Human resources

The University will recruit competitive human resources required to implement its vision, mission and
strategic directions. The main function of human resources is to focus on the competencies of staff, their
job satisfaction and continual improvement of the organizational human resource. Human resource
development activities shall meet the following requirements:-
● To determine and provide the human resources necessary for the effective implementation of its
QEMS and for the operation and control of its processes;
● To determine, implement and publish selection criteria of employees, which shall be available to the
relevant interested parties;
● Maintain documented information on the process used for recruitment or selection of employees.

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7.1.3 Facilities
The University will provide adequate facilities for occupational safety and health by providing training and
research activities, self-learning, implementing knowledge, meals, rest and recreations. It includes lush
green environment, building, auditorium, and classrooms - well equipped with modern teaching aids, state
of the art - World Class laboratory, Canteen, Hostel, Primary Health Care, Bank, Hostel, and Sports Facility
etc.
References: Preventive maintenance plan & record (19/PDEU/IT/PM)
7.1.4 Environment for the operation of educational process

The University will determine, provide and maintain a suitable environment for teaching, learning, working
and research in terms of maintaining Psycho-social as well as Physical factors.
Psycho-social factors: It includes work demands, influence at work place possibilities for development,
commitment to the workplace, predictability, rewards, role clarity, quality of leadership, support from
supervisors, satisfaction with work, work family conflict/balance, values in the workplace, stress, burnout,
offensive behaviour.
Physical factors: It includes temperature, heat, humidity, light, airflow, hygiene and noise, as well as the
ergonomics of equipment and furniture.
7.1.5 Monitoring and measuring resources

The operational processes are monitored by departmental heads/ section in-charges/School Directors and
staff. The other management and support processes are monitored directly by Director General/School
Director/ Registrar and Sectional Head. Departmental Inspections are also performed to evaluate the
processes. The education quality is monitored on semester-to-semester basis as per the feed backs and
examination records. All the Laboratories maintain stock register for consumables. Instruments are
calibrated / maintained and record register / log book of the same is maintained. To meet any accidental
situation a standard operating procedure is already present.
Identify the
tools that Make/have Record
Record the Monitor and
require regular verification or
measuring record tools
verification or validation calibration in
tools validation
calibration in adjustments. the record.
the record.
Monitoring & Measuring Resources

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7.1.6 Organization knowledge

The University will implement the process and identify and apply the knowledge required to ensure the
adequacy of educational products and services. It examines the organization's knowledge by considering
the needs and trends of change over time and determines how to acquire any additional knowledge through
training and collaborative inputs. New faculty and staff are oriented /inducted with values and culture of
the university through a week program. This program provides them the platform to interact and understand
the work culture of the university. Handbook, code of conduct etc. are shared with the new employees.
Departmental/Section head further nurture them from smooth execution of the process.
7.2 Competence
The personnel required for carrying out various activities are trained, deployed and informed to ensure
necessary competencies. Steps for human resource competence monitoring:
1. Determine the necessary competence;
2. Ensure staff with necessary competence;
3. Evaluate the performance of the staff;
4. Take actions to acquire the necessary competency - training;
5. Evaluate the effectiveness of actions;
6. Make sure continual and all-round development;
The training sessions will be organized to impart awareness to employees regarding importance of QEMS
policies and meeting interested party’s requirements, employee’s role in meeting Quality & Environmental
objectives for improvement of performance, roles and responsibilities, and potential consequences of
departure from specified procedures. The specific awareness related to operational procedures are planned
and provided as per inputs from individual departments.
The professional and personal competencies for various groups are defined as follows:
Competence group Type

Introduce advanced methodologies and technologies in training
activities
Teaching competence Development and availability of training documents
Teaching methods and upbringing
Support and guide students
Identify priorities for basic and applied research
Apply research methodology
Research competence Possession and use of intellectual property
Highly professional in the field
Compute and publish
Scientific and innovative
Ability to use information Use of information and communication technology

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Use of media and data collection

Knowledge of foreign languages
Information Exchange
Self-expression
Teamwork and community
Leadership and Influence
Soft skill
Positive attitudes and communication culture
Time planning and adherence
Transfer knowledge and experience
Competence Honesty and Morality
Professional ethics
Individual base Accountability
Creative and innovative
These competencies can be modified by the Head of the departments/Sections as per the requirements of
task or assignment.
Reference: Employee training schedule for faculty and staff (13/PDEU/***/ADM)

Competence matrix (12/PDEU/***/ADM/CM)
Workshop and training attended (11/PDEU/***/ADM/DS)
7.3 Awareness
University informs and explains the following to all employees.
1. Vision and Mission
2. Quality and environmental policy
3. Environmental awareness
4. Relevant QEMS objectives
5. Organizational policy and procedures
6. Contribution to the effectiveness of the QEMS, including benefits of improved performance
7. The implications of not conforming with the QEMS requirement
7.4 Communication
The University defines and implements open and accessible communication on basic education products
and services, forms and learning objectives, specializations, new ideas, scientific results, methods and
approaches.
Different approaches will be developed depending on the stakeholders in the communication. These
include:
● Generic communication: the communications are directed at all interested parties and/or
the general public.
● Targeted communications: the communications are directed at specific groups of
Concerned parties;
● Personalized communications: communication happens as a two-way between the
organization and specific interested parties;

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Information channels:
• Official website
• E-Mails
7.5 Documented information
The University will create, update, monitor and store the documented information required by this
international standard and the documented information required to ensure the effectiveness of the
university's QEMS.
Quality &
Environmental Level 1: What, Why
Policy Manual
Procedures Level 2: Who, Where,

When
Instruction Level 3: How
Forms & records Level 4:

Evidence
QEMS Documentation Pyramid
Reference:
Master list QEMS documents (03/PDEU/QEMS/QD) Master list of external origin documents
(02/PDEU/QEMS/ED)
List of records / files / registers (04/PDEU/RR) Procedure for document control 01…06/PDEU/REV/PR)

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8. OPERATIONS
8.1 Operational Planning and control
The University offers graduate degree, post graduate and doctoral programs in the field of Energy,
Environment Engineering, Science, Management and Liberal Studies to impart and to create new
knowledge and cater the needs of changing market. All of these programs and research activities are well
planned and disseminated through academic calendar across the schools.
The University has a focused mandate for protecting and enriching the environment by optimizing the use
of resources like electricity and water, reduce the food wastage.
8.2 Requirements for the educational products and services
8.2.1 Determining the requirements

A. Requirements at Strategic level
(i) Statutory and regulatory requirements
(ii) Strategic planning requirements.
B. Requirements at planning level

(i) Induction / orientation programs for new entrants.
(ii) Academic planning
(iii) Academic Calendar
(iv) Detailed Curriculum of program (with credits)
(v) Teaching and Evaluation Plan
(vi) Policies for students to attain degree.
(vii) Placement Policies
(viii) Course handout and study material
● Applicable environmental, health and safety requirements.
● Information regarding scholarships and grants applicable to the University.
● Information about facilities available on the campus.
8.2.2 Requirements for research and innovation services

The University fraternity supports for the free and responsible conduct of investigative, scholarly and
creative activities. The Office of Dean - Research and Development provides support from the initial stages
of proposal development to grants management, publication and the transfer of technology in terms of
patent and prototype. The University provides internally funded grants, pre-award and post-award support
for externally funded grants and offer education and support information on grant compliance and the
responsible conduct of research.
Various policies for Research and development for Students and faculties are developed and documented
at https://www.pdpu.ac.in/orsp.html

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It includes:
● Intellectual Property Rights (IPR) Policy
● Consultancy Policy
● Student Research Projects
● Standard Operating Procedures for Research Project Proposal Submission
● Standard Operating Procedures for Student Projects
● Standard Operating Procedures for Consultancy
Various inter-related activities that lead to enhance research atmosphere at University and promote
students and faculty to do quality research for societal benefits are shown below:
SPT Mirror
SoT Mirror
Editorial Board
SPM Mirror
SLS Mirror
Books, E-Books, CDs, Library

E-Journal, Periodicals
References
User/
Project Team Students
Research & ● Verification
Development ● Validation
Projects ● Review
Field Work
Annual Report Registrar Office

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8.3 Design and development of the educational products and services.
8.3.1 General
The University develops, validates, and continuously improve its curriculum in accordance with the
dynamic requirements of higher education, including comprehensive planning and coordination to meet
the needs of students and other beneficiaries.
The academic programs shall be internally reviewed and approved by subject experts, board of studies,
faculty of studies and then by the Academic Council for quality assurance to ensure that the curriculum
meets the criteria, requirements/standards set by the UGC/ AICTE/ NBA/ NAAC and other such regulating
or accrediting authorities.
8.3.2 Design and development planning
Curriculum is continuously assessed, monitored and improved as per the changing requirements. Other
than internal members, the Board of Studies (BoS) of each discipline comprises of external subject expert
from academia, industry and also researchers to provide quality control inputs. The University also
practices rigorous feedback mechanism through course exit survey to enhance the needs of end user. Direct
Program outcome and course outcome attainment is analysed by faculties. A flow chart of the process is
shown below.
Board of Faculties of Academic

Studies Studies Council
• Comprise of • Comprise of • Final

experts from experts and approval
academia and other stake body
Profession holders

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8.3.3 Design and development inputs

Inputs required as resources in terms of infrastructure and tangible goods are identified with short term and
long term plans. Human resource with necessary competencies and skills are determined and allocated as
per the requirement. Statutory and regulatory requirements are ensured at this stage.
8.3.4 Design and development controls

1. Subject faculty conduct their own evaluation of the teaching curriculum, evaluate it by
rubrics and present it to the sub-committee;
2. The curriculum subcommittee re-evaluate and present to the Board of Studies (BoS) of the
Department for further refinement;
3. FoLS/FoMS/FoET validate and recommends to the academic council for the final approval.
4. Complete process is documented in terms of minutes of meeting and updated curriculum.
8.3.5 Design and development output

The university ensures all the requirements with compliance to defined quality parameters including
monitoring and measuring in order to receive the acceptable and planed output.
8.3.6 Design and development Changes
Changes are integral part of any system and improve overall process and output if integrated with feedback
mechanism form various stakeholders. All the changes needs to be reviewed to avoid any adverse impact
and same need to be documented.
8.4 Control of externally provided services
8.4.1 General
Visiting/Guest faculties are selected based on criterion such as
Back ground of the faculty; Qualification of faculty; Subject; expertise of faculty; Experience of faculty;
Past performance of faculty; Trial lectures by faculty; Recommendations and references from other
Institutes of repute; Participants feedback about faculty; Time availability of faculty; Communication and
delivery expertise.
8.4.2 Type and extent of control
Head of each department monitors the content delivery and other needful competencies as per the
requirements, analyse and report the same.
References: List of approved outsourced agencies and its monitoring status (22/PDEU/FM/OS)
Guest lecture/faculty performance record (24/PDEU/***/**/PR)

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8.4.3 Information for external providers

The departments communicate required expertise, qualification and competencies for visiting / guest
faculty in advance. Expectations, terms and conditions as per the university system is also conveyed and
updated for better output.
Guest lecture/faculty list (23/PDEU/***/**/GL)
8.5 Delivery of the educational products and services
The teaching activities of the University is managed and organized by the Director of Academic affairs,
School Dean and School Directors.
The annual educational activities are divided into two main semesters as per the academic calendar.
8.5.1 Admission of students
Admission of students to the University will be organized according to the Admission Procedure,
mentioned and updated on the website. The main stages of the admission process include:
● Application for the admission as per eligibility
● Conduction Entrance Exams (if applicable)
● Declaration of Merit list
● Offer of admission
8.5.2 Teaching
Students are to be imparted the subject knowledge as per the curriculum designed and the academic
calendar. The Teaching work is to be activity based, flip class room concepts, laboratory sessions to achieve
the course outcomes. Teaching methodologies should enhance students conceptual understanding so, that
they can apply concepts in real life situation. Students must be sensitized towards ethical, social and
environmental responsibilities. The teaching and evaluation activities will continue in the following cycles.
Teaching & Evaluation

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Clean and green initiatives - ‘R4’: Reduce, Reuse, Recycle, Repurpose
1. Reduce Food Waste

2. Waste Segregation
3. Recycling the Treated Wastewater: The University must strive to be a ‘Zero Liquid Discharge’
University. Focusing this objective, the University has installed a Wastewater Treatment Plant which
treats the wastewater generated in the campus.
4. Conserve the natural resources, increase the biodiversity and minimize the pollution on campus.
5. Ground Water Recharge initiatives.
6. The university has to focus to harness energy from the various natural sources like Solar, Wind,
Geothermal, Bio-fuel and reduce the dependence on non-renewable sources.
8.5.3 Property belonging to Students
University only have caution money/security deposit and returned after the clearance of NO DUES.
8.5.4 Preservation
All the relevant documents - registers /records are identified at various levels/sections/departments and
preserved as per the guidelines and university policy.
8.5.5 Post delivery

After the completion of the academic program, the students are facilitated/trained for placement activity.
At the same time Letter of Recommendation (LoR) is also issued to students interested for higher studies
as per university policy
8.6 Release of Educational Product and Services

1. Students will be awarded with degrees if they adhere to all the criteria placed by university for the award
of the degree. Students will also be trained and facilitated for placement on the basis of merit, skill and
policy.
2. The result output of research activity conducted at the University will be published in the form of journal
publication in the peer review and indexed journals, funded projects, collaborative studies, start - up
initiatives, innovation ideas and patents.

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Control of educational non-conforming outputs
8.7 Control of the educational nonconforming outputs

The University will monitor correction and corrective action on the inconsistencies in educational services
or training programs, enrollment, training and graduation processes shall be carried out continuously.

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9. PERFORMANCE EVALUATION
9.1 Monitoring, measuring, analysis and evaluation
1. Monitoring - During the implementation of QEMS at operational level, it will be monitored and
evaluated both qualitatively and quantitatively on a continuous basis.
2. Measuring - Quality of educational services will be measured through feedback mechanism.
Processes that need to be monitored are measured through various mechanism processes are mentioned
below.
Sl. Process need to be Feedback Period Who will give Who will take
No. measured /Inputs the report the actions
Teaching learning process
Semester - HoD of the School
1 ● Faculty wise Students
wise department Directors
● Overall
Faculty of
Program and Curriculum Director
2 BoS; Students Yearly Studies;
development Academics
Academic Deans
Dean, Student
3 Extra-curricular activities Students Yearly OSAIL
affairs
Placement & career Top
3 Alumni Yearly CDC
opportunities Management
All the Environment
Awareness and green Top
4 employees and Yearly expert on the
initiatives Management
students campus
Overall work culture and All the Top
5 yearly HR
job satisfaction employees Management
Encouragement for Top
6 Faculty, Students Yearly R and D cell
Research Management
Indicators to measure the performance: -

⮚ By accreditation bodies / third parties
● NIRF GSIRF ranking,

● NAAC, NBA accreditation
● AICTE, UGC compliance
⮚ By top management
● Activity reports and results
● Financial statements
● Performance evaluation

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● Reputation in the market and industry

● Number of admissions
● Grade Point Average
● Graduate employment rate
● Satisfaction survey result
Green initiatives are continuously monitored and measured through:

● The number of programs organized by the respective student clubs, no. of participants
and their feedback; The quantity of the different types of wastes. Environmental
Quality (Air, Water and Treated Waste water) on the campus. The consumption of
various resources on the campus like Electricity, Water, Paper.
9.1.2 Student and stake holder’s satisfaction

The university shall monitor perception and extent to which needs and expectations of all the stake holders
especially students is fulfilled by different feedback mechanisms.
Monitoring, Analysis and Evaluation of the Ambient Environment
The quality of the ambient Environment checked through continuous monitoring and assessment which
will follow mitigation measures as per the need. Parameters like (i) Ambient Air Quality (ii) Treated
Drinking Water Quality (iii) Raw Ground Water Quality (iv) Sound Levels (v) Treated Wastewater Quality
used for gardening would be assessed at least once a month by the joint efforts of the Amenities Department
in association with Environmental Engineering and Chemistry Section and the data would be analyzed by
the Environmental Engineering and Chemistry Section with action plan in case of exceedances.
Reference: Feedback from Parents (08/PDEU/ADM/FP)

Student Feedback form for the academic semester (05/PDEU/ ***/ADM/FS)
Customer complaint log & improvement register(18/PDEU/***/**/CL)
9.1.3 Analysis and Evaluation

The university will analyse and evaluate all the needful data to understand degree of students’ satisfaction
and effectiveness of QEMS in terms of planning and implementation. Monitoring and measurement data
will be analyzed to address risks and appreciate opportunities. This analysis is a useful tool to improve the
quality and environmental system eventually.
Reference: Students feedback analysis
9.2 Internal Audit
Process of internal audit is based on the strong feedback mechanism from interested parties. Internal audit
shall follow the principles of professional ethics and evidence-based outputs. Internal Auditors must
identify the areas as mentioned in 9.1in phase wise manner with PLAN - GROUND WORK - REPORT
- FOLLOW UPs.

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Reference: Internal audit observation report(16/PDEU/QEMS/AR)

Internal audit plan (15/PDEU/QEMS)
9.3 Management Review
Top management will analyze adherence of QEMS for the strategic directions. Inputs for management
review will be:-
1. Changes in external and internal issues relevant to QEMS.
2. Feedback of all the stake holders of the university.
3. Quality control and monitoring result.
4. Nonconformity and corrective actions.
5. Audit results.
Management Reviews output includes:
Propose changes required in QEMS

1. Identify resources required.
2. Identify continual improvement opportunity
Reference: Minutes of leadership review meeting (20/PDEU/QEMS/MR)

Audit Check list and findings (21/PDEU/QEMS/AL)

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10. IMPROVEMENT
10.1 General
It covers, explores and identify opportunities for QEMS to satisfy the needs of all the stake holders and
further enhance their association with the University by analyzing the gap and responding to the industry
needs.
10.2 Nonconformity and corrective actions
10.2.1
The University will identify non - conformity and recognize opportunity to improve all the operations
including environmental initiatives to meet students’ requirements and to make them industry ready. We
will also ensure satisfaction and long-term relations with all the stake holders for sustainable development.
It includes:
1. Meeting requirements of quality education and research;
2. Responding to nonconformity and identify the root cause to reduce the frequency of the same;
3. Ensuring social responsibility by green and clean environment awareness program.
Reference – Internal Audit non –conformance and corrective action report (17/PDEU/QEMS/NC)
10.2.2 All the relevant documents pertaining to non-conformity and corrective actions will be retained.
10.3 Continual Improvement
The university will analyse and evaluate the outputs from the management review to determine the
need/expectations of the concerned parties and risks/opportunities to be addressed for the continual
improvement and sustainable development.

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0.1 Important Instruction 05

0.3 Brief - Introduction 07

Content of the Organization 17

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PDEU Pandit Deendayal Energy University

QEMS Quality and Environmental Management System

ISO International Organization for Standardization

CSC Chairman - Standing Committee

BoG Board of Governors

A.C. Academic Council

U.G.C. University Grant Commission

NAAC National Assessment & Accreditation Council

NBA National Board of Accreditation

AICTE All India Council for Technical Education

INFLIBNET Information & Library Network Centre

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FM&A Facilities Management & Administration

SIRO Scientific and Industrial Research Organization

DSIR Department of Scientific and Industrial Research

GSPC Gujarat State Petroleum Corporation

GERMI Gujarat Energy Research and Management Institute

BoS Board of Studies

FoET Faculty of Engineering & Technology

FoLS Faculty of Liberal Studies

FoM Faculty of Management

SPM School of Petroleum Management

SoT School of Technology

SPT School of Petroleum Technology

SLS School of Liberal Studies

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0.3 Brief – Introduction

1. School of Petroleum Technology offers B.Tech in Petroleum and Petrochemical Engineering.

2. School of Petroleum Management offers MBA with specialization in Energy, Infrastructure,

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Relations, M.A in Public Administration, English, Psychology, International Relations, Political

Objectives of the University are as follows

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0.4 PDEU Organogram

0.5 Regulating Bodies/Agencies applicable to the University’s operations

(ii) SIRO Recognition

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(iii) Association of Indian Universities

0.6 Quality & Environment Management System (QEMS)

Educators, Applications of Results of Students,

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Risk Based Thinking

3. Continuous improvement PDCA (Plan-Do-Check-Act) cycle enables an organization to

● Do: Implement what has been planned.

Note: Numbers in brackets refer to clauses in this document.

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Introduction/0/ Scope /1/ Terms and definitions /3/

Management System for educational organizations /4.4/

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Scope of the certificate

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The following documents are cited as a part of normative references.

 Policy and Procedures.

 ISO 9001: 2015 Quality Management System - Fundamentals and vocabulary.

 ISO 14001:2015 Energy Management System -Fundamentals and vocabulary.

 ISO 21001:2018 Management Systems for educational organization – Requirements.

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Quality & Environment Manual

Quality & Environment Manual

Reference: Objectives, targets and programme achievement report (14/PDEU/*/)