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DOC.XOCISF250218008

Published by:Directorate General, Central Industrial Security Force, New Delhi

CopyrightCISF Directorate General, New Delhi, Year-2019

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ISBN : 978-93-84492-49-6

Designed, printed and produced by

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CENTRAL INDUSTRIAL SECURITY FORCE

CISF

2 3

Hon'ble Prime Minister Shri Narendra Modi interacting with CISF personnel at SHAR, Sriharikota during launch of PSLV C23 on 3oth June, 2014

4 5

6 7

Sitting (L to R): J.S. Negi DIG (I&P), Udayan Banerjee IG (Adm), Ritu Arora, IG (Tech & Prov), Alok Kumar Pateria, ADG (HQrs), Rajesh Ranjan DG,

Anurag IG (Pers), Jagbir Singh IG (Trg), Dayal Gangwar DIG (Adm), S. Dev Datta Singh DIG (Pers)

Standing 1st (L to R): Amit Sharan AIG (Prov), J.K. Tiwari AIG (Estt.), Deepak Agarwal (Principal SO to DG), Raj Nath Singh DIG (Fire), Pratibha Agarwal

DIG (Int.), Dr. Anil Pandey DIG (Ops & NM), J. W. Khan DIG (Prov.), A Yamini Priya DIG (Tech,Trg & Sports), Shekhar Jaiswal DIG (Medical), Sudeep

Kumar Sinha DIG (Rectt.), D Shyamala DIG (Legal), Sidhartha Sankar Sarmah DIG (Wel)

Standing 2nd (L to R): Amit Mathur AIG (Trg), Anil Kishore AIG (Rectt.), B.S.N. Reddy AIG (Tech), Ganga Shankar AIG (Pers), Gyanendra Kumar

AIG (L&R), Tapasya Obhrai Nair AIG (Wel & Pension), Sunil Sharma AIG (Work), Hemendra Singh AIG (PRO), Akhilesh Kumar Shukla AIG (Ops),

Vinod Kumar Yadav AIG (Adm.), K. K. Chaturvedi AIG (Ord)

Editorial BoardSmt. Ritu Arora, IPS IG (Tech & Prov) Editor-in-Chief

Shri Sudeep Kumar Sinha DIG (Rectt.) Editor

Shri S S Sarmah DIG (Wel) Editor

Smt Tapasya Obhrai Nair AIG (Wel) Editor

Shri Hemendra Singh AIG (PRO) Associate Editor

Photography Pravin TalanInspector R K SinghSI Manoj MahadevanSI Jaydeep KumarHC Narendra Verma

Paintings Constable Shyam Sundar Lai

A CROW DREAMING TO BE AN EAGLE − Dr. Trinath Mishra, Former DG CISF27DOWN THE MEMORy LANE− K M Singh, Former DG CISF36TWO DECADES DOWN THE MEMORy LANE− N.R. Das, Former DG CISF43CISF IN 2025: A VISION FOR THE FuTuRE − Arvind Ranjan, Former DG CISF− Zahid Ali, Dy Commandant

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MASS RAPID TRANSPORTS CISF SECuRITy MATRIx− Udayan Banerjee, Inspector General, Adm55INTRODuCTION OF CBT IN CISF − Vikram Thummala, IG, SS HQrs, Chennai67PROFILING AN EFFECTIVE TOOL IN INTELLIGENCE SECuRITy ARCHITECTuRE− Pratibha Agarwal, DIG (Int), FHQrs

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CONCEPT, POLICy FRAMEWORK AND ROLE OF CISF DISASTER MANAGEMENT − Dr. Shikhar Sahai, DIG, FSTI, Hyderabad

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OIL & GAS SECTOR SECuRITy CHALLENGES − P.N. Thakur, Dy. Inspector General CISF Unit ONGC, Nazira97SECuRITy FuNCTIONING IN STRIFE TORN J&K REGION− Arun R, Commandant, CISF Unit HEP Uri-1 (J&K)107ICT ADVANCEMENT IN CISF− Sonu Sikarwar, Dy. Commandant (EDP) CISF HQrs117CISF CONSuLTANCy SERVICES − Ravindra Kumar Meel, Dy. Commandant(Tech) CISF HQrs129≈tkZ {ks= % dsvkSlqc dh Hkwfedk ,oa Hkfo"; dh lqj{kk t:jrsa− uhye lgkj.k] mi dekaMsUV] lh vkbZ ,l ,Q ds Vh ih ,l dksVk (jft-)136vfXu dh iqdkj− vks ih 'kekZ] mi dekaMsUV] vfXu] vks ,u th lh gthjk 142lkFkh dne c<+k;s pyuk− egsUnz izrki flag] fujh{kd] dsvkSlqc eq[;ky; 143

Chief PatronShri Rajesh Ranjan, IPS Director General

PatronShri Alok Kumar Pateria Addl DG (Hqr)

10 11

Ram Nath Kovind

jk"Vªifr Hkkjr x.kra=kPRESIDENT REPuBLIC OF INDIA

I am happy to learn that the Central Industrial Security Force (CISF) is celebrating its 50th Raising Day on March 10, 2019 and bringing out a special issue of Sentinel-2019 to commemorate the occasion.

Since its inception, the force has displayed the highest level of professional competence in protecting the most sensitive and critical infrastructure of the country which includes airports, seaports, atomic energy installations, space installations besides the undertakings in the core industrial sectors of coal, steel, power and oil.

CISF has established itself as a multi-faceted and multi-dimensional force known for its dedication, commitment and professionalism. The journey of 50 years is a matter of pride and glory for the entire CISF fraternity.

I extend my warm greetings and felicitations to all personnel of the CISF members and their families. I also wish the 50th Raising Day of CISF every success.

New Delhi (Ram Nath Kovind)

January 9, 2019

12 13

Narendra ModiM. Venkaiah Naidu

Hkkjr ds mijk"Vªifr VICE-PRESIDENT OF INDIA

I am very pleased to know that Central Industrial Security Force (CISF) is celebrating its 50th Raising Day on 10th March, 2019 and a special issue of Sentinel-2019 (Annual Publication of CISF) is being published to commemorate the occasion. CISF has contributed immensely to the growth of our nation by providing a safe and secure environment to the critical infrastructure and sensitive establishments of our country.

CISF is deployed at all the major airports, atomic energy and space establishments, public sector undertakings in the power, steel, coal and oil sector, heritage monuments, Central Government buildings etc.

The courage, resilience, professionalism and commitment displayed by CISF personnel during testing times is truly inspirational. On the occasion of CISF Golden Jubilee Year, I extend my greetings and good wishes to all ranks of CISF and their families, and wish its 50th Raising Day celebrations all success.

New Delhi (M. Venkaiah Naidu)

5th February, 2019

It is a pleasure to learn that the Central Industrial Security Force (CISF) is completing 50 years of glorious service to the nation on 10 March, 2019 and celebrating 2018-19 as the Golden Jubilee year of the Force, as well as publishing a special issue of 'Sentinel-2019' to mark the occasion.

CISF officers and personnel have been serving the nation with commitment and distinction over the last 50 years. Over the years, the Force has emerged as a professionally competent and tech-savvy component of the Central Armed Police Force. CISF has provided protection to industrial and infrastructure establishments, institutions and organizations that are critical for the growth and development of our country.

Golden Jubilee is an occasion to reflect upon the various achievements of the Force during the period and at the same time, prepare for the challenges that lie ahead. May the occasion inspire the personnel to rededicate themselves with renewed vigour and commitment to serve the nation.

Heartiest congratulations, best wishes and greetings to all officers and personnel of CISF and their family members for the Golden Jubilee celebrations and for a bright and prosperous future. May the special issue of 'Sentinel-2019' being published be read and liked widely.

New Delhi (NARENDRA MODI)

05 March, 2019

iz/ku ea=kh PRIME MINISTER

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Kiren Rijiju

x`g jkT; ea=kh Hkkjr ljdkj MINISTER OF STATE FOR HOME AFFAIRS GOVERNMENT OF INDIA

I am extremely happy to know that the Central Industrial Security Force (CISF) will be celebrating its 50th Raising Day on 10th March, 2019 and bringing out a special issue of Sentinel — 2019 (CISF Annual Publication).

CISF has earned itself a distinct reputation amongst the Central Armed Police Forces by rendering commendable services in safeguarding our vital installations, critical infrastructure, strategic installations, government buildings, industrial and scientific establishments across the country. The brave men and women of CISF have performed their duties with utmost dedication and professionalism.

I extend my best wishes and warm greetings to all ranks of CISF and their families on this occasion.

8th January, 2019 (KIREN RIJIJu) New Delhi

Rajnath Singh

x`g ea=kh Hkkjr HOME MINISTER INDIA

I am happy to note that the Central Industrial Security Force (CISF) is celebrating 50th Raising Day on 10th March, 2019 at 05th Reserve Battalion Campus, CISF, Indirapuram, Ghaziabad (UP). It delights me to further know that a special issue of Sentinel-2019 (CISF Annual Publication) is being published to mark this occasion.

CISF has discharged the responsibilities amidst several hardships and never wavered from its commitment in ensuring security to critical installations of the country. CISF has also contributed its troops for Internal Security and Election Duties., etc. CISF has established itself as a professionally competent and multi-dimensional premier Central Armed Police Force of the country.

On the occasion of Golden Jubilee Year of the force, I extend my greetings to all the CISF Officers/Personnel and their families and wish the 50th Raising Day celebrations a grand success.

New Delhi (RAJNATH SINGH)

5th February, 2019

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Ajit Doval

vthr MksHkky] dhfrZ pØjk"Vªh; lqj{kk lykgdkj Ajit Doval, KC National Security Adviser

I am happy to learn that the Central Industrial Security Force (CISF) is commemorating its 50th Raising Day on 10th March 2019 and publishing a special issue of Sentinel — 2019 to mark the occasion.

The rise of CISF, ever since its inception in 1969, has been phenomenal. To meet the country's requirements of industrial security, the CISF within few years of its inception, developed itself into an elite professional force. Quick adaptability and capability to shoulder disparate challenges has become its hallmark. Over the years, it has diversified its role and has successfully met new challenges displaying high professional competence, a disciplined and highly skilled work culture and exemplary devotion to duty. Besides industrial security, the force has been rendering commendable service in the areas of VIP Security, Aviation Security and Counter-Terrorism.

Globally, security challenges are constantly evolving. Possession of new technologies with adversaries will pose a serious threat. CISF, with its emphasis on technological advancement, is well poised to take on the new challenges. I am sure that the Force, which has a futuristic vision, will continue to develop new capabilities to serve our national security interests.

I extend my warm greetings and felicitations to officers, Force personnel and their families. I wish them all success in the years ahead.

New Delhi (AJIT DOVAL)

5th February, 2019

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4 tuojh] 2019 (galjkt xaxkjke vfgj) ubZ fnYyh

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x`g jkT; ea=kh Hkkjr ljdkj ukFkZ Cykd] ubZ fnYyh&110001 MINISTER OF STATE FOR GOVERNMENT OF INDIA NORTH BLOCK

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Rajiv Gauba, IAS

x`g lfpoHOME SECRETARyHkkjr ljdkjGOVERNMENT OF INDIANORTH BLOCK NEW DELHI

1. I am happy to learn that the Central Industrial Security Force (CISF) will be celebrating its 50th Raising Day on 10th March, 2019. I am also pleased to know that a special issue of Sentinel -2019 (CISF) Annual Magazine) is being brought out to mark the occasion.

2. Since its inception in 1969, CISF has done a commendable job in providing security to critical infrastructure in the country. During the last 50 years, the force has seen an exponential growth, both in terms of its strength and responsibilities. The security enviroment of the country makes the task of CISF challenging, and I am happy that the force has been able to measure up to these challenges. CISF has done an excellent job not only in providing security to the national assets, but also in internal security and election duties as and when required.

3. I am sure that CISF will continue to carry out its responsibilities with similar professionalism and commitment.

4. I convey my warm greetings and good wishes to the officers, men, women of CISF and their families. I wish the CISF all success in its future endeavours.

25th January, 2019 (RAJIV GAuBA)

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I convey my warm greetings and best wishes to all members of the Force and their families on the occasion of the 50th CISF Raising Day. It gives me deep satisfaction that CISF has completed fifty glorious years in the dedicated service of the nation.

Since its inception in 1969, the charter and mandate of CISF for protection of critical national assets has undergone significant changes and the Force has now evolved into a highly professional, multi-skilled and tech-savvy premier Force of the nation. The professional acumen of CISF personnel in protecting the national assets is being appreciated by every section of the society.

Today, CISF provides security cover to nuclear installations, space establishments, 61 major airports, seaports, core areas of power, steel, coal and oil besides Delhi Metro, Central Government Buildings, Heritage monuments including Taj Mahal, Red Fort and Victoria Memorial. The Special Security Group of CISF provides security to various categories of protectees. It is evident that the Force has seen exponential growth both in terms of its strength and responsibilities. The diversified role of CISF enriches the capability and adaptability of the Force personnel to take on multiple challenges in any adverse circumstances.

CISF is the only Central Armed Police Force which has the largest public interface. Today, more than 28-30 lakh commuters are using the Delhi Metro and 6-7 lakh passengers travel through the airports on a daily basis. Citizens of India spontaneously vouch that CISF has a people-friendly approach that is committed to serve the citizens in letter and spirit. I am proud of the fact that our Force personnel are polite and courteous but firm on security while dealing with the general public.

Presently, 345 various Government, public/joint ventures/private establishments are under CISF security cover. During 2018, CISF has been inducted in 09 new establishments including Shirdi Airport, Kannur Airport and Victoria Memorial Hall, Kolkata.

Before I pen the account of our journey through the last year, I want to emphasize that while we have seen great successes, we continue to aspire for more. To borrow the words of Martin Luther King Jr., we in CISF believe that, if we get an opportunity, we fly and if we can’t fly, we try to run; if we can’t run, we walk and in the most adverse condition, we crawl. But most certainly we keep moving forward.

During 2018, there were remarkable achievements in the field of crime prevention and detection. As many as 251 units remained totally crime free and in different incidents, CISF apprehended 723 criminals and recovered property worth several crores. Similarly at Airports, CISF detected contraband worth Rs.26 crores, gold worth Rs.14 crores and foreign currency worth Rs.5.24 crores. Our “Lost and Found” website and the App have been of immense help to the rightful owners to reclaim their lost articles at airports. During the year, we have recovered unclaimed property worth Rs.60.15 crores at the airports. I am thankful to our personnel to bring back smiles to the worried faces of so many passengers. The uniqueness of CISF is also manifest in its highly trained and well equipped Fire Wing, which provides fire protection to 102 installations. During 2018, the Fire Wing attended 3713 fire calls and secured property worth Rs.765.47 crores.

I am also very happy to mention that the organization has worked hard to bring a sense of satisfaction to our personnel about their career growth. It is a matter of pride that 3159 non-gazetted

To borrow the words of Martin Luther King Jr, we in CISF believe that, if we get an opportunity, we fly and if we can’t fly, we try to run; if we can’t run, we walk and in the most adverse condition, we crawl. But most certainly we keep moving forward.

FROM THE DESK OF DIRECTOR GENERAL

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officials were promoted and decorated with ranks in a single day on Sep 11, 2018. Mass pipping ceremonies were held at New Delhi and Sector HQrs to decorate the newly promoted personnel with the epaulettes.

We successfully organized the International Aviation Security Seminar, the first of its kind on Oct 9-10, 2018 at Vigyan Bhawan, New Delhi under the aegis of the Ministry of Home Affairs and the Ministry of Civil Aviation. There was a huge participation of panelists and delegates from international aviation related agencies including ICAO, CAPA, FAA and TSA (of USA) and various agencies under Government of India besides Airline and Airport operators. The initiative of CISF in organizing such a successful seminar was highly appreciated by one and all.

Another feather to our cap is the successful hosting of 67th All India Police Athletics Championship-2018 from Dec 10-14, 2018 at Jawaharlal Nehru Stadium, New Delhi in which 34 teams consisting of about 1100 players & officials from Central Police Forces and State Police participated. CISF athletes clinched 03 gold medals, 03 silver medals and 05 bronze medals in various events. The gold winning performance of Lady ASI/Exe Himani, Lady HC/GD Sangeeta and HC/GD Ankit Rathi were praiseworthy. I am sure many more medals will follow in the coming events.

To commemorate the Golden Jubilee Year, a Himalayan Expedition of 09 days with the theme “Solid waste disposal for sustainable development” and “Hum fit to India fit” was organized by CISF from Oct 24, 2018 to Nov 01, 2018 in Uttarakhand. The CISF team collected more than 4 tons of solid inorganic waste from Kedarnath Wildlife Sanctuary area which was handed over to Rudraprayag Municipal Corporation for disposal. CISF team also conducted Mountain Biking, Trekking, Kayaking, Rafting and motivated the local boys and girls to include physical fitness and adventure sports in their daily life. Besides, 7.23 lakh saplings of fruit bearing and traditional trees were planted on July 07, 2018 across all units and formations. I also want to mention two noble

events conducted during the Golden Jubilee Year so far, namely, Blood Donation camps on “World Blood Donor Day” on June 14, 2018 and workshops on organ donation at various Sector HQrs & units which drew large scale and enthusiastic participation.

Last year, we lost two brave hearts, namely ASI/Exe Rajendra Prasad, PGCIL Wagoora, J&K on Oct 27, 2018 and HC/GD D. Mukhopadhyay during election duty at Bacheli, Chhattisgarh on Nov 08, 2018 in two cowardly attacks by terrorists and Maoists. Two months later, the personnel deployed at PGCIL, Wagoora displayed exemplary bravery in giving a befitting reply during a sudden attack by terrorists on Dec 28, 2018 forcing the terrorists to flee away.

CISF has always been at the forefront in the welfare of its personnel and their families. CISF Wives Welfare Association ‘Sanrakshika’ has been playing a major role to help the families and members to attain their full potential and thereby empowering them to contribute in a positive way. ‘Sanrakshika’ played a significant role in establishing new crèche and play schools besides actively participating in Swatchh Bharat Mission, opening of skill development centres for wards and families and night shelters at hospitals for the needy patients. Sanrakshika centers at unit level were also following suit closely, by organizing summer camps for children, yoga classes, health awareness programmes and tree plantations etc. CISF was also the proud host of the first in-house Women Conference held on Dec 17, 2018 at New Delhi where lady officers and personnel discussed various issues pertaining to women in uniform with the experts in the field.

On this auspicious occasion of CISF Golden Jubilee Day, I am confident that all the members of the Force will keep our flag flying high by upholding the motto “Protection and Security” and continue to serve the country selflessly. I convey my warm greetings and best wishes to the CISF personnel and families.

( Rajesh Ranjan )

Last year, we lost two brave hearts, namely ASI/Exe Rajendra Prasad, PGCIL Wagoora, J&K on Oct 27, 2018 and HC/GD D. Mukhopadhyay during election duty at Bacheli, Chhattisgarh on Nov 08, 2018 in two cowardly attacks by terrorists and Maoists.

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Dust, Discovery, Discipline : Duty

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A Crow dreaming to be an Eagle

Threats were there and staring in the face but could be squared up by exploring and exploiting opportunities.

– Dr. Trinath Mishra

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they were targeting CISF. Their argument was that CISF cover costs too much. They can obtain the same services from private agencies at a much lower rate.

Sensing the opportunity private security agencies had mushroomed almost overnight. These companies with fancy names, badges and uniforms provided men for duties who were neither trained nor briefed. Most of them were barely literate. Of course, they came cheap.

CISF, itself, had also contributed to this impasse. For a long spell, there had been excessive stress on the para-military aspect of the force. The commercial aspect had been neglected. This had led to estrangement between the consumer (public sector) and the service provider (CISF).

Conduct of some of its own officers had also been a contributing factor. They were rigid in interpreting their duties and responsibilities. If a contractor heckled an officer of the industry outside the gate of the factory but within the sight and reach of CISF men on duty at the gate, they refused to intervene on the ground that it was not within their notified jurisdiction. Law empowers every citizen to intervene and prevent occurrence of an offence. Citizens have been empowered to make even arrests if the situation required so. However these officers, mercifully they were few, refused to listen to any such plea of the management. No wonder the other side was eager to replace CISF with some security outfit which was more amenable to reason.

I had served in central armed forces like BSF, SPG and ITBP earlier but I found my experience of these forces to be of not much avail here. Those forces served the State. Their chain of command and control was clearly defined. They were accountable only to their hierarchy. CISF, on the other hand,

was more like a commercial organisation. As per law it was an armed force of the Union but largely for internal disciplinary matters. Like any other service provider it had to prove its worth. Now the competition was acute.

In my first meeting with Hqrs officers I asked them to make a SWOT analysis of the organisation in the present context.

After deliberations I came to the conclusion that the situation was difficult but not insurmountable. The Strengths of the force could tide over the Weaknesses. Threats were there and staring in the face but could be squared up by exploring and exploiting opportunities.

I was enthused when I found that the officers, specially the younger lot, were amenable to

For a long spell, there had been excessive stress on the para-military aspect of the Force. The commercial aspect had been neglected. This had led to estrangement between the consumer (public sector) and the service provider (CISF).

When I was posted as DG CISF, a batch-mate of mine ,who had done a long tenure with CISF earlier, made a remark, ' you are going to preside over the liquidation of the force'. He was re-phrasing the oft-quoted remark of Churchill.

Nonchalantly I had used the pet word of Kamraj Nadar, the Congress Supremo of the Sixties," Parkalam" (wait and see).

Within the first few days I realised that my friend's remark had not been made just in jest. The situation facing the force was indeed grim. Disinvestment was the catch word in the circles of public sector industries, the main customers of the force. Continual loss had forced government to realise that business is best left to businessmen. Bureaucrats had made a mess of the public sector industries and made it a bleeding sore. Government had brought up the scalpel of disinvestment to do the necessary surgery. Public sector had been tasked to cut out the flab.

Those were pre-9/11 days. The Punjab militancy had been contained. No major security threat faced the country. Management of industries felt that they could economise on security. Instead of reducing the non- productive personnel of their units- no one wants to part with his own,

Those were pre-9/11 days. The Punjab militancy had been contained. No major security threat faced the country. Management of industries felt that they could economise on security.

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pressing hard to be relieved of this duty. It wanted its men on border to do its primary duty. MHA wanted it to be replaced by CISF.

This matter had been hanging fire for quite some time. Earlier CISF Hqrs had expressed inability to take up the task. Strangely it had been stated that it was fit only to act as Chowkidars. It could not be entrusted with this task in a militancy -ridden area like J&K.

I found the comments not only uncharitable but offensive as well. I firmly hold the view that if the proper training and resources are provided, a force can perform as well as another. Our men are recruited from the same source-the peasantry, and physical and mental standards are the same for all.

However before noting my remarks I paid a visit to the site to make an on the spot assessment. On return I informed MHA that I was willing to accept the task provided BSF trained our boys in small area tactics and use of area weapons. Required new weaponry and communication equipment were also to be obtained.

MHA and BSF readily agreed. We put a battalion strength through intensive training in a BSF training centre located in J&K to give them a feel of the area. On conclusion I visited them. I found them confident and in high spirits. My heart gladdened when BSF instructors told me that the dedication to training shown my men was most commendable.

The unit was deployed as per schedule. They performed their duties to full satisfaction of all concerned. No untoward incident -to the best of my knowledge, has occurred so far.

Quite a few short and long term jobs came

I informed MHA that I was willing to accept the task provided BSF trained our boys in small area tactics and use of area weapons. Required new weaponry and communication equipment were also to be obtained.

change and adopt new ways and means to tackle the challenge. We set three primary tasks for immediate action: to explore and scout for new markets-no job, big or small, was to be overlooked; even short time assignments were to be welcomed; to get the Act amended in order to enable us to provide consultancy service as well as security cover to non-public sector organisations (with government approval) and to re-structure the training so that the personnel realise their true role i.e of a service provider. The factor of consumer satisfaction was to be made a high priority consideration.

Soon after we got an offer to manage the security of an exhibition of French paintings which was going to be held in the Gallery of Modern Arts (Jaipur House). It was to be a short time assignment. Masterpieces of world renowned French artists were to be shown. These paintings were very valuable and had been insured against astronomical sums of money. Naturally the organisers were worried about their safety and security. Masterpieces attract master thieves. The famous Hollywood movie ' How To Steal A Million' was based on this theme.

We immediately picked up the offer. We decided to make it a showpiece of our efficiency. I carried out a detailed reconnaissance of the premises with my staff officers and prepared an elaborate plan. SOP was outlined in consultation with the organisers. Officers and men were handpicked and briefed in detail. Special attention was paid to personal conduct-how to greet and how to direct them to the right person or place etc.

While briefing them I remarked, "We must put our best foot forward on this occasion."

Kirpekar, IG Hqrs, quipped," What do we do with the other foot, sir?"

All had a hearty chuckle. " Hopefully the other foot will come up to be on par with the best foot," I replied.

I paid a visit after a few days of the inauguration. I was keen to see the paintings. I was more keen to see how my men were comporting themselves vis-a-vis the highly sophisticated and sensitive visitors, who were flocking to the exhibition.

The visit was most satisfying and enjoyable. The feedback about performance of the men was excellent. Seeing the works of masters like Pissarro, Braque, Degas and Mallet in original was scintillating experience.

The organisers had deputed a guide to take me around. He was very knowledgeable. He explained the specialities of every painting in great detail. I was in a bit of hurry. To complete the round in quick time I set a brisk pace. The guide also started speaking at a faster rate. Suddenly a painting stopped me in my tracks. My attention got riveted to it. It was a black and white work captioned " A CROW DREAMING TO BE AN EAGLE " by Marc Zakharovich Chagall, a Russian-French artist of 19th century. He is known for synthesising the art forms of cubism, symbolism and Fauvism.

The content of the painting was very simple. It showed a sheep grazing in a pasture. A crow was perched on its back. It appeared to be in deep thought. In the right corner of the top of the painting the same crow had been painted. This time he was flying with the sheep firmly clutched in his talons.

" Sir, what makes you so interested in this painting?" The guide asked me.

"It depicts succinctly the predicament that we face," I told him." At present we are like this crow at the bottom. We are dependent on the public sector undertakings for the bugs to feed upon and yet we dream to fly like the one on the top with the market firmly in our grip."

He had a hearty chuckle. "May you realise your dream soon," he said.

Perhaps he told the organisers about my interest in this painting. I was happily surprised to get a full-size photo-copy of it as a gift on the conclusion of the show. I promptly put it on my office wall. It reminded me every day the dream that I cherished.

His benediction proved to be prophetic. Soon after a file was given to me for my views by MHA. It was about protection of Dul-Hasti project of Kishtwar(J&K). BSF which had been providing the security cover so far was

We are dependent on the public sector undertakings for the bugs to feed upon and yet we dream to fly like the one on the top with the market firmly in our grip."

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cooking. Large quantities of water, a must for fire -fighting, was impossible to obtain at this site.

I looked around for a suitable place. NISA, Hyderabad was found to be most suitable. It had sufficient space. Water was no problem. Hyderabad had a number of fire units. All kinds of fire incidents occurred round the year. Joint operations could be easily planned. Guest faculty was readily available.

I had the impression that the move would be welcomed by staff. Hyderabad had better educational and medical facilities. However, it was not so. Most of the staff belonged to western India. They were reluctant to shift to south. They prompted the local traders to approach state political leaders to oppose the move. The shift would deprive them of valuable customers, they were told.

This information necessitated another visit. I called a meeting of all local traders." The re-location of the fire-centre is not going to cause you any loss. In fact, it is going to increase your custom ten fold," I told them. " I am going to replace the centre by a big recruit training centre. At present 200-300 trainees come in a year. They are family holders. They spend their money carefully. The RTC will get about 3000-4000 trainees, young boys with ready money for the first time in their life. They will spend it more freely.

" I leave the choice to you. If you still want me to retain the fire -centre here, I shall let it be so," I concluded.

All of them unanimously opted for the RTC. Now I told the Commandant that I would inspect the centre at its new location after eight days.

It is my experience that if a firm date is set, the task is generally accomplished. On the ninth day I visited Hyderabad. I found that all men and all equipment had reached the new site and the work of setting up the centre was in full pace.

I had quite a few new projects in my mind. I wanted that CISF should be given the job of protecting the National Highways. I had briefed Gen. Khandoori, the minister in-charge, and had found him receptive. However , due to my transfer I could not reach it to fruition. I wonder why it was not pursued subsequently .

I was also planning to set up a disaster management centre. Many officers of the force had carried out rescue and relief programs along with the international team in Kutch in the wake of Gujarat earthquake. They could form the nucleus of instructional staff at this centre. Again my short tenure left the matter hanging.

At the time of handling over the charge of the force, I looked at Chagall's painting. "Well," I said to the crow, "I could not make you lift the sheep to the high heavens but I have definitely pulled you out of your brooding mood. Now your wings are stretched. Your talons are sharpened. Hopefully soon you will soar into the blue

DR. TRINATH MISHRA:Former DG CISF

Dr. Trinath Mishra, a 1965 batch IPS Officer of UP Cadre, was Director General, CISF from 14.01.1999 to 31.07.2000.

with the sheep firmly clutched in your grip. Goodbye !"

Though not fully realised, it was a dream worth dreaming : "Hold fast to dreamsFor if dreams dieLife is a broken-winged bird That can not fly.Hold fast to dreams For when dreams goLife is a barren field Frozen with snow.( Langston Hughes)

The unit was deployed as per schedule. They performed their duties to full satisfaction of all concerned. No untoward incident -to the best of my knowledge, has occurred so far.

our way subsequently. For some time we guarded the secretariat at Chandigarh which housed Hqrs of three governments - Punjab, Haryana and Chandigarh.

The real break came in the wake of Kandahar hijacking. It focussed attention of all on airport security. The nation could not afford a repetition.MHA and the Ministry of Civil Aviation looked for a viable solution.

The Commissioner of security, Civil Aviation, an IPS officer of J&K cadre was batting for creation of a new Civil Aviation Force. The state minister of this ministry was from Jammu. He was agreeable to his idea.

Seeing a big opportunity for our force , we also lobbied hard. 'There need not be a separate act of law for every offence and a separate force for every problem' was our argument. CISF was already there protecting seaports. It could easily slip into the role of the protector of airports as well. The unnecessary expenditure on raising a new force-which was a time consuming process also, could be thus avoided.

MHA supported our claim. Fortunately I knew Shri Ravindra Gupta, Secretary, Civil Aviation, well. He was from my cadre-state (UP) and we had served together earlier. He appreciated our proposition and assured me that he would give us a chance to prove ourselves.

Initially five airports were given to us. It was a good move. It gave us the opportunity to train our men on the spot. They took to this new job like a duck takes to water. The feedback from the airport authority as well as travelers about their performance of duties and conduct was very encouraging.

This assignment was not without hiccups. The local VIPs-state ministers and bureaucrats, now and then complained that our men were officious and overbearing. These persons, clothed in their brief authority, were accustomed to have a free run of the place. Their cheer-teams used to flock to airports to receive and sea-off them. Slogan shouting and garlanding them at entry and exit points had become a custom. The common wayfarer's inconvenience did not matter. The local police preferred discretion over strict compliance of rules.

All this stopped now. Naturally they were upset. They raised a ruckus. It was alleged that CISF was acting like an ' occupation force'. Our reply was simple. Get yourselves listed as exempted persons. We shall be very happy to accord the privileges. The rules, otherwise, would be uniformly applied. Luckily this storm in the tea-cup subsided quickly. Gradually other airports were also entrusted to us.

CISF Act had been amended meanwhile. Now we could provide consultancy services to clients. Our first client was Shri Chandrababu Naidu, Chief Minister of Andhra Pradesh ( united). He asked us to prepare a security plan for AP secretariat and adjacent buildings. As it was our first consultancy job, we tried to make it a model for future. We prepared three sets of models of the plan: the optimal, involving heavy investment; the pragmatic, involving reduced investment and a scheme which required very little extra expenditure-a rehash of the present bandobust. Arvind Ranjan, who headed the force later, was the project head.

After a month of critical study of the matter a power- point presentation was made. It was

attended by CM, other senior ministers and senior civil and police officers. I, too, joined the team. I was keen to see how we fared. It was quite a hard-going affair. A large number of questions and queries were raised, mostly by CM himself. However, our hard preparation held good. Raised points were explained to everyone's satisfaction.

Other such assignments followed. Metro was under construction. Its management asked us to prepare its security plan. In the report we had suggested that the security job of Metro network should be entrusted to CISF. They accepted the report but declined to accept the suggestion. However, later they had to but by then I had been posted out.

We remained on constant lookout for new markets. We learnt that a big power plant was going to be established at Simhadri, a place near Visakhapatnam. We approached the management with the suggestion that CISF should be associated with the project right from the blueprint stage; to let the CISF unit grow along the project. Luck held good this time also. The management saw the rationale behind the proposal. Later we were told that this step prevented considerable loss. Pilferage of construction material, a common occurrence at the initial stage when security walls are non-existent, was minimal at this site.

I saw the chance of making big strides in the field of fire-incidents management. We had a number of fire units and a fire training centre at Deoli, Rajasthan. I wanted to see how good this training centre was. I paid a visit. It surprised me that the fire-fighting training was being carried out in a dry area. The trainees were doing dry practices. Only going through the motions. Water was not sufficiently available even for drinking and

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36 37

In September 2003, when the DIB mentioned to me that the Home Secretary had decided to propose my name for posting as DG CISF, it came as a bolt from the blue for me. It was indeed an exciting offer after having been in IB for over three decades.

When I joined the CISF two weeks later, I did not realise that my tenure in CISF will become a stepping stone for an important post retirement appointment for me. While Tsunami on Dec 26, 2004 caused a large scale devastation on the eastern coast of India , including A & N Islands, it had something else in store for me. On the very next morning (Dec 27), we had the usual DG's Monday meeting with officers at the Hqr. I mentioned to them that the magnitude of loss of lives and property in this disaster (Tsunami) might possibly be the same as that of Odisha Super Cyclone (1999) and Gujarat Earthquake (2001). I added that in these two disasters the Govt had issued a circular after about 2/3 weeks seeking one-day voluntary salary contribution from all central Govt employees towards PM's Relief Fund. I suggested that same thing might happen again and therefore, why should not the CISF be the first organisation to volunteer to contribute in the PM's Relief Fund. All the officers agreed to this suggestion. After calculation the Sr Accountant mentioned

the CISF had advantage over other CAPFs in the sense that while the four CAPFs (BSF, CRPF, CISF & ITBP) had already been sanctioned two Bns each for the proposed NDRF, CISF was the only Force which had gone ahead getting the National Industrial Security Academy (NISA)

Down the Memory lane

After accepting the Bank Draft the PM complimented the CISF for being the first organisation to come up with this humanitarian gesture, even before any thinking on this issue by the Govt.

– Shri K M Singh

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Rescue equipment for NISA, courtesy USAID and having about 200 personnel trained in disaster response. Notwithstanding HS's observation, we decided to move these 200 trained personnel with equipment from their respective locations to Chennai to be in readiness for deployment in the A & N Islands. On the next day (Dec 28) the HS directed the four CAPF DGs to send as many personnel as possible to either Chennai or Kolkata to be flown by Air Force aircrafts to Port Blair. Our pre-emptive action of pre-positioning personnel at Chennai came handy. These personnel were soon flown from Chennai to Port Blair reaching there by the same afternoon (28th Dec). Mobilisation of personnel in other three Forces took time and by the time they reached Chennai and Kolkata the priority had shifted to airlifting of relief supplies and as such they had to go by steamers which took quite some time.

SHRI K M SINGHFormer DG CISF

Shri K M Singh, IPS officer of 1968 batch, Maharashtra Cadre, was Director General, CISF from the period 23.09.2003 to 30.04.2005.

For the next few days CISF personnel did commendable work in the Islands in terms of opening of roads, search & rescue, burial of dead bodies and crowd management at the airport etc. I was also at Port Blair during this period. A Brigadier in the office of the Lt Governor was coordinating the rescue and relief operations. A significant portion of his power point presentation comprised appreciation for Commendable work done by CISF. This presentation was shown to the PM also during his visit to Port Blair and it was appreciated by him.

In retrospect I feel that pro-active initiative by CISF in responding to the Tsunami in 2004 turned out to be the harbinger for my post retirement appointment as Member NDMA. I owe a sincere gratitude to CISF for a very satisfying tenure.

A significant portion of his power point presentation comprised appreciation for Commendable work done by CISF. This presentation was shown to the PM also during his visit to Port Blair and it was appreciated by him.

that this amount will work out to Rs.1.25 crores. It was also agreed in this meeting that this amount may be temporarily diverted from the Welfare Fund to be recouped later from next month's salary.

Thereafter, I contacted the NSA Shri MK Narayanan seeking time to deliver the Bank Draft of Rs.1.25 crores to him. His initial reaction was that we should wait till a decision is taken by the Govt on this issue. When I mentioned that we have already decided and the Bank Draft would be ready soon, he mentioned that in that case he would fix up a time with the PM for presentation of this amount. Later, he confirmed that PM had given the time at 3 pm on the same day (27th Dec). I visited

the PMO at the appointed time along with the Addl DG and IG Hqr. NSA took us to the PM. After accepting the Bank Draft the PM complimented the CISF for being the first organisation to come up with this humanitarian gesture, even before any thinking on this issue by the Govt. While introducing me, the NSA had mentioned to the PM that I was one of the experts on Kashmir in IB having served there for a number of years. Thereafter, PM asked me one or two questions on Hurriyat and then settled down for a discussion on Various issues relating to Kashmir over a cup of tea.

On the same day (Dec 27) I mentioned to the Home Secretary that the situation in the A&N Islands was very grim with the local

police people themselves affected and no presence of any CAPFs for rescue and relief operations. I volunteered to send about 200 CISF personnel already trained in disaster response at NISA, Hyderabad to A & N Islands. The HS did not agree and asked me to wait till the Govt takes a decision to deploy central forces in this island. Incidentally, the CISF had advantage over other CAPFs in the sense that while the four CAPFs (BSF, CRPF, CISF & ITBP) had already been sanctioned two Bns each for the proposed NDRF, CISF was the only Force which had gone ahead getting the National Industrial Security Academy (NISA) approved as `Centre of Excellence' for disaster response training, getting its trainers trained from ADPC Bangkok, acquiring latest Search &

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Securing the civil aviation operations

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Two decades down the memory lane

As I look back at my ling stint, close to two decades in CISF, on deputation from the Police, some unforgettable memories of the yesteryears flash

back as clearly as yesterday. My induction into CISF was more by an accident rather than any thoughtful choice and that too, with an initial dose of hesitation.

Back in September 1979, barely six years into service and working as an Additional Superintendent of Police in the massive 24 Parganas District in West Bengal. I chanced to represent the Superintendent of Police of my district due to his sudden indisposition, at a meeting of SPs of several districts, convened by the Fertilizer Corporation of India, in a posh lounge of the Great Eastern Hotel. The meeting was scheduled for provision of security to the godowns of FCI in the far-flung areas and was presided over by Mr A. Ghatak, the senior most Officer holding the rank of DIG in CISF.

After a sumptuous lunch, Mr Ghatak, a tall and smart Police Officer, with a fine reputation for

“Why don’t you join us in Orissa? We have a vacancy in Paradip Port”, he continued. “I don’t mind sir”, I responded casually without having any inkling about the nature of responsibilities of the force but thinking about the tempting prospect of serving in the familiar environs of my home state.

– Shri N. R. Das

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The transformation in its image was nothing less than revolutionary, the rock solid foundation of its progress having been laid by Sundernath Ji, an iconic leader. I have had the unique privilege of witnessing, in my eighteen years stint in several ranks, the unfolding of several historic events in the forward march of the force.

The first and foremost event under the leadership of Surendranath was piloting the force, through a raging storm to the safe harbor with the restoration of discipline by a firm hand. In his simple and powerful words, “Discipline is the heart of a uniformed force and when discipline is lost, the force deserves to be buried in t he graveyard”. The main strength of a uniformed force, he emphasized, depended on three core values- “Discipline (Anusasan), Integrity (Satyanistha) and Professionalism (Karmanistha)”. It was his constant endeavor to translate these core values into the psyche of the member of the force in their day to day working.

The most outstanding achievement under his dynamic leadership was the transformation in the identity and character of the force by declaration of CISF as “an armed force of the union” through a Constitutional amendment in July, 1983. This single measure endowed the force with an enhanced status and confidence lacking hitherto and it also empowered the force personnel to discharge their responsibilities fearlessly without being dragged by vexatious prosecutions as in the past. The wisdom of the amendment was realized within two months when a team from West Bengal Police came to Sanctoria, the head quarters of Eastern Coal Fields, to arrest an Assistant Commandant for his bold action against threat and violence by the political cadres of the left on a bandh day, the call for the bandh having been given by the left front. When the appropriate section of the Criminal Procedure Code was pointed out to the police officers, they beat a hasty retreat. The force was, no longer, powerless to deal with intimidation and violence of the muscle men of trade unions inside the plant premises nor was it helpless before the police in the face of motivated prosecutions by vested interests. There was, thereafter, no looking back for the force in the fearless discharge of duty. Surendranathji was succeeded by several distinguished chiefs, under whom I was privileged to serve, who left their fine imprints on the progress of the force.

A landmark event which I witnessed with great pride and joy was the presentation of President’s colours to the force, in recognition of its devotion and dedication to the nation, in the august presence of Shri P.V.Narasimha Rao, the then Prime Minister in a colourful ceremony at Ghaziabad Campus during the tenure of Shri Suresh Mehta, the architect of the function as the chief of the force.

A historic moment, I experienced, was the taking over of security of the airports, a bold initiative of Dr Trinath Mishra, the then Chief, after the hijacking of an Indian Airlines plane from Kathmandu in 1999. I had the proud privilege of remaining present as IG, North East Sector, during the Induction ceremony of the second Airport of CISF at Guwahati, one of the most sensitive airports at the time in the country. The presence of CISF at the Airports has given the force high visibility, confidence, sophistication and excellent exposure to the public at large. In the last two decades of its operation, the trust of the Government on the efficiency and reliability of the force in securing the Airports has been fully vindicated.

There have been several other changes in the force with the march of time but to me, the engine of growth of the force was fuelled by certain momentous events in some of which I was either a witness or at best, a very small player. Nevertheless, I look back at the challenging times with tremendous pride and satisfaction and also look up to its bright future ahead with great expectations.

After about three decades, when I took over as DG in Nov 2008, the force had already established a fine reputation as a tech-savvy, modernized, professional and highly dependable force.

SHRI N.R. DAS Former DG CISF

Shri N R Das, 1973 batch IPS Officer of West Bengal Cadre, was Director General, CISF from 17.11.2008 to 31.01.2012.

efficiency and integrity, walked briskly towards me and enquired “Do you belong to Orissa?” . “Yes Sir” I replied promptly. Prior to this meeting, I hardly had any interaction with him, his being away on deputation from the State Police and also his being senior to me by fifteen years. “Why don’t you join us in Orissa? We have a vacancy in Paradip Port”, he continued. “I don’t mind sir”, I responded casually without having any inkling about the nature of responsibilities of the force but thinking about the tempting prospect of serving in the familiar environs of my home state.

Once I returned to office and informed a senior colleague about the interaction that afternoon, he looked a little puzzled and asked “Do you know CISF is a Chowkidari Force. A Chowkidari is hardly respected in any set up. It would be a folly to go on deputation before doing a district in the state. Back out of it at once”. After his advice, I thought for a while to ring up Mr.Ghatak to express my unwillingness but my inner self prompted me to stand by my commitment.

When I look back after an interval of thirty eight years, I can say with a degree of pride that the decision in the chance meeting proved to be a blessing for me in the long run.

After about two months, I received posting orders to join as Commandant, CISF in Alloy Steel Plant, Durgapur, instead of Paradip Port as promised, the change occasioned by unforeseen incidents of acute indiscipline in the same unit leading to prolonged ‘gherao’ of the Commandant in his office by the members of the force against dismissal of two personnel, withdrawal of dismissal orders under duress and immediate repatriation of the Commandant to his parent unit in BSF. I was posted to the unit with an assurance that posting to Paradip would follow shortly.

At the time, most of the Central and some state police forces had gone on revolt against the administration, by deserting work, marching in the streets with slogans in support of their demands and indulging in intimidation and even assault against officers and the loyal personnel.

The image of CISF was at its lowest ebb with screaming headlines in the newspapers announcing firing by the army at the armoury of Bokaro Steel Plant after an army major was shot dead by the CISF men on duty. In the retaliatory firing by the army, 18 CISF personnel had been killed.

When I joined Alloy Steel Plant in March 1980 as Commandant in the backdrop of the agitation, I observed that the force personnel were not only looked upon as chowkidars with a low self esteem but also written off as indisciplined and ineffective

by the Management, the employees, local administration and the general public.

The poor image of the force after a decade of its formation in 1969, was quite demoralizing and inexplicable for me. Luckily, I witnessed the emergence of the same force as a vibrant, resilient and dynamic force within a couple of years of its proverbial trial by the fire, thanks to the strong and visionary leadership of Surendernath Ji, the then Chief, described by one of his successors as the father of the modern CISF.

After about three decades, when I took over as DG in Nov 2008, the force had already established a fine reputation as a tech-savvy, modernized, professional and highly dependable force, entrusted with the duties of securing extremely sensitive Government units such as Airports, Delhi Metro, Atomic Energy and several other units.

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The past is not dead and static. It carries in its belly, treasure troves of learning which can, if made judicious use of, propel us to a

glorious future. The 50 years of CISF’s journey have seen perilous phases that threatened its very existence. Friedrich Nietzsche had said, “What doesn’t kill you makes you stronger”; likewise, every time CISF adapted to its changing environment in the wake of a crisis, it has come out stronger.

What does history tell us?Whenever we talk of CISF’s history, a decadal comparison culminating in its induction at airports is unmistakable. Between 1970 and 1979, the overall strength of CISF grew by about 1100% while between 1980 and 1989; the rate of growth was 80%. The initial spurt can be explained by what we call a base effect in statistics which waned as fewer additions were made to its human resource in the following decade. This rate was further reduced to about 28% between 1990 and 1999 which, if we break it down further, between 1996 and 1999, the strength of CISF remained largely unchanged and actually experienced a negative growth rate of about 1.6%. In the life cycles of organizations, such a plateau demands

reinvention without which decline becomes imminent.

The New Economic Policy of 1991 saw a host of Public Sector undertakings (PSUs) getting wholly or partially privatized. In its chapter on ‘Privatization of Indian Economy’, Shodhganga writes, “...the 1956 Resolution had reserved 17 industries for the public sector. The 1991 industrial policy reduced this number to 8: (1) arms and ammunition, (2) atomic energy, (3) coal and lignite, (4) mineral oils, (5) mining of iron ore, manganese ore, chrome ore, gypsum, sulphur, gold and diamond, (6) mining of copper, lead, zinc, tin, molybdenum and wolfram, (7) minerals specified in the schedule to the atomic energy (control of production and use order), 1953, and (8) rail transport. In. 1993, items 5 and 6 were deleted from the reserved list. In-1998-99, items 3 and 4 were also taken out from the reserved list. On May 9, 2001, the government opened up arms and ammunition sector also to the private sector Thus, now only 3 industries are reserved exclusively for the public sector”.

This gradual privatization led to a spurt in growth of the Indian Economy. As per a World Bank estimate, the size of the

On May 9, 2001, the government opened up arms and ammunition sector also to the private sector Thus, now only 3 industries are reserved exclusively for the public sector”.

CISF in 2025: A vision for the future

The initial spurt can be explained by what we call a base effect in statistics which waned as fewer additions were made to its human resource in the following decade.

– Shri Arvind Ranjan & Shri Zahid Ali

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This data reinforces our belief that the future growth of CISF will come from the private sector including both manufacturing as well as services sectors. The future strategy of CISF should be multi-pronged focussing on the following:

1) Creating a niche based on its core capabilities: While private security agencies with backing from global corporations have been able to provide for non-core industrial security functions such as access control etc, for the core functions such as enforcement, armed response, CISF remains the only choice owing to its legislative foundations as an Armed Force of the Union. We must endeavour to consolidate this position.

2) Capturing the private security space: In merely 13 years, the number of persons

employed by private security agencies has ballooned to nearly 85 lakhs whereas even after 50 years of its existence, the strength of CISF is limited to about 1.5 lakh. Therefore, if CISF could devise a viable alternative to the private security agencies, the possibility of expansion is humongous.

3) Consultancy 2.0: The consultancy model being followed by CISF today is based on post-project surveys which can be redesigned. The survey can be done in the pre-project stage so that the security infrastructure and equipments could be embedded in the project structure and manpower deployed can be optimally planned in advance. Such an integrated security design would subsume the huge initial cost into the project cost and substantially reduce the recurring operational cost.

4) Cyber Security: In today’s information age, it is unimaginable to think of an office without internet or an adult without a smart phone. According to a study conducted by the Internet and Mobile Association of India (IAMAI), the number of mobile internet users was estimated to touch 478 million by June, 2018. While such penetration of internet facilitates flow of information and improves ease of governance and business, it also opens up and entirely new space for crime.

The Centre for Strategic and International Studies (CSIS), a think tank based in Washington D. C., USA, defines cyber security as “...an increasingly central facet of national security strategy” which covers “cyber warfare, encryption, military cyber capacity, hacking, financial terrorism, and more”.

economy at Purchasing Power Parity (PPP) nearly doubled from about 1030 billion dollars in 1991 to about 2082 billion dollars in 2000. It is evident that the gradual departure from the public to the private sector of the critical industries that drive the economy was accompanied by an unprecedented growth in the economy.

This trend however, did not augur well for CISF. The public sector undertakings shifted their entire focus on profit making. The ensuing cost-cutting resulted in substantial reduction in expenditure on security. Thus, the profit making companies started demanding reduction of CISF security while the loss making companies could neither discontinue nor pay for CISF’s services. Consequently, the outstanding dues soared during the period. This negative growth (of 1.6% cited above) led to a severe crisis for CISF. On one hand, its unique self-financing model came under strain while on the other, the very raison d’être of the Force seemed to be getting defeated as the critical industries in the private sector were not getting the kind of security required for their valuable assets.

All this while, CISF had still remained the sole industrial security service provider in the country. But things changed soon after when in 2005, the Private Security Agency Regulation Act (PSARA) was passed by the Parliament. A booming private sector fuelled the growth of numerous private security agencies which have inundated the industrial security space. These agencies, many of whom are backed by global corporations, took over the non-core components of industrial security and posed a challenge to the growth of CISF.

What helped the CISF weather the storm was the opening up of new avenues such

as airports, government building security, Delhi Metro, VIP Security etc. This experience teaches us two crucial lessons that must form the basis for our strategy for the future:

1) CISF’s fortunes have been inextricably linked with the upheavals of Indian economy. Therefore, in order to prevent a 1990s-like crisis in future, CISF cannot afford to rely solely on the public sector and leave its future to vagaries of chance.

2) It would serve us well to acknowledge that the crisis was overcome less by radical organic change within the organization and more by chance occurrences external to CISF at that point of time. In order to stay ahead of the curve, we must devise a more futuristic strategy.

The foundation of such reinvention has already been laid in the 2009 Amendment of CISF Act which allowed for the deployment of CISF in privately owned companies as well as companies jointly owned by the government and private parties. CISF’s improvisation in its deployment pattern aided by this legislative reassignment has resulted in CISF being able to make headway into the private sector. It is pertinent to mention here that our deployment in private sector so far has been only about 1% of our strength whereas the strength of all private security agencies combined is about 50 times our total strength.

The shape of things to comeIf we look closely, CISF’s presence in private sector is of two kinds – one where there is overlap of jurisdiction with private security agencies such as in Infosys, Reliance etc and the other where CISF is functioning in mutually exclusive areas, independently

without coordination with other security agencies, such as at airports. Also, recent developments have seen a number of airports and seaports being privatized and other large corporations like Tata Steel, new metro networks etc raising its own security agency or deploying private security agencies. It is in the second area where the opportunity lies.

Besides, a transformation of the industrial security market in India has also led to a shift from a largely human-centric security deployment to a more technology driven integrated security infrastructure especially for functions such as access control/ regulation, detection etc. With the advent of artificial intelligence and other novel technologies, the requirement of manpower is expected to go down further. Therefore, while CISF retains its exclusive role as a responder to the serious security challenges and should consolidate this position, it should revisit its technology-manpower mix to optimise it further for a more cost effective and efficient service for further expansion into the private sector.

The 4CsAs per Reserve Bank of India’s (RBI’s) ‘Handbook of Statistics on Indian Economy’, the Gross Capital Formation (at current prices, base year 2011-12) in Private Non-Financial Corporations has been over 3.5 times that in the Public Non-Financial Corporations in the last five years. Also, as per the Economic Survey 2017-18, the performance of corporate sector highlighted that the growth in sales of more than 1700 non-government non-financial (NGNF) listed manufacturing companies was 9.5 per cent in Q2 2017-18 compared to 3.7 per cent in Q2 2016-17 and the services sector is projected to grow at 8.3 per cent in 2017-18, as against 7.7 per cent in 2016-17.

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Given its reach and scope of impact, cyber security has become an indispensable component of any security infrastructure. As it is expected to gain more importance in future, CISF needs to build its own cyber and information security capability to get an edge over potential competitors.

Of the above focus areas, while 1 and 3 can be achieved by restructuring the existing structure, 2 and 4 will require us to make certain fundamental changes.

CISF CORPIt is here that we propose a stratagem that may unleash an era of dominance in the security space for CISF. Taking a cue from the likes of IRCON, NBCC, Indian railway Catering and Tourism Corporation (IRCTC) among others, a corporation of CISF on these lines can be raised. This corporation would have the following features:

1) It would be an entity totally independent of CISF and would be administered under PSARA provisions.

2) It would be manpower oriented and will specialize in the non-core functions of industrial security.

3) It will offer cost-competitive services and would capture the market presently occupied by private security agencies.

4) It would retain Ex-CISF personnel who form the backbone of the private security agencies.

5) Through FDI route, it can serve beyond borders.

Once such a corporation becomes operational, CISF with a more officer-oriented character can focus on the following aspects:1) Consolidating its exclusive capabilities

and creating a niche for itself. 2) Research and Analysis3) Intelligence gathering4) Cyber Security5) Training and Supervision

CISF working in sync with its corporation will have several advantages over its competitors. Client organisations would prefer CISFCORP instead of private agencies working alongside CISF which would form a more cohesive and effective security ecosystem. For example, in housing colonies of our client organizations, deploying CISFCORP would entail ease of administration and operations.

Contrary to barely trained personnel of private security agencies, CISF will bring well trained personnel some of whom would have a long experience of working with CISF. CISF’s surveillance and technology enabled intelligence coupled with field intelligence operating independently would form robust

information network that would not only prevent industrial crime but would also bolster national intelligence and security capability.

At this historic moment in CISF’s journey, let us resolve to combine a novel, viable and futuristic vision with its 50 years of experience to a ensure a stronger CISF and secure India.

At this historic moment in CISF’s journey, let us resolve to combine a novel, viable and futuristic vision with its 50 years of experience to a ensure a stronger CISF and secure India.

SHRI ARVIND RANJAN Former DG CISF

Shri Arvind Ranjan, 1977 batch IPS officer of Kerala Cadre, was Director General, CISF from 06.12.2013 to 30.04.2015.

SHRI ZAHID ALI Dy CommandantCISF Unit GBS, New Delhi

Shri Zahid Ali joined CISF in the year 2013. He is Master of Business Economics from Delhi University.

Co

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Protectors of iconic Private Establishments

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Mass Rapid Transport

CISF Security Matrix

CISF was inducted in DMRC on 01.04.2007 where the then Delhi Police Commissioner Dr. K. K. Paul handed over the security of the DMRC to the then Director General, CISF Shri R. K. Das,

– Shri Udayan Banerjee

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the right step to entrust the security of the Delhi Metro to Central Industrial Security Force (CISF). Their unblemished record and professional skill is certain to make the Delhi Metro safe for commuters.

METRO SECURITY TO CISF; FORTE OF THE FORCE :The Delhi Metro operations spread to Delhi NCR comprising Delhi, Gurgaon, Faridabad, Bahadurgarh and Noida. The commuters comprise of educated, semi-educated, urban, and semi-urban and some extent rural background from different states giving a mixed bag of commuters to be taken care of their travel needs. The highlights of the Force making it as a consensus choice between the GOI security designers were CISF PROVIDES INTEGRATED SECURITY SOLUTIONS UNDER A CLEARLY DEFINED CHAIN OF COMMAND. The Force has over the years of experience in Industrial and Airport security duties has achieved domain expertise in CCTV monitoring from security perspective, provide bomb detection and disposal arrangements with a customer friendly attitude apart from a trained pool of lady security personnel for checking/ frisking of women and also trained in martial art to provide SAFE AND SECURE environment to WOMEN COMMUTERS in DELHI METRO.

Mass Rapid Transport system facilitating timely movement of large numbers of commuters with least amount

of inconvenience to the urban setting is necessity in large Metropolis Cities worldwide. However, with terrorism, gaining momentum over the last decades, it’s ramification on the safe operations of the mass rapid transport system worldwide is a challenge to the security agencies.

Metros all over the world are invariably vulnerable to terrorist attack given their operation design and high volume of passenger transport each day. In the year 1995, at the Tokyo Metro, terrorists released Sarin Gas, killing dozens and injuring thousands. In 2004, the Madrid Train bombing consisted of a series of co-ordinated bombing which killed 198 people and wounded 1800. In 2005, a series of co-ordinated suicide bomb attacks on London Metro killed 52 Commuters and injured 700.

Delhi Metro is a Mass Rapid System which was planned to handle the growing traffic needs of the National Capital of India. The work of Delhi Metro commenced on 1st October, 1998. The execution was planned in phases. 1st operation was inaugurated on 24.12.2002, running from Shahdara to Tishazari (Red line; Line 1). 1st phase was completed on 27.10.2006 with 65.11 Km of route length. Phase 2 became operational from June, 2008 and completed by Aug, 2011 with 128 Km route length. Phase 3 (112 Km) planned to be completed by the year 2019 which was done. Presently, 348 Kms of Metro Rail is operational with 225 Nos. of metro Stations.

RISK MANAGEMENT MILIEU The London Metro terrorist attack of 2005 necessitated the Govt. of India to evaluate the threat perception for the Mass Rapid Transport System of Delhi Metro Rail Corporation and to provide matching security coverage to prevent attempts by the terrorist outfits to disrupt operations or incur loss of precious life’s of the users of the metro. The Delhi Metro symbolizes the new face of India with its vibrant economic growth, technological advances and complete turnaround in the quality of life for its citizens making the country truly “Incredible India”. It has also become a soft target for terrorists to discredit the country’s secular image and democratic values.

On 01.02.2007 the Union Home Minister GOI decided to hand over the security of Delhi Metro to CISF and CISF was directed to provide security from April 2007 relieving the Delhi Police and the private security (Group-4) from DMRC. CISF was inducted in DMRC on 01.04.2007 where the then Delhi Police Commissioner Dr. K. K. Paul handed over the security of the DMRC to Director General / CISF Shri R. K. Das, at the Central Park in Rajiv Chowk, New Delhi.

Dr. E Sreedharan the then Managing Director of DMRC said “The Government has taken

CISF provides integrated security solutions under a clearly defined chain of command.

Dr. E Sreedharan the then Managing Director of DMRC said “The Government has taken the right step to entrust the security of the Delhi Metro to Central Industrial Security Force (CISF). Their unblemished record and professional skill is certain to make the Delhi Metro safe for commuters.

DELHI METRO SECURITY MATRIX :One decade of CISF journey in providing security to Delhi Metro saw phases of high security alerts from terrorists and subversive groups. Senior most positions in MHA, IB, NDMA, Delhi Fire Wing and Delhi Police keep the security needs of Delhi Metro under constant review with much needed security advice to the force to implement for safe and secure operations of the Delhi Metro.

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DG, CISF Shri R.K Das & Delhi Police Commissioner Dr. K.K. Paul on 01.04.2007.

CISF set its footprint to Delhi Metro, as a single verified command Force to instill confidence to different stake holders in Delhi Metro (DMRC commuters, consignees, govt. security agencies).

With 1633 duty personnel, 04 canine dogs, 499 cameras CISF in 2007 set its footprint to Delhi Metro, as a single verified command Force to instill confidence to different stake holders in Delhi Metro (DMRC) commuters, consignees, govt. security agencies). In the beginning “Random” selection of commuters for frisking was undertaken. DFMDs were non multi zone as well. X-ray baggage machines were yet to be functional at stations. 2008 Mumbai terrorist attack and the Commonwealth Games asked for change in the methodology of security parameters in Delhi Metro.

2009-2010 saw CISF manning 80 metro stations with 156 XBIS, 371 DFMDs, 02 Kennel (06 Dogs & 10 dog handlers), 28 BDDS personnel and approximately 1400 Cameras. From random selection for security of commuters in 2007 CISF went for hundred percent checking of commuter’s at all metro stations in 2010. The initial wait time for security check for commuters was not readily accepted by the commuters and lot of effort by DMRC and CISF was done to take the commuters on board for such security needs. Metro travel promises safe secure punctual travel to commuters. Punctual with security check component necessitated by enhanced perceived threats was a challenge to CISF. The Force was trained in house about the metro security needs. Hundred percent security checks with profile reading were engaged. Periodic time sample checks at peak times by DMRC

2008 Mumbai terrorist attack and the Commonwealth Games asked for change in the methodology of security parameters in Delhi Metro.

and CISF at metro stations were introduced for self introspection and corrections. These tests saw introduction of more space in stations for security check, streamlining of passengers flow alongwith security display and announcements for commuters. |Apparently the working time for security at peacetimes hardly touches 05 Mins which is acceptable now to commuters for their safe travel.

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In the security matrix, the operation of CISF Quick Reaction Team as immediate responders to the security needs is worked out with cluster of stations under 01 QRT, defining clearly the response time within the given cluster of stations. The operational tie-up with Delhi Police, Haryana Police as well as Uttar Pradesh Police for requirement of the QRT as and when required is also put in place. Essential requirement of Mock Drill in regard to rehearsal and optimization of resources are continuously done in consultation with all the Government agencies to inspire confidence to meet the security challenges of the Metro network.

24 X 7 QRT of male as well as ladies CISF personnel is placed to install deterrence as well as to provide effective security needs of the Metro commuters.

The Force was trained in house about the metro security needs. Hundred percent security checks with profile reading were engaged. Periodic time sample checks at peak times by DMRC and CISF at metro stations were introduced for self introspection and corrections.

AIRPORT EXPRESS WAY (DAMEL): 2011 February witnessed the CISF moving

Social Responsibility For Challenged Commuters- CISF

CISF was inducted in DMRC on 01.04.2007 where the then Delhi Police Commissioner Dr. K. K. Paul handed over the security of the DMRC to Director General / CISF Shri R. K. Das,

into the Delhi Airport Metro Express Line (DAMEL) thereby embarked upon to provide commuters and baggage checking system under the unified command of CISF DMRC in-charge. The Commonwealth Games witnessed safe movement of foreign delegates and participants from IGI to different destinations as well as seamless commute of participants, organizers and general public to all the game venues on time without a single security breach despite the heightened security threats which was acknowledged across the board.

CCTV :For effective security with matching response to security incidents CISF and DMRC placed CCTV viewing arrangements with trained CISF manpower by 2013

CANINE TEAMS :CISF in 2007 with induction in Delhi Metro started canine teams at strategically important metro stations and high footfall metro stations are effective deterrent and intelligent security solution provided by CISF to provide safe and secure metro travel and operations.

BDS (Bomb Disposal Units):As an important and essential collarly to canine teams a trained pool of Bomb Disposal squad personnel in entire metro network is divided into segments for BDS/canine team area of work round the clock. Response time is also evaluated and rehearsed frequently to ensure immediate operational intervention as and when so required.

DISASTER MANAGEMENT SCHEME Disaster Management, natural & man made, was given due attention by GOI wherein premier government security agencies ie NSG, NDMA, DSMA, DP & DFS was put in place with CISF as First Responder. SARIN GAS usage in Tokyo Metro and

A lasting security of any system is based on shared responsibility of all stake holders. “EYES AND EARS” Scheme for commuters and especially women commuters

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the impending probability of CBRN and Radiological use by terrorists in metro network to disrupt safe travel always bothers security architecture.

SAFE METRO TRAVEL FOR WOMEN COMMUTERSWomen commuters security challenges gained more provenience after the NIRBHAYA incident in Delhi in 2012. Lady CISF personnel are presently in all the security check points with added responsibility to help and actively involved in safety/security of women commuters. Moreover, exclusive lady QRT team. are positioned at strategic locations for immediate reinforcement and intervention. As a proactive measure the Force has trained Lady CISF personnel in “KALI” martial art. The ‘KALI’ team de-boards male commuters from ladies compartment on daily basis & DMRC penalizes such commuters by imposed monetary penalty as per DMRC Act and Rules.

PASSENGER AWARENESS :A lasting security of any system is based on shared responsibility of all stake holders. “EYES AND EARS” Scheme for commuters and especially women commuters in school and college were actively undertaken by CISF. ‘NUKKAD NATAKS’ on the theme is organized from time to time in busy metro stations to sensitize general commuters to observe suspicious objects /movements and pass information to Metro CISF, observe security procedures etc. DMRC and CISF actively organize Commuters Awareness Campaigns to improve security arrangements.

Specialised group of crime intelligence wing of CISF actively engages itself in Metro Safety security. This group of plain clothes men and ladies group act as spotters,

passenger profile personnel with charter to keep DMRC Commuters safe and secure.

CISF helpline for metro commuters was introduced in 2012 with Tele Numbers 22185555 handled by the CISF helpline thereby increasing the commuter satisfaction & faith in Delhi Metro security arrangement.

The decade long presence of CISF in Delhi Metro for security service saw increased footfall from 3,90,180 in 2007 to present 30,00,000 per day having hazzle free safe and secure commute in 225 Metro Station spread in NCR Delhi coming a spread of 348 Kms. Delhi Metro security matrix is constantly under review by GOI and the Force (CISF) is committed towards upgrading the components of security i.e. CCTV monitoring, canine spread, BDS team upgrade, checking procedures upgrade, training, and crime prevention to make Delhi Metro commute a safe, secure and a satisfying experience.

SHRI UDAYAN BANERJEEInspector General, Adm

Shri Udayan Banerjee joined CISF as Assistant Commandant in the year 1989. He is MA in History and he is recipient of Director General’s Disc in 2001 & 2004, Police Medal for Meritorious Services 2009 and President’s Police Medal for Distinguished Services 2016.

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Introduction of

Competency Based Training (CBT) in CISFA competency may be defined as ‘an appropriate mix of knowledge, skills and behaviours required for carrying out a task efficiently and effectively’.

– Shri Vikram Thummala

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COMPETENCY APPROACH TO TRAININGThe fundamental principle of the competency approach is that every job should be performed by a person possessing the competencies required for it. A competency may be defined as ‘an appropriate mix of knowledge, skills and behaviours required for carrying out a task efficiently and effectively’. This approach enables us to define the right Knowledge, Skills and Behaviour required for a job; to prepare the person to hold the job through training and to place the person with the right competencies in that job so that he / she can perform the job well. Therefore posts have to be classified based on the functions performed and the related

competencies have to be mapped to those functions. The training plan of the Ministry / Department then needs to address the gap between the existing and the required competencies of its staff.

If the competency approach is built into the training process, right from the stage of training needs analysis, the required knowledge, skills and behaviours will be identified comprehensively and holistically as training needs for each role. Thus, there is less chance of missing out on any of the competency aspects of a given role and suitable training interventions can be designed accordingly.

COMPETENCY-BASED TRAINING PROCESSAs can be seen from Figure 1, application of competency-based approach to training involves the following key processes in that order:1. Mapping of Employee Services and

Cadres2. Mapping of Employee Roles &

Responsibilities3. Mapping of Competencies of the Roles4. Competency-based Training Needs

Analysis5. Competency-based Module Design &

Development6. Competency-based Training Evaluation

Figure 1 : Application of Competency Approach to Training

Service

Training Needs Analysis

Training Module Design & Development

Training Evaluation

Sl No. Knowledge Skills Behaviours

1.

2.

3.

4.

n.

Cadre n

Cadre 4

Managerial Cadres

Cadre 3

Cadre 2

Supervisory Cadres

Cadre 1Operational Cadres

Role 1

Responsibilities

Competencies

Role 2 Role n

It can be seen that conduct of Training Needs Analysis is an integral part of the implementation of CBT and does not have to be undertaken separately.

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IMPLEMENTATION OF CBT IN CISF AND NISA The implementation of the above key processes in the CISF context is discussed below:1. Mapping of Employee Services

and CadresIn CISF the employee Services and Cadres of the Executive and Ministerial/Steno wings could broadly be mapped into various functional cadres as shown in Figure 2

Within each of the functional Cadres the ranks could be further mapped based on the existing and well-defined hierarchy in CISF. As an example, the mapping for Supervisory cadre is shown in Fig 3.

2. Mapping of Employee Roles & Responsibilities

3. Mapping of Competencies of the RolesTo implement CBT in CISF, for each of the ranks of personnel in the various Cadres of the Force the processes mentioned at Sl No 2 and 3 above would have to be carried out by going through the following steps:

1. List out all the roles that could be assigned to a CISF person of the particular rank.

Figure 2 : Functional Cadres in CISF

2. Among the roles differentiate between the

a. Basic roles which could be assigned to every person of that rank and

b. Technical roles which are technical in nature and an officer of the rank could be expected to discharge that role fully and satisfactorily only after further specialized training.

3. For each role, list out all the responsibilities that a person has to

discharge in that role 4. Further, for each responsibility

enumerate all the competencies i.e. the Knowledge, Skills and Behaviour required by a person if he/she has to discharge that responsibility satisfactorily

Figure 3 : Ranks within the Supervisory Cadre

Managerial - GOs

Supervisory – SOs

Operational - ORs

AC/JAO

Insp/Min

SI/Min

ASI/Min

HC/Clrk

Insp/Steno

SI/Steno

ASI/Steno

AC/Exe

Insp/Exe

SI/Exe

ASI/Exe

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The mapping of the roles for SI/Exe was carried out at NISA and the Basic roles (which were further classified into Operational and Administrative) and Technical roles identified as shown below:

Sl. No.

Operational Roles Administrative Roles Technical Roles

01. Shift In-Charge Regimental Duties (Sainik Sammellan, Inspection Of Unit)

Computer Lab In-Charge

02. Butt Officer Canteen In-Charge CIW In-Charge

03. Gate In-Charge M T Section I/C Screener at Airports

04. Unit Level Training I/C QM In-Charge QRT/STF

05. Control Room In-Charge Mess Secretary BDDS In-Charge

06. Access Control Duties Coy 2 I/C (Adjutant) Intelligence Wing In-Charge

07. PSO Duties L O Duty Wireless Section In-Charge

08. Platoon Commander during IS And Election Duty

Kote In-Charge Dog Squad In-Charge

09. Control Room In-Charge Library In-Charge

10. Incident Report Writing (Short Term)

FWC In-Charge

11. Guarding And Escorting In-Charge (VIP/ Valuables)

Reserve Inspector In Small Units

12. Party In-Charge Enquiry Officer (PE)

13. Post Commander Estate In-Charge

14. ROP In-Charge Pass Section In-Charge

Further the various responsibilities that have to be discharged in each of the above roles were enumerated and the competencies required for each responsibility were mapped to them. The details of this mapping can be obtained from NISA, Hyderabad.

Similar exercise would have to be repeated for all ranks in all cadres of CISF. The training institutes that run the basic induction training or PCC/PPCs for these ranks could take the lead in this regard. This would help the training institutes to verify and ensure that the Basic courses and pre-promotion courses are sufficiently covering all the required competencies. Incidentally NISA has recently completed the work for the rank of AC/Exe also.

4. Competency-based Training Needs Analysis (TNA)The next step after Competency Mapping is the conduct of TNA. To conduct a comprehensive TNA, the competencies mapped for the roles and responsibilities of a rank could be circulated to a. Serving personnel of that rank b. their immediate superiors and c. their cadre controlling authoritiesto elicit their views with regard to both – the enumeration of competencies and the gaps between the existing and desired competencies of serving personnel. After getting the feedback and views of all concerned, the competency framework for a rank can be frozen and the training needs ascertained. For the SI/Exe this TNA was conducted using an online tool called Surveymonkey.

The competency framework can also be used to conduct pre-course TNAs before conduct of PCC/PPC or other specialized/in-service courses to ascertain the level of confidence of the

participants with regard to the identified competencies. The outcome of the TNAs can be used to design and deliver the courses better.

5. Competency-based Module Design & DevelopmentAfter the training needs are ascertained for personnel of a particular rank, training modules have to be designed and developed ensuring that during the training sessions for each of the targeted competency, the trainees are taken through all the stages of Kolb’s Experiential Learning Cycle namely:

a. Teach the basic theory and fundamentals about the task to be performed

Figure 4 : The four stages of Kolb’s Experiential Learning Cycle

ConcreteExperience

Feeling

Active Experimentation

Doing

Abstract Conceptualisation

Thinking

Reflective Observation

Watching

Processing Continuum

Co

nti

nu

um

Pe

rce

pti

on

b. Make them do an exercise that simulates the task to be performed as closely as possible

c. Evaluate the performance of the trainees in the exercise and give them individual feedback

d. Give them additional such exercises as homework or out of classroom work and ask the peers to evaluate each other’s work before the next session

This would mark a significant shift from the traditional method of course design that primarily focuses on subjects and topics to be taught. In the case of SI/Exe, the results of the TNA and the competency framework were used to:

1. Modify the existing basic training

of the SI/Exe to ensure that all the competencies are satisfactorily covered

2. Introduce modules of Experiential Learning in the training for the identified competencies (roles listed earlier) using NISA as a model CISF unit

3. Identify the need and design Specialised training modules to develop the required levels of competencies in the SI/Exe for Technical Roles. For e.g. the need was felt to run specialized courses for the following roles : canteen I/C, computer lab I/C, BDDS team I/C, SI/QM, etc

6. Competency-based Training EvaluationEvaluation of the trainings imparted is recommended to be done at the following three levels.

1. Program Level 2. Learning Level 3. Job Behaviour Level

Program LevelThis involves analyzing the results of the trainee feedback given at the end of the training program on contents, training methods, training materials, trainers, duration and timings, venue facilities and other administrative arrangements. This evaluation provides feedback on the said aspects so that they can be improved in subsequent training programs. At NISA this is done regularly at the end of each course. The feedback from the recently passed out batches of SI/Exe has been that they find the training modules structured on the CBT pattern to be very useful in preparing them for their future responsibilities.

Learning LevelThe objective of the evaluation at this level is to determine whether the intended learning in the trainees has taken place or not. This

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involves comparison of the results of the tests / presentations that the trainees are made to go through – both before and after the training. This provides feedback on the effectiveness of the training content and delivery. This is also being done in NISA now, by redesigning the type of tests/exams/etc for both the basic courses and in-service courses to specifically test the learning improvements in the various competencies. Importantly pre-course assessments have been introduced.

Job Behaviour LevelThe objective of this evaluation is to determine whether the given training created any impact on the job behaviour or performance of the trainees. This involves collecting required feedback from the trainee himself and his immediate superior officer as to whether there has been any perceptible improvement in his / her job behaviour. This should typically be done three months after the conduct of the course. Feedback forms would have to be sent to the trainees themselves and to their superior officers for filling and returning. This would be done in March 2019, for the last batch of SI/Exe that passed out in December, 2018. For earlier batches only informal feedback was being taken from the unit commanders about the performance of the newly passed out SI/Exe and from the SI/Exe themselves when they come to NISA for attending any in-service courses.

After analyzing the feedback from the above three levels of evaluation we can change and improve the training programs appropriately. That would complete the processes of implementation of CBT in the Training of SI/Exe in CISF.

DEVELOPMENT OF CORE AND SPECIALISED COMPETENCIES FOR CISFAs we do the competency mapping for all ranks and cadres, we will find certain

common competencies emerging for all CISF personnel though in varying degrees. The National Training Policy 2012 classifies competencies into Core Competencies and Specialised Competencies. - Core Competencies are those

that are generic in nature and all the employees of the Ministry / Department shall possess them with variation in levels -of the competencies.

- Specialised Competencies are the technical and terminal competencies, required to perform specific tasks

Core Competencies Specialised Competencies

1. Organisational Ethos

2. Ethics and Morality

3. Physical Fitness

4. Capability of Handling Firearms

5. Smartness in Turnout and Movements

6. Regimental Activities

7. Industrial Security Management

8. Effective Communication Skills

9. Leadership,

10. Financial management

11. People management

12. Information technology

13. Project management

14. Technology in Security

15. Legal Awareness

1. Training Abilities

2. Proficiency in Special Tactics

3. VIP Security

4. Capability in Bomb Detection and Disposal

5. Civil Aviation Security

6. Disaster Management

7. Consultancy

8. Counselling and Mentoring Skills

Figure 5 : Example of Dictionary for a competency (Source : DoPT Manual on CBT)

Leading OthersAbility to engage. energise and enable the team to excel

Level 1:SharesInformation/Reasons toMotivate

• Openly and proactively shares information• Explains the reasons for a decision taken• Makes sure the team has all the necessary

information• Regularty updates team regarding changes and

decisions made on related work

SOs – First level of supervisors

Level 2: PromotesTeam effectiveness

• Creates conditions that enable the team to perform at its best (for example, setting clear direction, providing appropriate structures, and attracting the right people. etc)

• Uses a structured approach to promote team morale and productivity such as team assignments, cross-training, etc.

• Gets member's input in order to promote effectiveness of the team or process

• Formulates clear objectives for team members to perform

• Welcomes and takes into account positive as well as negative feedback

GOs – Middle-level managers

Level 3:Backs the Team

• Defends the team and its reputation in public and stands by it

• Secures the required level of support and development for both members and the leadership within the team

• Encourages and promotes a culture of open feedback and takes corrective action wherever required

• Resolves conflict, if any, within the team in an effective manner

Unit Commanders

Level 4:Assumes Leadership

• Protects the team and its reputation vis-à-vis the larger organisation or the community

• Establishes norms for team behaviour ('rules of engagement') and imposes sanctions on its violation

• Spots and Grooms Talent• Sets a good example by personally modelIng

desired behaviour• Motivates the members to buy into the team/

organisation's policy and mission• Empowers, inspires, and energises the team to

understand and thrive in the changing environment

Supervising Officers like DIG/IG

Level 5:Communicates a Compelling Vision

• Communicates and creates buy-in for a compelling vision, that inspires confidence and generates enthusiasm and passion

• Inspires people in rising to the challenge of meeting the goals of Civil Services

• Is charismatic and is recognised as an outstanding team builder across departments

Top Leadership like ADG/DG

An example of such an entry is given for the core competency of Leadership (Leading Others) in the Competency Dictionary developed by DoPT as shown below:

CONCLUSION Once the core and specialized competencies for CISF personnel of various ranks are identified and their training is oriented to develop these competencies we would have brought about a paradigm shift in the training function of CISF to make it more effective and relevant. These efforts would also help to identify the non-training interventions required to maximize the output from the human resources of the Force. Thus a strong and scientific foundation would be laid for Human Resources Management in CISF which would in turn make CISF a more competent and potent force.

SHRI VIKRAM THUMMALAIG, SS HQrs, Chennai

Shri Vikram Thummala is an IPS officer of the 1998 batch, Kerala cadre. He is a graduate in Computer Science and Engineering from IIT-Madras. He joined CISF on deputation in the month of March 2013, as DIG, NISA Hyderabad. He has published two papers on Cyber Crimes, which have been accepted by the All India Police Science Congresses of 2002 and 2003.

Therefore we have to identify both the Core and Specialised competencies for CISF personnel of various ranks and formalize them. Some of the suggested competencies are mentioned below:

For each of these competencies we need to develop a dictionary that would contain a. The definition of the competency b. The various levels of the

competency c. The indicators for the various levels

and d. The ranks of the personnel to

whom the various levels would apply

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'kfDr vkSj ≈tkZ

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Profiling An Effective Tool in

Intelligence Security Architecture

As has rightly been said by the former FBI Director, Robert Mueller “what we need to do better is be predictive, we have to be pro-active, we have to develop the capability to anticipate attacks, we have to develop the capability to look around the corners and that is the change…”.

– Smt. Pratibha Agarwal

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CISF, one of the premier security forces, is entrusted with the security of vital installations which also includes hyper-sensitive

places like Airports and Metro which have increasingly high footfall. While in conventional industrial units such as Steel, Power, Oil etc entry / exit is mostly restricted to those having work / business inside, such restriction could be imposed by introducing a robust pass system and access control mechanism, access to Mass Transport Systems such as Airports & Metro is open to all. These installations have long been attractive targets for various terror groups mainly because of the propaganda value associated. A single undesirable / terror incident at these places, which has large public interface, can be catastrophic and the very nature of these installations make them highly vulnerable to terror attacks posing a major challenge to Security. Hence the security mechanism at such places, need to be foolproof with introduction of highly sophisticated technology/gadgets. Having said that, it is also beyond doubt that tightening of security or conducting multi-layered security checks through various technical gadgets/procedures also raise issues such as intrusion in privacy/personal freedom and perceived as hindrance to smooth travel and cumbersome by those who undergo these checks even some times upto the extent of offending a passenger.

Therefore, there is need to devise a security apparatus which is finite as well as also appears/perceived as a necessity and enabler / facilitator rather than cumbersome and tedious. Here comes the role of intelligence which should be an important component of any security design.As is correctly said that ‘any security apparatus without intelligence is unimaginable as life of a fish without water’.A realistic intelligence mechanism based on critical analysis of cases of security violations / lapses and identification of trends, reduces the perception of inconvenience and invasion on privacy as stated earlier. In the present global scenario, responsibility and role played by intelligence apparatus especially humint, has thus increased manifold as it adds pre-emptive and preventive dimension to any security architecture. Profiling which is pivotal in identification of a threat,constitutes an important component of any intelligence structure.

Though in the aftermath of September 2011 terror strike in USA and July, 2005 London Tube bombings, various security measures like placing a number of items on the banned list for travelers, and better screening of baggages have been put in place and, no doubt, that today the passengers face ever longer list of prohibited items, it is being increasingly argued that it is passengers themselves and not the

contents of their bags which need to be subject of in-depth scrutiny. As has rightly been said by the former FBI Director, Robert Mueller “what we need to do better is be predictive, we have to be pro-active, we have to develop the capability to anticipate attacks, we have to develop the capability to look around the corners and that is the change…”. This prediction / anticipation is only possible if an Intelligence officer is capable enough to identify and flag off what is known in Intelligence parlance as ‘suspicion indicators’ and this process is what could be termed as ‘profiling’ in context of security / protection. Profiling helps a security officer to identify situations, objects or people as suspicious and to carry out a situational threat assessment. Therefore, the objective of profiling is to determine whether or not a person, object or situation, represents a real threat and if so, alerting/preparing the Security for a suitable response in order to neutralize the threat or to avoid any untoward incident.Profiling relies heavily on the human element in the security architecture. While the technology helps in detection of weapons or undesirable objects, profiling focuses more on intent of a person and thus predicting a situation before hand.

When we talk of ‘suspicion indicators’, these could be derived from any aspect of the behaviour of a person including his attire, accent, identity both as projected

While the technology helps in detection of weapons or undesirable objects, profiling focuses more on intent of a person and thus predicting a situation before hand.

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in documents in his possession and also by his ‘cover story’. A good Intelligence officer would be able to properly study the suspicion indicators and correctly analyze them well in time. Through an unobtrusive observation of the behavioural pattern, movement & appearance and with intelligent / relevant questioning of the passengers on random basis, an Intelligence/security officer could identify / flag such elements that appear to be suspicious or not conforming to the profile he/she portrays. For example, a passenger claiming to be a film producer may know nothing about films or a passenger travelling long distance not having any checked-in luggage/less luggage or a passenger choosing Airports far away from his / her native place. Unusual behavior like shifting of queues, uneasy behaviour, late or early reporting, over reaction to normal questions, no eye contact during conversation, last minute purchase of tickets, excessive talking, aggressive postures, nervousness, hurry to pass the security, being unfamiliar with the topography / culture of the place from where IDs have been procured etc, are some of the ‘suspicion indicators’, a Security / Intelligence officer should be well versed with. A proper profiling helps in spotting / detecting any kind of undesirable / unscrupulous element from the crowd, and to assess and analyse behavioural traits, to identify inconsistencies in replies without alerting / offending the passenger.

At last, it goes without saying that a good understanding of the current affairs/developments both at national and international scenario including the modus-operandi adopted by various terror / anti-national elements in general and familiarity

with area specific threats in particular are some crucial factors, which are pre-requisite for a meaningful profiling. Taking into consideration the above factors and an appropriate training, a profiler would definitely contribute to effective countering/neutralizing of a threat and thus an effective tool in the overall security dynamics, especially in places having large public interface.

A good Intelligence officer would be able to properly study the suspicion indicators and correctly analyze them well in time.

SMT. PRATIBHA AGARWALDIG (Int), FHQrs

Smt. Pratibha Agarwal, DIG joined CISF in 1992. Besides serving in various CISF units, she also has a long experience of serving in IB, where her work was recognized through one of the most prestigious awards of IB on two occasions in 2007 and 2010. She is a recipient of Police Medal for Meritorious Service in 2018.

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Turning dreams into reality

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Concept, Policy Framework and Role of CISF

Disaster Management

A disaster refers to a catastrophe, mishap, calamity or grave occurrence from natural or man-made causes, which is beyond the coping capacity of the affected community.

– Dr. Shikhar Sahai

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CONCEPTA disaster refers to a catastrophe, mishap, calamity or grave occurrence from natural or man-made causes, which is beyond the coping capacity of the affected community. Disaster Management involves a continuous and integrated process of planning, organising, coordinating and implementing measures which are necessary or expedient for: • Prevention of danger or threat of any

disaster.• Mitigation or reduction of risk of any

disaster or its severity or consequences.• Capacity building including research and

knowledge management.• Preparedness to deal with any disaster.• Prompt response to any threatening

disaster situation or disaster.• Assessing the severity or magnitude of

effects of any disaster.• Evacuation, rescue and relief.• Rehabilitation and reconstruction.

A typical DM continuum comprises six elements; the pre-disaster phase includes prevention, mitigation and preparedness, while the post-disaster phase includes response, rehabilitation, reconstruction and recovery. A legal and institutional framework binds all these elements together.

India is vulnerable, in varying degrees, to a large number of natural as well as man-made disasters. Around 58.6 per cent of the landmass is prone to earthquakes of moderate to very high intensity; over 40 million hectares (12 per cent of land) is prone to floods and river erosion; of the 7,516 km long coastline, close to 5,700 km is prone to cyclones and tsunamis; 68 per cent of the cultivable area is vulnerable to drought

India is vulnerable, in varying degrees, to a large number of natural as well as man-made disasters.

and hilly areas are at risk from landslides and avalanches. Vulnerability to disasters/emergencies of Chemical, Biological, Radiological and Nuclear (CBRN) origin also exists as the Bhopal Gas Disaster (1984) has shown. Heightened vulnerabilities to disaster risks can be related to expanding population, urbanisation and industrialisation, development within high-risk zones, environmental degradation and climate change.

POLICY FRAMEWORKOn 23 December 2005, the Government of India took a defining step by enacting the Disaster Management Act, 2005, which, inter alia, envisaged the creation of the National Disaster Management Authority (NDMA), headed by the Prime Minister, State Disaster Management Authorities (SDMAs) headed by the Chief Ministers, and District Disaster Management Authorities (DDMAs) headed by the District Collector or District Magistrate or Deputy Commissioner as the case may be, to spearhead and adopt a holistic and integrated approach to DM. This represents

a paradigm shift, from the erstwhile relief-centric response to a proactive prevention, mitigation and preparedness-driven approach for conserving developmental gains and to minimise loss of life, livelihood and property.

In 2009, Government of India adopted the National Policy on Disaster Management which provides a comprehensive framework for disaster management in India.

The National Disaster Management Plan (NDMP) of 2016 provides a framework and direction to the government agencies for all phases of disaster management cycle. The NDMP is a “dynamic document” in the sense that it will be periodically improved keeping up with the emerging global best practices and knowledge base in disaster management. It is in accordance with the provisions of the Disaster Management Act, 2005, the guidance given in the National Policy on Disaster Management, 2009 (NPDM), and the established national practices.

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The NDMP is consistent with the approaches promoted globally by the United Nations, in particular the Sendai Framework for Disaster Risk Reduction 2015-2030. It is a non-binding agreement, which the signatory nations will attempt to comply with on a voluntary basis. India will make all efforts to contribute to the realization of the global targets by improving the entire disaster management cycle in India by following the recommendations in the Sendai Framework and by adopting globally accepted best practices. The four priorities for action under the Sendai Framework are:1. Understanding disaster risk2. Strengthening disaster risk governance to

manage disaster risk3. Investing in disaster risk reduction for

resilience4. Enhancing disaster preparedness for

effective response and to “Build Back Better” in recovery, rehabilitation and reconstruction

The role of the central agencies is to support the disaster-affected State or the UT in response to requests for assistance. In the domains of DM planning, preparedness, and capacity building, the central agencies will constantly work to upgrade Indian DM systems and practices as per global trends. The planning framework has arranged the actions envisaged for risk reduction under five thematic areas for action with one of the four priorities for action of Sendai Framework

as its dominant feature.

For each hazard, the approach used in this national plan incorporates the four priorities enunciated in the Sendai Framework into the planning framework for Disaster Risk Reduction under the five Thematic Areas for Action:1. Understanding Risk2. Inter-Agency Coordination3. Investing in DRR – Structural Measures4. Investing in DRR – Non-Structural

Measures5. Capacity Development

The activities envisaged in the NDMP and the Sendai Framework fall into short/ immediate (within 5 years), medium (within 10 years), and long-term (within 15 years) categories, which will be implemented in many instances concurrently, and not necessarily sequentially.

The DM Act 2005 mandates strong association of the community and civil society with the CBDM process through well-thought strategies of awareness generation, capacity building and training.

The most significant mention for community involvement is in the context of State Disaster Management Authorities (SDMAs) and District Disaster Management Authorities (DDMAs). The District Disaster Management Authority, headed by Collector or District

The role of the central agencies is to support the disaster-affected State or the UT in response to requests for assistance.

Magistrate or Deputy Commissioner and co-chaired by an elected representative, is encouraged to involve non-governmental organizations and voluntary social-welfare institutions working at the grassroots level in the district for disaster management. It coordinates with various government departments at the district level and local authorities in preparation of Disaster Management Plans, preparedness, early warning, response, relief and mitigation.

ROLE OF CISFDisaster Management comes under the mandate of NDRF. A number of State Governments have also raised their own State Disaster Response Forces (SDRFs). 02 batallions of NDRF (at Mundali and Arakkonam) are manned by CISF personnel on deputation. The CISF personnel are trained at Fire Service Training Institute (FSTI), NISA, Hyderabad. DM training started at FSTI/NISA in the year 2003 under Program for Enhancement of Emergency

Response (PEER) of United States Agency for International Development (USAID). Since then, the Institute has trained more than 13,000 personnel in disaster management covering diverse subjects such as Medical First Responder (MFR), Collapsed Structure Search & Rescue (CSSR) and Chemical, Biological, Radiological & Nuclear (CBRN) emergencies. In addition to CISF personnel, FSTI has also conducted courses for other organizations including SDRFs, CAPFs, State Police/ Fire Services, Railways, Civil Defence and also personnel from foreign countries such as Nepal & Philippines. In other words, while the mandate for disaster management lies with NDRF and SDRFs, the CISF is playing an important role in capacity building.

The CISF deployed in various industrial undertakings is required to discharge specified duties as per the crisis management plan of that undertaking prepared in accordance with the applicable

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regulatory framework along with other agencies in various contingencies, including disaster situations. As a security agency, the CISF is generally called upon to perform the following tasks.• Access Control & defining safety routes

for entry & exit.• Cordoning of area of incident.• Intelligence collection.• Coordination with other agencies as per

contingency plan.• Assistance of law enforcement and other

agencies.• Communication with other stakeholders.

These tasks are essentially security related tasks which will be performed by any security agency. The CISF fire wing, whenever deployed, performs fire protection duties in such contingencies. The role of CISF in industrial disaster management can be broadened at 02 levels- Micro and Macro.

At micro level, the NDRF returned CISF personnel can be deployed in various hazardous industries and their services can be utilized in disaster situations. They need to be provided with requisite PPE, MFR/CSSR, decontamination kit & other equipment and training. The training needs to reorient them to specific requirements of that particular undertaking and should be conducted in the unit itself with the help of experts. This will contribute to value addition to the CISF brand. However, it needs to be noted that CISF DM team should provide assistance as first responder only and the overall responsibility must continue to rest with the Head of the Undertaking and the Safety Department which has the requisite expertise and knowledge of regulatory framework to deal with such issues on long-term basis. The basic security responsibilities of CISF should not be diluted.

At the macro level, the CISF can leverage on its USP as the only CAPF with a well-trained Fire Wing deployed in industrial undertakings. The CISF fire wing has much greater exposure to industrial hazards in comparison to State Fire Services. Disaster Management Batallions manned by CISF Fire personnel trained in industrial disaster management can be established in different hubs. According to NDMA, there are about 1,861 Major Accident Hazard (MAH) industrial units located in different parts of the country. The CISF hubs can be located in the vicinity of MAH clusters and render both fire safety and DM services in a cost effective manner. An understanding can be worked out with FICCI and other industrial associations in this regard. This will add to the profile of CISF as a unique multi-skilled Force with a synergy of security, fire safety and disaster management capabilities.

DR. SHIKHAR SAHAIDIG, FSTI, Hyderabad

Dr. Shikhar Sahai joined CISF as Assistant Commandant in 1992 and has served in different ranks in the force. He holds three post graduation qualifications (M.A. in Political Science from Delhi University, PG Programme in Public Policy and Management from IIM Bangalore & Syracuse University, US and Masters in Human Rights from Madras University) and a Doctorate (Ph.D) in International Relations from Patna University. He is a recipient of Police Medal for meritorious service in 2014.

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Sharp Shooters

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Oil & Gas Sector

Security Challenges

The security challenge in oil industries becomes more sensitive due to very nature of Oil Products, which are highly inflammable and hence along with securing the oil installations great emphasis is required on safety aspects of the products & people.

– Shri P.N. Thakur

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HOSTAGE TAKING OR GHERAO OF SENIOR MANAGEMENT OFFICIALS.Militant organisations have been following the extortion by means of terror, threats, physical and mental violence, and especially kidnappings. There is consistent fear amongst the employees of being taken hostage by these militant groups as they are required to be deployed in extraction process in inaccessible region because of the very nature of the oil industry.

BLASTING OF IED/BOMB/THROWING GRENADE/ FORCED COLLISION OF EXPLOSIVE LADEN VEHICLE.Militancy aims at affecting the economy, therefore oil sector is one of the easy targets in several ways. There have been instances wherein militants have blasted the exposed pipelines, or have disrupted the functioning of the industry.

SABOTAGE BY DISGRUNTLED EMPLOYEES OR LABOURERS.The sabotage committed by the employees can impact the overall functioning of the installation. It could easily be worse in case of oil industry. Apart from the foreign hostile subjects, the impact of disgruntled employees could potentially be catastrophic.

Today oil sector in India has got a prominent role in Indian economy. The development of Indian oil industry started mainly in the

North Eastern part of India in the place called Digboi in the state of Assam, and for a considerable period the production of petroleum and the exploration of new locations for extraction of petroleum were mainly restricted to the North Eastern states of India, until the discovery of Bombay high, which has changed the scenario of Indian oil industries drastically.

A number of refineries both in public as well as private sector along with the related works ranging from field survey to drilling rigs, and from transportation through pipelines to running large number of oil stations and pumps across length and breadth of country pose a number of security challenges.

The security challenge in oil industries becomes more sensitive due to very nature of Oil Products, which are highly inflammable and hence alongwith securing the oil installations great emphasis is required on safety aspects of the products & people. The security concern becomes more grave because the habitats around these installations, and visibility of oil installations, pipelines, moving wagons/ oil tankers.

Oil and gas installations cover huge geographical areas located both off-shore and on shore. The distributing sites are linked by networks of pipelines which are vulnerable both from hostile threats

and natural disasters. Development and exploration sites are often located in remote areas, having poor infrastructure and transport connectivity.

The security forces if less in number can be very easily outnumbered by the attackers. Similarly ships at sea are at risks of becoming targets of terrorist attack due to less number of crew and flammable nature of cargo.

The distributing pipelines either are highly visible and identifiable even if buried. Further, auxiliary installations such as compression stations are normally without any significant physical protection. The remoteness of the infrastructures adds to the vulnerability. The large area covered by a refinery, its operational complexity, and the significant flow of people and materials represent a major security challenge.

The presumable threats in Oil Refineries, Auxiliary Installations, Oil Cargo can be summarized as below: THREATS FROM INSURGENCY/ MILITANCY.The oil sector remains a favoured target of insurgents/ militant groups due to the impact it creates on the economy of a country/ region.

The above are just a broad categorization. Particular event/ threat may take a variation or combination of two or any of these. To counter the existing security challenges, the security strategies may be based on the following:

CHANCES OF MAJOR FIRE INCIDENTS.Oil and gas industries are prone to a continued risk of fire hazards due to many activities which can trigger the fire. Oil and natural gas provides the burning material thus make a perfect combination required for fire hazards to take place. In addition, vehicle collision, high pressure pipes, explosion, falls of machinery part, electrical hazards further add to the problem.

LEAKAGES IN OIL OR GAS PIPES.Leakages in increasingly remote oil and gas pipelines have obviously severe environmental and safety effects. Conventional pipeline monitoring solutions which are manually checked or patrolling by the security forces are not sufficient to give the real time information.

ATTACK ON MOVEMENT OF EXPLOSIVE VAN:Explosives is an essential component in the exploration process of the oil. However, safety & security during storage and transportation is a challenging job. Explosives are required to be transported from the place of storage to the site of use. Ensuring the safe movement of the convoy is a big security challenge especially in the security scenario of insurgency/ militancy affected areas.

ATTACK ON THE COMMUNICATION AND CONTROL SYSTEM:Due to inadequate security architecture and design of communication and Control System in Oil Industries, and lack of security procedures, there are very high chances that these systems can be made target by militants as well as by the saboteurs.

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PERIMETER SECURITY:Perimeter protection is a critical security issue for Oil industries as the various rigs, oil wells and GGS are sprawled in a vast area. Whether protecting critical infrastructure or valuable assets from theft, attack or sabotage, a robust perimeter security solution is a necessary first layer of defense, which can be ensured through concrete wall, fencing, chain linked fencing or in case of large area, demarcating the perimeter and placing sentries at visible distance of each others.

SURVEILLANCE PATROL:Visibility plays a big role in prevention of any crime. Besides, advance information can also be gathered through patrolling of the installations and especially of the long running oil pipelines along with other field set-ups like Oil wells and Rigs. Patrolling enhances safety and reduces the risk of vandalism or theft on such installations and rigs. It also promotes a safe workplace environment and enables rapid response to emergency situations. Regular patrolling can detect emergencies and fires, and alert the security force of any unsafe condition.

ACCESS CONTROL:Access control is a way of screening access of man, material and vehicle on basis which authorised and unauthorized can be distinguished. A robust access control restricts the access of those who are unauthorized, at the same time it is expected to facilitate those which are authorised. Access control is implemented both through conventional means like slide gate, perimeter wall and by using advanced technology e.g RFID, Smart Card Entry System etc.

USE OF SECURITY TECHNOLOGY:As indicated earlier, Conventional Access Control, Surveillance patrolling, pipeline monitoring solutions etc which are based on manual checking or patrolling by the security forces are not sufficient to give the real time information, hence it warrants intervention of technology. In today’s world of technology, there are several monitoring systems which provides real time, continuous, non-intrusive monitoring required to avert operational risks and delays, and provide the security personnel required information to keep analyzing.

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SAFETY MEASURES: Measures to ensure fire safety are to be given top priorities. A thorough inspection and safety audit may reveal unknown vulnerabilities at these installations and especially in tank areas where huge amount of crude is stored. Evaluation of all areas and work sites which are at higher risk of flash fires or explosions is very necessary. For example, during hot work, such as welding which may expose the combustible or flammable materials and cause fire, it is also necessary to keep equipments such as sprinkler systems and fire extinguishers ready for use. Furthermore, alert systems can be installed to alert the personnel to fire risk. Also suitable measures including installation of detection equipments need to be taken to ensure safety from dangerous gases. All personnel involved in the process e.g employees as well as security personnel should be trained to use the equipments for both fire and in case of gas leakage.

PROFILING/ INTELLIGENCE.To avert sabotage by disgruntled employees, profiling of the employees will go a long way. Also, intelligence amongst employees to ensure close supervision, and analysis of behaviour may indicate the imminence of such occurrence.

MUTUAL AID OF AGENCIES IN SECURITY: Mutual aid and assistance at different level of agencies of state multiply the overall efficiency to deal with an emergency situation. Time to time mock drills on different situation not only highlight the existing loopholes but also open doors for new improvements along the changing dynamics of security. Such multi agencies drills also offer a platform to exchange the best practices among each others.

Hence, the security of oil installations which are the backbone of our economy requires a continued evaluation of existing security threats with an optimum blending of available security forces and latest security technologies.

CASE STUDIES:The case study method often involves simply observing what happened which led to such outcome and further reconstructing ‘the case history’ of any event to analyse the event in-depth, and accordingly developing procedures to plug the loopholes. Several case studies in Oil and gas sector have been analysed so far, which offers valuable lessons to the employees who are directly involved in the process and also to the security forces.

SHRI P.N. THAKURDy. Inspector General CISF Unit ONGC, Nazira

Shri P N Thakur joined CISF as Asstt. Commandant in 1992 and has served in different ranks in the force. He has done M.Phil in International Organization from SIS JNU.

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Security Functioning in

Strife Torn J&K Region

‘Security’ has always been identified as a primary index of development and there exists an intricate relationship between security and development.

– Shri Arun R

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‘Security’ has always been identified as a primary index of development and there exists an intricate relationship between security and

development. Security, which is paramount, therefore has to be seen as a harbinger of development, more so in the strife torn Jammu & Kashmir region. There are two dimensions to the Kashmir conundrum as seen from the security perspective: the external dimension, due to Pakistani involvement and its false claim over the state of J&K, and the internal dimension, due to the socio-political demands of the people of J&K from the Indian state. The approach of security functioning varies depending largely upon the nature and context of the threats to security and the security scenario in Kashmir valley changed dramatically after the elimination of the Hizbul Mujahideen (HM) terrorist commander, Burhan Wani, by security forces on 08 July 2016. The recent trend has seen an upswing towards intensification of armed violence by militants along with foreign terrorists and participation of instigated, misguided common people in large numbers in violent protests against every symbol of the state.

CISF with its professionalism and dedication has earned a niche for itself as a premier force securing the nation’s critical infrastructure and assets by living up to its Mission- “To consistently upgrade skills and develop core competencies to protect and secure the nation’s critical infrastructure and assets through optimal utilization of human resources and modern technology”. CISF by nature of its mandate has a defensive role to play in security of vital installations and public places, and hence soft skills have become an integral part of its public discourse. However, in wake of the

More projects for security cover in Kashmir valley are in pipeline. Geographically, Uri-I, Uri-II and Kishanganga are located close to the Line of Control (LoC) having aerial distance of few hundred metres from LoC, lying well within the shelling range of the enemy state.

fragile security scenario in the valley and omnipresent lurking threat to take advantage of any loophole, it can hardly afford to be seen as a mere defensive tool in the security apparatus and hence has evolved itself as a mighty force to reckon with. It has learnt to effectively and cautiously tread the mid path between offensive and defensive. CISF is currently securing three NHPC installations viz. Uri-I, Uri-II and Kishanganga Hydro Electric Projects apart from a PGCIL Power Grid located at Wagoora in Budgam. More projects for security cover in Kashmir valley are in pipeline. Geographically, Uri-I, Uri-II and Kishanganga are located close to the Line of Control (LoC) having aerial distance of few hundred metres from LoC, lying well within the shelling range of the enemy state. Similarly, PGCIL Wagoora having mere

strength of about 100 security personnel is surrounded by hostile villages having presence of anti national elements, terrorist sympathisers and Over Ground Workers in substantial numbers.

The forces working in the Kashmir valley have seen various setbacks through years and lessons have been learnt from past failures to reinforce the security apparatus and fill in the voids and gaps left exposed due to obvious reasons (topography and geographical factors, anti-national sentiments, proximity to LoC etc). CISF has evolved itself to meet the challenges in the security of the national assets by adapting to the need of the hour and upgrading itself to defy the contemporary threats. Today, the major challenges before CISF in the strife

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torn J&K region are: sniper attack, Fidayeen attack, forced intrusion, shallow infiltration attack by foreign terrorists, kidnapping of force personnel, arms snatching, IED blasts, use of military uniform by terrorists to impersonate and conceal their identity, use of armour piercing cartridges (APC) by terrorists which easily penetrates the BR equipments available with forces and use of other sophisticated equipments and survival items provided by state actors to their sponsored terrorism. Violent unlawful assemblies, mob situation which has seen participation of misguided women and children in large numbers, stone pelting, compounded by other industrial security threats such as bandh/hartal, strike, theft, sabotage, espionage etc are also the challenges before CISF. The recent trend has also seen attacks on residential colonies and township areas/family quarters of security camps. Security duty in J&K becomes even more challenging due to the anti national and secessionist sentiments interspersed in common masses and local support to terrorists in the valley in general. There has been sustained misinformation propaganda by foreign entities to project every element of state power including CISF, NHPC as an occupationist force and an oppressive agent of the Indian state.

To meet these challenges, the units in the valley have come-up with innovative security strategies such as, use of multiple layers of security cover viz. first/outer layer consisting of perimeter security and access control, second layer to provide proximate security to the vital parts of the installation and the third/tertiary layer to

The recent trend has also seen attacks on residential colonies and township areas/family quarters of security camps. Security duty in J&K becomes even more challenging due to the anti national and secessionist sentiments interspersed in common masses and local support to terrorists in the valley in general.

provide in-depth security to the core of the unit. Other important aspects of security in the valley consists of unpredictable shift timings with four hours shift-duty pattern, improvised security gadgets such as tyre killers, barriers and bollards, use of decoy mannequins, routine and surprise checks of duty personnel, demarcation of stand-to posts for all unit personnel, alternate posts, daily stand-to drill with participation of all individuals present including tradesmen, all-round-defence of lines and barrack areas

especially during dark/graveyard hours, individual issue of arms/ammunition and protective gears to unit personnel, deterrent methods such as whistling and shouting by duty personnel to ward off any opportunistic attack etc. Anti riot equipments and weapons such as MBL Agni-varsha, gas guns, tear smoke grenades and shells, sten grenade, rubber bullets, SPAD etc. have been made available to deal with law & order issues effectively without use of lethal force and the men are routinely trained in use of these

Few strategically located family quarters within the township complex are used as barracks to station off duty QRT personnel to serve as quick reinforcement reserve during contingencies.

munitions. These munitions along with hand

grenades and extra ammunition are also issued at isolated and strategic duty posts

for use during eventuality. Considering the

nature of threat in the strife torn J&K, these

units are also using area weapons such as LMGs, MMGs and mortars for security duties and bullet resistant vehicles are used

by QRT for patrolling and area domination

at key points. All the entry-exit points are reinforced by installing/erecting covering

morcha to give effective cover to the security

person operating gates. Few strategically

located family quarters within the township

complex are used as barracks to station off duty QRT personnel to serve as quick reinforcement reserve during contingencies.

Moreover, the movement of troops outside

the protected areas is strictly prohibited to

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avoid kidnapping of force personnel and even essential supplies including fresh items are received through door step delivery. The movement of troops through terror infested south Kashmir is done either through air service or in convoy along with other paramilitary forces. However, a major impediment in the security is cost factor. More so when the security cost has to be borne by

development of the strife torn J&K region by securing the temples of modern India located in most volatile region of the sub-continent. It truly personifies the famous saying of ‘Iron fist in velvet gloves’. It makes sense that more and more undertakings are requesting for CISF security cover and the strength of the organization has grown from a modest 2800 to mighty 0ne lakh forty eight thousand.

industries meant to earn profits. Security cost in mostly considered to be an extra burden reducing the profits in the balance sheet whereas it should be treated as an integral component of cost of production. Security cost in J&K is comparatively on the higher side due to requirement of more manpower, sophisticated arms/ammunition and equipment to deal with the theatre specific threats. A trade-off has to be reached every time by persuading the client organization to accede to the security requirements.

Apart from the security threats, the men deployed in J&K region also have to survive the vagaries of nature such as temperature frequently dipping to sub-zero levels during winters, heavy snowfalls and consequent loss of connectivity making places islands in midst of snow, landslides, flash floods, cloud burst, earthquake with the area lying in high seismic zone etc. The snow received during the peak winter period freezes and lasts longer making even medical evacuations a herculean task at times. The men deployed in this region have to adapt to the harsh climatic conditions further aggravated by lack of oxygen in the atmosphere due to considerable height from sea level making air rarer. There have been instances of casualties and setbacks due to natural and environmental factors and any minor lack of precaution may lead to major incident. Kashmir is well known for its notorious spine chilling Chillai- Kalan, Chillai-Khurd and Chillai Bache, which are high speed winter winds with temperatures hovering below the freezing point. Our men brave all odds and stand guard to safeguard the strategic assets of the nation against nefarious designs of the anti national elements. The men are therefore trained in basic medical aids and precautions to avoid altitude and extreme climate related medical complications.

CISF in Kashmir valley in its own unique way is contributing to the nation building and

SHRI ARUN R, COMMANDANTCISF Unit HEP Uri-1 (J&K)

Shri Arun R joined CISF in the year 2008 as Asstt. Commandant. He is B.Sc. in Computer Science. He has been awarded DG's Commendation Disc for his role during induction of CISF Unit KGHEP Bandipora (J&K).

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ICT Advancement in

CISFThe main objective of M-power, the Mobile app, is to provide a single window, self-sustainable, e-Governance solution.

– Shri Sonu Sikarwar

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After its formation in the year 1969, CISF has evolved into a specialized and premier Armed Force of the Union & is known as Tech-

Savvy Force. CISF has been using modern gadgetry keeping pace with the time and achieving success not only through its quality security services, but also through its quality ICT (Information & Communication Technology) services. EDP Cell(IT wing of CISF) has developed an array of applications for making life of its personnel smooth & hassle-free so that they can fully devote themselves to the service of the nation. The best thing about ICT services of CISF is that all the applications are developed in-house and caters to the needs of its personnel on one hand like M-power and the public on other hand like Lost & Found web application for Airport & Metro Commuters. The major ICT initiatives of CISF include the following applications:

M-POWERThe main objective of M-power, the Mobile app, is to provide a single window, self-sustainable, e-Governance solution.

OVERVIEW OF THE INITIATIVE:CISF is providing security to over 380 installations of critical importance spread all over the country. To undertake the challenge of providing more than 1.45 lakhs of CISF personnel with one touch access to individual’s pay, addressing grievance and monitoring its status, personnel information, details of kit items due/issued to the individual. CISF introduced M-Power, a mobile app.

Mobile platform with PC/Laptop/Tablet/Phone equivalent.

Personalized and People friendly.

Oriented towards the requirements of Force personnel.

Widened Reach.

Evolving and Efficient.

Robust, secure and certified.

M

P

O

W

R

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Achievements:The M-Power has won DG NCRB Running Trophy for empowering Police with Information Technology in 2016.

This mobile app has been a runaway success with the CISF personnel as more than 1,40,000 personnel routinely access their data through this app. An Android based mobile app, M-power also provides one touch access to information of location and contact details of all CISF units spread across the country. To ensure that the same facility with equivalent look and feel is available on the internet to be browsed using a PC/Laptop/Tablet/Phone, an Employee Corner has been created as a link on the CISF website.

Apart from saving public money, the app boasts of being first of its kind from the stable of any Central Armed Police Force. Remarkable aspect about designing and developing of this mobile app is that it has been created totally in-house by the CISF personnel, for the CISF personnel and of the CISF personnel. More than 1,40,000 personnel have accessed this app, which shows tremendous response of the targeted audience. This app has also seen the concurrent surge in personnel in assessing Employee Corner.Thanks to this app, irrespective of the geographical location and access to desktop, CISF personnel can have a look at their transfer particulars, personnel profile, pay slips, kit items issued/due, register and track the status of their grievance. It facilitates quick grievance redressal, thus helps in reducing stress of the uniformed personnel.It is safe, secure and certified. It is also flexible and expandable. Moreover, the Unit Commanders have been provided with Dashboard on their mobile devices via this App to facilitate robust decision-making. This Dashboard provides real time access to the unit related information to the Unit Commanders.

The mobile app has facilitated quick dissemination and collation of information thus bringing about a smooth transition from e-governance to m-governance. M-power has emerged as a facility to the personnel

as well as a decision support system for the Unit Commanders providing them with critical operational information.

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ONLINE LEAVE MANAGEMENT SYSTEM (e-Leave)To ease the life of its force personnel performing duties far away from their families and to bring more transparency to the leave policy of the Force, CISF has replaced the traditional register based Leave Management System with a fully automated online system. With CISF establishments spread across the geographical stretch of the country and manpower of 1.45 lakh personnel, it was a big challenge to replace the 5 decades old system prevalent in the Force.

The system was launched in February 2016 and as of today it has automated the entire process of leave management within the Force, saving precious time of the personnel letting them focus more on the important task of securing assets of the country before them.The momentous response to leave management system can be judged by

GRIEVANCE REDRESSAL SYSTEMOnline Grievance Redressal Application is an efficient and effective system designed by CISF to address the grievances of force personnel. The application provides a transparent platform for all force personnel to air their grievances through proper channel

Grievance Redressal Application works at the following five levels:• Individual : (Every force member ) • Unit: (Each Unit Head)• Zone: (Each Zone Head)• Sector: (Each Sector Head)• FHQrs: (Every Branch of the FHQrs)

User can post grievance through employee corner or m-power.User can raise the grievance to next higher authority if required.If received in hard copy, grievance can be entered by the formation. While making the entry they can check if the grievance already exists.

GRIEVANCE MONITORING• Individual: Status of pending/disposed

grievances• Unit: Summary of pending/disposed

grievances of unit personnel. Units will have a list of the past grievances of individual. Summary of grievances sent to next higher level.

e-Vetane-Vetan package was launched on Feb 2014. It is one of the successfully deployed packages used by all units of CISF. This package is used for the following purposes:-

Salary bills like monthly bill can be generated.

Monthly Pay Slip. Schedules like GPF schedule,

advance schedules, income tax schedules.

Income Tax Calculation can be done. Form 16 can be generated.

E-Samarth file can also be uploaded through this package.

Last Pay certificate & LPC Salary. Various bill/schedules. Various other reports that is used

by the units for claiming salary bill. Promotion/suspension salary can

be generated through this package.

Bank File is generated through this package which is directly sent to PAO.

Files for Bhavishya Portal are also generated through this package.

Advances/over payments of previous financial years are shown in GAR-13(Bill outer) as per Govt of India prescribed Performa.

the mere fact that it is being used by 98% personnel of 1.45 lakh strong force.Since launch, leave page has been visited over 6 crore times and more than 14 lakh leaves have been applied online.

LEAVE MANAGEMENT

SYSTEM

APPLY LEAVE

VIEW LEAVE HISTORY

REAL TIME STATUS OF

LEAVE

REPORT JOINING

CHECK LEAVE BALANCE

MODIFY LEAVE IF

REqUIRED

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CISF LOST AND FOUND WEB APPLICATION:This user friendly web application caters to the needs of the people who travel through Airports or Metro and their belongings are lost/misplaced and is found somewhere inside the airport/Metro premises. It is customized as per requirements to suit the needs of different users who have either lost or found something while travelling. The idea has been successfully tested and a working prototype has been developed by the CISF in the form of Lost and Found Web Application.

This web application has been a runaway success with regular updates of such items from all airports, including International Airport, which are under the security cover of CISF. This app also facilitates contact details of all Airport Authority representatives to whom such items are being handed over.

CISF plays the role of a facilitator and does not entertain any claim for handling such lost items, as all responsibility lies with the Airport staff to return the items deposited by CISF at their store. Passengers can browse the CISF website https://www.cisf.gov.inand go to the Lost and Found tab to check all found items summary location & date wise.In case CISF finds any item, details are uploaded on this web application. Focus of the effort is to restore lost articles to their rightful owners.Every year articles worth several crores are restored to their rightful owners who have been facilitated by this web application.

e-KitWeb application for maintaining online individual kit records of personnel. Kit records of about 1,20,000 personnel are being maintained through E-Kit. It Facilitates issue of items and record generation automatically. Besides creating convenience of decision making both for the administrator and the user, it has also become the platform for generation of annual demand and planning of procurement.

Achievements:

Lost & Found Web Application has Won FICCI Smart Policing Awards 2016 in Category: Other Policing Initiatives.

GEOGRAPHICAL INFORMATION SYSTEM (GIS)It is a system designed to view and analyse the spatial distribution of CISF units spread across India. Information regarding the nearby units can be fetched by specifying the radius.Extremely useful at the time of contingency as all the information regarding the unit including the contact numbers of officials in the nearby locality

e-KaryalayWeb based File/Dak Management System proposed in lieu of conventional File/Paper based system. Provides platform for personalized, role based, secure access to internal information that can be accessed through any browser.Electronic system which makes the file management of the Force more streamlined, transparent and faster. Role based system ensures that only designated personnel have access to view/to edit/to receive, and thus protects files of confidential nature. Physical presence in the office is not required for processing DAK/File as tracking the File/DAK status becomes easier. Pendency at a particular level can be figured out easily.

TECHNICAL INVENTORY MANAGEMENT SYSTEM (TIMS)This software intends to provide a comprehensive but convenient record of inventory available with various units/formations of CISF.

E-solution for inventory management.

Mapping of all security gadgetry installed in CISF units across the country.

- Monitoring of procurement/condemnation from time to time.

- Facilitates fast and judicious decision-making.

- Facilitates projection of demand and future needs.

can be accessed on a single click.Performance of the selected unit in various online packages in CISF can also be analyzed.The system features e-mail module which can be used to send mails to unit commander.Normal, sensitive and hypersensitive units can be distinguished and grouped on a single click.

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L&R SYSTEMWeb based Legal System in lieu of conventional register based monitoring of legal casesmakes central monitoring of legal cases easier.Role based login levels ( unit, zone, sector) and report generation.System divided in to 3 sections PE DE Court case

ONLINE KOTE MANAGEMENT SYSTEMSystem designed by EDP Cell to make the issue and deposit of weapon in the KOTE online. The system features online duty deployment and duty file is downloaded by the company. The file is then uploaded in the system by the KOTE in charge. This system has been successfully implemented in IGI Airport KOTE. The advantages of the system are: Paper less record maintenance Record maintained is more reliable as

human intervention is negligible. Records can be printed in the desired

format. No space for issuing weapon to personnel

wrongly. Feasible and easy to understand. Possible to replace absent duty

personnel. Arms can be deposited by other duty

personnel in case of emergency with proper entry.

Damage to Arms can be recorded.

TRAINEE EVALUATION The system provides a platform to

monitor the performance of recruits. System helps to examine the suitability

of trainee to the different opportunities provided by the Force. This motivates trainees to do their best for themselves which is highly beneficial to the Force

Evaluation is done on the following categories

Psycho Profiling - General - Mess - Social - Individual ethics Training Evaluation - Indoor - Outdoor

REPORT AND RETURNS Online system which enables the unit

to forward various reports to higher formations

At present provision for forwarding the following reports are available in the system

- Vehicle management - Medical reports - Works department reports _ Immovable property

- Provisioning reports - Reports related to fire wing - Reports related to welfare branch

ONLINE STRENGTH REPORT Online package has been developed to

maintain sanctioned, released and posted strength.

Online generation of various strength reports such as MHA report, Monthly strength report etc.

Online facility for units to submit the strength report on 1st of every month.

• In case of failure to do so an automated SMS will be sent to unit commander for every 3 hours.

Online module available for updating the Sanctioned strength, Released strength and Deputation data for I&P branch and Adm branch.

Accurate data of strength available at all levels.

Timely and accurate reports can be forwarded to higher authorities as and when asked.

ONLINE RECRUITMENT SOFTWARE Online recruitment is widely used by many organizations for hiring its employees. CISF took the challenge of developing online recruitment system in-house. The application was launched in October 2017 for the recruitment of Constable/TM. User needs to register himself in to the

System by using the facility of Online Registration. User can apply for the post only after the completion of registration.

Payment process in this application software is supporting all type of debit and credit cards and net banking and it is safe and secure. After completion of payment process application for the candidate gets finally submitted.

Candidate also has the facility of printing out submitted application for future purpose.

Apart from the above softwares, following in-house developed ICT initiatives are being run successfully in CISF Training Management System: Provides

single click access to the training data of all CISF personnel

Online examination: Online system used by RTCs to conduct online examination of the recruits

E-Housing: Automates CISF quarter allotment

Circular search: Online repository of all the circulars issued by FHQ

Extending initiative of Digital India in CISF, all activities of Force personnel, right from their recruitment to retirement are available online. Force personnel are given online facilities to make their life hassle-free so that they would be able to fully devote themselves to the service of the nation.

SHRI SONU SIKARWARDy. Commandant(EDP) CISF HQrs

Shri Sonu Sikarwar joined CISF as Asstt. Commandant in 2011. He is a Graduate in Electronics & Communication Engineering. He is recipient of Director General’s Disc in 2015 & 2018.

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Sea watch

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CISF Consultancy Services

Central Industrial Security Force (Amendment & validation) Act no. 40 of 1999, mandated CISF to offer its Consultancy services even in private sector

– Shri Ravindra Kumar Meel

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Under Make In India Initiative, the Government of India has opened up key sectors of the economy to the private Industries.

Five decades of hands on experience of designing, implementing, reviewing and improving security systems of a myriad of sectors spanning the conventional Atomic Energy, Space, Power, Steel, Ports, Oil & Petrochemicals and Mines to the more recent assignments of the Airports, Government & Heritage Buildings, Metro, VIP Security etc gives the CISF the required knowledge base and skills for providing Integrated Security Solutions for many critical installations of the country. This involves the optimal mix of manpower, security gadgetry and the appropriate security procedures which can be dovetailed in to the operational set up of the installation. Hence the security programme merges with, and facilitates the operations rather than being a hindering factor.

Under Make In India Initiative, the Government of India has opened up key sectors of the economy to the private Industries. The government has realized that in the days to come, the Private Sector would acquire greater strategic importance in the National Economy. There would be a concomitant enhancement in the threats posed to private businesses that would require matching security initiatives. It is not physically possible to extend the services of this premier organization to all those who need it. Notwithstanding this limitation, CISF shares its expertise and experience with such installations by way of the Consultancy Services in the field of Security and Fire Protection.

During the last 19 years the CISF has been able to share its expertise by designing security and fire protection systems for its clients. Till now we have serviced 191 clients earning a total revenue of Rs 11.87 Crores since inception.

Central Industrial Security Force (Amendment & validation) Act no. 40 of 1999, mandated CISF to offer its Consultancy services even

in private sector. On 07th December 2001, the then Hon’ble Dy. Prime Minister, Sh. LK Advani formally launched the Consultancy services of CISF in New Delhi. The CISF Consultancy wing functions from CISF HQrs and is ISO 9001-2015 certified.

The CISF has been able to share its expertise by designing security and fire protection systems for its clients. Till now we have serviced 191 clients earning a total revenue of Rs 11.87 Crores since inception.

While providing Consultancy Services considerable stress is laid on making the security solution cost effective. CISF proposes the solution as a center of profit for the organization. The implementation of the recommendations is likely to plug the existing leakages that are causing a financial drain. The systems put in place have several spinoffs as well. Apart from the security issues, it can address issues of safety, administration, attendance, payroll and a wide variety of other concerns of the organization. These added benefits sometimes outweigh the investments made in the security project.

To provide quality services to its client, CISF trains its personnel by holding specialized courses in various aspects of technical gadgetry systems and report preparation skills. CISF has a stringent quality policy and its implementation in all the reports is ensured through multiple layers of internal assessment before forwarding the recommendations to the client.

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During last few years, CISF Consultancy Wing has undertaken new initiatives for improved consultancy services focusing on Internal and External revamping that primarily involve enhancing core competency on one hand and reaching out to the market vigorously with better product and package, on the other. These steps have resulted in unprecedented revenue and goodwill generation for CISF and there has been a spurt in number of consultancy projects undertaken.

CISF conducts a thorough threat perception and risk analysis as part of its consultancy, and suggests a need based customized integrated security system best suited to the requirements of an establishment that includes:- • Assessment of the actual and potential threats.• Critical analysis of the existing security infrastructures and its preparedness

to counter and neutralize the threats.• Designing a threat specific and customized security architecture with

an integrated security solution having optimum mix of manpower and technology (gadgets) covering :

- Security Structure and Procedures. - Manpower requirement and deployment - Technical gadgetry and its integration - Designing Contingency plan - Fire preventive measures - Generation of internal intelligence - Materials and document security - Cost benefits analysis and financial implications on implementation of

the suggestions.

Against the yearly average of approx. ` 20 Lakhs per annum since the inception of the wing initially in 1999, CISF have been earning revenue worth more than ` 1 Crore per annum continuously since last five years. A sum of ` 1.78 Crores was earned during 2018.

During the course of last 19 years, CISF has shared its expertise in designing Security & Fire protection system for clients from varied sectors includes TISCO ltd; Hero Honda Motors; Indian Institute of Technology – Madras, Kharagpur, Roorkee, Patna, Delhi, Bhubaneswar; Banks – IDBI, ICICI etc; NMDC Bastar; Tata Power SED Mumbai;

LBS Academy of Administration Mussoorie; Allahabad High Court & its Lucknow Bench; All India Institute of Medical Science (AIIMS) New Delhi; Maha Lekha Niyantrak Bhavan New Delhi; Schools – Dhirubhai Ambani International School in Mumbai, Nirmal Bhartia School at Dwarka, Vibgyor School in Bengaluru, IIM Indore; Infosys campuses at Jaipur, Trivandrum, Bhubaneswar, UP CM Residence and Kumbh-Mela 2019.

The huge demand in the industrial sector to the professional services offered by the CISF to the clients, is a clear indication of the success story of CISF consultancy services.

SHRI RAVINDRA KUMAR MEELDy. Commandant(Tech) CISF HQrs, New Delhi

Shri Ravindra Kumar Meel joined CISF as Assistant Commandant in 2011. He is M.Sc in Chemistry.

135

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136 137

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cy ds toku vius drZO; ij MVs jgdj lkykuk [kjcksa :Ik;s ds la;a=ksa o e'khuksa dh lqj{kk djrs gSaA rFkk ltx jgdj cgqewY; lkeku tCr dj la;a=ksa dks Hkkjh vkfFkZd uqdlku gksus ls cpkrs gSaA

140 141

cnyrh ifjfLFkfr;ksa ds lkFk cnyuk gksxk rFkk vius

ekuo lalk/kuksa dh n{krk ,oa dk;Z'kSyh] esa Hkh cnyrs

ifjn`"; ds vuqlkj ifjofrZr dj lqj{kk [kpZ dks

vf/kd rdZlaxr cukuk gksxkA

rsth ls cnyrs lqj{kk ifjn``"; us u;s lqj{kk [krjksa

dks tUe fn;k gSA vkt iwjk fo'o vkradokn dh

=klnh >sy jgk gSA fdlh Hkh ns'k ds vFkZra= dks

uqdlku igq¡pkuk bu vkrdaoknh laaxBuksa dk eq[;

y{; gksrk gS] ,sls esa fo|qr la;a= pkgss rkih;] tyh; ;k

ukfHkdh; gks] bu ij [krjk lcls vf/kd gksrk gSA

gky gh esa Jhuxj fLFkr fo/kqr fxzM la;a= ij vkardh

geyk rFkk mMhlk fLFkr ty fo/kqr la;a= ij uDlyh

geyk] uohure lqj{kk [krjksa dh ,d ckuxh ek=

gS ysfdu ;s lqj{kk fparkvkas dks c<+kus okys gaSA ,sls esa

fdlh ukfHkdh; fo|qr la;a= ij laHkkfor geyk ,d

cMh ekuoh; =klnh gksxk] ftldh dYiuk ek= ls gh

flgju gksrh gSA

lapkj ØkfUr us tgk¡ thou'kSyh dks lqfo/kktud

cuk;k gS] ogha u;h lkbcj pqukSfr;ksa dks Hkh tUe fn;k

gSA vkt fo'oHkj esa ikoj fxzM ,oa ukfHkdh; la;a=ksa

ds ra= dks gSd djus dh [kcjsa gesa fopfyr dj jgha

gaSA bu gSdjksa dh bruh {kerk gS fd ;s fdlh la;a=

ds lqj{kk ra= dks gSd dj fdlh cM+h fofHkf"kdk dks

vatke ns ldrs gaSA dfBu le; gesa dBksj cukrk gSSA

vr%] t:jr gS fd dsvkSlqc Hkfo"; dh bu pqukSfr;ksa

ds fy, [kqn dks rS;kj djsaA

**ge rst gSa] ysfdu gesa rhoz cuuk gS]ge n``<+ gSa] ysfdu gesa n{k cuuk gSA**

dsvkSlqc vkt ikSus nks yk[k lkglh cy lnL;ksa dk

fo'kky ,oa dq'ky dsUnzh; l'kL= iqfyl cy gSA

cy us le;&2 ij u;s gfFk;kjksa dk rFkk rduhdh

midj.kksa dk lekos'k dj viuh 'kfDr ,oa

dq'kyrk dks c<+k;k gS rFkk vjcu&VsDfVDl] Øko&

ekxk tSlh vk/kqfud ,oa j.kuhfrd rduhdksa dk

lekos'k Hkh vius izf'k{k.k esa fd;k gSA dsvksSlqc ds

efgyk daekMksa ny lkekU; efgykvksaa dks lqj{kk dk

ekgkSy iznku dj jgk gSA

ysfdu mijksDr of.kZr uohu pqukSfr;ksa ls fuiVus ds

fy, cy dks vius ekuo lalk/kuksa dks vf/kd dq'ky

cukuk gksxkA gesa ekuo lalk/ku ij rduhd dh

enn ls fuHkZjrk de djuh gksxhA vr%] t:jr gS

fd ekuo o rduhd ds chp ,d larqyu cukdj

viuh n{krk vkSj dq'kyrk dks c<+k,¡A cy dks fur

ubZ pqukSfr;ksa ls fuiVus ds fy, vius dkS'ky fodkl

ij Hkh /;ku nsuk gksxk vkSj fu;fer uohure dkS'ky

tSls lkbcj lqj{kk ls cy dks izf'kf{kr djuk tkjh

j[kuk gksxk vkSj lk;cj [krjksa ls cpus ds fy, ,d

n{k Vhe rS;kj djuh gksxh] rkfd gekjs rduhdh ra=

dks dksbZ gSdj [krjk iSnk uk dj ldsaA

c<+rh i;kZoj.kh; fparkvkas ds chp izR;sd jk"Vª tgk¡

ÅtkZ ds ikjaifjd L=ksr ds LFkku ij uohudj.kh;

L=ksr lksyj ,oa iou ij cy ns jgas] ,sls esa Hkkjr

ljdkj us Hkh 2022 rd viuh dqy ÅtkZ t:jrksa esa

ls 175 xhxkokV uohudj.kh; L=ksrksa ls iwjh djus

dh uhfr tkjh dh gS rFkk ns'k esa fo'kky {ks= esa lksyj

o iou ÅtkZ ds miØe LFkkfir gks jgs gaSA ftudk

vkus okys le; esa ,d fo'oLr lqj{kk dop dh

uhye lgkj.kmi dekaMsUV lh vkbZ ,l ,Q bdkbZ] ds Vh ih ,l dksVk (jktLFkku)

uhye lgkj.k us o"kZ 2010 esa Lukrd dh mikf/k izkIr dh rFkk o"kZ 2011 esa lgk;d dekaMsUV ds in ij fu;qfDr ik;hA

t:jr gksxhA vr%] LokHkkfod gS fd Hkfo"; ds ÅtkZ

{ks= ds bu la;a=ksa dks lqj{kk iznku djus gsrq dsvkSlqc

dks viuh {kerk o`f) dj [kqn dks rS;kj j[kuk

gksxkA dsvkSlqqc dks lqj{kk dk ,slk laiks"kh] izHkkoh o

fdQk;rh eksM~~;wy rS;kj djuk gksxk] tks fd oguh;

gks rFkk NksVs o e>ksys miØe] tks vkt rd cy dh

lsokvksa ls oafpr gS] os Hkh viuh foRrh; miyC/krk ds

vuqlkj dsvkSlqc tSls fo'oLr l'kL= cy dh lqj{kk

ik ldsaA

lqj{kk ds cnyrs ifjn"; esa t:jr gS fd dsvkSlqc

Hkfo"; ds ^^lkWW¶V** [krjksa ls fuiVus ds fy, [kqn

dks n<+ cuk,sa rFkk fo'o ds vU; csgrjhu lqj{kksa cyksa

ls lk>snkjh dj cy dks fo'oLrjh; rduhd ,oa

j.kuhfrd dkS'ky ls ySl djsa] rkfd cy ^^lqj{kk ds

lk/ku ls lalk/ku** cu lds ,o ^^laj{k.k ,oa lqj{kk**

ds vkn'kZZ ij [kjk mrjsA

lapkj ÿkfUr us tgk° thou'kSyh dks lqfo/kktud cuk;k gS] ogha u;h lkbcj pqukSfr;ksa dks Hkh tUe fn;k gSA vkt fo'oHkj esa ikoj fxzM ,oa ukfHkdh; la;a=ksa ds ra= dks gSd djus dh [kcjsa gesa fopfyr dj jgha gSaA

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vfXudkaM dk lqurs gh uke] LrC/k ge jg tkrs gaS A tku xbZ ;k eky tyk] [kcj ;gh ge ikrs gaS AA

iaprRo dk izeq[k vax gw¡] lw;Z dh eSa 'kfDr gw¡ A fodflr jk"Vª cukus dh] lQy ,d gh i)fr gw¡ AA

vfXu lqj{kk fu;e viukus ij] eSa ikyugkj gks tkrh gw¡ A fu;e rksM+us ls Øksf/kr gksdj] fouk'kdkfj.kh 'kfDr dgykrh gw¡ AA

D;k pkgrs gks rqe eq>ls] lc dqN rqEgkjs gh gkFkksa esa A l`tu vfXu dk ikus dk] gS vf/kdkj mfpr iz;ksx ds vkus ls AA

vfXu dh iqdkjloky vfXu ls ;g iwNs ge] D;ksa ;g fo/oal jpk;k gS A rks tokc ,d gh vkrk gS] ykijokgh dks D;w¡ viuk;k gS AA

fu;a=.k esa j[kus ij] iwT; txr esa gksrh gw¡ A vfu;a=.k gksus ij gh] fo/oald :i viukrh gw¡ AA

euq"; vkt ls iz.k rqe dj yks] vfZXu lqj{kk fu;e viukus ds A iz.k VwVk ;fn rqEgkjk rks] naM ds Hkkxh gksaxs lgh ek;us eas AA

eq>dks u djks dyafdr] ykijokgh dks viukus ls A mTToy thou u gks dyafdr] vfXu vlqj{kk fu;e viukus ls AA

gesa 'kCnksa ds la;e dk lnk gh Hkku jgrk gSA eSa cy dk ltx izgjh gw¡ lnk vfHkeku jgrk gSAA gj ,d dksuk gekjs ns'k dk eafnj ljh[kk gS] gekjs ns'k ds d.k&d.k esa fgUnksLrku jgrk gSAA

lkFkh dne c<+k;s pyukA jkgsa dfBu] nwj gS eafty] y{; ij n`f"V xM+k;s pyukAA lkFkh dne c<+k;s pyukAA

lwjt vLrkpy dks vkrqj&iyiy ?kVrk fnu dk ;kSouA lk¡lksa dh fxurh de gksrh&fleV jgk {k.kHkaxqj thouAA ^egktuks ;su xr% l iaFkk* iFk vojks/ gVk;s pyukAA lkFkh dne c<+k;s pyuk-----------------------------------------AA1AA

NqbZeqbZ lh ehr ythyh&foey m"kk lh fiz; euqgkjA u;s fnol dk 'ka[kukn dj jgh u;h fdj.kksa dk /kjAA jf'ejFkh rqe fpj thou gh izHkk iqat fNVdk;s pyukAA lkFkh dne c<+k;s pyuk-----------------------------------------AA2AA

tc rd gS mYykl vkSj ltZuk rHkh rd thou gSA vf[ky fo'o dk 'kfDr Lkzksr mRlkg l`ftr vUreZu gSAA f[kaph gqbZ gS le; izR;apk fot; rq.khj p<+k;s pyukAA lkFkh dne c<+k;s pyuk-----------------------------------------AA3AA

cy dk ,d lefiZr lSfud&eq>s gS fiz; j.k dh gqadkjA esjh 'kfDr 'kCn la;e gS] fu'p; vpy gS n`<+ yydkjAA izsjd izd`fr fn[kkrh jkgsa tu&x.k&eu rqe xk;s pyukAA lkFkh dne c<+k;s pyuk-----------------------------------------AA4AA

lkFkh dne c<+k;s pyuk

vks ih 'kekZ mi dekaMsUV] vfXu vks ,u th lh gthjk

Jh vks ih 'kekZ us o"kZ 1988 esa lh-vkbZ-,l-,Q esa fu;qfDr ikbZA bUgsas ljkguh; lsok gsrq jk"V™ifr ds Qk;j lsok ind ,oa gkMZ ,fj;k esa rSukrh gsrq fo'ks"k iqfyl esMy ls lEekfur fd;k x;k gSA

egsUnz izrki flagfujh{kddsvkSlqc eq[;ky;] ubZ fnYyh

,e-ih- flag us Lukrd dh mikf/k izkIr djus ds ckn o"kZ 1990 esa cy esa mifujh{kd ds in ij fu;qfDr ik;hA o"kZ 2004 esa bUgsa fujh{kd ds in ij izksUufr izkIr gqbZA

fnukad 16 ekpZ] 2018 dks cgqeaftyh; fj;y fcfYaMx] lu flVh Qst&I bafnjkiqje xkft;kckn fLFkr vkoklh; Hkou dh Nr ij [ksy jgs cPpksa ij cUnjksa us vpkud geyk dj fn;k ftlls ?kcjkdj 14 o"khZ; ekLVj vk'kh"k uk;d uked cPpk Hkkxrs le; fcfYaMx LVªDpj ds e/; fxjdj Q°l x;k] tgk° ls mls lqjf{kr ckgj fudkyuk vR;ar nq:g dk;Z FkkA mlh le; ogk° ls xqtj jgs 5oha vkjf{kr okfguh] xkft;kckn esa rSukr vkj{kd @ thMh lq'khy HkksbZ viuh tku dh ijokg fd, fcuk vfoyac ikbZiksa ds lgkjs cPps rd igq°pk vkSj mls viuh ihB ij jLlh ls ck°/k dj fcfYaMx dh Nr ij lqjf{kr igq°pk;kA vkj{kd @ thMh lq'khy HkksbZ dks muds vnE; lkgl] drZO;fu"Bk ,oa viuh tku dks tksf[ke esa Mkydj ekLVj vk'kh"k uk;d dks cpkus ds fy, Hkkjr ds jk"Vªifr }kjk thou j{kk ind iznku fd;k x;kA

thou j{kk ind

lq'khy HkksbZ vkj{kd @ thMh5oha vkjf{kr okfguh] xkft;kckn

144 145

New Inductions

Victoria Memorial, Kolkata, West Bengal - 15th Jan, 2018

UIDAI Data Center, Manesar, Haryana - 27th Apr, 2018

UIDAI Headquarters, New Delhi - 02nd Jul, 2018

Kannur International Airport, Kerala - 17th Oct, 2018

Shirdi International Airport, Maharashtra - 07th Jun, 2018

146 147

Beyond BordersVisit of Foreign Delegations at FHqrs

(USA, Nepal, qatar & Bangladesh)

148 149

Plant Hope, Plant a Tree More than 7 Lakh Saplings of traditional Indian plants were planted in all the Units and formations across the country in the month of July, 2018

151

A step ahead to boost the morale Promotion Pipping Ceremony at DMRC Auditorium, CISF Hqrs on 11th Sept, 2018 & 27th Feb, 2019

152 153

Above & BeyondInternational Aviation Security Seminar at Vigyan Bhawan, New Delhi on 9th & 10th Oct, 2018

154 155

Conquering the PeaksHimalyan Expedition in Uttarakhand from 24th Oct to 1st Nov, 2018

Themes of Expedition : 'Hum Fit to India Fit' & 'Solid Waste Disposal for Sustainable Development'.

156 157

Faster, Higher & Stronger67th All India Police Athletics Championship at JLN Stadium, New Delhi from 10th to 14th Dec, 2018

158 159

The Gift of Blood is the Gift of LifeBlood donation by CISF

160 161

Salute to MartyrsMartyrs' Memorials built in their schools / native places

162 163

ge fQV rks bafM;k fQVlHkh bdkbZ;ksa esa eSjkFku ,oa okdFku dk vk;kstu fd;k x;k

164 165

Memorable Moments

CISF Raising Day Parade 1oth March 2018- Release of Coffee Table Book by Hon'ble Union Home Minister Shri Raj Nath Singh

CISF Tableau Team 2019 with Hon'ble President of India Shri Ram Nath Kovind at Rashtrapati Bhawan

CISF Tableau Team 2019 with Hon'ble Vice-President Shri Venkaiah Naidu at VP House

Hon'ble Vice-President Shri Venkaiah Naidu graced the Reception Function-2018 at FHqrs

Hon'ble Vice-President Shri Venkaiah Naidu released the Postage Stamp on CISF during the Reception Function-2018 at FHqrs

Hon'ble Union Home Minister Shri Raj Nath Singh laid the foundation stone for construction of Kendriya Vidyalaya at CISF SSG Campus-21st Jan, 2019

Hon'ble Defence Minister Smt. N Sitharaman presented the Best Tableau Trophy Republic Day Parade- 2019 to Shri Alok Kumar Pateria, ADG (Hqrs)

CISF Tableau Team with DG CISF Shri Rajesh Ranjan and Sr. Officers at FHQrs

166 167

Motivational Talks

168

gquj ls jkstxkj5oha ,oa 8oha vkjf{kr okfguh rFkk ch,l,y cksdkjks esa dkS'ky fodkl dsUnzksa dk 'kqHkkjaHk

170 171

Pillar of Strength'Sanrakshika'

172 173

Our Chiefs

SB SHETTY, IPSInspector General13-07-68 To 16-10-69

S ANAND RAM, IPSDirector General29-02-84 To 21-08-85

M SINGARAVELLU, IPSInspector General26-11-69 To 12-05-72

DM MISHRA, IPSDirector General31-08-85 To 30-11-87

M GOPALAN, IPSInspector General25-05-72 To 30-04-73

GS MANDER, IPSDirector General01-12-87 To 20-12-90

LS BISHT, IPSInspector General28-05-73 To 28-02-78

PS BHINDER, IPSDirector General20-12-90 To 30-09-92

RC GOPAL, IPSInspector General28-02-78 To 18-12-78

SC MEHTA, IPSDirector General30-10-92 To 31-08-94

SURENDER NATH , IPSDirector General19-12-78 To 23-02-84

PK KANUNGO, IPSDirector General17-02-95 To 29-02-96

ASHOK TANDON, IPSDirector General01-03-96 To 01-10-96

KM SINGH, IPSDirector General23-09-03 To 30-04-05

RK SHARMA, IPS Director General01-10-96 To 14-01-99

SIS AHMED, IPS Director General06-05-05 To 01-03-07

Dr. TRINATH MISHRA, IPSDirector General14-01-99 To 31-07-2000

RK DAS, IPSDirector General10-04-07 To 31-10-08

BB NANDA,IPSDirector General31-07-2000 To 31-01-02

NR DAS, IPS Director General17-11-08 To 31-01-12

HJ DORA, IPSDirector General23-02-02 To 10-09-02

Rajiv, IPSDirector General01-02-12 To 31-10-13

Surender Singh , IPSDirector General01-05-15 To 31-08-16

OP Singh , IPSDirector General26-09-16 To 22-01-18

BB MISHRA, IPS Director General01-10-02 To 30-06-03

Arvind Ranjan, IPSDirector General06-12-13 To 30-04-15

174 175

Guinness World RecordCISF has created new Guinness World Record of longest single line bicycle parade (moving) with 1327 force personnel riding on bicycles at Yamuna Expressway, Noida (UP) on 3rd March, 2019

176 177