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[dce_news]

A Naga youth designs car for elders

http://www.littleabout.com/2009/04/17/a-naga-youth-designs-car-for-elders/

New Delhi, April 17 (ANI): A Naga design student of the Indian Institute of Technology (IIT) of Delhi has designed a single-seater vehicle for the elderly.

Ringlarei, who is a graduate in Mechanical Engineering from Delhi College of Engineering and is currently pursuing Master of Design (Industrial Design) in IIT in New Delhi, has designed Ol’Boy, the small car.

Hailing from Manipur’ s Tamenglong district, the 27-year-old Ringlarei Pame has always felt drawn to bikes and cars since his childhood

“Since childhood I have liked beautiful objects, the functional, mechanical things. From there the spark still continues till my graduation. And since childhood I liked cars and bikes. I think it’s a natural progression for me to be in this field,” said Ringlarei Pamei, Master of Design, IIT New Delhi.

With the decision to take up Industrial design for specialisation Ringlarei took the less-trodden path.

“It is my pleasure to have good students from Northeast and other places especially northeast because we feel that there is so much talent, which is untapped, which is not recognized and which if it comes forth can do so much for the country and the region,” Lalit Kumar Das, Head, Instrument Design Development Center IIT, New Delhi.

Ringlarei’s concept car Ol’Boy was declared the best design in an All India Car Design competition.

Ol’Boy has been designed for the elderly to bring back the joy of driving in complete safety, comfort and style besides making them independent whether at leisure or at work.

Ringaleri has also won an award from ‘Nissan’ and got the opportunity to visit the international car manufacturer at Japan and interact with automobile experts.

“This is the first main award that I got from recognized institute like Nissan. So it’s a great feeling, acknowledged by the experts in the field. I am very grateful and excited about it. I got to learn a lot from them actually how world class designers works. I’d like to work in an automobile company as a designer. I’d like to see my designs on the road, that would be the ultimate fulfillment of my wish,” said Ringlarei Pamei.

The department of Instrument Design Development Center, IIT provides interdisciplinary course in design and development of instruments and other industrial and consumer products.

With his special car, Ringlarei has shown how if given due motivation and platform, the students from the northeast can contribute to the development of the region and the country. By Kaikho Paphro (ANI)

[dce_news]

http://www.indiainfoline.com/news/innernews.asp?storyId=102169&lmn=1

Expanding vistas

Priya Kapoor / Mumbai May 20, 2009 18:14

The online tutoring company was called TutorVista and required an initial investment of Rs 75 lakh, funded from his own savings and with help from a friend.

He owes his latest venture to serendipity. In 2005, Krishnan Ganesh came across a cartoon that had a father admonishing his child: "NO! You cannot outsource your homework to Bangalore!" That's how the irrepressible entrepreneur conceived the idea of an Internet service from India for students in the US. The online tutoring company was called TutorVista and required an initial investment of Rs 75 lakh, funded from his own savings and with help from a friend.

To attract students, Ganesh came up with a unique subscription model: a flat fee of $100 a month, irrespective of the subject or class. The move proved to be revolutionary, with 1,000 students enrolling in the first year alone. "The Internet is a tough medium, selling a service like tutoring is harder, and doing so for the US students from India makes it four times more difficult. If you have different prices for subjects or grades, people will run away. The basic principle is to keep it simple," says Ganesh succinctly.

The serial entrepreneur should know. TutorVista is Ganesh's third successful venture, after IT & amp;T and Customer Asset. Between these forays, he even went back to a corporate job, seamlessly traversing employment and opportunity.

In 1998, he handed over the running of his first venture, IT & amp;T, to two of its four co-founders, though he remained a director and the largest shareholder. "I felt my time had come," he says. In 2000, the company went public, and in 2003, it was sold to iGate Technologies for $6.2 million. After renouncing operational responsibility from IT & amp;T in 1998, Ganesh received an offer from Sunil Bharti Mittal to take charge of the loss-making Bharti British Telecom in Bengaluru. It was a challenge Ganesh wanted to take up, but had reservations about joining a V-SAT business as it would take him away from his core interest, IT. However, after he studied the British Telecom process, he realised that he was in familiar territory and settled down. He also discovered that globally the company had done well with manufacturing companies, so he focused on selling the product to similar clients. "Within a year, we had enough customers and young companies started taking us seriously," says Ganesh. In two years, the company had become profitable.

But turning around a loss-making company was not inspiring enough for Ganesh. In 2000, he started Customer Asset with another partner. The idea came from his wife Meena, a senior manager with Microsoft India. It was to provide support to companies that were witnessing an e-mail explosion and wanted to outsource their management. Ganesh's company handled these e-mails in coordination with the companies. "At that point, the dotcom boom was at its zenith and it was the right time for us to begin such a venture," explains Ganesh.

Funding was the first challenge. He approached Soft Bank, a venture capital firm that had funded companies like Yahoo and Buy.com, and received a positive response. He managed to secure US $3.3 million and also got guaranteed business for the first two years from Soft Bank's Internet companies. "If we had delayed the idea by three months, it would have been impossible to start a similar project," he points out.

But then the dotcom bust happened: companies vanished, Ganesh and his partners had to revamp their services as well as change the target market. From email service to Internet companies, they shifted to voice and call centres and focused on retail giants like Wal-Mart and Marks & amp; Spencer. As the companies they served were old economy, there was a need to set up teams that could talk to clients, apart from handling queries through call centres. "Suddenly, the original funding seemed barely enough for six months, let alone two years," he explains.

His team managed to overcome this blip and helped the company grow. In May 2002, it caught ICICI's eye. An offer of over $20 million followed, which was accepted, and Customer Asset became ICICIOnesource, now First Source in India.

Ganesh was left with a clean slate once again. So he decided to play the mentor and invested in Marketics, a company for statistical analytics for the US clients that was started by three young entrepreneurs with an IIT-IIM pedigree. The company grew to Rs 250 crore and attracted the interest of WNS, an NYSE-listed business process outsourcing company, which bought it for over $60 million in 2007.

Ganesh's career graph seems unusual for a man whose parents were government employees and who believed a secure job to be the ultimate goal. When he quit his first job with Telco after a B.Tech from the Delhi College of Engineering, the family didn't question the move. Not finding the shop floor fun was acceptable because he went to IIM Calcutta to get a management degree. So was working in corporate planning with HCL for five years. But quitting HCL in 1990 with four other colleagues to start a computer maintenance services company, IT & amp;T, didn't get family approval. "My mother was fiercely opposed to the idea of something so off the beaten track," he says.

It was the HCL stint that brought out the entrepreneur in him. "I had a free hand not only in taking decisions but in implementing them too," says Ganesh. In his second year, he was given the responsibility to execute an idea he had pitched to set up a customer service centre in Mumbai. "HCL was growing exponentially, but its customer service didn't match up," says the man who introduced quantifiable metrics for the service. He also identified a huge gap and plugged it. When clients complained of dealing with multiple vendors for computers, printer, etc., Ganesh decided to create a centralised service for both hardware and software.

When he and his colleagues set up their venture, the first big challenge was accessing capital. "A services business was unheard of at the time. Bank loans were available only against full collateral, mortgaging of assets and for capital purchase. We set out with Rs 93,000 and hoped to survive on clients' advances," he adds.

It was a bumpy ride. They had trouble convincing organisations of their capacity to deliver. They landed Ranbaxy when they agreed to its condition of making only quarterly payments in advance. "We realised that for a company to succeed, not only did it require a service that would sell, but its positioning had to be such that it would work for it and the consumer," he adds.

Clearly, this is a learning he has applied repeatedly. Today, Tutor-Vista has made its teacher pool international, with 600 teachers from across India, Philippines, Hong Kong and Singapore, and most of them teach from home.

However, Ganesh refuses to be complacent. "About 95% of our business comes from the US. For the UK market, we've launched pilot projects and want to be fully operational next year," he says. He'd like to add Australia and Canada to the list and also plans to roll out services like test preparation and English language learning, besides scaling up Edurite Technologies, which he acquired in 2007. His expertise may be teaching, but Ganesh remains the eternal entrepreneurship student.

Tips For Start-Ups

Be passionate about your idea and also be stupid enough to believe that it will work.
Be clear about your motive as it's a tough journey. Be sure you want to take it and why you want to take it.
Build an eco-system, especially at the start. Be it friends, investors, potential customers and employees or suppliers, every contact helps when you are launching.
Get a mentor. Take help and advice from people who have been there, and have done it. They can help you grow, act as anchors and guide you in times of stress. As you grow, formalise this pool in the form of an advisory board.
Be obsessive about details and remember that execution is the key. Also have a lot of Ideas.

[dce_news]

DCE to be upgraded as varsity
NEW DELHI: A bill is likely to be introduced in the Assembly during the ongoing budget session to upgrade Delhi College of Engineering (DCE) as
Delhi Technological University.

After approving the proposal on Thursday, CM Sheila Dikshit said the decision has been taken because it would provide the much-needed academic and administrative autonomy to DCE, which has the distinction of being the mother institution of IIT Delhi, School of Planning & Architecture, DIPSAR and College of Arts.

It will also open up opportunities for developing new engineering colleges under Delhi government as constituent institutions of the proposed university. According to senior officials, the decision is in tune with the recommendations of the National Knowledge Commission which has emphasized on autonomy of institutions and creation of synergy between education and research.

Dikshit added it's a move towards making Delhi the Knowledge Capital of India. "The upgrade will be a significant milestone to create academic and research environment to foster scientific and engineering excellence. The university shall help in building a highly skilled and globally competitive scientific and technological workforce for the future and shall fuel the industry with relevant technologies, innovations and new product development,'' the CM added.

http://timesofindia.indiatimes.com/Delhi/DCE-to-be-upgraded-as-varsity/articleshow/4703063.cms

[dce_news]

UAV developed by DCE wins prize in US

http://www.indopia.in/India-usa-uk-news/latest-news/610580/Delhi/1/20/Z
New Delhi, Jun 29 A high-tech Unmanned Aerial Vehicle developed by a team of ten undergraduates from Delhi College of Engineering here has won the prestigious Unmanned Aircraft System International Competition held recently in the US.

The DCE team surpassed 26 teams from top ranking American Institutes like MIT, Cornell University to notch the widely-acclaimed Directors Award organized by Association of Unmanned Vehicle Systems International (AUVSI) in association with US Navy.

"The team was awarded a cash prize of USD 1,500 for successfully flying at the competition as well as for the best team efforts,"R K Sinha, Dean Industrial Research and Innovations in DCE told PTI.

Talking about the special features of the gadget, Sinha said, UAV, a fixed-wing aircraft powered by a 2-stroke engine, is capable of lifting weights up to 7 kgs, equipped with wireless cameras, sensors, GPS and onboard computers capable of long range wireless communications of more than 10 km.

"The entire autopilot and navigation system of the UAV was designed and developed by the team headed by Rochak Chadha, a second year student of Electronics and Communication Engineering supervised by the seniors in the college," Sinha added.

[dce_news]

Hybrid cars to carry forward Delhi’s ‘green’ Games mantra

http://www.indianexpress.com/news/Hybrid-cars-to-carry-forward-Delhi-s--green--Games-mantra/491295



The Delhi government will open another chapter in its efforts to go green during the Commonwealth Games next year — by introducing hybrid cars.



The first hybrid car, to run alternately on petrol and electric energy, will be put together by a group of students from the Delhi College of Engineering (DCE). The college has received Rs 20 lakh from the Indian Oil Corporation (IOC) for the effort.



DCE director P B Sharma told Newsline that a team of eight undergraduate students from disciplines like electronics, mechanical and electrical engineering, will create a hybrid car out of a Maruti Esteem. Maruti Udyog has already given the car to the college. “We have expertise in developing a hybrid car,” Sharma said. “We made the first hybrid, single-seater, which won us a prize in the US in 2005.



“This project will take our innovation forward.”

[dce_news]

Eyeing box office, DCE students turn moviemakers

http://timesofindia.indiatimes.com/articleshow/4808901.cms

NEW DELHI: Coming Soon: A Bollywood flick produced and directed by college students.


A group of students from Delhi College of Engineering (now Delhi Technical University) has adapted Russian writer Anton Chekhov's short story `The Bet' into a film by the same name and are now planning to release it in theatres this October.

According to these aspiring engineers, their film has been made with the same kind of equipment, technique and scale as required in a full-length Bollywood film. The shooting is already over and the film is in the post-production stage now. Even as they prepare the final cut, the members of this DCE team are meeting the industry people to make a foray into the world of commercial cinema.

Said Kaustab Kirti, a third-year student of electrical engineering and a part of Eicos The Economic Timess (formed by DCE students): "We have shot 600 minutes of footage in various parts of Delhi, including Old Fort, North Campus, Khan Market, Moolchand Flyover, Connaught Place.'' Kirti said that it would be a dream come true if the film manages to hit the theatres.

It all started in December 2008 when Lohit Lodhwal, who was in the fourth year in DCE then, thought of making a film. They chose Chekhov's story about a young aggressive banker and haughty lawyer who take a bet to prove if capital punishment is more humane or life imprisonment. As a result of this bet, the lawyer ends up spending 15 years in solitude to prove his point. Building on this story, the film was shot over 18 days in February and March this year. The lead actors were selected through an online talent hunt wherein people from across the nation were asked to send in their recorded acts. The main roles will be played by Mir Sawar, Prashant Kumar, Sargun Mehta and Ishika Taneja.

The students are now editing their footage and plan to keep the film either 90 minutes or 120 minutes long. Lohit said, "We have also made a trailer for the film. I have graduated and I am currently in Mumbai showing the rushes of this film to various people in Bollywood. I met filmmaker Anurag Kashyap and he said he liked the film and that it had an interesting concept.''

Lohit added: "After we decided to make the film, I looked for sponsors to fund the film. It was initially difficult to convince them that students could make a film,'' Lohit said.

The students, however, managed to get a sponsorship from a corporate and also got the technical help in direction and post-production from an NGO. The budget of the film is nearly Rs 50 lakh and anymore sponsors are still welcome. Prashant, a pass-out of Kirori Mal College and an active member of its drama society The Players, said, "It was interesting to work for the film as everybody was new and simply nobody knew everything. But now I am happy we could complete the film. I play the lawyer.''

[saynotocat]

'Research and innovation are the key words'

http://timesofindia.indiatimes.com/arti ... page-1.cms

3 August 2009, 08:46am IST
Pritam B Sharma, appointed as the vice-chancellor of the recently upgraded Delhi Technological University (DTU), shares his future vision with Sakshi Khattar.

Q: Delhi College of Engineering (DCE) has recently been upgraded to DTU. How is it going to be different?
Earlier, DCE as an affiliated institution of Delhi University, was constrained due to an outdated university syllabus and shortage of quality faculty. Now, DTU will have an innovative curriculum, designed in line with the internationally renowned technological universities and try to attract the best faculty. Besides, as an autonomous university, DTU will be able to prepare its own academic and research programmes as per international standards.
My vision is to make DTU a leading 'world class technology university' — a key node in national and global knowledge network — that will empower India with its knowledge and innovations.

Q: What will be the niche programmes?
DTU has decided to add four new BTech programmes, seven new MTech programmes, one MBA programme and 50 new PhD programmes including 25 new teaching-cumresearch fellowships from the current academic year, 2009-10 .
The new programmes, with an innovated curriculum, will ensure employability of graduates by bridging the gap between a graduating engineering and a professional engineer. In the next few years, DTU is likely to introduce new undergraduate and postgraduate programmes.

Q: What are the innovations you plan to introduce?
DTU is a non-affiliating teaching-cum research university with a focus on education, research and innovation in the field of engineering and technology, applied sciences and management. DTU plans to introduce curriculum innovations and world-class classrooms equipped with ICT. Online technology enabled services will be one of its priorities along with value added programmes, industry-relevant research and innovations among other initiatives. DTU has already initiated its technology incubation unit and will soon be supporting commercialisation of its innovations. The focus here would be on research-driven marketable innovations.

Q: In what ways are technology institutions lacking today? How do you plan to bridge the gap?
Technology institutions in the country lack focus on quality education, research integrity and innovation. We, at DCE, have always felt that undergraduate students are a reservoir of talent and have nurtured them. In the process, we have succeeded in percolating the culture of research and innovation right down to the undergraduate level. Now that DCE is a university, we shall support the student community so that they can be at their creative best and exploit their research potential for new product development and marketable innovations.

Q: Will DTU be in a position to compete with the prestigious IITs?
Yes. DCE, even as an affiliated institution, has competed with the IITs. Innovative teaching, creative research and the campus environment are its strengths. The market demand speaks for itself. In fact, despite the recession, the 2009 graduating batch received 587 offers from 90 companies visiting the campus.

[saynotocat]

DTU students win car mileage race


http://timesofindia.indiatimes.com/arti ... 912482.cms



NEW DELHI: An undergraduate team of Delhi Technological University (DTU) bagged the trophy for the best new team at a car marathon recently held in
Finland. The competition Finnish Supermileage Marathon held on August 15-16 saw the participation of teams from over 20 countries.

Besides the best new team award, the interdisciplinary undergraduate team of DTU secured second position in technical round in the open class category. The team comprising Abhinav Jain, Ambrish Verma, Ishant Dudhwal, Kancharla VSR Hareen and Balasubramaniam Viswanathan designed a hyper-mileage vehicle by optimizing its aerodynamic design, utilizing carbon fibre for body construction and further cutting down the car's weight by incorporating new materials and systems. The vehicle is powered by a 45cc petrol internal combustion engine capable of providing the necessary torque and enabling the vehicle to achieve a mileage of 224 miles/gallon (British gallon).

Earlier, Delhi College of Engineering's supermileage vehicle had received `The Best Aero-Dynamic Design Award' in an international competition held at Michigan, US. This time the team embarked upon the use of composite carbon fibre for the vehicle body in addition to improving fuel efficiency of the vehicle by significant drag-reduction achieved by modelling and simulation. "Our eyes are on achieving quantum jump in fuel efficiency, while at the same time retaining the aesthetic and aerodynamics of the vehicle so that tomorrow's automobiles could achieve the target of near-zero pollution levels,'' said PB Sharma, vice-chancellor, DTU.

[dce_news]

Delhi undergrads bag Rs.73,272 with unmanned aircraft

http://www.eetindia.co.in/ART_8800581782_1800001_NT_67ad6fb0.HTM

A team of 10 second-year undergraduate students from various branches of Delhi College of Engineering (DCE) have won Rs.73,272.20 ($1,500) and Director's award for the best team effort for demonstrating a successful flight of an unmanned aerial vehicle (UAV) at the 2009 Association of Unmanned Vehicles System International (AUVSI) Student Unmanned Aircraft System (UAS) competition.


The 2009 Team DCE UAS, guided by professor P.B. Sharma (also the director of the institute), assistant professor D.S. Nagesh and lecturer N.S. Raghava, developed a fixed-wing UAV.



The aircraft used Sig Rascal 110.



Inside the UAV
The UAV has a basic inertial measurement unit from Crossbow Inc., which is responsible for the measurement of the angular rate of turn, accelerations and the magnetic field strength along the thee axes, explained team captain Rochak Chadha. The UAV integrates a GPS along with dynamic and static pressure sensors to determine airspeed and altitude, respectively. “The magnetometers on this unit were not working perfectly, so we purchased another three-axis magneto from PNI Corp.,” said Chadha.

The data from the sensors reports to a single board computer (SBC) by Technologic Systems running Linux on an ARM 9 processor at 500MHz over an RS-232 link.

The SBC has a six-state extended Kalman filter for computing the roll, pitch and yaw as well as the position, speed and altitude of the UAV, delivering at 50Hz. The SBC sends the data to the ground station over a wireless RS-232 Link at 9,600bps using a Maxstream Xtend RF modem.

The SBC also runs a control algorithm to determine necessary action to bring the aircraft to the steady-state flight condition as well as maintain it on the flight path irrespective of winds or any other disturbance. "The SBC is the brain behind the UAV," Chadha said.

Meanwhile, the imaging system is independent of the SBC. The camera is directly connected to the analogue video downlink system.

“The team used Eagle CAD for PCB design, specifically for power distribution on the boards,” said Chadha, “as well as Matlab and Simulink for the design of UAV control system and automatic target recognition system (image processing tool-box).”
According to computer engineer Arjit Arora, the aim of the project is to develop a UAV with maximum in-house components in order to reduce cost and cut dependence on imported products. He said that one of the most important components of the UAV is an autopilot.

Arora said that a commercial off-the-shelf autopilot is very expensive, varying from Rs.4 lakh for the basic one to Rs.8 lakh for a better version. "Since we have been developing our own autopilot, the cost has been substantially brought down to Rs.1 lakh - Rs.1.5 lakh," he claimed. He added that the software architecture was designed in a way that would allow it to be easily used for all kinds of aircrafts with some slight programming changes.



A small freedom base was built to test the attitude heading and reference system.



"An important feature of our Indigenous Autopilot Program is that we developed the autopilot for that particular aircraft," Chadha said. He explained that all the commercially available autopilots are adjusted by the teams to suit their particular airplane. The team first modelled the aircraft in Simulink and studied its open loop behaviour and based on that designed the autopilot.

The winning team used a commercial autopilot, according to Chadha, while the DCE team designed their own. He believed that one of the major reasons behind the winner's success was that they had many flights and had configured their systems well. "Also, since their autpilots were commercial products, they had everything fitted in a nice and compact manner. We had our various modules working on different boards. So, systems integration in one part where we will improve on this year along with the miniaturisation of our entire autopilot system."

Different goals
Commenting on how the DCE team faired with the competition, Chadha cited experience as a key factor. "The top teams have been participating in the competition in the past years,” he said. “Also, there was a difference in their goals. The other teams were aiming to meet the objectives of the competition rather than develop low-cost UAVs.”

According to Arora, funding of the project was not entirely smooth. He said that working with a tight budget, costs had to be reduced by a big margin over their initial estimate. The college has fully supported and funded the development of the vehicle, and the Department of Science and Technology sponsored the travel expenses. "However, we are looking for a long-term sponsor as the implications of this project can be pretty big. The team is hopeful for a much more positive response from the private sector this year for the further development of the UAV so that it can reach the stage of market readiness," he said.



Chadha: We intend to work on making our system more safe and reliable.



The team now plans to focus mainly on testing and optimisation. "With design work mainly done, we hope to improve our software systems with every flight. System integration will also be a priority since it was one of our major shortcomings. We intend to work on making our system more safe and reliable with the addition of features in the autopilot and ground station," Chadha said.

Industry leaders like Northrop Grumman, IBM, Boeing and Lockheed Martin sponsored the 2009 AUVSI, held from June 17-21, 2009 in Webster Field, Maryland, United States. Most of the teams comprised Ph.D students and undergraduate students working with them.

[saynotocat]

Foreign B-schools no more attract students


http://economictimes.indiatimes.com/New ... 853314.cms

Kolkata: Gone are the days when a foreign B-school would almost always get a thumbs-up over an Indian one. In IIM Calcutta’s 2009-11 batch, several
students have turned down leading international B-schools including the likes of London Business School, Stearn School of Business (NYU), Cornell University, University of Texas – Austin (McCombs School of Business), Georgia Technological University and University of Southern California, among others, to come and join the two-year programme at the Joka institute.

What’s more, believe it or not, the 2009-11 batch boasts of some 20 students who have left lucrative jobs paying over Rs 20 lakh per annum (pa) to pursue their MBA at IIMC! The average work experience this year is 27 months and students include former employees popular recruiting companies at IIMC including Deutsche Bank, JP Morgan, Goldman Sachs, Credit Suisse, McKinsey and Merrill Lynch.

Adamya Chandra, 23, a mechanical engineer from Kamla Nehru Institute Of Technology, Sultanpur turned down a seat at London Business School to join IIMC. His reasons: the reputation of the institute and its professors, its strong alumni network, its being the only institute in a metro and its distinction as ‘the’ financial campus of India, which would help him further his career in the financial sector.

Another 23-year-old student who used to draw more than Rs 20 lakh per annum has quit his job to be part of the 2009-11 batch. A Kota resident, he is a mechanical engineer from Delhi College of Engineering and has worked for 22 months in a trading firm. On his decision to chuck a high-paying job for an MBA at IIMC, he says, "I decided in favour of value-addition, as it will provide security in the long run. As you move up the corporate ladder one needs an MBA degree and no better place than IIMC which is the best when it comes to finance."

Incidentally, this year’s 408-member batch is the largest across the seven IIMs, and has an average age of 24 years. There are three students who have scored a hundred percentile in CAT, with another 62 with over 99.9 percentile.
The batch also includes 19 overseas students. Among the overseas candidates, the average GMAT score is 728. There has been an increase in the number of female students to 10% as also those with work experience to 63%.

The 2009-11 batch comprises a diverse mix of people: from sportspersons to people who have worked with the World Bank and the RBI. This apart, there are rock-climbing instructors, those working on starting butterfly farm chains; and those involved in massive projects such as the modernizing of the Bangladesh Railway System. At least seven of the students have their own startup ventures.

A large number of the students have spent their time working with NGOs on various issues such as rural upliftment and education of slum children.