Road Map-FInal 3

2. Covering manpower gaps at existing ASGs through
innovative and realistic mechanisms

The growth in air passenger traffic at ASG airport bolstered through cheaper and
affordable air travel and liberal policies of government has largely outpaced the
current inventories of aviation security screening gadgetries, infrastructure and CISF
manpower. It is suspected that long term shortage in manpower vis-à-vis
requirement would result in an unsustainable workload and fatigue amongst ASG
personnel, adversely impacting the quality of implementation of security measures.
In order to prevent passenger volumes from overwhelming the security process and
creating compelling situation for a compromise in the quality of screening, CISF
ASG must frequently review the status of security arrangements; recommend
augmenting the security apparatus including infrastructure and the concomitant
manpower to steadfastly meet the approved baseline security measures.

2.1 Local Units to conduct regular assessment of the security need and
manpower gaps and adopt locally apt, innovative but workable pattern of
deployment of ASG specially to cater to "peak hours" congestion in SHA. In
the event of sizable, long term and permanent impact on security
manpower, local ASG shall coordinate with other stakeholders for the
assessing and identifying security gaps and vulnerabilities which arise out
of such security need - manpower mismatch; and expeditiously conduct the
formal manpower resurvey and pursue for expeditious release of additional
strength.

2.2 To review and reconsider the categorization of a few duty posts as "non-
core" and thereby to consider the decision to vacate such posts in favour of
private security agencies if core security functions have been subsequently
assigned to such post in post pandemic security scheme.
ASG CISF must also focus itself in covering major security gaps
and mitigating the vulnerabilities to the Airports under its charge by :
2.2.1 Strengthening Cargo Security capabilities by pursuing for early
and expeditious implementation of the recommendation of the
High Level Committee of MHA which includes assigning CISF
ASG with the additional responsibilities in the Cargo Complexes
of Airports currently not covered by ASG CISF. Moreover, pursue
with all related stakeholders for further strengthening the cargo
security measures by the expeditious implementation of security
measures recommended by the said Committee.
2.2.2 Strengthening City side Security capabilities by vigorously
pursuing for expeditious implementation of the CTCP proposal at
all the Airports. The implementation scheme should include the
expeditious sanction and release of the assessed CISF ASG
manpower for each Airport and installation of identified city side
protective devices like nakas , Under search mirrors , bollards ,
boom barrier , CCTVs on city side approach etc.

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2.3 Strengthening Operational area, perimeter security with
installation of Perimeter Instruction Detection System (PIDS): To
reduce the growing risk to the operational area, augment the security
arrangements, mitigate the shortcomings of a human based security
scheme, the ASG must (make) try to supplement the existing perimeter
security scheme with early selection and installation of any of the
approved technologies on PIDS; and reassess /reduce the manpower
after successful installation and stabilization of the PIDS in a longer run.

3. Strengthening ASGs support capabilities

Civil aviation security hinges on the availability of sufficient and reliable gadgets in
its response and support contributing to the holistic security cover. Such ways
include the Bomb Detection & Disposal Squad (BDDS), Canine (K9)Squad, Quick
Reaction Teams (QRTs), Communication equipment, Perimeter Intrusion Detection
System (PIDS) and Centralized Command Centre (CCC).
In the extremely dynamic operational environment of aviation security, the review of
capabilities is required on a continued basis as an adaptive and strengthening
exercise.
Civil aviation is targeted by a complex variety of actors who use increasingly
sophisticated tactics to plot attacks necessitating periodical risk assessment,
maintaining the baseline core functions, eliminating gaps in security arrangements
and maintaining upgrading support capabilities to counter the existing as well as the
changing threats.

3.1 Periodic Security gap analysis to identify, assess the gap between
baseline security gadgets /protective features mandated and the approved
for the Airport with their actual availability and operational status. The
outcome of the periodic gap analysis conducted at the Airport level must be
tracked and monitored at each level of APS hierarchy for its expeditious
settlement.

3.2 Alternate mode of communication at perimeter Watch Tower: In
order to improve operational preparedness of ASG against possible breach
/threats in operational area/perimeter as also sighting of Drones and other
emerging threats , the outlying duty posts /watch towers in Airports should
be equipped with multi-modal communication equipment like intercom/cell
phones /CUG.

3.3 Operationalization of BDDS teams at all airports: Threat from
explosives/ IED has emerged as the greatest challenge facing the airport
premises, vital installations and commercial aviation involving both
passenger and cargo. A well equipped, self sufficient, trained BDDS,
dedicated to the Airports for swift response is the biggest counter measure
to deal with suspect object / bomb/explosive threats. ASGs shall pursue for
making fully operational BDDS of CISF ASG at all the airports. They shall

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make provision for an adequate number of trained manpower and the
entire complement of detection & disposal equipment and the requisite
SOPs.
3.4 Raising, Replenishment and more effective utilization of dedicated
Dog Squad: To reinforce and enhance the capabilities of explosives
detection at PESC points, checked in baggage handling, anti-sabotage
checks in Terminals, city side and Cargo Complex by raising Dog Squads
(where unavailable). To augment and replenish deficiency of dogs likely to
arise in the existing squads and to train them to face new threats. To
create new SOPs for involving the dogs more proactively at the PESC points
and make more utilization of canine squad in future.
3.5 Dedicated Armoured (Bullet Resistant) Vehicles: ASG QRT wing is
numerically modest in comparison to the expansive physical area of
responsibilities at Airport which includes Terminals, operational areas, car
parks, cargo etc. QRT team and its response are likely to be hindered and
constrained by the limitation of the regular vehicle in entering the area
having armed adversaries or in active conflict zones. ASGs should pursue
and follow up with the respective Airport operator to further equip the QRT
with the dedicated Armoured (Bullet Resistant) Vehicle for improving their
operational preparedness.
3.6 BR Jackets and BR Helmets for frontline ASG personnel: To provide
sufficient Personal Protective Equipment(PPE) to the ASG personnel
deployed at frontline location of the Airport, in addition to the QRT
component ,in order to raise the combat readiness and preparedness of
personnel against sudden attacks in the extremely vulnerable city side
/check in hall /pre-SHA area of Airports .

4. To collaborate with stakeholders in identifying best suited
measures to address passenger throughput, convenience
and privacy concerns during Pre-Embarkation Security
Checks (PESC)

The threat to civil aviation from attempts to hijacking and sabotage to aircraft has
been and shall continue to remain the dominant concern of the aviation security.
The PESC function conducted by the ASG in the Security Hold Area of the Airports is
the primary countermeasure against these threats. The objective of the PESC
remains detecting and extricating "dangerous items" carried by the passenger on his
body or his personal belongings in the cabin /hand bag accessible to him during the
course of his flight. Even as ASG Airport security remains firmly committed to its
primary mandate of securing the civil aviation operations, ASGs cannot be oblivious
to the demands of quick processing, minimal wait time, comfortable and safe transit
through the security process:

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 The ASGs should remain committed to ensure that the existing security
scheme along with the screening gadgets like HHMDs, DFMDs, ETDs, XBIS
are regularly assessed for deficiencies in both performance and quantity and
that the shortfall observed in the process is quickly replenished. Airport
security has dispensed with the physical security stamping on handbag tags,
and recently responded to the demands of digital /e-check in /mobile
boarding card in the post COVID 19 scenario by dispensing with the
stamping on passenger boarding card. The success and the sustainability of
the plan would hinge on installation of HD quality CCTV coverage in SHA,
barcode readers at SHA entry points, PESC points and boarding gates. The
dependability, adequacy and the operating status of these gadgets must be
regularly assessed and monitored for identifying any deficiency in the anti
hijack function.

 In addition to the efficient usage of the conventional gadgets, ASGs would
also require to enhance its capabilities at the PESC points and to leverage
and incorporate technological advancements to raise both the effectiveness
and the efficiency of the screening process. Technological advancement in
the field of hand bag scanning systems including more advanced dual
generators XBIS system, CT technology based scanners, advanced personnel
scanning systems like Body scanners are expected to reduce the processing
time at the screening points and wait time and improve passenger
experience without diluting the security concerns. In fact, the ATRS
technology with added features of multiple screeners, directed search,
automatic logging facility is likely to benefit the detection capabilities along
with the benefit of superior throughput. Body scanners are also expected to
potentially screen passengers for non-metal threats concealed on the body
which the Zonal DFMD cannot detect.

 ASGs must actively coordinate, cooperate and participate for comprehensive
trial, demonstration, and finally installation of an appropriate technological
solution which shall address the security concerns while attending to the
enhanced throughput and processing speed requirement including
Automated Tray Retrieval System (ATRS), Computed Tomography X-Ray
BIS, Body scanners etc. in the PESC; integrate various security technologies
for a seamless passenger movement in the SHA .

5. To collaborate and promote new advancements and
innovations in security processes & procedures, monitoring
and supervision

In addition to deployment of advanced technological solutions aimed to improve the
throughput of passenger clearance at the Pre embarkation check (PESC) posts,
substantial gains can be achieved by raising the operational efficiency of its
personnel at SHA and also monitoring& addressing the related security processes
outside the PESC points which have equal impact on the overall airport experience of
the process.

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ASGs can gain substantially by selecting an innovative mechanism using CCTV feeds,
manual observation or dedicated queue monitoring programme /software to collect
reliable data on queue length at check points to more scientifically identify the peak
passenger load patterns, congestion, queue wait time throughout the day. ASG can
effectively use the data for organizing and planning their SHA management including
the desired number of XBIS, frisking points to be operated during the entire day and
the peak hours in order to achieve a tolerable wait/queue length at SHA and also for
managerial decision on scheduling timings of rest and rotation of screening staff .
Assuming local layout permits, the ASG should persuade the Airport operator to
create an infrastructure to create the dedicated Express Security Check corridor for
passengers carrying only cabin luggage and no registered luggage. The move is
likely to benefit a growing segment of air travelers in the form of intercity business
traveler. The move encourages passengers to digitally check-in, obtain home printed
or kiosk printed boarding cards and thereby obviates their reporting to check in
counter of airlines and successfully decongests the airport check-in hall. The
passengers transit swiftly from the kerb side to the screening point which reduces
and in fact, eliminates dwell time in the pre-SHA area which is also desirable from
the airport security perspective.
To harness the full potential of the CCTV system installed at Airports by installing
and activating features like video analytics, facial recognition, track and trail facility,
behaviour analytics. Airports must strive to reap the benefits of advancement in the
biometric technology in identity management showcased by the Digi Yatra scheme.
The scheme is expected to make a substantial impact on the city side experience of
passengers and help overcome the time delays and shortcomings attributed to the
existing processes at the access points to the terminal building requiring manual
checking of travel documents of passengers and its corroboration with the ID
document.
The developments in the field of Artificial Intelligence, Machine Learning, Behaviour
analytics, data analytics , Block chain technology etc are required to be followed up
at all levels. Trial, demonstration, PUC and the possible deployment of these
advancements must be encouraged to augment detection abilities of screeners,
easier tracking and surveillance, building prediction features to aid aviation security
in future.

6. Counter measures to handle new and emerging threats

Airports and aircrafts would always be susceptible targets for possible terrorist
attacks. Increasing attempts of unlawful interference with civil aviation at airports
and aircrafts despite sizable security measures at airports worldwide indicate that
the security measures, if not devised properly, may fail to deter a determined
adversary.
This factor again underlines the need to be resilient to the evolving threat situation
as terrorist tactics continue to evolve in their choice of techniques, deception, tactics

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to bypass the security process and are increasingly developing sophisticated
measures to escape detection.

The threats from Chemical, Biological, Radiological and Nuclear (CBRN) events,
Drones/RPAS/UAS/UAVs and Insiders need to be continuously assessed ,analysed
and monitored and effective counter measure devised in the response scheme of
ASGs.
ASGs need to create awareness amongst stakeholders and its own workforce and
adopt suitable countermeasures to identify, detect, deter, protect and recover from
these emerging but extremely formidable threats.

7. Enhancement & up-gradation of operational preparedness

In order to protect passengers, staff, airlines, aircraft and associated facilities from
the act of unlawful interference, it is essential that ASGs should meticulously
implement the aviation security regime.
ASG is also required to suitably review and continually enhance and upgrade its
operational preparedness to outmatch the dynamic and evolving nature of the
threats by strengthening the edifice of security procedures and plans.
There is a need for close follow up and expanding awareness on the rapidly evolving
technological developments in the threats spectra as well as the security counter
measures at all levels. An Aviation Security Lab (ASL) consisting of technically
qualified ASG personnel is required to be created at the Airport Sector HQ, New
Delhi to collate relevant information, compare alternate technologies, analyze trial
/demonstration reports etc and to aid and assist the APS in appreciating the
technical complexities likely to be involved in decision making process in future .
Security Operations Control Room (SOCC) at Airport level serves as the nerve centre
of information, communication and response mechanism at the Airport level. The
functioning and operations at SOCC at the airport level requires constant supervision
and monitoring and should be upgraded in sync with the advancements in the
communication, IT, networking arena. The existing SOCC at APS HQrs which is the
single unified control room for all the ASG Airports is required to be upgraded to a
state of art Integrated “Command Centre”.
The operational preparedness, alertness and vigil of the ASG personnel are presently
tested through covert testing programme including Dummy checks, Decoy check etc.
The covert testing programme shall be supplemented and the quality control and
compliance mechanism expanded to include RED TEAM at the Aviation Sector HQ
trained to test the preparedness of aviation security through an adversary based
testing regime.
The contingency drills at Airports have yielded reasonable benefits in assessing the
preparedness levels of the ASGs. The frequency of the exercise at the Airports has
been largely impressive and APS shall further develop and improve on Contingency

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Drill at Airports by involving more specialized units of the state and central
government, documenting lessons learnt during mock exercises and formulating
mechanism for sharing lessons across the airports.

ASGs have gained tremendously from investing time and effort on preparing the
detailed Standing Order for each duty post at Airport and also creating Standard
Operating Procedure (SOPs). These have resulted in uniform and standardized
practices within the airport and across the CISF ASG Airports. The ASG must remain
focused on consolidation and updation of SOPs with the collaborative inputs of each
related stakeholder.

8. Seeking security related inputs into decisions
involving/impacting airport security at an early stage of
decision making

In the multi-stakeholder working environment at Indian airports, all agencies
including ASGs should be consulted before taking any decisions like planning for
future expansions, commencement of new operations / facilities etc.
In order to improve the operational efficiency and for smooth implementation, a
working culture must be developed with the concerned airport operator, etc to
consult ASG at the design and conceptual stage itself of all infrastructural plan /
decisions likely to impact security and preferably accommodate opinion and concerns
of ASGs.

9. Adding Non-lethal devices option to response

To deal with rising instances of violent, aggressive mob, hostile demonstrators at
airport premises or extremely violent, unruly flyers, few Non-lethal weapons must
be made available with a component of ASG to widen their options, raise their
handling, restraining capabilities to deter and handle such situation with lesser
collateral damage.

10. Building security culture amongst stakeholders and
enhance collaboration

Increasing collaboration with both internal and external stakeholders, within and
outside the nation to enable aviation security objectives to be achieved more quickly
and efficiently. Improved communication with aviation stakeholders, airlines and
airport staff users.
Ensuring continuous engagement and coordinated efforts related to securing
aviation security among enforcement, intelligence community of all State, Central
Government, defence Forces etc.
APS will word to enlist domestic and international collaboration on bilateral exchange
through study visits to foreign destinations, technical trainings, participation in
Symposiums of ICAO etc and online training to raise the aviation specific capabilities
of its screeners and supervisors.

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It is expected that the supervisory level , field level operators, screeners deployed at
ASGs can gain significantly from exposure to global best practices in screening
techniques, explosive detection and methodologies in screening special categories of
passengers, IEDs, canine, drones etc and their effective enforcement on ground.

11. Professionalizing and Prioritizing Workforce :Upgrading
the Capacity building efforts

To prepare ASG for tomorrow’s challenges, APS will make efforts to continually
elevate and broaden the knowledge, skill and competency of its workforce. The
workforce will need to be provided with innovative training and
development opportunities to attain the next-level skills to operate in an
increasingly automated and technical working environment.

 New training requirements: Due to an ever evolving aviation security
environment, APS will analyze the new training requirements through area
specific training need assessments and strive to achieve the highest standards in
the field of aviation security to offer its best to the aviation sector. The
exponential growth in aviation and evolving expectations of passengers als o
necessitates a need of capacity building on situational awareness, soft skills,
behavior detection, etc. APS shall also strive to organize training on dangerous
goods, which has been introduced by the regulatory authority as a mandatory
aviation security requirement. Additional aviation security specific skills like
behaviour detection, critical thinking, situational awareness and overall
development of the personnel l including soft skills would have to be periodically
reviewed for content and expanded to include more personnel.

 New training infrastructure: In order to create an environment of continual
learning and growth, ASG CISF would require to create an additional training
infrastructure to meet the growing requirements of mandatory and additional
training requirements and to encourage adoption of additional methods /
techniques of imparting training.

CISF ASG is the foremost agency executing the civil aviation regulations in the
country. CISF has created a niche for itself in implementing and enforcing the
security process and procedures in the country and has a depository of
knowledge and accumulated experience in this area. Aviation security being a
highly technical , distinct and extremely specialized security realm could gain
tremendously by establishing a national Centre for Excellence for Training
on Aviation security (CETAS)

 Creating a work culture focused on people: ASG’s personnel are its greatest
asset; its most formidable strength. The leaders of APS must be empathetic to
those who they are entrusted to lead and prioritize their welfare; define and
measure their own success by growing others. They should devote resources to
actively coach and mentor personnel to achieve their potential and aim to obtain
their maximum involvement , commitment in support of the mission of the CISF
ASG. This objective can be achieved through an effective two-way
communication, gender sensitive approach, transparent process of decision
making and fairness in taking decision to ensure that everyone is treated fairly
and equitably.

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ASG comprise rotating manpower at all levels and therefore, is
expected to gain tremendously from keeping a documented profile of the unit
and also draw upon the historical precedents , background information on land
mark incidents, events and important matters-both operational and
administrative in nature. Units can also significantly gain from informal, more
unrestrained views , opinions by interviewing the former, retired colleagues.
“Smriti Sanchay” as a scheme to reach out to the former colleagues is
likely to reconnect the former colleagues even as the units would gain
insights and help ASGs obtain, maintain and consolidate undocumented
records and also supplement the documented records to provide a depository
for the superior background and historical record building at unit level.

12. Welfare measures

CISF Units traditionally provide a large variety of welfare measures. The welfare
measures are meant to improve the life of ASG personnel and to bring about holistic
development of the personality of Force personnel. It enables ASG personnel to
perform their work in a healthy and favorable environment. To improve the well
being of its personnel, ASGs shall make provisions for:-

 Monetary Reward/Appreciation for good work done
 Medical health facility for self and dependants
 Health check-ups for families every 3 years and every year for ASG personnel
 Reasonable rest, recreation and recuperation
 Safe, hygienic and comfortable habitation

13. Welfare measures beyond financial assistance

The welfare measures in CISF have evolved in a very robust manner and cover
many avenues of financial assistance. However, ASGs must also focus on the
measures which are non monetary in nature but are equally likely to help the ASG
personnel and their families in self improvement, personal development and raising
the happiness quotient of the entire family.

 Regular counseling /conversation/interaction of/with ASG personnel.
 Cultural/sports/community activities to create inter personal relation.
 Skill education/career counseling/awareness programme/quiz competition for

wards of ASG personnel.

14. Building face of the Force

ASG of CISF gets credited for its professionalism in discharging its mandate but at
the same time, it should also be conscious to dispel any notion of being “inflexible"
and "rigid” in its approach. Airport security has to be prepared to reach out to the
increasing load of passengers who are unfamiliar or find the security processes
complex and intimidating and should devise user friendly& empathetic procedures
at local level means to reach out and improving its connect to the sizable section of
the future load of passengers including elderly, women and specially abled.

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Local Units to devise suitable means to further improve interface with passengers
through regular interfaces, passenger feedback surveys to assess the response of
passengers and aviation stakeholders /airport /airline community on the impact of
the security measures and its implementation by ASG. ASG must evolve a
mechanism for quick examination, resolution and response to passenger
feedback/suggestion/complaints on the enforcement of the aviation security
processes and procedures at all levels.
To forge a stronger bond with the community and neighborhoods where the ASG
operates; outreach activities can help build a stronger connect and improve the
overall image of the Force.

15. Reorienting Leadership & Decision making process

Effective leadership is not only expected at the top tiers of our organization, but
must also be practiced at all levels across the ASG-individually and collectively; we
strive to fully employ and enhance our strengths and compensate for our
weaknesses. ASGs of CISF function and operate in a diverse work environment with
multiplicity of Airport operators ranging from AAI, Joint ventures to state
government operated Airports.

To effectively discharge its mandate amidst challenges in future, APS will
encourage a modified leadership/decision making principle. APS shall encourage
respectful but unhindered professional dialogues with all the internal units as well as
the external stakeholders to obtain and analyze diverse opinion and perspective s
before reaching a decision.
The leadership at all levels of the APS shall be encouraged to :

 Seek Self-Improvement and Be Proficient : Be curious, to learn and
improve; know yourself and learn how to best perform the mission. Focus
on your personal development as a leader.

 Anticipate Challenges and Drive Results: Look to the future; be
proactive and forestall issues; offer viable solutions and plan for success.

 Hold yourselves Accountable: Accept responsibility and demonstrate
humility; practice positive accountability by defining and clarifying
expectations.

 Be Adaptive and Resilient: Embrace change with optimism and resilience;
encourage a culture of agility

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TACTICAL RESPONSE

1. Covering security gaps by application of uniform security
procedures

1.1 Induction of CISF at the remaining operational airports

 Preparation of concept paper on synergetic benefit of a single agency ,
centralized decision making,
monitoring and emphasizing on
the implementation of the decision
of Committee of Secretaries, to
bring all operational airports

under the umbrella of CISF
security cover after due completion
of Pre-Induction Formalities.
(Action : APS HQ)

 Presentation and follow up of the
same at different levels of decision making to get it finally sanctioned.
(Action : APS HQ, Sector IG/Zonal DIsG, ASGs)

1.2 Induction of CISF at airports under Regional Connectivity Scheme

 Preparation of concept paper on the subject of induction of CISF at
Airports added to network under UDAN scheme. The concept paper shall
focus on the benefits accruing from the uniform and standard application
of security regulations and of centralized monitoring from a single
agency. APS HQrs to pursue for implementation of baseline security
measures at all airports in uniform and standard manner. (Action : APS
HQ)

 The proposed two models for Hybrid security to MoCA which attempt to
maintain a balance between cost consideration and uniform PESC
security by a dedicated trained CISF personnel shall be pursued by APS
with Ministry for their expeditious decision and approval.(Action : APS
HQ)

2. Covering manpower gaps at existing ASGs through
innovative and realistic mechanisms

2.1 Timely monitoring of pending augmentation proposals:
Existing augmentation proposals currently pending at various levels shall be
monitored, pursued at the appropriate level for early release of strength.
(Action: APS HQ)

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Timely completion of the mandated Pre Induction Formalities (PIF) well
before release of manpower shall be ensured by the ASGs. (Action :
Sector IG/Zonal DIG/ASGs)
2.2 Review of Core & Non-Core duties
ASGs shall identify and forward recommendations on declassifying such
duty posts which have been classified as "non-core" duty and are likely to
be vacated by CISF ASG viz. Queuing Assistance at SHA but where
considerable security functions have prima facie been added in the
modified security process adopted at airports after the COVID 19
pandemic.(Action : Sector IG/Zonal DIG/ASGs)
Consolidation of inputs and recommendations and further pursuance with
the concerned stakeholders and ministry.(Action : APS HQ)
2.3 Strengthening Cargo Security
APS HQrs to pursue for early implementation of the recommendation of the
Committee constituted by the MHA to review the security of cargo complex.
Review & strengthening of city side/
airside security arrangements at all 34
airports having Cargo operations (out of
64 airports under CISF cover)
Pursue the installation of security
gadgets at all 18 cargo complexes
secured by ASGs.
Pursue the assessment and deployment of CISF at 16 cargo complexes not
secured by CISF in conformity with the recommendations of the MHA
Committee. (Action : APS HQ)
2.4 Strengthening city side security measures
Counter Terrorist Contingency Plan
(CTCP)is a comprehensive plan for
securing highly vulnerable and threat
prone city side of the airports envisaging
joint roles and responsibilities of State
Police and CISFASG.
Expeditious implementation of the CTCP
proposal including the release of
dedicated ASG manpower for protection of the city side of the Airports as
well as installation of associated gadgets identified in the CTCP shall be
pursued at all levels. (Action: APS HQ)

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2.5 Installation of Perimeter Instruction Detection System (PIDS)
 APS shall push BCAS to incorporate an additional layer of protection in
perimeter to supplement the approved technologies circulated by
BCAS(Action : APS HQ)

 ASGs shall pursue with their respective
management for installation of PIDS to
supplement the traditional watch tower
based scheme (Action : ASGs)

 ASG Units to assess manpower which can
be reduced from watchtower duties on
installation and stabilization of PIDS in
their Airport and prepare a Cost Benefit Analysis for the operators .
(Action : ASGs)

 ASGs where PIDS has been installed, shall review the functioning of the
PIDS at periodic intervals and follow up with the respective Airport
Operators for rectification of defects. (Action : concerned ASGs)

3. Strengthening ASG’s support capabilities

3.1 Security gap analysis: ASGs in coordination with Airport Operators shall
conduct joint gap analysis of security gadgets and infrastructure on a
quarterly basis. (Action : ASGs)
 All efforts to be made with the respective airport operator with the
intervention of jurisdictional BCAS officials to expeditiously settle and
bridge the identified gap. (Action: Sector IG/Zonal DIG/ASGs)

 The outcome of the Security Gap analysis, the efforts to settle them
and the status of pendency should be updated to higher formation.
(Action : Sector IG/Zonal DIG/ASGs)

 The unsettled issues communicated to higher formation shall be
pursued for intervention at the corporate level. (Action : APS HQ)

3.2 Alternate mode of communication at Watch Tower

 ASGs securing AAI airports, must pursue vigorously- with their local
management - the implementation of the BCAS Circular approving the
installation of alternate communication at watch towers.
(Action : ASGs AAI airports )

 ASGs at all other airports shall also pursue for similar additional
communication channels.
(Action: ASGs non AAI airports)

 Regular updates to be sent to higher formation for monitoring and
intervention of higher formation. (Action: APS HQ/Sector IG/Zonal
DIsG)

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3.3 Operationalization of BDDS

Dedicated BDDS of CISF ASG has been made
operational at only 20 airports so far.

All the remaining ASGs shall endeavor to
operationalize the BDDS as prioritized by the
regulatory authority. (Action: ASGs)

APS shall follow up with the corporate level of Airport operator and BCAS
for the following:-

 Procure and provide the entire BDDS equipment at Srinagar, Jammu
and Leh airports

 Early return of the BDDS equipment which have been transferred from
ASGs Agartala, Bagdogra and Guwahati to respective locations.

 AAI to procure and provide deficient BDDS equipment at ASGs Lucknow
and Jodhpur.

 Finalization of the specifications of 03 BDDS equipment (Non-Linear
Junction Detector, GSM Jammer and Frequency Jammer) by BCAS.

 Provision of deficient number of BDDS equipment at 20 Hyper-sensitive
and International airports at the airports where BDDS is operationalized.

 Early Sanction of BDDS manpower at ASG Calicut and till the release of
regular manpower for BDDS, provide the manpower required for the
BDDS on IS duty pattern.

 Process and pursue for sanction/release of BDDS manpower at 25 of
the 28 airports identified for operationalization of BDDS in the 2nd
Phase.
(Action: APS HQ)

3.4 Raising and Replenishment of dedicated Dog Squad

Dedicated Dog Squad of CISF ASG
has been raised at 57 airports.
Dog Squad of CISF is yet to be
raised at 07 airports viz.Agra,
Gwalior, Porbandar, Port Blair,
Diu, Shirdi & Leh due to non-
procurement of dogs. ASGs of
these airports shall identify
suitable manpower meeting
eligibility conditions as dog handlers. (Action: ASGs)

APS HQrs, other formation headquarters and ASG shall pursue with the
respective Airport Operators and BCAS for expediting the raising of dog
squad at these 07 remaining airports along with the associated kennel,
training and grooming equipment and approval for recurring expenditure
on the squad. (Action: APS HQrs)

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APS HQrs shall coordinate with CISF Headquarters for release of training
slots for the newly raised Dog squads along with the handlers.

ASGs and higher formations shall follow up on the number of deficiencies
in dog squad arising out of death / retirement and make efforts to timely
process for replenishment of the dogs.

ASG Units to assess the requirement and raise the requisition for training
slots for refresher training to dogs and their handlers required to be
imparted every two years. APS Headquarters to process and pursue with
the Training Directorate of CISF Hqrs for the desired number of slots.

(Action: APS HQrs/Sector IG/Zonal DIG/ASGs)
ASGs already having operational dog squad should follow meticulously the
SOPs on health, hygiene , exercise and fitness programme of the dogs in
the operational dog squad and monitor their performance on a regular
basis.

ASGs must develop SOPs for using the dog squads more effectively at
airport including assigning an active role to the squad in clearing baggage
and passengers at the PESC points.

(Action: Sector IG/Zonal DIG/ASGs)

3.5 Dedicated Armoured (Bullet Resistant) Vehicles

CISF QRT component at only 4 airports
(Delhi, Mumbai, Hyderabad and
Bangalore ) have obtained BR Vehicles
which have been placed into service .

Procurement of BR vehicle for remaining
ASGs is under process by the concerned
Airport Operators.
ASGs of all remaining Airports shall
follow up with their respective operator for expeditious and time bound
supply of BR vehicles for QRT squad of their airports.

(Action: ASGs)
APS should be kept updated for developments and necessary intervention.

(Action: Sector IG/Zonal DIG)

3.6 Enhancing combat readiness : Additional BR Jackets and BR
Helmets
BR helmets have been procured and distributed to the ASGs. The task of
procurement of the BR jackets required for the CISF ASGs has been
assigned to 03 CAPFs by the MHA.

The procurement and the eventual supply of the BR jackets shall be
pursued and followed up with the CISF Headquarters and the concerned
CAPFs (Action: APS HQ)

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4. To collaborate with stakeholders in identifying best suited
measures to address passenger throughput, convenience
and privacy concerns during Pre-Embarkation Security
Checks

4.1 Automated Tray Retrieval System
ATR systems have been installed and are
being used at Delhi, Mumbai, Bangalore,
Hyderabad, Goa, Kolkata, Chennai and
Calicut airports.
The actual operations of the ATRS in
real time field level use has reportedly
yielded satisfactory performance on throughput and is simultaneously
benefitting screeners in their core concerns involving threat detection and
reconciliation.
Airport Operators of the remaining airports should be pursued for trial &
decision for early installation of ATR systems in the SHA.
(Action: ASGs)
APS to approach BCAS for finalizing the scale of installation of ATRS and
manpower deployment norms on the machine (Action : APS HQ)

4.2 Computed Tomography X-Ray BIS
Trial run cum Demonstration of CTX
machine was conducted at IGI Airport
New Delhi. Feedback suggested that
the major advantage of the technology
is speed and convenience as
passengers are not required to remove
the electronic items like laptops and
security restricted articles like LAGs (Liquid, Aerosol, Gel, etc).
The 3D imaging of the contents of the bag improves the screener’s
detection abilities.
Regulatory Authority may be approached to examine the suitability of the
advanced CT based X-ray machine for its installation at Indian airports.
(Action : APS HQ)

4.3 Body scanner
Trial run of body scanners has been
conducted at Delhi, Bangalore,
Cochin, Hyderabad, Pune and
Chennai airports.

A committee comprising
representatives of BCAS, Airport
Operators and CISF have been constituted to identify the space for
installation and the number of body scanners required at each of the
airports.

As advised by BCAS, ASGs shall pursue with Airport Operators to install
the body scanners compliant with the specifications issued by the
regulator at all airports.(Action : ASGs)

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The regulator will be approached for finalizing the scale of Body Scanners
in the existing SHA layout and revision of manpower norms for the PESC
component accordingly. (Action : APS HQ)
Revised SOP for passenger movement in the PESC area, measures for
improving their preparedness before arriving at the Body scanner etc
would require to be suitably drafted.(Action : APS HQ)
4.4 Provision of new HHMD/DFMD/ETD/X-BIS
Airport operator to be pursued forthe expeditious provision of all security
gadgets currently being used in the SHA and meeting any shortfall at the
earliest. (Action : ASGs)
4.5 Installation/up-gradation of CCTV cameras
CCTV systems have been the bedrock of the
operation of CISF ASG and the benefits of a state of
art CCTV system should be extracted to the
maximum. Airport operators must be pushed to
install/up-grade the CCTV surveillance system of the
airport and other vital critical areas of the airport.
SOP for frequent assessment and checks of the HD
cameras at pre SHA queuing assistance points, frisking locations should
be devised.
Frequent review and assessment of the adequacy and coverage of the
system must be conducted in view of the dynamic nature of building
design at developing airports.
The local ASG shall pursue for Joint survey and re-assessment by the
Joint Committee including BCAS representatives for sufficient number of
HD CCTV cameras to cover any shadow area and ascertain all the notable
prescribed features including 30 days storage, video analytics etc.

(Action : ASGs)
4.6 Boarding pass Barcode/QR code reader at frisking booth

The New scheme of dispensing with stamping on boarding card and
popularity of mobile boarding card would require the installation of bar
code readers /QR code reader before / at the screening points of SHA.
ASGs must follow up with the operator for installing reader or alternate
method of tracking and affixing accountability on the screener.

(Action : ASGs)
4.7 Installation of Biometric Readers/Scanner and Barcode reader /

Scanner at Boarding Gate to successfully identify passenger transiting
through the security process and detect those who have managed to
evade the process.(Action : ASGs)

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4.8 Display of videos/Signages:
To pursue with the respective airport operator for preparing and
installing suitable signs/videos at the appropriate locations in terminal
building, pre SHA area to prepare the passenger on the airport security
processes, procedures, new technologies like ATRS, Body scanners , SRIs
policy in the SHA. (Action: ASGs)

5. To Collaborate and Promote new advancements and
innovations in security processes through dedicated
corridors, improved CCTV monitoring, identity management

5.1 DIGI Yatra: The Ministry of Civil Aviation, Govt of India has developed
and released the Policy on biometric based digital processing of passengers
at Airports called "DIGI Yatra".
Airport Operators are in the process of implementation of DIGI Yatra
project. The installation/activation of Video analytic facility and behavior
analytics features compatible with the existing CCTV system across airports
is also likely to benefit the ASGs electronic surveillance/monitoring roles.
ASGs shall associate and provide all the required assistance for smooth roll
out of the processes considered under DIGI Yatra.
Revise Standing orders, SOPs for entry / exit of passengers from SHA,
Terminal building in accordance with the DIGI Yatra features.
(Action: ASGs)

5.2 Express Security check in facility
E-express corridor (Expressway check-in facility)
for passengers travelling with only hand
baggage has been implemented at Hyderabad
and IGIA Delhi (Terminal-2) airports, which
has yielded good results. Passengers using
this facility are able to save transit time and
reach boarding gate after ticket verification
work through bio-metric, e-ticketing, X-ray
scanning and frisking.
ASGs in coordination with Airport Operator may identify the feasibility of
similar corridors in the respective airports to successfully segregate
passengers, minimize the passenger load in check-in area and also reduce
the processing time at airport.(Action: ASGs)

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5.3 Queue Monitoring/Video /Behavioural Analytics

A few airport operators have installed Q-management/monitoring systems
including a dedicated software like XOVIS tracking system at SHAs and
terminal entry points.

ASGs at such airports should coordinate with Airport operator for log in
rights to access data and real time crowd / Queue monitoring features.

ASGs at other airports not having such a system must devise procedures
for collecting / sharing data from manual observers or using CCTV feeds on
Queuing and congestion pattern.

The data from the software or other means should be assessed and
analysed for obtaining real-time figures on passenger load, identifying peak
hours, queue length, average wait time throughout the day and use them
for decisions on SHA management including the required number of XBIS ,
frisking booths, rest and rotation of screeners in SHA.

(Action: ASGs)

5.4 Artificial Intelligence (AI): Aviation Security Research Team of the APS
and ASGs should follow up on developments in this field to potentially
harness benefits from AI.

There is cogent evidence to suggest that inbuilt AI along with machine
learning features with X-BIS, CCTV is likely to assist decision making and
reduce human errors and practical difficulty in real time monitoring of large
number of passengers and cameras installed at airport premises.

ASGs to follow up with the respective Airport Operators to install and
activate this facility in the CCTV system and incorporate AI in the other
security processes.

APS and ASGs shall pursue with the respective operator for suitably
integrating these emerging observations to aid, assist and improve the
functions by providing preventive and predictive leads to our
detection/surveillance systems.

(Action: APS HQ/ASGs)

5.5 Use of Barcode Reader/Scanner & Turnstiles gates for staff access
Installation of Biometric based access control system for airport staff is
likely to reduce a major concern of friction and permit ASGs security to
concentrate on the passengers.

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ASGs to follow up with BCAS and the respective Airport Operators for
expeditious issue of Biometric enabled AEPs to all regular airport users

including airlines staff / airlines crew, aviation stakeholders and expeditious

installation of these devices to regulate the staff entry process at the

airports.

(Action: ASGs)

6. Counter measures for new and emerging threats

6.1 Counter measures against UAS/RPAS/Drone
BCAS has issued ‘Basic requirements and
Technical specifications/QRs for counter Drone
technology/solutions for surveillance, Detection
and Neutralization in response to the broad range
of possible threats from remotely piloted
drones/UAVs
Airport Operators have been directed to install the same as per the
specified timeline:
 08 airports (Delhi, Mumbai, Hyderabad, Bengaluru, Nagpur, Cochin,
Kolkata & Chennai)- As pilot projects, within six months.
 Rest of the airports- Within one year.
 ASGs shall pursue, assist and provide all the required support for
identification of anti-drone technology best suited for the airport and
installation of the same at their respective airports.

 ASG shall organize frequent briefings and sensitize its personnel on the
current SOP on observation, identification of UAS and mitigation
procedure.

 ASG to conduct regular table top exercises and drills involving all other
stakeholders.
(Action: APS HQ/Sector IsG/Zonal DIsG/ASGs)

6.2 Counter measures against CBRN threats

Training personnel on identifying and recognizing signs,
symptoms and indicators of a possible CBRN attack is core
to the preparedness against CBRN threats.

ASG shall identify and suitably deploy personnel trained in
initial containment and decontamination process at
Airports. Such personnel and their action are expected to
restrict the potential spread of the hazard.

Education, awareness, constant training to the vital first responders of all
stakeholders including airlines, Counter Staff at the Airports shall be the
key to preparedness against CBRN threats. (Action: ASGs)

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ASGs must actively coordinate with the Airport operators and assist in
preparing detection, protection, response and recovery strategies at each
Airport.

RDE (Radiological Detection Equipment) have been installed at 14 airports.
ASGs at these airports shall prepare SOP delineating role and
responsibilities of ASG personnel and ensure regular training and mock
drills.

The remaining ASGs shall also pursue the matter with the concerned
Airport Operator for installation of RDE at terminal access, operational
area, cargo installations etc. at the respective airports.

(Action : Sector IsG/Zonal DIsG/ASGs)

APS shall also pursue this issue at the corporate level. (Action: APS HQ)

6.3 Insider Threat
The risk posed by persons with the insider access and the knowledge to
exploit vulnerabilities in the airport system is considerable. Insider threats
can be posed by malicious insiders, inside agents, disgruntled personnel,
careless personnel and third parties.

Based on the risk assessment, a plan has to be developed to setup controls
to lessen or eliminate the vulnerabilities. The following counter measures
may be adopted to mitigate the threats posed by insiders:

 Institute a mechanism for the periodic risk assessments from insider
threat point of view.

 Prioritize high value key assets and critical infrastructure from the
perspective of risk from insider elements essential to operations and
security

 Continual review and assessment of authorization and access to
sensitive areas, information and documents.

 Deploy counter intelligence, regimental intelligence measures including
social media monitoring to identify suspicious or disruptive behavior and
actions on part of the stakeholders and the ASG personnel.

 Trends in unauthorized disclosure of classified information or transfer of
data etc from airport system to personal mobile storage devices.

 Devise and maintain insider threat indicators- whether behavioral,
physical, technological or financial to expose malicious or potentially
malicious insider to detection.

 Continuous security awareness and education of all stakeholders
including ASG.

 Firm insistence on thorough pre-employment and background check of
the permanent staff of all stakeholders at the time of initial employment
and periodic checks of criminal record after initial verification.

 Firm compliance of BCAS guidelines insisting on access of temporary
casual staff in the sensitive controlled areas of airport only when
escorted by a regular vetted employee.

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 Strengthening screening measures for staff, surveillance and physical
presence of security personnel in sensitive operational areas and seek
assistance of the stakeholder’s own security team for similar vigil on
their own areas of responsibility.

 Review insider threat actual incidents for assessing and identifying
patterns and trends of significance including indicators of developing
the threat.
(Action: APS HQ/Sector IsG/Zonal DIsG/ASGs)

6.4 Cyber Threat
To counter the threat from cyber attacks etc, it is imperative to create a
cyber educated workforce adept at cyber security needs and significant
training and awareness impetus at all levels.
Identification, education, training of a cadre of subject matter experts with
the technical acumen to develop, implement and sustain the defensive
cyber capabilities to prevent critical infrastructure.
Adopt the cyber security counter measures for internal cyber resources
infrastructure of CISF.
Regularly update and implement cyber security policies to prevent data
theft.
Include login IDs and passwords to enable only authorized users access to
the computer system. (Action: APS HQ/Sector IG/Zonal DIsG/ASGs)

7. Enhancement of operational preparedness

7.1 Creating a dedicated team on aviation related research at
Airport Sector HQ, New Delhi :
Few technically qualified and subject matter experts shall be identified
from within APS to constitute a core group located at the APS HQRS and
also off site members located outside Delhi HQrs. The Research Team
shall be mandated to guide and advise the APS on technical issues
pertaining to Airport security and shall be tasked to:
- Follow up and be updated on the emerging developments in the field
of security gadgets, process and procedures.
- Compilation of Modern Security Gadgets being used in Aviation
industry world-wide including inputs on functions, advantages etc.
- Compilation of Security Gadgets being used at Indian Airports
(including their procedure, functions, advantages, disadvantages etc.)
- Compilation of advanced modern technologies proposed/ being
experimented at Indian Airports (including their procedure, functions,
advantages, disadvantages etc.)

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- Review of the reports of trials and demonstration of new technologies
at airports in India.

- Compilation of case studies on hijacking incidents, terrorist attacks at
the airports, sabotage, various other attacks, dealing with
contingencies, good detections as well as lapses by ASG personnel.

- To maintain a database of manufacturers/suppliers of new and
emerging technologies, cost etc.

- To develop ‘best practices’ in the field of Aviation Security.
- Matters related to implementation of projects of FHQRs Technical

Lab including U-OPS, “ War Room” Portal.
- Cyber Security Management.
- To develop application, programs, software for scientific collection,

collation and management of data
- To perform formal and deliberate strategic planning process and help

advance a planning culture and expertise for APS’s future plan on
aviation security.

APS will create small Team on research on aviation
issues with its own identified resources to undertake the above tasks and
provide inputs, advise, suggestion to APS HQrs. (Action: APS HQ)

7.2 Establishing as Integrated Command Centre at Aviation Security
HQ
The Control Room at APS Headquarters is the nerve centre of the ASG
security operation spread over 64 airports and SSG operations spread
over nearly hundred locations. There is a need to upgrade the current
infrastructure and features and to create an Integrated “Command
Centre” at the Headquarters.
APS HQrs shall prepare a detailed proposal and pursue for establishing
state of art, well equipped integrated Control Room for enhancing the
monitoring, integrating information system, incident management and
digitalization.
The Control Room shall be equipped with multi-modal communication
channels, fax machines, Hotlines with related stakeholders, video wall for
monitoring AV media feeds and other social media monitoring software
related to aviation security matters pertaining to ASG at airports.

Integrated communication and control platform (ICP) which presents
multiple channels of voice ,video and messaging communications via a
single seamless and unifying communication console would be preferred
to provide a feature rich multi-media communication platform and
successfully de-clutter operator’s desk and risk of cognitive overload.

(Action: APS HQ)

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7.3 Constitution of RED TEAM at Airport Sector HQ, New Delhi

The existing covert testing efforts at the APS HQRS level shall be
extended and expanded to include an additional tool for measuring the
effectiveness of people, processes and technologies against adversary
based threat scenarios.
APS HQrs shall create "RED TEAMS” consisting of subject matter experts
having an in-depth knowledge and field experience on security,
operations, technical and other backgrounds.

The RED TEAMS are expected to plan and execute scenarios that would
closely mimic the attempt /attack of the adversary .The RED TEAM are
expected to provide an independent peer review of the technology and
processes , develop relevant scenarios and act as devil’s advocate with
respect to security measures . The ultimate aim of the Team shall be to
identify any systematic lapses on part of the security arrangements and
successfully harden the security system.

The process is likely to test the existing system, develop corrective action,
determine the best practices and continuously improve the security
apparatus.

(Action: APS HQ)

7.4 Contingency Drill
Contingency drills on various
scenarios are being carried out at
regular intervals at all the airports
to check the response time and
operational preparedness.
Mock drills on various
contingencies are also being
carried out along with other
stakeholders including NSG teams
at major airports like Delhi,
Mumbai, Chennai, Kolkata, Hyderabad etc. Involvement of Specialized
Forces of State Police like AT S, Force-1, Garuda, Octopus etc. are being
carried out regularly at the airports to enhance coordination among
Forces so that the real contingency may be dealt with complete precision.

ASGs must plan and conduct mock exercises on the identified scenarios
as well as randomly created scenarios. (Action: All ASGs)

Feedback of contingency drill shall be analyzed and suitable corrective
measures taken to rectify the shortcomings observed during the
exercises. (Action: APS HQ/Sector IsG/Zonal DIsG/ASGs)
7.5 Documentation of lessons learnt during rehearsals and
consolidation of guidelines.
The observations and the lessons learnt/suggestions from rehearsals,
mock exercises shall be documented by ASGs for rectification, follow up,
sharing with higher formation. (Action: ASGs)

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Higher formation on receipt of observation shall assess the applicability of
the said observation and share it with other ASGs for information and
corrective action. (Action: APS HQ/Sector IG/Zonal DIsG)
7.6 Updation and upgradation of SOPs

Standing orders for each duty post are ready at all duty posts of CISF
ASG and have contributed to the sensitization, awareness amongst ASG
personnel and prepared all of them for the routine daily tasks expected
from them as well as likely contingencies at the duty posts. Standard
Operating Procedures for all procedures involving CISF as well as
procedures involving multiple stakeholders like Airlines, Airport Operator,
Customs, Immigration, and Police have been devised for effective
coordination and role clarity.
ASGs are required to periodically review and modify the Standing Orders
and the SOPs to incorporate the rapidly changing security processes and
procedures necessitated by the changing building topography , layout ,
access related reporting procedures, DIGI Yatra etc (Action: ASGs)

8. Inclusion of CISF/Airport Security in decision making
processes affecting security

ASG must create a working environment with the respective Airport operator to
be actively consulted, associated and involved in the plans & decision likely to
immediately or subsequently impact security operations and manpower.
Comments / inputs must be offered after careful analysis of the plan which is
likely to impact and any deviation from the requirements of the BCAS.

The involvement of ASG in decision making especially modifications in buildings,
additional project, runways, other vital installations, PESC equipment in the SHA
is expected to improve and advance knowledge and preparedness in the future.

(Action: ASGs)

9. Adding of Non-lethal devices

Uses of Non-lethal devices (Electric Shock Gun – TASER) temporarily
disrupt muscle functions and / or inflicts pain without usually causing
significant injury.
ASGs to approach the concerned airport operator to have such devices, which
will be effective in crowd control measures at the airport during L&O situations.
(Action: ASGs)
APS shall approach at the corporate level of the airport operator. (Action: APS
HQ)

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10. Building security culture amongst stakeholders and
enhance collaboration

10.1 Aviation Specific Capability Enhancement by foreign courses
Aviation Security Courses are being conducted by International Civil
Aviation Organisation (ICAO) and International Air Transport Association
(IATA) at foreign locations for the aviation security officers of its
contracting States.
CISF being the prime security agency implements the Standard and
Recommended Practices (SARPs) and policies to ensure that Civil Aviation
operations and regulations in India conform to global norms. Therefore, it
is imperative that officers of CISF should have an adequate exposure to
ICAO courses/workshops, which may enable to meet aviation security
obligations through the partnerships and coordination of assistance
between States, industry and various other stakeholders.

These courses/workshops conducted by International Civil Aviation
Organisation (ICAO) will be immensely useful for the officers who
supervise the security arrangements at 64 airports under CISF
cover.There is a need of signing the similar MoU between ICAO/IATA and
CISF for imparting professional training to cutting edge ASG personnel
(Screeners & Gazetted Officers).

CISF FHQrs to be approached for allotment of some vacancies to CISF for
the ICAO/IATA courses.

(Action: APS HQ)
10.2 Sharing of global best practices

Mutual interaction , exchange of knowledge and expertise on global best
practices with the approved international agencies like Embassies and
regulatory agencies of foreign nations coordinated by the BCAS, MoCA,
Airport operators and other sister agencies like Customs , NCB etc shall
be encouraged.
ASGs are expected to gain useful insights into globally accepted
benchmarks and practical application of several common security
processes and procedures. (Action: APS HQ)

10.3 Participation in Online Symposium
CASOs of CISF ASGs had attended Virtual Global Aviation Security
Symposium on 18th December, 2020 on “Improving Security Culture
by Connecting the Dots”.
Participation in similar symposiums of ICAO on security for the CASOs in
future also will be highly desirable.
(Action: APS HQ)

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11. Capacity Building

11.1 New training requirements
11.1.1 Training Needs Assessments (TNA)
On account of dynamic threats and galloping technology, TNA
shall be conducted to identify fresh training requirements at
various levels of the ASGs.

TNA exercise is expected to identify key areas & priorities in
training and development to help prepare ASG’s workforce for
the next level.

TNA for the core security functions like city-side security, anti-
hijacking duty, protection duty and specialized support duties
like BDDS, Dog Squad against known threats and emerging
threats like UAS, Drones, CBRN, Insiders should be prioritized

11.1.2 The outcome of the TNA should be utilized to identify gaps in
the training courses and develop specific training modules for
the uncovered or inadequately covered areas identified in the
exercise.

(Action: APS HQ)

Training to increase situational awareness, soft skills,
behavior detection etc. to raise existing potential
To raise professional knowledge as well as general bearing,
leadership skills, IQ level, General Awareness of ASG personnel
to the next higher level, APS HQ has designed a comprehensive
Training capsule named SHARP (Situational & Holistic
Awareness and Raising Potential).

ASGs have conducted an assessment of training requirements
of ASG personnel performing active operational duties and
categorized them in 3 broad categories viz. "Very Good",
"Good" and "Average" depending on the extent to which they
require training inputs.

The duration of the training inputs has been fixed as 03, 05,
07 days for personnel categorized as Very Good, Good and
Averages respectively. The schedule of Ministerial
staff/Tradesmen/ Drivers has been fixed for 5 days. This
process will be extended to the support and administrative staff
also.

Training will be imparted on a structured content already
shortlisted and shared with units. Resource personnel for
imparting training (SHARP) have already been identified and
trained on the topics to be covered.

APS HQrs shall monitor and supervise the successful imparting
of training under "SHARP" programme at ASG level.

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(Action: APS HQ/Sector IsG/Zonal DIsG/ASGs)

11.1.3 Special Tactical Training for personnel posted at
11.1.4 Airports
ASG personnel who have received ToT training shall be further
utilised to train maximum manpower on SPECIAL TACTICAL
TRAINING .

(Action: ASGs)
DGCA Training on Dangerous Goods
The security personnel of Aviation Security Group engaged in
security screening of passenger/staff and their baggage are to
be deployed at airports across India after having undergone
the appropriate training on dangerous goods as laid down
under the Aircraft (Carriage of Dangerous Goods) Rules, 2003
and the Regulator’s requirement.
DGCA will be requested to allot training slots on ToT basis to
the ASGs. Once the pool of ToT trained personnel is created,
they will be utilized to train ASG screeners on dangerous goods.

(Action: APS HQ/Sector IsG/Zonal DIsG /ASGs)

11.2 New training infrastructure

11.2.1 Establishing new Aviation Security Training Institutes
(ASTIs)

In order to meet demands of Aviation security training, APS shall
pursue for additional 04 ASTIs to be established at the following
locations:

ASG ASG ASG ASG
Guwahati Amritsar Ahmedabad Bangalore

The accreditation of additional 04 ASTIs shall be pursued with
the regulatory authority.
APS to identify and create pool of qualified / certified AvSec
Instructors, who will be posted to these ASTIs for imparting
training to ASG personnel
ASGs to liaise with the concerned Airport Operators regarding
provision of space and other infrastructure at these airports for
smooth conduct of mandatory AvSec training.
APS will coordinate with Technical Branch of FHQ for provision of
the required number of computers, relevant software packages
and gadgetry for the existing and new ASTIs. (Action: APS
HQ/ASGs)

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APS will coordinate with Technical Branch of FHQ for provision
of CBT Simulators software/hardware for the existing 06 ASTIs.

(Action: APS HQ/ASGs)
11.2.2 Centre of Excellence for Training on Aviation Security

(CETAS) :
In order to establish CETAS , a
detailed concept paper shall be
prepared and processed at the
appropriate level.

(Action: APS HQ)
The salient features of CETAS
and likely mandate which can
be assigned to it could include
the following :-
• Conduct of research and analysis of all past cases related to

aviation security like hijacking, sabotage, unlawful
interferences with civil aviation etc occurred world-wide and
preparation of case studies for taking suitable measures to
mitigate such threats at Indian airports.
• Testing new technologies and security gadgets, which may
be introduced in aviation security.
• Conduct of BASIC AvSec courses and Screener certifications
courses for CISF personnel deployed at airports.
• Conduct of aviation security courses for sister agencies and
other law enforcement agencies on payment basis. Courses
for other agencies will have certification from CISF.
• Training CISF personnel deployed at non Airport location
like DAE, DOS, DMRC Ports on handling newer technologies
including X-BIS machines, ETD etc.
• Training personnel of other stakeholders of aviation sector
like airline operators, airport operators on aviation security
on payment basis.
• Showcasing the growth and achievements of aviation sector
in general and of CISF in aviation security in particular.

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APS to coordinate and pursue at the appropriate level for
developing the required infrastructure (identification of land,
creation of replica of airports having all functional aspects
like runway, terminal building, dog kennel, cargo terminal,
SOCC etc), equipment (as per NCASTP-2018) and
sanctioning of requisite manpower to run this establishment.

(Action: APS HQ)
The Committee constituted by the FHQ involving officials of
APS and FHQ should deliberate the proposal and work out
the specific requirements in connection with establishing the
Centre of excellence for Training on Aviation Security.
(Action: The concerned Committee members)
11.3 Work Ethos committed to People
11.3.1 Mentor system
The APS employs professionals with
diverse territorial, cultural milieu,
education and age profile with
varying experience in Airport
Security.
ASGs shall devise a system of
assigning the identified personnel
as mentors to each or a group of
personnel to guide ASG personnel
the attain the expected benchmarks in professional and
personal life and attain harmonious work-life balance.

(Action: ASGs)
11.3.2 Gender Sensitive organisational culture

Nearly 30% of air passengers are women and the Airport
Security Group witnesses one of the largest deployment of
lady personnel in CISF. The parity in the nature of their duties
requires 24x7 deployments alongside their male counterparts.
The workplace environment, facilities and culture in CISF like
the most other CAPF have traditionally been a predominantly
male dominated.
All levels of APS should make conscious efforts to create a
gender sensitive organisational culture. They shall make
efforts to create a harmonious work place and adopt personnel
policy, leave and deployment policies to minimize gender
discrimination and promote gender equalities in ASG
operational and administrative work.

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ASG while handling special requirements of gender
issues may include:
 Gender sensitization awareness sessions for all key

officials.
 Safe and comfortable women’s barrack with the required

amenities.
 Liberal Sanctioning of leave to women staff.
 Crèche facility.
 Facility of separate changing/dining room at workplace.
 Cautious-detailment in Internal Security and L&O duties.
 Periodical conduct of meeting with female staff.
 Counseling and health awareness.

(Action: APS HQ/Sector IsG/Zonal DIsG/ASGs)
11.3.3 Enhanced two way communication within and outside

Good administration requires that there be clear channels for
funnelling information, opinions and attitudes of all the
deployed personnel upward, downward and horizontally
throughout the Aviation Security System. Communication is
the process of transmitting cues, mainly written and verbal, in
order to modify human behaviour. It is a process through
which the interaction between Aviation Security Headquarters
and field formations is made possible. As such, it is a carrier of
a social process by which Headquarter influences and, in turn,
gets influenced by subordinate officers. Accordingly, it is
grounded in the interchange of ideas and in this respect, it
involves the broad field of human interchange of thoughts,
ideas and opinions and attitudes, which are primarily designed
to modify human behaviour.
Aviation Security Headquarter should be well informed of all
aspects of departmental operations if it is to effectively
perform responsibilities of planning, directing, coordinating,
and controlling the activities of Airport Security Groups. This
would be basically a task of coordinating departmental
activities and deployed personnel into an efficient purposive
unity. The primary mean available to accomplish this task, is
through a well-designed system of communication which will
provide for unobstructed flow of information throughout the
Aviation Security System.
Planning and organization of activities. (Action: ASGs)
Monitoring of implementation. (Action: Sector IsG/Zonal
DIsG)

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11.3.4 Smriti Sanchay

The ASGs of CISF, unlike several CAPFs do not function and
operate on the permanent regimental structure. Every
member of the ASGs is rotated on a periodic basis as per the
rotation policy. As the ASG members rotate within the APS and
beyond after a time period, it creates an information deficit on
the progression of the Units, landmark infrastructures,
incidents, epoch making events, key persons connected with
the events from the ASGs and other stakeholders.
The ASG Unit shall prepare a documented history of all the
important events connected with the Unit for reference
To further supplement the documented formal history of the
Unit, ASG Units shall be encouraged to draw benefit from
"Smriti Sanchay” -a scheme and a tool to create a body of
knowledge from informal interaction with the retired, the
former colleagues of the organization. A free, frank, unfettered
sharing of information backed by supporting evidences,
photograph and videos in their personal collection would
supplement the documented history of the Unit.
The Unit would gain from experience sharing, learning and
obtain insightful appreciation of the historical perspective on th
Unit’s culture and tradition.
To successfully bridge the continuity gap and gain from
experience and insights of predecessors, the units under APS
shall devise a schedule to track, coordinate and interact with
such ASG personnel and also document their experience
sharing and create a chronological Unit History.

(Action: ASGs)

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12. Welfare measures

12.1 Reward/Appreciation for good work done.
 ASG personnel put painstaking efforts to detect security removed
items, cash, foreign currency, valuables, contraband in possession
of passengers and also exhibit exemplary honesty and integrity on
duty.
 ASG should devise a scheme of recognizing the efforts of the high
performers and motivating them besides encouraging others with
suitable incentives including cash reward and appreciation.
 Extraordinary, substantive efforts of detection to be recommended
and forwarded for reward by the concerned DIGs/IGs and ADG
APS.
(Action: APS HQ/Sector IsG & Zonal DIsG)

12.2 Medical health facility
 The Medical health facility to ASG personnel is being provided by
the Airport Operator at par with their own employees and capped
to CGHS rates. Further, CISF personnel are likely to be extended
the benefits of the Central Government "Ayushman Bharat
Scheme".
 ASG must ensure timely submission of medical bills and monitoring
of the processing and release of payment to the claimant in a time
bound manner.
 Units must sensitize ASG personnel on the modalities of Ayushman
Bharat Scheme on eligible treatment and claim.
(Action: All ASGs)
 Frequent monitoring of enrollment under the Ayushman Bharat
Scheme and clearance of medical bills by the Airport Operators.
(Action : Sector IsG & Zonal DIsG)

12.3 Health check-ups for families besides the CISF
 Organize health check-ups for CISF personnel at least once a year
through the Operator.
 Organize health check up of families at least once every three
years. (Action : All ASGs)
 Monitoring of implementation. (Action : Sector IsG & Zonal
DIsG)

83

12.4 Rest, recreation and recuperation
 Provide leave and sufficient rest & recuperation and recreational
facilities for both barrack and family members. (Action: All ASGs)
 Monitoring of implementation. (Action : Sector IsG & Zonal
DIsG)

12.5 Safe, hygienic and comfortable habitation
 Providing and maintaining sufficient, safe, hygiene and comfortable
family and barrack accommodation to the ASG personnel. (Action :
All ASGs)
 Provide nutritious healthy food in the Mess. (Action : ASGs)
 Gym, Library, wash room facilities etc. for all ASG
personnel.(Action : All ASGs)
 Monitoring of implementation. (Action : Sector IsG & Zonal
DIsG)

12.6 Administrative issues
All formations must adhere to the timelines and follow the
guidelines/circulars while dealing with the following matters related to
Force personnel:-
o Superannuation/retirement
o Voluntary retirement
o Family Pension
o Compassionate appointment
(Action: All ASGs, Sector IsG & Zonal DIsG)

13. Welfare measures beyond financial assistance

13.1 Regular counseling /conversation/interaction of/with ASG
personnel:
 Planning and organizing regular counseling sessions, interactive
classes and timely redressal of grievances at Unit level. (Action :
All ASGs)
 Monitoring of implementation. (Action: Sector IsG & Zonal
DIsG)

84

13.2 Cultural/sports/community activities to create inter personal
relation.
 Regular sessions of an optimum work-life-balance, emotional well-
being, stress management and Yoga classes for all ASG CISF
personnel and their families/wards.

 Organizing motivational and inspirational talks by prominent
persons.

 Inviting speakers with knowledge on health, education, finance.

 Summer camps during annual holidays for the wards and families of
CISF personnel.

 Crèches for the wards of

working CISF female
personnel to be provided at
the bigger Units.

 Organizing collective

celebration and participation
of personnel and family
members in major festivals
like Holi, Diwali, Eid etc. in
CISF Unit complex.

 Planning and organization of activities. (Action : All ASGs)
 Monitoring of implementation. (Action : Sector IsG & Zonal

DIsG)
13.3 Skill education/career counseling/awareness programme /

quiz competition for wards of ASG personnel

 Planning and organizing Quiz, sports activities, drama, Nukkad-Natak,
Painting & Essay competitions for the wards, families and the
personnel on different occasions.(Action : All ASGs)

 Monitoring of implementation. (Action : Sector IsG & Zonal DIsG)

14. Building face of the Force

14.1 Community outreach
 Under the aegis of Ministry of Home
Affairs, APS HQ and ASGs have
undertaken various community
outreach programmes to improve
learning and promoting civic
engagement and strengthening
communities by addressing their
societal needs.

85

 Planning and implementation of community outreach programme
like Swachh Bharat Mission, Tree plantation, Jal Shakti Abhiyan, Ek
Bharat Shresth Bharat etc. (Action : All ASGs)

 Monitoring of implementation. (Action : Sector IsG/ Zonal DIsG)
14.2 Empathetic security procedures for Senior Citizens, Women

and specially abled passengers
 ASG must strictly enforce the guidelines

on the issue of empathetic and humane
approach by CISF personnel while
handling sr citizens , old aged , needy
passengers at Airports
 Explore feasibility of starting pro active
measures aimed at assisting senior
Citizens and needy passengers on the
lines of Swarnim Sewa project of ASG
Hyderabad , which has been well received and contributed to the
positive image of ASG. (Action : All ASGs)
 Grievance /feedbacks, complaints from passenger and airport users
must be received and treated with the honest intent of self
introspection and revalidation of the system.
 Well defined time bound scheme for redressal of grievances should
be developed at all the airports to promptly examine and evaluate
the feedback and rectify shortcomings. (Action : All ASGs)
 Monitoring of implementation. (Action : Sector IsG/ Zonal DIsG)

86

14.3 Improving public interface with passengers
In an endeavour to create passenger friendly environment and
improved passenger experience at the airports under CISF, ASGs must
sensitize and train its personnel on courteous and polite behaviour.

ASGs must conduct an in-house training course on soft skills for CISF
personnel on monthly basis by the identified instructors/ Supervisory
officers.

(Action: ASGs)
To have a better impact on the Force personnel, such training may also
be organized with the help of renowned agencies and experts in this
field

(Action : Sector IsG/ Zonal DIsG/ASGs)
APS to monitor its implementation and seek compliance.

(Action : APS HQ)

*************************

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88

OPERATIONAL PLANNING

To operationalize this Roadmap, other levels of the Airport Sector of CISF
including the IG Sector Headquarter, Zonal Headquarters, Units of Airport Security
Groups at the Airports have been made responsible for drafting and
maintaining Implementation Plans for each of the tactical plans flowing from the
strategic objectives.
An illustrative list of Action Plans at ASG level flowing out of the CISF Civil Aviation
Roadmap Strategy and the Tactical goals has been annexed to this document in the
next section.
The Implementation Plans are to be devised by the Sub Units under the APS. They
will identify the Action Plan pertaining to their formation/ Airports and devise Micro
Action Plans clearly delineating specific initiatives, activities, milestones and provide
a measurable end state and time line to achieve the Objectives.
While not exhaustive, ASGs shall follow the following guidelines to ensure that the
Short and Medium-Term objectives identified in the Roadmap are meticulously
implemented:

Align activities to the identified APS strategy and policy
Define the final outcome with quantifiable and measurable metrics

Maintain an internal and external customer focus
Actively seek stakeholder input

Make deliberate, time-bound decisions
Keep others including higher formations suitably informed through

transparency and documentation

Responsibly prioritize and devote time to achieve maximum impact
with available resources

Promote critical thinking, ideas and solutions

The successful implementation of the roadmap would be dependent on the quality of
information, data and feedback received from these initiatives. ASGs should identify
and assign the responsibility for implementing each or few Action Plan(s) to a Lead
Officer from their Unit’s strength to improve responsibility, transparency and
accountability. Each officer assigned to the task will be responsible for leading and
providing regular updates on the implementation status of the objective assigned to
him. This effort will help ensure that the roadmap is a living document and also
ensure focused monitoring on progress of each of the identified tasks.

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IMPLEMENTATION PLAN FOR ASGs

Sr. No. ACTION PLAN...

1. Covering security gaps by application of uniform security
procedure

1.1 To quickly assess , identify security need - manpower availability
mismatch to offset through manpower survey and swift augmentation

1.2 Closely Monitor large development projects like Construction of new
terminal building

1.3 Closely Monitor and factor into other issue like new SHA , additional
XBIS, Frisking booths, expansion projects linked to additional demands
on ASG Manpower/ Expansion

2. Covering manpower gaps at existing ASGs through innovative
and realistic mechanisms

2.1 Timely review of existing strength and Resurvey of manpower
2.2 Strengthening Cargo Security capabilities
2.2.1 Pursue for induction of CISF at the mandated duty posts and tasks at

non CISF manned Cargo Complex
2.2.2 Pursue with Cargo and Airport operator for installation of requisite

gadgets identified for comprehensive Cargo security at all Airports
2.2.2.1 Installation of CCTV cameras to cover the shadow zones
2.2.2.2 30 days recording in CCTV cameras
2.2.2.3 Provision of vehicle access control system
2.2.2.4 Installation of Radiological Detection Equipment
2.2.2.5 Biometric screening technology
2.2.2.6 Any other measures to strengthen the cargo security

2.3 Strengthening Cityside Security capabilities
2.3.1 Installation of requisite security gadgets and infrastructure at city side

area of the airports
2.3.1.1 Separate bay to segregate suspect vehicles for checking
2.3.1.2 Motorized Barriers
2.3.1.3 Tyre Killers
2.3.1.4 Bollards
2.3.1.5 Fortified morchas
2.3.1.6 Zig-zag barrier
2.3.1.7 Ramp/railing outside
2.3.1.8 UVVS
2.3.1.9 CCTV Cameras
2.3.1.10 Installation of any city side equipment.

2.4 Installation of Perimeter Instruction Detection System
3 Strengthening ASGs Core capabilities

3.1 Periodic Security gap analysis (Security Gadgets and infrastructure)
3.1.1 Assessment of gaps in CCTV and time bound action to meet the gap

3.1.2 Assessment of gaps in X-BIS, DFMD, HHMD, ETD etc. and time bound
action to meet the gap

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Sr. No. ACTION PLAN...

3.1.3 Assessment of gaps in communication equipment like VHF, Walkie-
Talkies, Hands free etc. and time bound action to meet the gap
3.1.4
3.1.5 Replacement of QRT Vehicle

3.1.6 Assessment of gaps in gadgets/infrastructure at any area of the airport
and time bound action to meet the gap
3.1.7
Assessment of gaps in perimeter wall and time bound action to meet the
3.1.8 gap

3.1.9 Assessment on adequacy and requirement of new watch tower and time
3.1.10 bound action for its construction
3.1.11 Assessment of gaps in light/height/urinal/fans/heaters in watch towers
3.1.12 and time bound action to meet the gap
3.1.13 Time bound action to meet the gap in perimeter road
3.1.14 Time bound action to meet the gap in perimeter light
3.1.15 Submission of bio-metric AEP application form
3.1.16 Provision of Protective equipment and accessories for QRT
3.1.17 Procurement of Riot Drill Equipment
3.1.18 Maintenance of existing equipment
Repair of faulty equipment
3.1.19 Replacement of faulty equipment
3.1.20 Up-gradation of existing equipment
Assessment of gaps in Random Screening equipment and time bound
3.2 action to meet the gap
3.3 Phasing out of old weapons
3.3.1 Any other Operational up-gradation
3.3.2 Alternate mode of communication at Watch Tower
3.4 Operationalization of BDDS teams
3.4.1 Provision/Repair of BDDS equipment/ Operationalization of BDDS
3.4.2 Deficiency of BDDS equipment
3.4.3 Raising and Replenishment of dedicated Dog Squad
3.4.4 Procurement of new Dogs
3.4.5 Construction of Dog Kennels
3.5 Provision of Dog training equipment/Obstacles
3.5.1 Weeding Out of Old dogs
3.5.2 To meet the existing deficiency of dogs
3.6 Vehicles
Dedicated Armoured (Bullet Resistant) Vehicles
4 Provision of new operational vehicle
BR Jackets and BR Helmets
4.1 To collaborate with stakeholders in identifying best suited
4.2 measures to address passenger throughput, convenience and
4.3 privacy concerns during Pre-Embarkation Security checks
Automated Tray Retrieval System
Body scanner
Provision of new HHMD/DFMD/ETD/X-BIS

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Sr. No. ACTION PLAN...

4.4 Installation/up-gradation of CCTV cameras
4.5 Boarding pass Barcode/QR code reader at frisking point
4.6 Display of videos/Signages
4.7 Remote screening system
4.8 Installation of Biometric Readers/Scanner and Barcode Reader/Scanner
at Boarding gate
5 To Collaborate and Promote new advancements and innovations
in security processes through dedicated corridors, improved
5.1 CCTV monitoring, identity management
5.2 Implementation of DIGI Yatra at the airport
5.3 Biometric Access Control System
5.4 Facial Recognition System
5.5 Video analytics for queue management
5.6 Express Security check-in facility
5.7 Profiling techniques
5.8 Barcode
5.9 Reader/Scanner
5.10 Turnstiles gates for staff access
Any other proposed measures
6 Counter measures for new and emerging threats
6.1 Sensitisation, training & Installation of Counter Drone equipment
6.2 Installation of Radiological Detection Equipment at Check-in area, SHA
and Cargo Complex
6.3 Countering Insider Threat
6.3.1 Meeting with Stakeholders to ensure stringent background check of their
employees working at airport
6.3.2 Identification of disgruntled employees
6.3.3 Implementing staff education/training, and developing key processes, to
reflect insider threat concerns.
6.4 Counter measures for Cyber Security
6.4.1 Cyber Security Audit of IT infrastructure
6.4.2 Installation of genuine operating System and software as per CCMP
6.4.3 Installation of updated anti-virus software
Enhancement of operational preparedness
7 Timely conduct of Contingency Drills
7.1 Mock Drills on every likely threat scenario
7.1.1 Multi agency mock drills for inter agency coordination
7.1.2 Mandatory time bound conduct of Anti-Hijacking exercise
7.1.3 Mandatory and timely conduct of BTCP
7.1.4 Conduct and participation in any other special mock drill
7.1.5 Any other operational practices and procedures
7.1.6 Installation of IFACTS
7.1.7 Implementation of Urban Operations (u-Ops) (Geographical information
7.1.8 system) software
Documentation on lessons learnt during rehearsals and consolidation of
7.2

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Sr. No. ACTION PLAN...

7.2.1 guidelines
7.2.2 Operational practices
7.2.3 Compilation of lessons learnt from Mock exercises (Last 02 years)
7.2.4 Administrative practices
7.2.5 Welfare practices
7.2.6 Infrastructural practices
7.2.7 Best COVID practices
7.2.8 Best practices of differently abled passengers (PWD)
7.3 Any other practices
Compilation and Upgrading of Details and Information on Operational
7.3.1 Area of Airports :
7.3.2 Creating airport specific Information manual related to Airside
Information about types of aircraft operating from the airport (including
7.3.3 their size, gates, seating capacity etc.)
7.3.4 Information about runway (degree, coordinates, length etc.)
7.3.5 Information about functioning of ATC
Information about functioning of Apron Control for managing vehicle &
7.3.6 aircraft movement in airside
7.3.7 Information about vital installation in the Airside like ILS, Radar etc.
7.3.8 Information about hangers and their functioning
7.3.9 Information about movement of Cargo in the airside
7.4 Any other information of Airside
7.4.1 Consolidation , updation of mandatory document at Airports
Consolidation, Indexing and Digitalization of all the BCAS AVSEC
7.4.2 Circular/Orders
7.4.3 Consolidation of APS Circulars and important instructions
Regular, frequent Updation of all contact information , important
7.4.4 stakeholders and other material at CISF Control Room
7.5 Change of old registers & files of SHA and other duty posts
7.5.1 Updation and up-gradation of SOPs
7.5.2 Up gradation of SOP of all duty posts
7.5.3 Up-gradation/revision of Contingency plans
7.5.4 Up-gradation/preparation/rev ision of any other SOP/Contingency plan
Creation of SOP for each duty post on all possible contingencies arising
7.5.5 at the airport – Role and Responsibility of personnel during each
contingency should be spelt out and provided to concerned duty post so
8 that personnel knows his job on arising of any contingency.
Creation of SOP for unit personnel on contingency other than airport
9 (Fire incident, Barrack evacuation, accident of personnel & all other
10 possible situations)
Early inclusion of CISF/Airport Security in decision making
10.1 processes affecting security
Adding of Non-lethal devices
Building security culture amongst stakeholders and enhance
collaboration
Compilation of pending issues

93

Sr. No. ACTION PLAN...

10.1.1 Issues pending with AAI/Airport Operator
10.1.2 Issues pending with BCAS
10.1.3 Issues pending with MoCA
10.1.4 Issues pending with FHQrs
10.1.5 Issues pending with Airport Sector
10.1.6 Issues pending with any other agency/ organization
10.1.7 Meetings to resolve the pending issues
10.2 Enhancing coordination with sister agencies
10.2.1 Organising informal inter agency meetings
10.2.2 Organising inter agency sports event
10.2.3 Organising cultural events inviting other agencies
10.2.4 Organizing Bada Khana with participation of other agencies

10.2.5 Inter agency bonding by organizing Unit level inter agency informal
meets bonding exercise
11 Capacity Building
11.1 Assess need for New Training infrastructure
11.1.1 Expansion/provision of training infrastructure
11.1.2 Provision of equipment/gadgets for ASTIs (wherever applicable)
11.2 Conduction of Training on work related airport specific skills
11.2.1 Advance training on handling of weapons
11.2.2 Rotational training
11.2.3 Soft Skill Training from the professional to be arranged by CASOs locally
11.2.4 Soft Skill Training (in-house)
11.2.5 Behaviour Detection Training
11.2.6 First Aid Training
11.2.7 Exposure on various type of detonators, otherwise too difficult to be

11.2.8 detected in X-ray screening, especially Plastic detonators.
11.2.9
11.2.10 Training on situational awareness
11.2.11
Classes on Cyber Crime Awareness
11.2.12
11.2.13 Training on Wild life protection
11.2.14
11.2.15 Situational & Holistic Awareness and Raising Potential (SHARP)
11.2.16 for all ASG personnel to be started by APS for Very Good, Good &
11.2.17 Average ASG personnel
11.2.18 Training on Narcotics Detection
11.2.19 Special Tactical Training for QRT personnel and Terminal Marshals
11.2.20 Dog Basic Training
11.2.21 Dog Refresher Training
Dog Handler Training
Training on RDE equipment
Annual Range Classification
Annual Medical Examination
Fit Indian Movement
Any other Training

94

Sr. No. ACTION PLAN...

11.3 Enhanced two way communication within and outside
11.3.1 Structured Briefing and de-briefing
11.3.2 Methods of Prompt communication
11.3.3 Sainik Samelan
11.3.4 Meetings with Screeners
11.3.5 Interaction with duty personnel
11.3.6 Creation of What’s app group of unit personnel.
11.3.7 Request Room
11.3.8 Any other method of communication
11.4 Smriti Sanchay
Welfare measures
12 Construction/hiring of Family Accommodation
12.1 Construction/ hiring of Barrack Accommodation
12.2 Any up-gradation in Family and Barrack Accommodation
12.3 Installation of Gas Pipe line system in barracks
12.4 Expansion/construction/repair/renovation of CISF administrative
12.5 office/barracks/ family accommodation/any other space/facility provided
to CISF
12.6 Expansion/provision of gymnasium
12.7 Items/stores for conducting regimental and outdoor activity programmes
12.8 Installation of RO System and any other facilities for Unit personnel
12.9 Any other Administrative matter/construction/up-gradation
Welfare measures beyond financial assistance
13 Games competition with other agencies
13.1 Organizing Motivational talk
13.2 Expansion/Establishment of KPKB and Sanrakshika Canteen
13.3 Conducting of educational classes for the wards of unit personnel
13.4 Awareness classes / session in the field of health, finance carrier and
13.5
banking etc.
13.6
13.7 Provision of water camphor at perimeter duty posts

13.8 Organizing Sports/Yoga activities for unit personnel/their wards/family

13.9 members

13.10 Provision of Recreation/cultural hall for briefing and de-briefing hall for
Sainik Sammelan and Operational Briefing
13.11
Creation of briefing and debriefing shed for duty personnel to cater all
13.12 weather conditions, if required
13.13 Setup of outdoor gym, field obstacles and PT equipments for regimental
activities health and hygienic
13.14 Maximum coverage under Govt. investment Plan/ scheme i.e. SSY,
PMJJY, PMSBY etc.
Empanelment of Hospitals
Inviting retired personnel for regimental functions who have settled in
city or around the city, at least once a year to have a cup of tea (vehicle,
if feasible, may be provided)
Reviving the connect with retirees and NOKs of Martyrs

95

Sr. No. ACTION PLAN...

13.15 Awareness campaign on nutrition for family members
13.16 Organizing health camps
13.17 Other Welfare matters
13.18 Skill education for wards of family members
13.19 Picnic Program for unit personnel along with family.
13.20 Cultural Function
13.21 Career counseling for wards of family members to develop their own
capabilities
13.22 Awareness programme for wards of family member to get better
avenues
13.23 Sessions for stress release
13.24 Sports competition for wards of CISF personnel
13.25 Organizing Quiz competition for the wards of CISF personnel
13.26 Facilitation of wards who have excelled in Sports and Academic field
13.27 Any other thing which could help force personnel and their families as
well as children
13.28 Enhancement of communication skills
13.29 Each one Teach one technique
13.30 Providing assistance to unit personnel to excel in field of their hobby
such as sports, singing, academic etc
13.31 English-speaking classes
13.32 Basic local language classes
13.33 Yoga and meditation classes
13.34 Conduct of sports competitions
13.35 Conducting of running competitions
13.36 Conducting of physical fitness competitions
Building face of the Force
14 Tree plantation in community
14.1 Swachhta Abhiyan in community
14.2 Shramdan in community
14.3 Organising educational camps in community
14.4 Organising blood donation camp in community
14.5 Any other measures taken
14.6 Administrative Management
Disciplinary matters
15 Timely disposal of DEs/PEs
15.1 Timely expending of allocated budget
15.1.1 Reduce pendency of pension cases
15.1.2 Provisioning and Budget
15.2 Timely Clearance of Cost of Deployment
15.3 Timely Procurement of items from various Budget heads
15.3.1 Meeting budget timelines
15.3.2 Updation of administrative documents
15.3.3 Service Book Digitalization
15.4 Updation/ review of PIS data of all unit personnel
15.4.1
15.4.2

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Sr. No. ACTION PLAN...

15.4.3 Any other documentation
15.5 Up-gradation of Unit Kote
15.5.1 Installation of CCTV camera at unit kote.
15.5.2 Biometric issuance of Weapon
15.5.3 Installation of biometric access control system at unit kote.

The timelines for all the above operational plans have been drawn by the ASGs
themselves on the basis of ASG-specific assessment and have been compiled at
Aviation Security HQrs for continuous monitoring and support.

*****

97

GLOSSARY

 AI – Artificial Intelligence
 AAI-Airports Authority of India
 ASG – Aviation Security Group
 ASTI- Aviation Security Training Institute
 ATRS – Automated Tray Retrieval System
 BCAS – Bureau of Civil Aviation Security
 BDDS – Bomb Detection and Disposal Squad
 CAPF-Central Armed Police Force
 CASO- Chief Aerodrome Security Officer
 CBRN-Chemical, biological, Radiological & Nuclear
 CETAS-Centre of Excellence for Training on Aviation Security
 COPRA- Comprehensive European Approach to the Protection of Civil Aviation
 CoS – Committee of Secretaries
 CTCP-Counter Terrorist Contingency Plan
 CTX – Computed Tomography X-Ray
 ETD – Explosive Trace Detector
 EU- European Union
 GASeP – Global Aviation Security Programme
 IAF – Indian Air Force
 IATA – International Air Transport Association
 INS – Indian Naval Station
 ICAO – International Civil Aviation Organization
 MANPAD-Man Portable Air Defence System
 MoCA – Ministry of Civil Aviation
 MoU – Memorandum of Understanding
 MHA – Ministry of Home Affairs
 NCASP – National Civil Aviation Security Programme
 NCASTP - National Civil Aviation Security Training Programme
 QRT- Quick Reaction Team
 PESC – Pre-embarkation Security Check
 PTB – Passenger Terminal Building
 RCS-Regional Connectivity Scheme
 RDE-Radiological Detection Equipment
 RPAS – Remotely Piloted Aircraft System
 SWOT – Strength Weakness Opportunities & Threat
 TNA – Training Needs Assessments
 UAS – Unarmed Arial Surveillance

98

 ICAO DOC 10118 Global Aviation Security Plan (GASeP)
 ICAO practical guide on Aviation Training and Capacity Building
 COPRA roadmap document- D 5.1
 ICAO Document 8973
 Annex 17 to the convention of International Civil Aviation (Security)
 National Civil Aviation Security Programme, BCAS
 National Civil Aviation Security Training Programme, BCAS
 The Aircraft (Security) Rules, 2011
 Anti Hijacking Act – 2016
 Orders and regulations: - Notification, AVSEC Orders, Circulars and

Directions issued by Appropriate Authority in pursuance of legislations to
implement ‘National Civil Aviation Security Programme’.
 From open online sources.

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