Revision summary
SMEs hold environmental certificates yet pollute; migrants fear closure; NGOs want padlocks; you have threats. Doing nothing, taking money, fleeing the file, or closing every unit without a sequence all fail. The mechanism is statute-based sampling, red-orange-green grading, CETP, digital consent, court-ready orders and worker transition. Dilemmas are health versus jobs, safety versus duty, and paper consent versus real discharge. Sequence the harm: stop the worst poison now, and move wages with a plan, not the effluent.
Model answer
Introduction
The certificates are in the drawers; the air, water and soil are not. Migrant workers fear unemployment. Neighbours are already sick. Immediate illegal protection of polluters is forbidden. Immediate blind closure that dumps workers on the road without a sequence is not the only other door.
Body
Stakeholders
- Local residents whose health is already damaged.
- Migrant workers and their families who live on these wages.
- Owners of the small and medium units, and their customers.
- Labour unions, local politicians, NGOs, and colleagues who have taken sides.
- You as the section head in the Environment Pollution Control Board.
- Rivers, groundwater, soil and other species that have no union.
(a) Options
- Option 1: Withdraw the notices, accept the existing certificates, and do nothing.
- Option 2: Order immediate closure of every unit on the NGO timetable, without a sequenced inspection.
- Option 3: Take a private settlement from owners to “go slow”.
- Option 4: Transfer the file and wait out the posting.
- Option 5: Risk-based, time-bound compliance: inspect, grade, shut the worst now, give a short public timeline to the rest with bank-supported abatement, protect workers during transition, and refuse bribes and threats.
(b) Examination
- Option 1 merit: workers stay employed this month; threats may stop.
- Option 1 demerit: you legalise ongoing poisoning. Rejected.
- Option 2 merit: NGOs and the sick get a visible win.
- Option 2 demerit: a blanket padlock without evidence-grade inspection will be struck down, will create a black market of night discharge, and will dump migrants without wages or travel.
- Option 3 merit: none that can be named.
- Option 3 demerit: Prevention of Corruption Act, 1988; you join the vested interest you were posted to check.
- Option 4 merit: personal quiet.
- Option 4 demerit: the stack still runs; the posting was the duty.
- Option 5 merit: health first where harm is proven, jobs where a unit can actually comply, a file that a court can respect.
- Option 5 demerit: both extremes will abuse you; threats may continue — seek official security, do not bargain with them.
(c) Mechanism for environmental compliance
- Legal base: the Environment (Protection) Act, 1986, the Water (Prevention and Control of Pollution) Act, 1974, the Air (Prevention and Control of Pollution) Act, 1981, and the consent conditions already on each unit.
- Mapping: a public list of units, consents, stack and effluent data, and a health overlay from the district hospital — so the fight is about numbers, not rumours.
- Risk class: red units with toxic discharge or no working treatment shut or sealed until they comply; orange units on a 30–90 day clock with bankable common effluent treatment or in-house plants; green units on routine audit.
- Independent sampling: accredited labs, split samples, and surprise night checks so a daytime “show plant” does not pass.
- Common infrastructure: CETP, shared boilers, and a refuse park that small units can actually afford, funded by the cluster and public schemes, not by a bribe.
- Worker transition: notice, unpaid-wage enforcement, skilling, and a travel-and-ration camp if a red unit must close, so migrants are not the unpaid price of clean air.
- Digital consent and auto-expiry: a paper certificate that never meets a sample is not compliance.
- Transparency: weekly bulletin of actions; NGOs get data, not a veto of the sampling protocol.
- Threat protocol: written complaint to police, request for security, and no private meeting with unknown “well-wishers”.
- Court-ready orders: speaking reasons, proportionality, and a review date, so a politician’s stay is answered with a file, not a shrug.
(d) Ethical dilemmas
- Right to health of residents versus right to livelihood of migrant workers.
- Strict enforcement versus the fear that capital will flee to a dirtier district.
- NGO demand for overnight closure versus owners’ plea of financial death.
- Personal safety after threats versus the oath of the Board.
- Colleagues who say “act freely” versus a political class that wants delay.
- Certificates that are formally valid versus the empirical fact of pollution.
- The dilemma is real. It is not resolved by choosing jobs and forgetting lungs, nor by choosing a padlock and forgetting the worker at the gate. It is resolved by sequencing harm: stop the worst poison now, and move the wage, not the effluent, with a plan.
Flow diagram
flowchart TD POL[Polluting SMEs with papers] --> MAP[Sample and risk class] MAP --> RED[Seal worst now] MAP --> TIM[Time-bound abatement] TIM --> CETP[Common treatment] RED --> WRK[Worker transition] WITH[Withdraw notices] --> SICK[Health failure] BRIBE[Go slow for money] --> PCA[Corruption]
Conclusion
Existing clearances that hide pollution are not ethics. Neither is a bribe nor a theatre of total closure without a worker plan. Grade the harm, seal the worst, time-limit the rest, build common treatment, and keep migrants on a lawful transition. Health and livelihood are both duties; the effluent is not.
Quick related
Students also ask
-
Case study. Sunil is a young civil servant and has a reputation for his competence, integrity, dedication, and relentless pursuit of difficult and onerous jobs. Considering his profile, he was picked up by his bosses to handle a very challenging and sensitive assignment. He was posted in a tribal-dominated district notorious for illegal sand mining. Excavating sand from river belts and transporting it through trucks and selling them in the black market was rampant. This illegal sand mining mafia was operating with the support of local functionaries and tribal musclemen who in turn were bribing selected poor tribals and had kept the tribals under fear and intimidation. Sunil being a sharp and energetic officer immediately grasped the ground realities and the modus operandi followed by the mafia through their devious and dubious mechanism. On making inquiries, he gathered that some of their own office employees are in hand and glove with them and have developed close unholy nexus. Sunil initiated stringent action against them and started conducting raids on their illegal operations of the movement of trucks filled with sand. The mafia got rattled as not many officers in the past had taken such steps against the mafia. Some of the office employees who were allegedly close to mafia informed them that the officer is determined to clean up the mafia's illegal sand mining operations in that the district and may cause them irreparable damage. The mafia turned hostile and launched a counter-offensive. The tribal musclemen and mafia started threatening him with dire consequences. His family (wife and old mother) were stalked and were under virtual surveillance and thus causing mental torture, agony, and stress to all of them. The matter assumed serious proportions when a muscleman came to his office and threatened him to stop raids, etc., otherwise, his fate will not be different than some of his predecessors (ten years back one officer was killed by the mafia). - Identify the different options available to Sunil in attending to this situation. - Critically evaluate each of the options listed by you. - Which of the above, do you think, would be the most appropriate for Sunil to adopt and why?
Next question on this syllabus topic (2021 · Q7). View answer →
-
Do migrant jobs mean the Board must not close anyone?
No. A red unit that is poisoning people closes. The ethical extra is wages, notice and a camp, not a permanent illegal stack.
-
Are NGOs wrong to demand closure?
They are right to demand an end to harm. They are not the sampling authority. Immediate blanket closure without classing risk can fail in court and still leave a night sewer running.
PYQ trend
When UPSC asked this
Related PYQs from other years, newest first. Open a question to read it.
-
2022 · Q7 · GS IV · 20 marks
Case study. Prabhat was working as Vice President (Marketing) at Sterling Electric Ltd., a reputed multinational company. But presently the company was passing through the difficult times as the sales were continuously showing downward trend in the last two quarters. His division, which hitherto had been a major revenue contributor to the company's financial health, was now desperately trying to procure some big government order for them. But their best efforts did not yield any positive success or breakthrough. His was a professional company and his local bosses were under pressure from their London-based HO to show some positive results. In the last performance review meeting taken by the Executive Director (India Head), he was reprimanded for his poor performance. He assured them that his division is working on a special contract from the Ministry of Defence for a secret installation near Gwalior and tender is being submitted shortly. He was under extreme pressure and he was deeply perturbed. What aggravated the situation further was a warning from the top that if the deal is not clinched in favour of the company, his division might have to be closed and he may have to quit his lucrative job. There was another dimension which was causing him deep mental torture and agony. This pertained to his personal precarious financial health. He was a single earner in the family with two school-college going children and his old ailing mother. The heavy expenditure on education and medical was causing a big strain to his monthly pay packet. Regular EMI for housing loan taken from bank unavoidable and any default would render him liable for severe legal action. In the above backdrop, he was hoping for some miracle to happen. There was sudden turn of events. His Secretary informed that a gentleman Subhas Verma wanted to see him as he was interested in the position of Manager which was to be filled by him in the company. He further brought to his notice that his CV has been received through the office of the Minister of Defence. During interview of the candidate-Subhash Verma, he found him technically sound, resourceful and experienced marketeer. He seemed to be well-conversant with tendering procedures and having knack of follow-up and liaising in this regard Prabhat felt that he was better choice than the rest of the candidates who were recently interviewed by him in the last few days. Subhash Verma also indicated that he was in possession of the copies of the bid documents that the Unique Electronics Ltd. would be submitting the next day to the Defence Ministry for their tender. He offered to hand over those documents subject to his employment in the company on suitable terms and conditions. He made it clear that in the process, the Sterling Electric Ltd. could outbid their rival company and get the bid and hefty Defence Ministry order. He indicated that it will be win-win situation for both-him and the company. Prabhat was absolutely stunned. It was a mixed feeling of shock and thrill. He was uncomfortable and perspiring. If accepted, all his problems would vanish instantly and he may be rewarded for securing the much awaited tender and thereby boosting company's sales and financial health. He was in a fix as to the future course of action. He was wonder-struck at the guts of Subhash Verma in having surreptitiously removing his own company papers and offering to the rival company for a job. Being an experienced person, he was examining the pros and cons of the proposal/situation and he asked him to come the next day. (a) Discuss the ethical issues involved in the case. (b) Critically examine the options available to Prabhat in the above situation. (c) Which of the above would be the most appropriate for Prabhat and why? -
2022 · Q8 · GS IV · 20 marks
Case study. Ramesh is State Civil Services Officer who got the opportunity of getting posted to the capital of a border State after rendering 20 years of service. Ramesh's mother has recently been detected cancer and has been admitted in the leading cancer hospital of the city. His two adolescent children have also got admission in one of the best public schools of the town. After settling down in his appointment as Director in the Home Department of the State, Ramesh got confidential report through intelligence sources that illegal migrants are infiltrating in the State from the neighbouring country. He decided to personally carry out surprise check of the border posts along with his Home Department team. To his surprise, he caught red-handed two families of 12 members infiltrated with the connivance of the security personnel at the border posts. On further inquiry and investigation, it was found that after the migrants from neighbouring country infiltrate, their documentation like Aadhaar Card, Ration Card and Voter Card are also forged and they are made to settle down in a particular area of the State. Ramesh prepared the detailed and comprehensive report and submitted to the Additional Secretary of the State. However, he has summoned by the Additional Home Secretary after a week and was instructed to withdraw the report. The Additional Home Secretary informed Ramesh that the report submitted by him has not been appreciated by the higher authorities. He further cautioned him that if he fails to withdraw the confidential ort, he will not only be posted out from the prestigious appointment from the State capital but his further promotion which is due in near future will also get in jeopardy. (a) What are the options available to Ramesh as the Director of the Home Department of the bordering State? (b) What option should Ramesh adopt and why? (c) Critically evaluate each of the options. (d) What are the ethical dilemmas being faced by Ramesh? (e) What policy measures would you suggest to combat the menace of infiltration of illegal migrants from the neighbouring country? -
2022 · Q9 · GS IV · 20 marks
Case study. The Supreme Court has banned mining in the Aravalli Hills to stop degradation the forest cover and to maintain ecological balance. However, the stone mining to still prevalent in the border district of the affected State with connivance of certain corrupt forest officials and politicians. Young and dynamic SP who was recently posted in the affected district promised to himself to stop this menace. In one of his surprise checks with his team, he found loaded truck with stone trying to escape the mining area. He tried to stop the truck but the truck driver overrun the police officer, killing him on the spot and thereafter managed to flee. Police filed FIR but no breakthrough was achieved in the case for almost three months. Ashok who was the Investigative Journalist working with leading TV channel, suo moto started investigating the case. Within one month, Ashok got breakthrough by interacting with local people, stone mining masia and government officials. He prepared his investigative story and presented to the CMD of the TV channel. He exposed in his investigative report the complete nexus of stone mafia working with blessing of corrupt police and civil officials and politicians. The politician who was involved in the mafia was no one else but local MLA who was considered to be very close to the Chief Minister. After going through the investigative report, the CMD advised Ashok to drop the idea of making the story public through electronic media. He informed that the local MLA was not only the relative of the owner of the TV channel but also had unofficially 20 percent share in the channel. The CMD further informed Ashok that his further promotion and hike in pay will be taken care of in addition the soft loan of 10 lakhs which he has taken from the TV channel for his son's chronic disease will be suitably adjusted if he hands over the investigative report to him. (a) What are the options available with Ashok to cope up with the situation? (b) Critically evaluate/examine each of the options identified by Ashok. (c) What are the ethical dilemmas being faced by Ashok? (d) Which of the options, do you think, would be the most appropriate for Ashok to adopt and why? (e)In the above scenario, what type of training would you suggest for police officers posted to such districts where stone mining illegal activities are rampant? -
2022 · Q10 · GS IV · 20 marks
Case study. You have done MBA from a reputed institution three years back but could not get campus placement due to COVID-19 generated recession. However, after a lot of persuasion and series of competitive tests including written and interview, you managed to get a job in a leading shoe company. You have ageur parents who are dependent and staying with you. You also recently got married after getting this decent job. You were allotted the Inspection Section which is responsible for clearing the final product. In first one year, you learnt your job well and was appreciated for your performance by the management. The company is doing good business for last five years in domestic market and this year it is decided even to export to Europe and Gulf countries. However, one large consignment to Europe was rejected by their Inspecting Team due to certain poor quality and was sent back. The top management ordered that ibid consignment to be cleared for the domestic market. As a part of Inspecting Team, you observed the glaring poor quality and brought to the knowledge of the Team Commander. However, the top management advised all the members of the team to overlook these defects as the management cannot bear such a huge loss. Rest of the team members except you promptly signed and cleared the consignment for domestic market, overlooking glaring defects. You again brought to the knowledge of the Team Commander that such consignment, if cleared even for domestic market, will tarnish the image and reputation of the company and will be counter-productive in the long run. However, you were further advised by the top management that if you do not clear the consignment, the company will not hesitate to terminate your services citing certain innocuous reasons. (a) Under the given conditions, what are the options available to you as a member of the Inspecting Team? (b) Critically evaluate each of the options listed by you. (c) What option would you adopt and why? (d) What are the ethical dilemmas being faced by you? (e) What can be the consequences of overlooking the observations raised by the Inspecting Team? -
2022 · Q11 · GS IV · 20 marks
Case study. Rakesh was working as a Joint Commissioner in Transport department of a city. As a part of his job profile, among others, he was entrusted with the task of overseeing the control and functioning of City Transport Department. A case strike by drivers' union of City Transport Department over the issue of compensation to a driver who died on duty while driving the bus came up before him for decision in the matter. He gathered that the driver (deceased) was plying Bus No. 528 which passed through busy and congested roads of the city. It so happened that near an intersection on the way, there was an accident involving the a middle-aged man. It was found that there was altercation between the driver and the car driver. Heated arguments between them led to fight and the driver gave him a a blow. Lot of passerbys had gathered and tried to intervene but without success. Eventually, both of them were badly injured and profusely bleeding and were taken to the nearby hospital. The driver succumbed to the injuries and could not be saved. The middle-aged driver's condition was also critical but after a day, he recovered and was discharged. Police had immediately come to the spot and FIR was registered. Police investigation revealed that the quarrel in was started by the bus driver and he had resorted to physical violence. There exchange of blows between them. The City Transport Department management is considering of not giving any extra compensation to the driver's (deceased) family. The family is very aggrieved. depressed and agitated against the discriminatory and non-sympathetic approach of the City Transport Department management. The bus driver (deceased) was 52 years of age, was survived by his wife and two school-college going daughters. He was the sole earner of the family. The City Transport Department workers' union took up this case and when found no favourable response from the management, decided to go on strike. The union's demand was two fold. First was full extra compensation as given to other drivers who died on duty and secondly employment to one family member. The strike has continued for 10 days and the deadlock remains. (a) What are the options available to Rakesh to meet the above situation? (b) Critically examine each of the options identified by Rakesh (c) What are the ethical dilemmas being faced by Rakesh? (d) What course of action would Rakesh adopt to diffuse the above situation? -
2021 · Q7 · GS IV · 20 marks
Case study. Sunil is a young civil servant and has a reputation for his competence, integrity, dedication, and relentless pursuit of difficult and onerous jobs. Considering his profile, he was picked up by his bosses to handle a very challenging and sensitive assignment. He was posted in a tribal-dominated district notorious for illegal sand mining. Excavating sand from river belts and transporting it through trucks and selling them in the black market was rampant. This illegal sand mining mafia was operating with the support of local functionaries and tribal musclemen who in turn were bribing selected poor tribals and had kept the tribals under fear and intimidation. Sunil being a sharp and energetic officer immediately grasped the ground realities and the modus operandi followed by the mafia through their devious and dubious mechanism. On making inquiries, he gathered that some of their own office employees are in hand and glove with them and have developed close unholy nexus. Sunil initiated stringent action against them and started conducting raids on their illegal operations of the movement of trucks filled with sand. The mafia got rattled as not many officers in the past had taken such steps against the mafia. Some of the office employees who were allegedly close to mafia informed them that the officer is determined to clean up the mafia's illegal sand mining operations in that the district and may cause them irreparable damage. The mafia turned hostile and launched a counter-offensive. The tribal musclemen and mafia started threatening him with dire consequences. His family (wife and old mother) were stalked and were under virtual surveillance and thus causing mental torture, agony, and stress to all of them. The matter assumed serious proportions when a muscleman came to his office and threatened him to stop raids, etc., otherwise, his fate will not be different than some of his predecessors (ten years back one officer was killed by the mafia). - Identify the different options available to Sunil in attending to this situation. - Critically evaluate each of the options listed by you. - Which of the above, do you think, would be the most appropriate for Sunil to adopt and why? -
2021 · Q8 · GS IV · 20 marks
Case study. You are Vice Principal of a degree college in one of the middle-class towns. The principal has recently retired and management is looking for his replacement. There are also feelers that the management may promote you as Principal. In the meantime, during annual examination, the flying squad came from the university caught two students red-handeld involving in unfair means. A senior lecturer of the college was personally helping these student in this act. This senior lecturer also happens to be close to the management. One of the students was son of a local politician who was responsible in getting college affiliated to the present reputed university. The second student was son of a local businessman who has donated maximum funds for running of the college. You immealately informed the management regarding this unfortunate incident. The management told you to resolve the issue with flying squad at any cost. They further said that such incident will not only tarnish the image of the college but also the politician and businessman are very important personalities for the functioning of the college. You were also given hint that your further promotion to Principal depends on your capability in resolving this issue with flying squad. In the meantime, you were intimated by your administrative officer that certain members of the student union are protesting outside the college gate against the senior lecturer and the students involved in this incident and demanding strict action against defaulters. - Discuss the ethical issues involved in the case. - Critically examine the options available with you as Vice Principal. What option will you adopt and why? -
2021 · Q9 · GS IV · 20 marks
Case study. An elevated corridor is being constructed to reduce traffic congestion in the capital of a particular state. You have been selected as project manager of this prestigious project on your professional competence and experience. The deadline is to complete the project in next two years by 20 June, 2021, since this project is to be inaugurated by the Chief Minister before the elections are announced in the second week of July 2021. While carrying out the surprise inspection by inspecting team, a minor crack was noticed in one of the piers of the elevated corridor possibly due to poor material used. You immediately informed the chief engineer and stopped further work. It was assessed by you that minimum three piers of the elevated corridor have to be demolished and reconstructed. But this process will delay the project minimum by four to six months. But the chief engineer overruled the observation of inspecting team on the ground that it was a minor crack which will not in any way impact the strength and durability of the bridge. He ordered you to overlook the observation of inspecting team and continue working with same speed and tempo. He informed you that the minister does not want any delay as he wants the chief Minister to inaugurate the elevated corridor before the elections are declared. Also informed you that the contractor is far relative of the minister and he wants him to finish the project. He also gave you hint that your further promotion as additional chief engineer is under consideration with the ministry. However, you strongly felt that the minor crack in the pier of the elevated corridor will adversely affect the health and life of the bridge and therefore it will be very dangerous not to repair the elevated corridor. - Under the given conditions, what are the options available to you as a project manager? - What are the ethical dilemmas being faced by the project manager? - What are the professional challenges likely to be faced by the project manager and his response to overcome such challenges? - What can be the consequences of overlooking the observation raised by the inspecting team?
More from this topic
Q12 · UPSC Mains 2025 · GS IV · 20 marks
Case study. Ashok is Divisional Commissioner of one of the border districts of the North East State. A few years back, Military has taken over the neighbouring country after overthrowing the elected civil government. Civil war situation is prevailing in the country especially in last two years. However, internal situation further deteriorated due to rebel groups taking over control of certain populated areas near own border. Due to intense fight between military and rebel groups, civilian casualties has increased manifold in recent past. In the meantime, in one night Ashok got information from the local police guarding the border check post that there are about 200-250 people mainly women and children trying to cross over to our side of the border. There are also about 10 soldiers with their weapons in military uniform part of this group who wants to cross over. Women and Children are also crying and begging for help. A few of them are injured and bleeding profusely need immediate medical care. Ashok tried to contact Home Secretary of the State but failed to do so due to poor connectivity mainly due to inclement weather. (a) What are the options available with Ashok to cope with the situation?(b) What are the ethical and legal dilemmas being faced by Ashok?(c) Which of the options, do you think would be more appropriate for Ashok to adopt and why?(d) In the present situation, what are the extra precautionary measures to be taken by the Border Guarding Police in dealing with soldiers in uniform?
Ethics Case Studies
Options range from pushing everyone back to opening the gate to armed men; both extremes fail. The dilemma is non-refoulement and medical duty versus sovereignty and the risk of a ruse. The better path is triage and shelter for civilians, especially women and children, and separate internment of disarmed soldiers pending the Centre. Border police should keep distance, seal weapons, separate camps, and avoid humiliation or leaks. Waiting for a dead phone while a child bleeds is not caution; it is omission.
Q11 · UPSC Mains 2025 · GS IV · 20 marks
Case study. Mahatma Gandhi National Rural Employment Guarantee Program, MGNREGA was earlier known as National Rural Employment Scheme, NREGA. It is an Indian Social Welfare Program that aimed at fulfilling the 'Right to Work' provisions made in the Constitution. MGNREGA was launched in 2006 under Rural Employment Sector by the Ministry of Rural Development. Main objective of the program is to give legal guarantee of wage employment to the adult members of rural households who are willing to do unskilled manual labour work subject to a maximum of 100 days per year for every household. Every rural household has the right to register under the scheme, job card is issued to the registered, Job Card holder can seek employment; State Government shall pay 25% of minimum wage for the first 30 days as compensatory daily unemployment allowance to the families and of wage for remaining period of the year. MGNREGA work was undertaken by various Gram Panchayats. You have been appointed as an Administrator Incharge of the District. You have been given the responsibility of monitoring MGNREGA work undertaken by various Gram Panchayats. You are also given the authority to give technical sanctions to all MGNREGA works. In one of the Panchayats in your jurisdiction, you notice that your predecessor has mismanaged the Program in terms of: (i) Money not disbursed to actual job-seekers.(ii) Muster Rolls of the Labourers not properly maintained.(iii) Mismatch between the work done and payments made.(iv) Payments made to fictitious persons.(v) Job Cards were given without looking into the need of person.(vi) Mismanagement of funds and to the extent of siphoning of funds.(vii) Approved works that never existed. (a) What is your reaction to the above situation and how do you restore the proper functioning of MGNREGA Program in this regard?(b) What actions would you initiate, to solve the various issues listed above?(c) How would you deal with the above situation?
Ethics Case Studies
The first duty is to protect records, tell workers the truth, and stop further theft. Arrears must reach real job-seekers while ghosts, fake works and siphoned funds go to vigilance and the police. Job cards should be re-verified without stripping genuine households. The predecessor deserves due process, not a media hanging or a cover-up. Social audit, geotagging and a public dashboard keep the repair from rotting again.
Q10 · UPSC Mains 2025 · GS IV · 20 marks
Case study. Rajesh is a Group A officer with nine years of service. He is posted as Administrative Officer in an Oil Public Sector undertaking. As an Administrative Officer he is responsible for managing and coordinating various administrative tasks to ensure smooth functioning of office. He also manages office supplies, equipment etc. Rajesh is now sufficient senior and is expecting his next promotion in JAG (Junior Administrative Grade) in the next one or two years. He knows that promotion is based on examination of ACRs/Performance Appraisal of last few years (5 years or so) of an officer by a DPC (Departmental Promotion Committee) and an officer lacking requisite grading of ACRs may not be found fit for promotion. Consequences of losing promotion may entail financial and reputational loss and set-back for career progression. Though he also puts his best efforts in official discharge of his duties, yet he is unsure of assessment by his superior officer. He is now putting extra efforts so that he gets thumping report at the end of financial year. As Administrative Officer, Rajesh is regularly interacting with his immediate boss, who is his reporting officer for writing his ACR. One day he calls Rajesh and wants him to buy computer-related stationery on priority from a particular vendor. Rajesh instructs his office to initiate action for procuring these items. During the day, the dealing Assistant brings an estimate of Rupees Thirty Five Lakhs covering all stationery items from the same vendor. It is noticed that as per delegated financial powers, as provided in the GFR (General Financial Rules) as applicable in that Organisation, expenditure for office items exceeding Rupees Thirty Lakhs requires sanction of the next higher authority (boss in the present case). Rajesh knows that immediate superior would expect all these purchases should be done at his level and may not appreciate such lack of initiative on his part. During discussions with office, he learns that common practice of splitting of expenditure (where large order is divided into a series of smaller ones) is followed to avoid obtaining sanction from higher authority. This practice is against the rules and may come to the adverse notice of Audit. Rajesh is perturbed. He is unsure of taking decision in the matter. (a) What are the options available with Rajesh in the above situation?(b) What are the ethical issues involved in this case?(c) Which would be the most appropriate option for Rajesh and why?
Ethics Case Studies
Splitting ₹35 lakh into smaller bills to avoid the boss’s sanction is a GFR violation, even if it is a common trick. The ethical issues are career fear, a named vendor, and the habit of collective cheating. Rajesh’s options include splitting, lawful phasing, written illegal orders, or a proper sanction. The right choice is a single proposal to the competent authority and a competitive purchase. A promotion that needs a false indent is not worth the integrity it costs.
Toppers' copies
Toppers' copies for this question will be uploaded soon.