Q10 · UPSC Civil Services Mains 2018 · GS IV · 20 marks · 3 min read

← Q9 Q11 →

Case study. A big corporate house is engaged in manufacturing industrial chemicals on a large scale. It proposes to set up an additional unit. Many states rejected its proposal due to its detrimental effect on the environment. But one state government acceded to the request and permitted the unit close to a city, brushing aside all opposition. The unit was set up 10 years ago and was in full swing till recently. The pollution caused by the industrial effluents was affecting the land, water, and crops in the area. It was also causing serious health problems to human beings and animals. This gave rise to a series of agitations demanding the closure of the plant. In a recent agitation, thousands of people took part, creating a law and order problem necessitating stern police action. Following the public outcry, the State government ordered the closure of the factory. The closure of the factory resulted in the unemployment of not only those workers who were engaged in the factory but also those who were working in the ancillary units. It also very badly affected those industries which depended on the chemicals manufactured by it. As a senior officer entrusted with the responsibility of handling these issues, how are you going to address it? (250 words).

Topic: Ethics Case Studies. Syllabus: Case Studies on above issues. Same official PYQ from year-wise 2018 and Ethics Case Studies.

Revision summary

The case joins ten years of pollution, a forced closure and sudden unemployment. Reopening without cleanup repeats the original wrong; closure without worker and site plans creates a second wrong. The officer should run health and water relief, polluter-pays remediation, labour dues, and lawful help for ancillary firms. A restart, if any, needs a new environmental process away from the city's water. Police excess and environmental crime are two files, both to be tried.

Model answer

Copper italics in this answer — like this — are the key facts. Each one is unpacked in the Facts & figures rail.

Introduction

The plant bought time with a political yes and paid in poisoned land, water, bodies and a riot. Closure without a second plan now poisons livelihoods. The job is to hold both harms in one file.

Body

Stakeholders

  • Residents, farmers and animals living with effluent, and those injured in the agitation.
  • Permanent and contract workers of the unit and of ancillary shops.
  • Downstream industries that used the chemicals.
  • The company, its directors, and lenders.
  • The State government that permitted and then closed the unit.
  • Pollution Control Board, health and labour departments, and you as the coordinating officer.
  • Future investors, who will read whether the State is lawless, captured, or merely chaotic.

Ethical issues and values

  • Right to health and a decent environment (Article 21 as interpreted in environmental cases) versus the right to livelihood.
  • Polluter-pays and inter-generational justice: ten years of gain cannot exit as a private profit and a public ruin.
  • Non-violence and police ethics: stern action in a crowd does not erase the duty to find who poisoned the water.
  • Legal certainty: a permission that ignored other States' environmental no is a past wrong; a sudden closure that dumps workers is a present wrong.
  • Integrity: do not reopen the tap as a favour, and do not use "jobs" as a shield for ongoing toxin.

Options

  • Option 1: Immediate silent reopening to calm unemployment.
  • Merit: wages restart.
  • Demerit: repeats the original capture; more disease. Rejected until compliance is real.
  • Option 2: Permanent lock, no remediation, no worker plan.
  • Merit: looks green.
  • Demerit: leaves a toxic site and a hungry ring of towns; anger will return.
  • Option 3: Closure stays for unsafe processes; time-bound remediation; worker protection; lawful relocation or clean restart only after independent clearance.
  • Merit: both life and livelihood.
  • Demerit: costs money and political patience.

Action

  • Health first: survey, treatment camps, safe water tankers, and a public register of illness without intimidating complainants.
  • Environment: independent sampling of soil, aquifers and crops; a remediation order on the company under polluter-pays, with bank guarantees, not a taxpayer-only clean-up.
  • Liability: preserve evidence for the National Green Tribunal and criminal provisions where they apply; directors do not hide behind a padlock.
  • Labour: enforce closure compensation, provident fund and gratuity; notify all units; run a placement cell with skills that match the district, not a pamphlet.
  • Ancillary and downstream firms: a time-bound input-substitution plan, lawful import windows if essential, and credit support through existing MSME instruments — not a secret permission to dump again.
  • If a clean technology restart is scientifically possible far from the aquifer and the city, it must pass a fresh environmental process, not a ministerial phone call.
  • Police: inquire excess in the agitation separately from the environmental crime so that neither file kills the other.
  • Communication: publish timelines. Silence is how rumours of both "sell-out" and "job murder" grow.
  • Lesson to government: site clearance is not a competitive gift to the one State willing to look away.

Flow diagram

flowchart TD
  POL[Pollution and closure] --> HEALTH[Treat people and water]
  POL --> PAY[Polluter pays remediation]
  POL --> JOB[Compensation and reskilling]
  REOPEN[Silent reopen] --> REPEAT[Repeat harm]
  CLEAN[Fresh independent clearance] --> MAYBE[Possible clean restart]

Conclusion

Keep the unsafe plant closed. Make the polluter pay to heal land and bodies. Pay and re-skill workers. Allow a restart only through a clean, distant, independently cleared process. Jobs are not a solvent for toxin.

Quick related

Students also ask

Same topic · past papers

UPSC has asked this before

These previous-year questions sit on the same topic. Open one to practise the earlier ask.

  1. 2017 · Q10 · GS IV · 20 marks

    Case study. You are an honest and responsible civil servant. You often observe the following: (a) There is a general perception that adhering to ethical conduct one may face difficulties to oneself and cause problems for the family, whereas unfair practices may help to reach the career goals. (b) When the number of people adopting unfair means is large, a small minority having a penchant towards ethical means makes no difference. (c) Sticking to ethical means is detrimental to the larger developmental goals (d) While one may not involve oneself in large unethical practices, but giving and accepting small gifts makes the system more efficient. Examine the above statements with their merits and demerits.

    View answer →

More from this topic

Q12 · UPSC Mains 2026 · GS IV · 20 marks · Solution

Case study. Ajit has been recently promoted as the Head of the Department of Weapon Sales (DWS) in the Ministry of Defence Production (MDP). His charter of duties includes international sales of weapons produced domestically by MDP. In two recent wars, MDP weapons have performed admirably, resulting in many countries showing interest in buying them, particularly long-range artillery and missiles. Country A and country B have asked for these weapons. However, production constraints restrict DWS to accept only one purchase order. Country A is a developing nation with a sound technology base. MDP is planning R&D collaboration with it for the next generation of weapons. It is not part of any security alliance and needs weapons for protection from a troublesome neighbour. It seeks a large acquisition on a long-term loan. Country B is also a developing nation. Military strength is its priority, with the military budget often ingressing into allocations for human resources and infrastructure development. It is in security alliance with a superpower who has a large military base there and periodically allots it financial grants. It is a member of an economic bloc with which the government is currently negotiating a free trade agreement. It is not a signatory of NPT but possesses smaller nuclear weapons and delivery systems. It supports some guerrilla forces abroad. It has sought a smaller acquisition and is prepared to make some advance payment. It is currently negotiating arms purchases from another nation too. Ajit discussed this case with his counterparts in the related departments. Therein, the significant economic benefits, employment generation and stronger diplomatic relations arising from this sale were highlighted. It was also emphasized that refusing the deal could result in country B purchasing weapons from some other supplier. Ajit was aware that in arms sales, due diligence at each stage was pivotal to ensure conformity to national policy and international treaties. (a) Discuss the options available to Ajit. Which option should he select and why? (b) How can Ajit balance nation's economic and strategic interests with ethical considerations?

Ethics Case Studies

This case study examines ethical dilemma in defense exports, balancing economic gains, strategic partnerships, and non-proliferation norms. Ajit must choose between Country A for R&D collaboration and self-reliance, or Country B for immediate financial gains and FTA leverage. The recommended course prioritizes long-term strategic security, technological synergy, and international humanitarian norms over short-term mercantile interests.

Q11 · UPSC Mains 2026 · GS IV · 20 marks · Solution

Case study. Rajapuram is a border district. Jhara and Biru, its two major communities are in continual conflict with each other. The social fabric is fractured and demands mending. Ethnic tensions between the two communities have erupted into violence resulting in a large number of deaths. The stated causes are conflicting land claims, uneven resource allocation and inadequate political representation in government bodies. Separate relief camps had to be created for the two communities. The situation is volatile and appears to be getting out of control. Rajan has been appointed the District Magistrate (DM) of Rajapuram and tasked to quickly get the situation under control. His immediate tasks include restoring administrative authority, reopening the highway and initiating peace talks. On taking over his appointment, Rajan realized that the inter-community rivalry had even seeped into the local administration and police. With functional neutrality being the immediate casualty, it had made both communities distrustful of the government. The neighbouring country could utilize the opportunity to spur insurgent activity and further aggravate the situation. Rajan favoured a controlled approach starting with opening the highway to restore food and medical supplies. He toyed with the idea of requisitioning CRPF units to help restore administrative control. (a) Discuss the ethical issues that need to be addressed in this case. (b) What are the options open to Rajan? Which option would ensure protection of his non-partisan image without compromising ethics?

Ethics Case Studies

This GS4 case study examines the ethical dilemmas faced by a District Magistrate in managing an ethnic conflict in a sensitive border district. It analyses the ethical issues involving neutrality, human life, security, and institutional trust. It evaluates options ranging from purely coercive measures to inclusive peace-building. The recommended approach balances administrative firmness with transparent, unbiased stakeholder engagement to uphold public service values.

Q10 · UPSC Mains 2026 · GS IV · 20 marks · Solution

Case study. Vikas is a government officer with over a decade of service in public administration. He has recently moved as the District Collector (DC) of Nainipura, a remote hilly district bordering a forest. Due to Nainipura's low levels of economic development, one of his major duties is to ensure proper functioning of the public distribution system (PDS) amongst the economically weaker sections (EWS). During his on-site visits, Vikas was apprised of a typical administrative challenge in operating the PDS. To prevent leakages, all distributors were required to carry out real-time biometric identification of the beneficiaries, whose fingerprints were tallied with identity card records. This was creating problems as the operating system sometimes rejected fingerprint matching in the cases of growing children, manual labourers and senior citizens. The problem was further compounded in periods of low WIFI connectivity. The distributors, in such cases, resorted to personal discretion when they could identify the recipient. Vikas had to address this problem on priority. Strictly adhering to 'government regulations' would ensure fiscal probity but would greatly trouble the proposed beneficiary, i.e., EWS. It may even impinge on their fundamental right to life as per Article 21 of the Constitution. Conversely, leaving the resolution solely to the discretion of the distributors could lead to misuse and leakages. (a) What are the options open to Vikas? How should he balance fiscal probity with empathy towards the designated beneficiaries? (b) Discuss the ethics of using technology as a gatekeeper for welfare schemes.

Ethics Case Studies

• Balance strict digital rules with human empathy to prevent vulnerable citizens from losing entitled rations due to technical failures. • Avoid extreme approaches like rigid enforcement (causing exclusion) or unchecked discretion (causing leakage and corruption). • Implement practical offline workarounds like manual registers, paper slips, or OTPs backed by periodic audits. • Treat procedural norms and technology as tools for human welfare rather than rigid ends in themselves. • Recognize that digital gatekeeping creates ethical tensions between fiscal efficiency and the exclusion of genuine beneficiaries. • Guard against technology violating human dignity by forcing vulnerable groups to repeatedly prove their identity against system errors. • Ensure administrative accountability so systemic technological failures are not unfairly blamed on the citizens.

PDF