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THE CRPF ACADEMY JOURNAL
Volume 2 • Issue 2 • 2011
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“Let Brilliance Emerge out of our Endeavour”
CRPF
Academy
Change of Guard - Shri H.R. Singh taking over as
Director/IG, CRPF Academy from Shri J.S. Gill on 20th June, 2011
Endeavour : Vol 2 • Issue 2
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CRPF
Academy
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CRPF
Academy
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CRPF
Academy
Contents
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“Let Brilliance Emerge out of our Endeavour”
From the Director’s Desk
Objectives of CRPF Academy
Profile of DAGOs 42nd Batch
Tactical Operations – Do’s and Dont’s
10 Commandments for Trainees
ENDEAVOUR
The CRPF Academy Journal
Vol 2, Issue 2, 2011
Patron
Sh. H.R. Singh, Director/IG
The Dynamics of Effective Company Command
B.B. Vaid
Field Analysis of IED Blasts in Naxal affected areas
Rakesh Kumar Singh
Training Games
Niraj Kumar
Road Map for serving in Naxal prone areas
S.B. Singh
Gender Sensitization : Sexual Harassment at workplaces - Legal perspective
Vishwanath Paranjape
GIS - An Operational Tool
Shailendra Kumar
Killing Instinct -Developing Combat Mindset
Stanzin Shakya
Editorial Board
Sh. Rakesh Kr. Singh, Comdt.
Sh. H.S. Ghuman, 2-IC
Technical Assistance
Const. B.S. Hanse
Const. Dhirender Kumar
Training for innoculation against combat stress reaction
Deepak Kumar
Reflex Firing Capsule for DAGOs by Tamil Nadu Police Commando School
Communal Harmony and National Integration
Anadi Dayal
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2
4
6
12
13
25
31
35
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68
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94
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CRPF
Academy
The Faculty
Sh. H.R. Singh, Director/IG
Brig. (Retd) Maan Singh, VSM, DIG
Sh. B.B. Vaid, Comdt.
Sh. Rakesh Kr. Singh, Comdt
Sh. H.S. Ghuman, 2-IC
Sh. R.C. Shukla, Dy. Comdt.
Sh. H.K. Dwivedi, Dy. Comdt.
Sh S. B. Singh, Dy. Comdt.
Sh Anurag Singh, Dy. Comdt.
Sh. Sarang, Dy. Comdt.
Dr. V. Paranjape, Dy. Comdt.
Sh. S. Shakya, Dy. Comdt.
Sh. R. K. Agnihotri, AC
Sh. Parveen Kumar, AC
Sh. Pradeep Kukarati, AC
Sh. Niraj Kumar, AC
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CRPF
Academy
FROM THE DIRECTOR'S DESK
Dear readers,
The quarterly publication from the CRPF Academy, Gurgaon provides an effective platform to
the Faculty Officers, trainers and the trainee Officers to express their views and articles on
relevant issues of the force. The collective endeavour of the excellent faculty Officers and staff
in the Academy gets crystallized in the form of many new views that emerge through
interactions between trainees and trainers, open discussions and debates at various occasions
during the course of training, which find place in the issue of Academy magazine
'ENDEAVOUR'.
The Operational requirements of the field dictate to suitably modify and update the training
needs of young Officers in the Academy. The fact that success of the force in its task of
maintaining peace and order in the country, to a large extent depends on the capability,
leadership and motivation level of these young Officers under the guidance of experienced
Commanders at various levels. The Academy, therefore, endeavours to fulfill this requirement
through a well deliberated course curriculum and methodology under the direct supervision
of Force Head Quarters.
I am happy to present this quarterly issue of our Academy magazine Endeavour today on
29th August 2011, the occasion of the' Passing out parade' of 146 Officers of the 42nd batch of
the Directly Appointed Gazetted Officers. I am sure that the contents and articles of this
endeavour of ours will be useful to the officers, men and the readers in efficient performance
of their duties. I am also sure that these Officers who are stepping out of the Academy today
will perform their duties and responsibilities with high degree of human excellence and
professionalism thereby bringing the visible change in the satisfaction and performance level
of the Sub units put under their Command.
H R SINGH
Director
CRPF ACADEMY
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CRPF
Academy
OBJECTIVES OF CRPF ACADEMY
lead his troops in various theatre of
ops.
• Be able to efficiently administer his
troops and organize various activities.
• Be able to plan, organize and supervise
company training.
• Be able to efficiently manage the
company office.
THRUST AREAS DURING TRAINING
The CRPF Academy came into existence
in the year 2005 and has constantly
endeavoured towards excellence in all
spheres since then. Over the years the
Academy has grown and is developing
into a world class establishment. The
creation of infrastructure is progressing at
a fast pace and every member of the
Academy has a contribution to this end.
Notwithstanding the development of
world class infrastructure, the guiding
philosophy remains "ALL THAT IS
REQUIRED FOR TRAINING IS THE SKY,
THE GROUND, THE TRAINEE & THE
INSTRUCTOR."! The rest are an added
bonus.
The Academy is in a continuous effort
to ensure that the training imparted is able
to keep pace with the ever changing
ground realities of internal security in the
Country. With the growing complexity of
the internal security scenario, the
Academy regularly reviews the training
curriculum in a scientific manner and
reorients the same to the ever changing
needs of the field realities. The Academy
aims to produce officers who are ready to
meet the requirements of the job in all
aspects. The Academy works as a "Centre
of Excellence" for training the officers
(DAGOs & DEGOs) of CRPF.
The Academy has formulated the
following quantifiable and measurable
objectives for the conduct of basic
training:• After completion of the course, on
joining the unit, the officer should :
• Maintain immaculate turnout and
bearing, be disciplined and obedient
• Be physically fit to withstand the
vagaries of operations.
• Be proficient in firing of various types
of weapons under different conditions,
be able to site various weapons in
defence.
• Be able to plan, supervise and execute
platoon / coy level operations and
• Physical fitness & endurance
• Drill - dress, bearing, discipline and
obedience
• Weapon handling, siting of weapons
and firing
• Field craft, tactics, map reading, jungo
Training, operational duties, use of
modern
technology
and
communication equipment.
• Company administration including
knowledge of rules, regulations,
procedures and training
• Moral and ethical values - an officer
and a gentleman
DIRECTORS/IsG, CRPF ACADEMY,
GURGAON
1. Shri D.N.S. Bisht
03/08/04 - 21/08/06
2. Shri Nagender Singh
28/08/06 - 19/07/08
3. Shri P.M. Nair, IPS
21/07/08 - 12/01/09
4. Shri T.S. Dhillon
19/01/09 - 31/03/10
5. Shri J.S. Gill
01/05/10 - 20/06/10
6. Shri H.R. Singh
21/06/2011 to date.
-
-
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CRPF
Academy
PROFILE OF DAGOs 42ND BATCH
The 42nd Batch of DAGOs joined the Academy on 14th June, 2010 and are passing out on 29th August, 2011 after completing
training. Of the 187 trainees who joined initially, 151 have completed training. Thirty six trainees left due to various reasons.
A brief profile of the 151 trainees comprising the batch is presented below :-
Religion Profile
Christian
Sikh
Buddhist
Category Profile
80
73
70
60
56
50
40
30
20
16
10
6
0
OBC
General
SC
ST
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CRPF
Academy
Gender Profile
Marital Status
State-wise Profile
Education Profile
10
CRPF
Tactical Operations -
A set of guidelines for the conduct of tactical operations in hostile
terrain in the form of Do's & Dont's prepared by Shri K.Vijay
Kumar, DG CRPF for the guidance of all ranks are reproduced
below. These timeless reminders have been distilled from the
practical experience and sacrifice of countless generations of
soldiers. They remain the same for all regardless of time, place
& circumstance and if assimilated into our daily conduct and
habits lead to victory over all adversaries. It is hoped that all
personnel shall absorb these guidelines and develop them into
habits.
Academy
11
Buddy building prevents Bloody battles.
12
Chew the gum that doubles as a field expedient thirst
quencher & adhesive.
13
Practice improvisation skills with carry gear.
14
Locate a camp site with water in mind and not water in
kind.
15
Learn to Identify Friend or Foe (IFF) through Aural, Visual,
or Verbal indicators.
16
Recognize that you are always being eavesdropped upon.
17
Leave no trails that you can be tracked.
18
Leave no trails untrailed.
19
Avoid fume and perfumes.
20
Cover your back while you scan tracks.
21
Observe the jungle traffic rules - all ways are one way.
22
Eating without a watch - be warned that you will be
watched while being eaten.
23
Sequencing rendezvous points as you lead is a short leash
towards victory.
24
Avoid crossing a river by a regular ford.
25
Relay Ambushes does not rely upon chances.
26
Straw clear urine shall draw more water.
27
Drawing water at coolest is the safest.
28
Hardships willingly endured are a hall mark of true
success.
29
Make nature work for you and not against you.
30
Be fear worthy not fool hardy.
01
Don't forget anything.
31
In jungle remaining silent is the golden rule.
02
Drop the magazine before the doubting magazine drops
you.
32
First comes track reading, stalk it closely with track
learning.
03
A tracer down range should be a reminder of a depleted
magazine.
04
The unwritten jungle rule - anything that glitters should
send jitters.
05
Improvise a survival kit that has more might than weight.
06
Don't forget to remove the bolt to avoid later jolt.
07
Under estimation of an adversary leads to unpleasant
surprises.
08
Over estimation of an adversary leads to pleasant surprise.
09
Bleed yourself in training to save they self in operations.
10
Indiscriminate fire is an invitation for disaster.
TRACKING
33
Don't move so quickly that you overlook telltale signs.
34
Learn to use your sense of smell as well as your sight and
hearing.
35
Don't just observe the tracks; interpret what they mean.
36
Get to know your enemy; study the terrorists' operation
procedures, habits and equipment.
37
Be persistent: don't lose the will to win when you've lost
the trail. Try to find it again.
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CRPF
Academy
MOVEMENT & DISGUISE
61
Re-organize the section.
38
Large groups are easily detected. If there are a lot of you,
split into four man teams, which are harder for the enemy
to detect.
62
Fix how, where, with, what gap to meet.
39
Do not disguise yourself as a local unless you do so
convincingly. Amateur disguises and ignorance of local
language and customs will quickly betray you.
40
If you arrive at Combing Point, you should assume that
the enemy has spotted your arrival and get out of the
immediate area as fast as you can.
41
Observe the basic rules of camouflage, concealment and
movement at all times. Even your gun and watch will
give you away. Camouflage everything you can.
42
Take your time when traveling; hurrying makes you less
alert and tires you out.
43
Avoid populated areas and busy routes wherever possible.
If approached by strangers pretend to be deaf, dumb or
just half-witted. It often works.
44
Never allow yourself to be seen in silhouette.Keep low at
all times.
45
Avoid open spaces. Move fast.
46
Select your next position in cover before you make your
move.
47
Hide your movements anyway you can.
48
Stay clear of covering fire.
49
Be alert and ready for anything.
DUTIES OF THE LEAD TEAM
63
Protect the troops behind you from surprise attack by
providing early warning or enemy positions.
64
Look out for obstacles and either find a way around them
or remove them.
65
Defeat enemy forces within the ability of your Team.
66
Develop the situation rapidly once contact has been made.
NIGHT ATTACK
67
Minimize noise: tape down anything that rattles.
86
Keep your weapon ready to fire, with fresh magazines easy
to get at.
69
Make sure you can always see the man on your right and
left ones you are in assault formation.
70
Watch for signals and make sure you pass them on.
71
Tell your fighting partner when you are changing
magazines.
72
Carry only what you need for the battle.
73
Always put a fresh magazine on in the final assault position.
74
Do not bunch up on the objective; spread out and keep
looking for positions in depth.
75
Do not leave the dead and wounded with ammunition or
vital kit.
SAFE MOVEMENT
50
Watch your Section Commander for hand signals.
51
Keep in contact with members of the section on each side
of you but not too close.
52
Keep quiet and listen for Commander.
53
Keep in your correct position for the formation being used.
54
Be observant.
55
Be ready to change to new section formation.
DRILLS
56
Prepare weapons and equipment.
57
React quickly to enemy fire.
58
Locate the enemy's position.
59
Win the fire fight.
60
Assault under covering fire.
OPERATION AT NIGHT
76
It is difficult, except at close range, for the enemy to fire
aimed shots, but you can expect them to get close.
77
Hearing replaces sight as the predominant sense, so silence
is of the greatest importance.
78
Without night firing aids, objects are generally visible only
on skyline; this increases the importance of using low
ground for movement as it hides you.
79
The difficulty of accurately maintaining direction makes
previous daylight reconnaissance highly desirable.
80
Control is more difficult, so close formations are more usual
except on clear moonlit or starlit night, which may permit
more open formations.
81
Although night fighting equipment may make the enemy
less vulnerable to surprise attack, the use of these aids helps
the attacker to navigate more easily and use aimed fire.
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CRPF
Academy
SUCCESSFUL PATROL
102 Your position must offer cover from fire and view.
82
Always vary your route out and back from a patrol.
83
Don't tire the patrol out; this is when mistakes will happen.
103 Check that you can contact Headquarters by radio from
OP site.
84
Call a complete halt every now and then and listen for
enemy activity.
85
Be familiar with the sight, sounds and smells of the area.
86
Make sure your equipment is packed correctly and does
not rattle of squeak.
87
Try to look through, rather than at, thick bushes and
vegetation.
ROAD BLOCKS AND VCPs (Vehicle Check Post)
88
Dominate the area, deterring terrorist activity and
movement.
89
Prevent reinforcements of enemy or terrorists reaching
sensitive areas or riotous gatherings.
90
Deny contact between terrorists and local inhabitants.
91
Prevent supply of arms, ammunition, food and medical
supplies to the enemy.
92
Facilitate other operations against the enemy or terrorists.
93
Gain information and intelligence.
104 Check escape/contingency plan.
105 Select some alternative positions in case you encounter
unforeseen problems with your first choice of site.
RECONNAISSANCE
106 What is the enemy's short-term objective?
107 What are the enemy's avenues of approach and what
resources are employed on them?
108 Are the apparent movements meant to distract or the real
one?
REECE PATROL
109 Know all the information possible about the positions of
friendly and enemy forces.
110 Anything affecting the route such as wire, minefields and
areas known to be under observation by the enemy must
be known.
111
Time-in and Time-out.
112 What action to take on meeting the enemy.
SETTING YOUR PATROL BASE
94
113 Passwords and recognition signals in use tonight.
You must be able to defend it from all directions but if
discovered your aim is to melt away, not stand your
ground.
FIGHTING KIT MUST COMPRISE OF
95
The position must be easy to conceal and off the beaten
track.
115 Signaling items.
96
You need to be near a supply of fresh water.
97
The terrain must not interfere with your radio
communications. You must be able to contact friendly
forces.
98
The base should be close enough to the objective so that
you can support the four-man recce team.
114 First Aid items.
116 Water and means to obtain drinkable water.
117 Fire starting equipment.
118 Food and kit help you to obtain food.
119 Arms & ammunition, spare magazines.
120 Survival Kit.
OBSERVATION POST
99
You must be able to see all the ground given in your orders.
100 Your field of view should be as wide as possible and include
little dead ground.
101 You must have a covered approach and exit.
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CRPF
Academy
10 Commandments For Trainees
1
6
Always be
prepared for
learning
Do not
malinger or
knowingly
avoid classes
2
7
Respect your
Instructors and
seniors
Give your best
and maintain
exemplary
conduct
3
8
Do regular
home work &
note down
weaknesses
Take pride in
wearing
correct
uniform
4
9
Never hesitate
in clearing
your doubts
Have team
spirit and
sense of
excelling in
training
5
Always make
notes in class
& develop
reading habits
10
Adopt good
practices and
refrain from
bad ones
14
CRPF
The Dynamics of
Effective Company Command
Academy
B.B. Vaid
Commandant
CRPF Academy
There are two schools of thought
regarding to company command. One is
that commanding a company does not
require any skill and is a simple task like
child's play. This school believes that there
is nothing important and complicated in
commanding a company . This school
further propagates that ,in day to day
function of a company , the company
writer brings in maximum two signals
or letters and the company commander
just needs to put his signature on it or,
sometimes the company commander
goes in a vehicle and checks the duty or
occasionally supervises his company
when it moves out for operational duties
and, rest of the time the company
commander does not have anything else
to do therefore he either sits idle or enjoys
his life.
The second school of thought states
that company management is of crucial
importance as you not only manage 134
armed personnel from various walks of
life, having different socio economic
backgrounds, living away from their
families, deployed in remote, unfriendly
and hostile terrain and having a job profile
replete with a lot of tension and stress
where danger is always lurking around
the corner, and life is perpetually on
stakes. These two thoughts prevail
abundantly and concurrently in the force.
However the choice is yours to make, as
you would come across both the schools
in the very first year of your profession. It
is pertinent to mention here that the first
path is very easy and enticing whereas the
second is extremely difficult but the
correct path to pursue,
The history of the force narrates one
simple principle-that there are no short
cuts to success and hard work does not
have a substitute. Therefore it is always
recommend that you should always
choose the right and straight approach
instead of choosing a short cut. Therefore
this article is meant for the personnel
choosing the difficult yet correct approach
as this teaches earning command through
sheer hard work, by personal example
and leading from the front only.
You would be most of the times
deployed in difficult, hostile, unfriendly
conditions with meager and scarce
resources. Your problems will be
compounded more with the men under
command you being away from their
families. The resource crunch, various
setbacks etc are kind of situations which
would certainly make the job of
commanding very difficult and risky. But
how did our ancestors overcome these
problems? As they must have surely faced
such problems too or may be in a greater
magnitude as times were more difficult.
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CRPF
Academy
So how did they manage the assigned
tasks so efficiently during those difficult
times? Over the years right from the
inception of this force the only solution
which has been envisaged to overcome all
these problems is the 'dynamic command'.
So what do you understand by
dynamism? It is the energy and
enthusiasm to make new things happen
or to make things succeed, despite all the
problems and shortcomings. If you want
your command to be charismatic, effective
and loved then you should have a
dynamic approach to company
commanding that your dealings and
works should be as such that through
your sheer energy and enthusiasm you
make larger of difficult situations and
make things happen and achieve success.
So what are the dynamic ways
through which a company should be
commanded? This subject is very vast and
big volumes can be written on it. But here
in this chapter, the only very basic yet
most essential and effective ways of
dynamic company commanding are
explained. These are not the new ideas
and approaches but were prevalent
always in the force however in the recent
past some erosion of these approaches has
taken place, there fore there is a need to
refresh and refurbish these ideas. Let's
take one by one some all time proven
principles of the dynamic company
command
The Flow of Command
The best form of the command is when
the orders flow downwards and
compliances flow upwards. Uniformed
forces all over the world over a period of
the time have followed this system only.
This system has thus been found to be
very effective, reliable and time-tested.
Under no circumstances should you allow
this system to break. However in the
recent times with the changing social
16
CRPF
fabric of the society it has been felt that
some compromises have taken places in
this flow. This problem has been noticed
in such a manner that instead of
downward flow of command and the
upward flow of the compliance there now
breed some parallel commands in the
hierarchy structure of the company which
stops these upward and downward flows
and thus breed in various parallel
command structures without any
legitimate authority. These parallel
command structures in order to keep their
authority,
spread
confusion,
discontentment and wrong information
and also encourage groupism. These
tactics some times prove very counter
productive and result in the unfortunate
and unpleasant incidents in the company.
Therefore this trend should be checked in
the beginning only and should not be
allowed to spread its roots. A good
company commander should know and
understand this phenomenon fully.
There is no doubt that the decision
making of important issues of the
company should be participative and
collective and team spirit should be the
paramount factor for keeping all together.
However parallel and dual command
systems without legitimate authority have
always proved to be counter productive.
Therefore a good company commander
should never allow breeding of parallel
commands or power centers. To curtail
Academy
this situation orders should be given by
the company commander only or he
should be kept in the complete picture
when any such orders are being passed
on his behalf. Besides he should
constantly find out if he is not being
informed or kept in the picture so that he
can check the misuse if any.
Manager Versus Leader
The old age conflict persists in the
force as to who is better and more
effective? A true leader or a manager? We
CRPF officers are always perceived as
leaders who lead men in the field. This is
true to some extent but can not attribute
fully for the whole management of the
company. Leading the company is an art
so is the managing a company. You are
the sole decision and policy maker of your
company. Having a large number of
personnel under your command, you
would be coming across various
situations where you would not be able
to solve them through leader ship alone.
Therefore there is a strong need for you
to, not only being a good leader but an
effective and result oriented manager as
well. The best tip in this regard is that
when you solve various problems you
should solve them as a manager and when
you lead the troops you should lead them
from the front. The best manager is who
manages the things within the available
resources and the best leader is who leads
from the front and leads by example.
No Favoritism
In the recent past our force has
witnessed some unfortunate incidents in
the form of the fratricides, where our own
men killed their colleagues. While
managing a company we should not
forget that all personnel under our
command are armed and having different
temperaments. Therefore sometimes a
small instigation may lead to catastrophic
results. The experience tells that denial is
not the reason for such incidents, that if
one person was denied something
therefore he lost his cool but facilitating
non deserving persons due to proximity,
caste, creed religion etc are the main
reasons. Therefore the best way to run a
company is to follow the deity of justice
whose eyes are blindfolded. In regard to
caste, creed religion, language etc you
should also blindfold your eyes. This
means that you should not be influenced
in with caste, creed, area, religion etc. No
one should be your favorite or you should
not give anyone extra leverage or
preferential treatment under any
circumstances. You should always be
above all biases prejudices and malafide.
If you use a punishing stick for corrections
in that case this stick should have the
equal reach for everyone in case of same
kind of mistakes so that any one deserving
it should escape its reach. Similarly if you
have a magic wand to do good then it
should also be benefiting without
differentiation. So the third principle of a
dynamic company administration is that
to be above all bias and prejudices and
adopt an approach of no favoritism. As a
member of this elite force which is known
for its secular color you don't have a caste,
creed or religion. Always remember that
the responsibility assigned to is of utmost
importance.
17
CRPF
Academy
Training
It is an old saying that if you sweat in
the ground you don't bleed in the field.
This is indeed the truest statement as far
as the dynamism of company
management is concerned. As being the
company commander you are responsible
for the safety and security of the men you
command and therefore you should make
them capable so that they don't loose their
lives or get injured and loose an important
limb. We suffer in the field as we have
stopped sweating in the grounds. This
means that our soldiers have stopped
training while they have opportunity and
time to do so. One and only one factor
which is being found to be detrimental
for all the recent past is the quality of the
training to the lower functionaries It is
indeed true that a constable in the name
of training through out his life gets basic
training. Or he gets some training in one
or two service courses and at the most in
the rotational training, which also can not
be termed as quality training due to lack
of infrastructure or good training staff.
Then the question arises what is the
solution to all of this? Should we wait for
the infra structure and instructors to be
trained and then we would start the
training and till then we should continue
to suffer the losses.
This is not the answer. You are the
answer to all of it. The most effective way
of imparting training is on the job training
and that too in the familiar surroundings
and in an informal way. Never forget what
our good teachers did and taught us as
the philosophy of learning that -I hear I
forget, - I see I remember and I do I learn.
You should also adopt this methodology
for imparting on the job training it is not
necessary that an exhaustive syllabus
should be chalked out, or a well spread
timetable should be prepared or there
should be availability of detailed study
material and training aids. There is
nothing as such. The most important
aspect in this is the will of the company
commander to take this issue as a mission
that he would not leave even one person
untrained in the mere basics of the
soldiery. Therefore he should always have
an eye on the available strength in the
camp and some short term readymade
plans to impart on the job training, in a
short time in simple, crisp and the most
practical manner. This training may
concentrate on the-area familiarization,
proctice and rectification of some earlier
mistakes committed during operations or
otherwise, basic field craft , engineering
and tactics or basic rules and regulations
pertaining to a Jawan. The local topics and
activities or intelligence inputs may also
be chosen as topics. As far as possible the
company commander should himself
train his men or this training should take
place under his supervision. Always
remember that as an officer you have been
trained in the best possible manner.
However with the passing out your
18
CRPF
1) Area familiarization
2) Men familiarization
3) Security familiarization
After taking command the first and the
foremost task you have is to know your
area of responsibility. Generally you are
not given a very vast and large area
therefore the best way to get yourself
familiarized with it is to cover it on the
foot and you should give yourself
maximum 15 days in which you should
ensure that you would not stay inside the
camp other than for meals and some rest
till you come to know your area fully like
back of your palm with knowledge of each
nook and corner
training does not end rather after passing
out you have embarked on a new path
which would remain with you through
out your life in which this is your cardinal
duty to impart your knowledge and
experience to others so that they do not
suffer any losses.
Familarisation
Whenever you take command of a
new company or your company moves
to a n ew location the first and the
foremost task for you is the
familiarization. The three key areas of the
familiarization which you should
immediately undertake are :-
The second familiarization is to know
each and every man under your
command. You should know their strong
and weak points, details of their family
etc. A very important tip is that if you
know the names of personnel under you
then you make a strong and immediate
rapport with them. Similarly if you get
involved with them in games and
operations then you make an even better
rapport. Remember the cord between
commander and his men is the most
important link and attribute of good and
effective command and this cord can be
established through personal contact only
The next step is to familiarize with
security situation of the company which
you should continue to evaluate with the
Academy
changing times and circumstances you
should also get familiarized with the
company affairs and changing security
scenario of your AOR. This can be done
by regularly meeting the local police and
other sister organization officers. Reading
the newspapers, collection of intelligence
through our own sources and analysis of
the intelligence of the other sources. The
process of knowing and gathering more
knowledge should be a continuous
process and should be updated with the
passage of time and your deployment.
Based on this you should keep changing
your strategy and the ways of performing
your assigned task operationally,
planning of company affairs and security
of the camp
Prepartion
Your main job as a company
commander is not to fight the insurgents
but the main job is to prepare for the fight
ahead, so that this fight can be fought
with maximum gains and effects and no
loss to you and your men. Rightly said,
that if you are well prepared your job is
half done. The company management
also demands this kind of preparation
where you should not only be able to
anticipate the moves of the enemy the
likely threats but also a counter solution
to all of it. The peace time preparation is
a bigger job than fighting the actual battle
on the ground. For this, a good company
commander not only prepares but also
19
CRPF
Academy
assesses the capability of his own troop
on the ground to fight and if he notices
some shortcomings then he ensures that
they are removed in the subsequent
practices and planning. A good company
commander ensures through age old
practices and habits that his company
remains in readiness for which he ensures
daily stand too, regular practices of
contingency drills periodical supervision
and checking of fire fighting drills. These
drills should be undertaken not only
during the day times but also in the
nights. The objective here is not to carry
out the battle drills alone but also effective
supervision and noting down the mistake
and shortcoming and remedial measures
for removing them. A good company
commander is the one who regularly
carries out the Immediate Action Drills.
The Quick Action Team of a company
should be his passion. He should himself
prepare and command this QAT and also
the changes if any should be made with
his consent, the company commanders
should ensure the highest physical and
mental standards of the QAT through his
regular and personal supervision.
A good company commander also
ensures periodical cleaning of weapons
and also ensures repairs if any. He also
ensures regular checking of the company
stores and other tasks related to effective
storing like sunning, repairing, cleaning,
replacement and condemnation etc.
Besides all above operational aspects
a company commander should be careful
on the administrative front where he
should himself make a contingency drill
for the company. A good presentation of
the company and AOR helps in raising the
image of the company. This image can
touch great heights if the presentation of
the company is through PowerPoint and
is clubbed with a well prepared sand
model on the company level with all the
charts and maps depicted in the briefing
room.
Every company should have at least
one demonstration on one operational
subject which would certainly showcase
the operational preparedness and training
capabilities of the company. Besides that
a well managed company has a good
leave plan and a good course calendar.
The company personnel should not have
any dissatisfaction due to leave as this
may lead to some complications. Leave
should be granted liberally but in a
planned manner. The company
commander should also have full
knowledge of the course calendars of his
company vide which he should himself
asses the personnel before sending them
on the courses that fit and eligible person
are only nominated. A good company
commander also ensures pre course
training for company personnel so that
they fare well in the courses.
Supervision
Work not checked is the work not
done. Even if you are working at the
junior most Gazetted rank of the unit but
you are still called Assistant Commandant
means the one who assists the
commandant and also means that you
have an important say in the hierarchy. A
company commander is an important
command function as there are very few
commands where you have direct control
over men and have an independent
command. In our force this virtue lies
with only two appointments one is the
Company commander the other is the
Commandant. This puts a lot of
responsibility thereby the company
commander should understand the
gravity and importance of his assignment.
Therefore the functioning of the company
entirely depends on your performance.
Each company has a vast array of the
administrative and operational functions
which includes a number of the important
and sensitive tasks. In a company you are
the senior most officer and responsible for
all the functions and performances.
Therefore the company commander can
not do it all himself. But he has been
vested upon with such powers that he can
not only assign the various jobs to 134
personnel under him, but can also
supervise them. The most important task
a company commander has to perform is
to assign and depute the various duties
to the company functionaries and also
effectively supervise all such activities.
This includes the preparation of the leave
plans, mess and kitchen management,
maintenance of the arms ammunition and
kote, and training for pre courses etc.
while doing so he should ensure that no
favoritism, nepotism and personal bias
comes as a hurdle in this delegation, so
that under favorable conditions some are
favored and some are denied and under
unfavorable some are spared and some
are pushed to the wall.
20
CRPF
Participation And Sharing
Gone are the days when command
meant that you desire and the work
would be accomplished. The present era
is of participative command. A good
company commander not only
participates in various company activities
such as Games, Religious and other
regimental functions, various operations,
but also includes the company personnel
in the management of the company. Some
how command word denotes an
autocratic approach where the will, wish
and desire of one single person prevails.
This kind of autocratic command is not
desirable and serves no good for the
company management. The best
command is where wishes, experiences
and knowledge of all are heard in the
decision making. The best approach of the
command is that a good company
commander should listen to all the
important functionaries and based on this
exercise the best decision should be
arrived at.
A good company commander should
also have some selected and workable
knowledge about the personal lives of
each person under his command and if
he comes across some sore point, he
should address the issue effectively and
immediately as per best of his capabilities
and if need arises he should not hesitate
in seeking the assistance, help and
guidance of his senior formations.
However the question arises how to get
this kind of insight in the lives of his
personnel then the answer is simple, that
participate in the morning physical
training, evening games and roll calls,
Mandir Puja ,interviews after arrival of
the company personnel from leave or
while they are departing for leave. He
should also keep having one on one
informal discussion with the company
personnel. Besides as a dynamic company
commander you should always get and
encourage feed back from your
Subordinate Officers, CHM, CQMH, main
gate sentry and guard commander, barber,
cooks and Safai Karmacharis of the
company
Conclusion
As a company commander you should
remember that you and your men spend
the maximum time of their life in the
Academy
company. In a year they hardly go to their
homes for two and half months. Therefore
the company is their bigger home and
company personnel are more dear and
near.
also realize that he has personnel from all
walks of life having different
temperaments, beliefs and backgrounds
with lot of constraints of being away from
the families. His men look at him as an
effective manager to solve their problems
and lead them in crisis. The men in the
forces know very well if they are being
led well or otherwise. Therefore come
what may a good company commander
should never shy away from his
responsibilities as a manager and a leader.
be sensitive about the needs and
expectations of his men and should do all
to fulfill the same as a true leader. So that
they follow him as true follower without
raising any question or doubting his
abilities with full faith and utmost faith
in their company commander's abilities,
knowledge and commitment that he can
never do wrong.....
21
CRPF
Academy
Field Analysis of IED Blasts
in Naxal Affected Areas
Rakesh Kumar Singh
Commandant
CRPF Academy
Improvised Explosive Devices (IED) have
provided fertile ground for terror to
sustain for longer period. Easy availability
and ease of manipulation in mechanism
for its explosion further made the
detection and disposal by security forces
a critical task. Every year the lethality of
IEDs incidents are increasing making it
the primary challenge for Security Forces
in its counter insurgency/militancy
strategies. The Naxals have been
extensively using bomb blasts especially
in the form of landmine blasts to inflict
causalities of security forces. Tactically in
the contemporary internal security threat
scenario the IEDs poses limitless and
undefined challenges with unlimited
spatial spread potential. Consequently, the
capabilities of security forces are highly
restricted due to tactical precautions it has
to take in mobilization, mobility and
mounting attacks.
Spearheaded by firstly Irish
Republican Army (IRA), this modus
operandi has been adopted by various
terrorist / extremists group very
successfully across the world. According
to a study, between 1970 to 2005,
provisional IRA detonated a staggering
19,000 IEDs on UK territory- that is one
every 17 hours. But the worst single
terrorist attack on British soil, the London
transit attacks of 7th July 2005, which
killed 53 and injured over 700 were not
committed by the IRA but a homegrown
Jehadi terrorists. The attack of 9/11 in US
took more lives in one day (2,973) than
the IRA (1,928) in its entire campaign. The
unpredictability of its location of blast and
impact has terrorised people and put the
democratic principles under shadow.
Explosions have demeaned the tentacles
of values of life with dignity to common
and elite alike.
The number incidents of IED in India
in recent has though decreased but the
lethality and terror has spread. Recent
incidents of Mumbai bomb blast is an
indicator. The analysis of following data
will make it amply clearYear
2009
2010
The Naxal extremism has created the
worst problem because of the way they
have been able to plant mines in rural
areas. It has immobilized the Security
Forces which has affected the operational
efficiency of the troops. Although
Civilian
Security Force
Killed
Injured
Killed
Injured
111
99
487
254
106
134
186
157
YEAR
2006
Bomb blasts in India
Jammu & Kashmir
Chhattisgarh
Jharkhand
Bihar
West Bengal
Orissa
Maharashtra
Andhra Pradesh
550
256
78
30
9
7
2
6
5
In whole country or even specifically
in Naxal affected area there is no similar
pattern of bomb blasts. Though deadliest
blasts have taken place in metros like
Mumbai and Delhi but in naxal affected
area the frequency of blasts in manifold
than any other part of country. Secondly,
the incidents in naxal affected areas target
Security Force personnel which is
apparently seen by people as defeat and
helplessness of government. The data
below reflects that there is no indication
of decrease in impact though numbers of
incidents are decreasing-
2007
2008
2009
2010
557
169
79
19
21
19
13
4
17
466
58
58
21
21
13
13
8
2
428
28
28
63
48
35
34
2
3
338
25
25
30
47
39
47
4
5
generally resorting to command wire for
explosion, Naxals keep on experimenting
the mechanism methodologies. A few of
them are • Anti handling (pressure, pull, push,
tilt, pressure release)
• Command wire
• Collapsible circuit
• Multi-mechanism
• IED in series.
The most common explosives being used
by naxals are ammonium Nitrate based
dynamite, gelatin, ammonium nitrate &
fuel oil (ANFO), Nitroglycerine. The
22
CRPF
naxals are using explosives in large
quantity from 10kg to 80 kg. In certain
cases it has been reported that they have
used explosives upto 150 kg. On 11 May
2011, in Lohardaga, they had planted
explosives upto two Km inside forest
beaten track in the gap of 3-4 feet. In
ambush they could blast 151 of them.
Some major casualties in blasts by naxals
which also served the purpose of
demonstrative act of violence to spread
terror had been following• January 05, 2005- SP Munger in Bihar
killed alongwith 05 policeman in 09
IED explosion over 222 yards.
• September 03, 2005- 24 CRPF got killed
when Mine Protected Vehicle was
blasted by using 100/120 kg
ammonium nitrate based commercial
explosive with wire controlled device
in Bijapur-Gangaloor (Dantewada
distt), Chhattisgarh.
• June 12, 2009- 11 Security Force
personnel were killed and 08 others
were injured when Naxals blasted a
vehicle at Nawadih in Bokaro district
of Bihar.
• June 19, 2009- 09 Security Force
personnel were killed in LongpalPushpal road in Dantewada district of
Chhattisgarh.
• February 14, 2010- 24 West Bengal
police personnel were killed and seven
injured when Naxals hurled a petrol
bomb and grenade at Shilda camp in
Academy
West Midanapore district.
• Aril 04, 2010 - 11 security Force
personnel were killed and eight
injured in landmine blast at
Boipariguda in Koraput.
• 07 May 2010,- Seven Security Force
personnel were killed in powerful
landmine blast in Kondepal, Bijapur.
• May 17, 2010- 44 persons including 16
police personnel were killed and 06
injured in Sukma, Dantewada when
Naxal blasted a bus plying on black
top road at Chingavaram.
An analysis of naxal violence and
other parameters in last few years will
reveal the trends and emerging scenario
in naxal affected areas.
23
CRPF
Academy
forces to reanalyse emerging focal areas
and operational concerns.
• Large explosive inventory with Naxals
• Explosives & Chemicals handled by
industries / dealers are with
inadequate safeguards since Naxals
have easy access to it. Naxals are
procuring/looting explosives through
mining and commercial conduits.
• Shift from command wire to radio
controlled mechanism will enhance
the lethality and causality effect.
• IEDs, grenades, sneak shoot-outs and
other similar tactics can be used with
many
permutations
and
combinations.
Operational concern
• Capacity building to counter IED/
landmine threats.
• Counter IED equipment profile.
• Recovery of explosives.
• Identification of high threat zone.
Conclusion
In naxal area the trends since last few
years are that the IEDs are the prime
weapon and it must be optimally used as
modus operandi to spread terror. A few
indicators of emerging scenario based
various data and its analysis are• In Naxal affected areas the Lethality
and precision of IED attacks by them
has gone up.
• Chhattisgarh and Jharkhand - the two
worst naxal affected states, have
outnumbered the IED incidents in J&K
theatre-which was earlier the worst
affected theatre.
• Reduction of incidents in one state
could mean infiltration of naxal cadres
to other states.
• Roads and bridges are more
•
•
•
•
susceptible followed by the probable
routes of Security Forces.
In recent times the jungle areas have
been covered with landmines
extensively by naxals- a change in
tactics from the previous trends from
2002-2007.
Explosives available for commercial
purposes and in the mining industry
have been largely used.
Naxals are innovatively using all
possible materials, which can explodesuch as fire crackers and even the
phosphorus.
There is also increase in recovery of
explosives meaning increase use and
accessibility of them items for naxals.
Field analysis of incident of IEDs blast
reflects that bombs are not only
indiscriminate killer but an instrument to
spread terror. With extremism of various
kinds taking violent routes to pressurize
for their demand probably we will have
to live with this reality. However, there is
need to reduce its impact by effective legal
initiative to stop explosives going into anti
socials hand as well as capacity building
to counter such threats. Detection,
disposal and investigation must be done
professionally. It is said that all bomb
makers leave their fingerprint by way
following certain techniques and usages
of particular materials therefore post blast
analysis and correctional measures are
essential. Dog squads are also very useful
in detection of bombs. Response
mechanism of this kind of unprecedented
terror module is professional approach.
Above indicators of emerging scenario
and trends make it imperative for security
24
CRPF
Academy
Training Games
Niraj Kumar
Asstt. Comdt.
CRPF Academy
Introduction:
Birthday Game:
Talent Show game:
Whenever new trainees/participants
join training institute, they are unfamiliar
to each other. If a trainee finds himself
among the strangers, he can't pay full
attention to learning events. So keeping
in view this factor some ice breaker
training games have been designed so that
strangers may become familiar to each
other at the very out set of the learning
events.
• Have the group stand and line up in a
straight line.
• After they are in line, tell them to rearrange the line so that they are in line
by their birthday. January 1 on one end
and December 31st at other end.
Everyone is asked to select one talent
that he or she posses and can demonstrate
for the
group. They introduce
themselves. Explain their special talent,
and then perform it for the group.
• They must do all this without talking
or writing anything .
25
CRPF
Academy
Choose the leader:
Participants sit in a circle. One person
volunteers to leave the room. After they
leave, the rest of the group chooses a
'leader'. The leader must perform a series
of actions, such as clapping, tapping a foot
etc, that are copied by the whole group.
The volunteer comes back into the room,
stands in the middle and tries to guess
who is leading the actions. The group
protects the leader by not looking at him/
her. The leader must change the actions
at regular intervals, without getting
caught. When the volunteer spots the
leader, they join the circle, and the person
who was the leader leaves the room to
allow the group to choose a new leader.
Family group game:
Some cards are prepaired with family
names. You can use different types of
professions, Such as Mother teacher, Sister
teacher and so on. You can use names of
different animals or fruits also. Each
family should have four or five members
in it. Give each person one of the cards
and ask everyone to walk around the
room. Explain that when you call out,
"Family reunion" everyone should try to
form a 'family group' quickly .
Eyes game:
Participants stand in a circle. Each
person makes eye contact with another
person across the circle. The two walk
across the circle and exchange positions,
while maintaining eye contact. Many
pairs can exchange at the same time, and
the group should try to make sure that
everyone in the circle is included in the
exchange. Begin by trying this in silence
and then exchange greetings in the middle
of the circle.
Coin Game:
Divide the participants into two lines
of same size. The two people at the end of
each line start the race by dropping a coin
down their cloths. When it drops down
on the floor, they hand the coin to the next
person in the line who does the same. The
race continues until the coin has reached
the end of one of the lines.
Knees Game:
Bus game:
Ask the participants to stand in a close
circle with their shoulders touching and
then turn, so that their right shoulders are
facing into the centre of the circle. Ask
everyone to put their hand on the
shoulder of the person in front and to
carefully sit down so that everyone is
sitting on the knees of the person behind
them.
This game can be called after any type
of local transport. Select a number of
drivers. Assign a certain number of
passengers for each driver to pick up.
(Make sure that you have counted
correctly, so that no one is left without a
ride!) Ask the drivers to go around the
room making vehicle noises and touting
for business. The passengers form up
26
CRPF
Academy
one another's back. Each participant then
writes something he likes or appreciates
about that person on the paper on his
back. When they have all finished,
participants can take their papers home
with them as a reminder.
Questions Game:
• Ask everyone in the group to write
down 4 provoking questions they
would like to ask others in the group.
Not the normal " what's you name"
type questions but something like, "
Where is the most interesting place
you have ever traveled .
• Give them time to mingle , and to ask
4 different people in the group one of
their 4 questions.
• Get back together and have each
person stand and give their name. As
they say their name, ask the group to
tell what they know about this person.
Fox and Rabbit Game:
Ask the participants to stand in a
circle. One scarf 'Fox' and the other is
called 'Rabbit'. 'Fox' must be tied around
the neck with one knot. 'Rabbit' is tied
around the neck with two knots. Start by
choosing two participants who are
opposite each other in the circle. Tie the
'Fox' scarf around one person's neck and
the 'Rabbit' scarf around the other. Say
"go". People need to untie their scarves
and retie them around the neck of the
person on their right or left. The scarves
should travel in the same direction around
the circle. The 'Fox' scarf with only one
knot will travel faster than the 'Rabbit'
scarf. The people tying the two knots for
the 'Rabbit' scarf will try to go faster and
faster to get away from the 'Fox' scarf.
Map Game
behind or alongside their driver to make
it look like they are in a vehicle. Now all
the 'vehicles' drive around as if in traffic,
sounding their horns and shouting at
other drivers and vehicles.
Write on Back:
At the end of a workshop or training
ask participants to stick a piece of paper
Hang a large map of the world. Give
everyone a pushpin. As they enter, they
pin the location of their birth on the map.
To conclude it can be said that after
enjoying these ice breaker training games
the trainees/participants are quite
familiar to each other which is
requirement for effective learning process.
Source: - www.training -games.info
27
CRPF
Academy
Road Map
for Serving in Naxal Prone Areas
S.B. Singh
Dy. Commandant
CRPF Academy
Introduction
Aim
Left Wing Extremism, also known
as Naxalism in India has grown from
an indigenous peasant movement to
an elaborate network of well organized
armed struggle spanning the entire
country and spilling across international
borders into Nepal and Sri Lanka. Naxals
are today the next biggest challenge to
internal security of the Indian Union. The
threat to internal security from Naxalites
has acquired dangerous proportions and
can no longer be wished away.
The aim of this paper is to study the
current Internal Security situation in the
country in the backdrop of Naxalism in
order to suggest a holistic approach for
combating this affliction for serving
personnel in Naxal prone areas.
Strategy
The major aspects of Naxal strategy
are as follows:a) Protracted War.
b)
c)
d)
e)
Restructuring along Military Lines.
Building up Bases/ Guerrilla Zones.
Subjugate/ Eliminate Class Enemies.
Compact Revolutionary Zone (CRZ).
Modus Operandi and Design
The Naxals have organized in two
fronts, political & military. The political
wing mainly deals with the expansion
of their bases with subversive means.
Their main task is to make more & more
party cadres, who collect funds, induct
youth in their military organisation, run
cultural programme in order to motivate
28
CRPF
superiority than the enemy then
encircle all the enemy & completely
destroy them.
(d) Never fight without detailed &
complete preparation.
(e) Make full use of adverse condition for
max surprise & deception to attack &
hold enemy’s strong points.
(f) Increase power by using captured
weapons & prisoners.
(g) Use the period of ceasefire for rest,
refit & training.
A l w a y s
engage the enemy aiming to keep
them busy unnecessarily.
(h) Target vital economic infrastructure
so as to cripple transport and logistics
capabilities and also slow down any
development activity. This helps
them sust ain their ideology of
deprivation and neglect.
(i) Eliminate important politica l
leadership so as to instill a feeling of
fear in the local populace.
Weapon Systems
Main source of weapons for Naxals
has been through raids on police stations.
Another source of weapon procurement
is from illegal arms markets. Nearly 85
percent of the weapons are reportedly
looted from the police & CPOs.
Weaponry in their possession include
AK-47 rifles, SLR, .303 rifles, country
guns, hand grenade, explosive,
detonator, mortar, & LMGs. Other than
firearms the Naxals, in their operations,
have used IED made from gelignite &
locally manufactured grenade.
the innocent people & support the
guerrilla operations & administration.
The Naxals tactics are based on the
following principles:(a) Firstly, attack isolated enemy posts &
later on to the centralized & powerful
enemy posts.
(b) Capture rural areas at first then only
hold the urban areas .Make a clear aim
to destroy the effective power of the
enemy.
(c) In all battles, centralize the supreme
armed troops in numerical
Govt Policy
The Central Govt has a clearly
defined policy to combat the challenge
posed by the Naxalite menace. This
policy comprises the followin g
components:(a) Firm Dealing. The Govt will deal
sternly with the naxalites indulging
in violence.
(b) Holistic Approach. Keeping in view
that naxalism is not merely a law &
order problem, the policy of the Govt
is to address this menace
Academy
simultaneously on political, security,
development and public perception
management fronts in a holistic
manner.
(c) Unified Action and Coordinated
Response. Naxalism being a inter–
state problem, the states will adopt
a collective approach and pursue a
coordinated response to counter it.
(d) Better Police Response. The states
will need to further improve police
response and pursue effective and
sustained police a ction against
naxalites and their infrastructure
individually and jointly.
(e) Dialogue with Non Violent Groups.
There will be no peace dialogue by
the affected states with the naxal
groups unless the latter agree to give
up violence and arms.
(f) Strengthening Political Cadres.
Political parties must strengthen
their
cadre base in naxal affected
areas so that the potential youth
there can be weaned away from the
path of naxal ideology.
(g) Socio-Economic Development. The
states from where naxal activity/
influence and not naxal violence,
is reported should have a different
approach with specia l focus on
accelerated
socio-economic
development of the backward areas
and regular inter action with NGOs,
intelligence, civil liberties groups etc.
to minimize over ground support for
the naxalite ideology and activity.
(h) Local Resistance Groups. Efforts
will continue to be made to promote
local resist ance grou ps against
naxalites but in a manner that the
villagers are provided a dequate
se curity cove r an d the area is
effectively dominated by the security
forces.
(i) Use of Mass Media. Mass media
should also be extensively used to
29
CRPF
Academy
highlight the futility of naxal violence
and loss of life and property caused
by it and developmental schemes of
the Govt in the affected areas so as to
restore people’s faith and confidence
in the Govt machinery.
(j) Good Governance. The
states
should announce a suitable transfer
policy for the naxal affected districts.
Willing, committed and competent
officers will need to be posted with a
stable tenure in the naxal affected
districts.
(k) Effective
Surrender
and
The
Rehabilitation Policy.
Govt of Andhra Pradesh h as an
effective surrender and rehabilitation
policy for naxalites and has produced
good results over the years. The other
states should adopt a similar policy.
(l) Land Reforms. The focus areas
should be to distribute land to the
landless poor as part of the speedy
implementation of the land reforms,
ensure developm ent of physical
infrastructure
like
roa ds,
communication, power etc and
provide employment opportunities to
the youth in these areas.
(m) Development Activities. Another
related issue is that development
activities are not undertaken in some
of the naxalite affected areas mainly
due to extortion, threat or fear from
the na xalite cadres. Adequate
security and other measures would
need to be taken to facilitate
uni nterrupted
developm ental
activities in the naxal affected areas.
(n) Central Govt Support. The Central
Govt will continue to supplement the
efforts and resources of the affected
states on security, development fronts
and efforts to bring greate r
coordination between the states to
successfully tackle the problem.
The Govt has taken the following
measures to control the naxal problem:(a) Modernization of State Police.
(b) Special Intelligence Structures.
(c) Specialist Training of Police. .
(d) Revision o f Security Related
Expenditure (SRE) Scheme.
(e) Supply of Mine Protected Vehicles.
(f) Long Term Deployment of Central
Para Military Forces.
(g) India Reserve Battalions. .
(h) Deployment of SSB along IndoNepal Border.
(i) Recruitment in Central Para Military
Forces.
(j) Backward Districts Initiative (BDI).
(k) Enacted the Scheduled Tribes
(Recognition of Forest Rights) Bill,
2005.
(l) Effective Implementation of Land
Reforms and Creation
of
Employment Opportunities in the
Naxal Areas.
(m) Inter-State Joint Anti-Naxal
Operations.
(n) Air Support.
(o) Protection of Railway Infrastructure.
(p) Public Perception Management.
(q) Strengthening Legal Framework.
(r) Monitoring Mechanisms
The Central Govt is now according a
very high priority to review and monitor
the Naxal situation and measures are
being taken on both security and
development fronts, to control the
menace. The mechanism includes the
following measures:-
(a)
(b)
(c)
(d)
Periodical Review.
Task Force on Naxalism.
.
Coordination Centre.
Standing Committee of the Chief
Ministers of the Naxal-affected
States.
(e) Constitution of the Inter-Ministerial
Group (IMG).
(f) Action Plans by States.
Road Map/Role at Force Level
(a) Intelligence Management at
Directorate CRPF There is an
imperative need for creation of a
centralize d data base of naxal
activities at Directorate -INT.
(b) Holistic Training Facilities. Setting
up of Jungle Warfare schools to train
the Police & CPOs with the focus
of training on long term aims &
strengthening the force in totality.
Special training on bomb disposal &
counter IED aspects needs to be
organised.
(c) Recruitment from Naxal Affected
Areas. Additional recruitment quotas
in targeted areas will result in giving
employment & weaning the youth
away from Maoists activities.
(d) Survey & Mapping.The resources &
technical expertise for survey &
mapping of affected areas need to be
geared up and meaningfully
utilized.
(e) Sadbhavana Projects/CAP. It can be
30
CRPF
organized in the local populace of the
Naxal affected areas for making them
joining the mainstream. We have
number of our soldiers coming from
these areas. They can lend a helping
hand to its own soldiers & their
families and help people of these
areas in joining the mainstream.
Int Set Up Requirements
At present information flow is rarely
in real time, & thus the quantum of
actionable information flow is
questionab le, resulting in misse d
opportunities by the SF, & the conduct
of operations by naxal cadres with
impunity. To this end, there is a need for
drastic overhaul of both our int
acquisition as well as our info flow, thus
enabling targeting to take place in near
real time. The ability to generate info &
concrete int at the micro level also needs
a relook. Some of the recommended
measures to ensure strangulation of the
free run enjoyed hitherto fore by the naxal
movement are as under:-
(a) Formation of a special task force is
an important element which has
been employed with great success in
Andhra Pradesh, which till some
years back was one of the worst-hit
states.
(b) Training of the Force in counter
Naxal ops assumes vital importance.
(c) The training of force personnel on the
important aspects of INT gathering
and creation of INT bases in Naxal
areas would ensure success in field
(d) On the basis of ISRO’s satellite
imageries, the CRPF personnel
would be able to penetrate interior
areas that have not been surveyed
yet b y any G ovt age ncy. The
communication network, which is
already in place, would be used to
provide t his i nfo to personnel
engaged in ops against extremists.
(e) Employ modern technology in terms
of ELINT, IT and UAV based sensors
to monitor activities and reduce the
naxal threat.
Academy
(f)
Issue of GPS to force personnel at
section level, whilst simultaneously
installing Auto Vehicle Locator
System (AVLS) on its vehicles, will
eventually speed up force
movement, ensure safety, timely
enforcement & transparency. With
the help of the AVLS system, a person
sitting in a control room will be able
to monitor & coordinate police teams
patrollin g jungles & other
inaccessible terrain, so as to be
capable of employing heptrs/
reinforcement forces to ensure
trappe d Naxal cadres
are
subsequently annihilated..
(g) Each affected state and the highest
CRPF Formation of the state, must
seriously consider raising it’s own air
wing. Additional air-strips must be
built in Naxal-affected areas to
shorten response time of SF. The
st rategy
should
be
quick
deployment of battle-ready troops,
& encirclement & liquidation of the
Naxal threat.
31
CRPF
Academy
(h) The int agencies must improve their
information gathering capabilities .
The combative focus must change
from battling foot soldie rs to
leadership liquidation. A covert
strategy must be evo lved to
specifically target Naxal leadership.
(i) In order to squeeze the Naxal
influence, an “Inter-state Naxal
Movement Deterrence Plan” must be
drawn with an enhanced security
presence not only along state borders
but also along the hills & plains. This
would deter
Na xals from
undertaking inter-state travel &
thereby lock them in.
Road Map for Naxal Theater
For effective force application
effectively countering Naxalism
following measures are
recommended:—
a) A dedicated Anti Naxal Force on the
pattern of Grey-hounds of Andhra
Pradesh.
b) There should be affected integration
of strategic and tactical intelligence
and information at police station
level with the force head quarter. The
would help in identification of Naxal
sources and network which is a must
to destroy their operational efficiency.
c) Modern and Effective Forces – There
is a urgent need to include and
strengthen the response of force
personal in the Naxal affected states
by modernizing them. Extensive
training in counter IED and Jungle
Warfare would help in achieving the
required standards. Once the
standards are achieved the need will
be to sustain their momentum.
d) Deployment of troops on grid pattern
with
clear-cut
lines
of
communication and logistic change.
The Naxal area to divide into
sensitive, highly sensitive, less
sensitive and accordingly the density
of deployment of troops may be
done.
e) Framing of SOP & Cohesiveness/Coordination with state police as
regards monitoring/supervision/
planning the operations can be jointly
monitored by CRPF & State Police.
f) Use of Air power in surveillance/
offensive role/ reinforcement can be
explored.
Road Map For The Troops
a) Planning, briefing, coordination,
communication
&
constant
monitoring are essential part of
execution of operation and their
importance should never be negated.
b) Keep on consciously building your
skills by regular training. Know your
tradecraft and be physical tough.
32
CRPF
c)
The leaders and the commanders
should know the strength,
weaknesses and personal problem of
their troops. A commander must
always be concerned about the
proficiency of his men in training. His
men should be confident, well
briefed and oriented. He should be
d)
e)
f)
g)
h)
i)
concerned about them while eating,
sleeping, rehearsing & fighting.
Troops should be proficient in field
craft and tactics. They should have
requisite strength, stamina &
endurance to operate in any type of
terrain.
Camp defence system should be
proactive and not reactive. It should
be built on offensive defence
measures by laying surprise Nakas,
Ambushes during day and night in
vicinity of the camp by maintaining
stealth. All side of morchas should be
covered with sand bags to protect the
sentries from back. Crawling
trenches should be dug connecting
barracks and morchas. Tower should
be tactically placed. Peripheral
mobile patrols and security lighting
should be catered for.
Planning and rehearsal of
contingency and evacuation drill for
foolproof security to be done
regularly. Any dominating feature
near any static formation must be
guarded/patrolled. QAT needs
regular rehearsals and supervision.
Practices should be given more than
day to move by night and in rains
during tactical move in operational
area the principle of 5s be observed
i.e. silence, search, segregate, speed
and safe guard. Men should also
developed proficiency in shooting
quickly and accurately.
Offensive spirit is the key to the
success of any operation.
To defeat the enemy first make jungle
your friend. This can be achieved by
Academy
‘7’ days jungle survival exercise self
contain. The exercise should involve
tactical movement, harbor, LUP,
Ambush, Raid, Immediate Action
Drills and counter Ambush Drill.
j) Before proceeding for any operation,
you should know your enemies
strength, weaponry and tactics. The
knowledge of terrain is of vital
importance in the success of any
operation. Think ahead take a bold
and audacious action but do not
react.
k) Know the local people. Organize
CAP for winning hearts and minds
of local population. Develop a good
will among them.
l) Surprised and deception are key to
success in any operations in the
jungle. Use natural colour for
camouflage and merge with the
surrounding. See before you are seen
and observe before you are observed.
Leave no trails, you can be traced.
m) Build-up and integrated information
and intelligence network. Protect all
informers, incognito, identity is the
best protection.
n) Restoration of faith in the
government by efficient use of mass
media and by highlighting the futility
of naxal cause, loss of life and
property.
Political and Socio Economic
Road Map
a) Effective diplomatic initiative to
enlist support of neighboring
countries to deny cooperation
between Naxal organizations.
b) Banning of unlawful organization
and setting up of a coordination
center to deal with Naxal extremism.
c) Initiative to the left group to join the
political crosses.
d) Talks must be initiated by center with
representative of all states affected by
Naxalism and the Naxal group
operating there.
e) United stand by all political parties
in dealing with the problem.
f) Involvement of local population in
the fight against Naxalism.
33
CRPF
Academy
g) Ensure speedy development. Take
effective measure to alleviate poverty
and strict enforcement of Law &
Order.
h) Infrastructure development in
backward districts to include
construction road and rail network,
health care, education and provision
of basic amenities.
i) Good governance by people of
integrity and administrative
capabilities will bring confidence
amongst people. Hence, posting of
competent Government Officials in
Naxal affected areas is very
important.
j) Speedy
and
pragmatic
implementation of land and
agricultural reforms and de-elination
of forest areas to protect the rights of
tribal’s and indigenous people.
Conclusion
It is amply clear that lack of Counter
Naxal Doctrine is costing the country
dearly with many lives being consumed
by it. The involvement of CRPF in Naxal
prone areas was baptism by fire but with
the initial losses, the recent efforts have
started bearing fruits in the form of
operational success. Defining a clear cut
Strategy which would flow in the form
of operation and tactics would help in
tackling the menace. The recent focus on
Jungle Warfare/Anti-Naxal training and
improvement in the logistic and
equipment profile would prove to be a
Force Multiplier in dealing with the
problem.
The history of Naxal movement is the
history of continuous process of
Organizational Conflict, splits and
mergers. They all reject parliamentary
system of Governance and want to bring
about a fundamental change in the nature
of the State for which they are waging a
protracted war. The need of the day is to
strengthen, modernize and equip civil
administration and Police Forces
operating in the area to facilitate
transition towards normalcy with the
involvement of local population. It would
appear that unless factors which gave rise
to Naxalism are addressed, a security
centric approach by itself would not be
enough to deal with the problem.
34
CRPF
Academy
Gender Sensitization :
Sexual Harassment At Workplaces Legal Perspective
Vishwanath Paranjape
Dy. Commandant
CRPF Academy
Gender identifies the socially constructed roles and
responsibilities of men and women in a given culture or setup.
It is different from sex which is a biological term whereas gender
refers to as roles, attitudes and values assigned by culture and
society. Since they are created and maintained by social
institutions such as families, governments, communities,
schools, media etc. they are changeable in terms of time, place
and culture. In the present context gender refers to the behavior
and relationship between both male and female at workplaces.
Gender sensitivity here means acknowledging that women
are subordinated in most of the working places and such
subordination is not only harmful for women but also for men
and entire society. It also means increasing people's sensitivity
to the implications of gender inequality and such problems of
gender discrimination be identified and overcome through
policies and programs.
Sexual harassment at Workplace
The legal definition of sexual harassment is "unwelcome
verbal, visual, or physical conduct of a sexual nature that is
severe or pervasive and affects working conditions or creates a
hostile work environment." In other words it is unwelcome
sexual advances, requests for sexual favors, and other verbal
or physical conduct of a sexual nature. Sexual harassment
includes any unwelcome sexually determined behavior
including sexually colored remarks, verbal or non-verbal
conduct of sexual nature. Retaliation (taking revenge) against
someone for complaining about sexual harassment or for
participating in an investigation of sexual harassment also
amounts to such harassment.
Constitutional Perspective
The Constitution of India ensures and guarantees every
individual Fundamental Rights which includes Right to
Equality (Art.14), No discrimination on the grounds of Gender
or sex(Art.15) and Right to Life and liberty (Art 21). Every
incident of sexual harassment is violation of above rights.
Moreover, such harassment is also considered to be violative of
Article 19(1) (g) which provides the right "to practice any
profession, or to carry on any occupation, trade or business".
Every woman has a constitutional right to participate in public
employment and this right is denied in the process of sexual
harassment, which compels her to keep away from such
employment. The Right to Protection from Sexual Harassment
and the Right to Work with Dignity are also recognized as
Universal Human Rights by International Conventions and
Instruments of Convention on the Elimination of all forms of
Discrimination against Women (CEDAW) that has been ratified
by India.
Legal perspective
No specific crimes are defined in Indian Penal Code for
Sexual harassment at work place. However, Sections
294(obscene acts and songs at public place), 354 and 509 of The
Indian Penal Code deals with sexual harassment in general. An
indecent assault against a woman is made punishable under
Section 354 of IPC whereas Section.509 of IPC comes into effect
when there is an intention to insult the modesty of any woman
by the offender. The insult may be caused by uttering any word,
making any sound or gesture or by exhibiting any object, with
the intention that such word or such sound be heard, or that
such gesture or object be seen by such a woman. Intruding upon
the privacy of a woman is also covered under this Section. Apart
from this for sexual harassment at workplace there is little
application of other Acts also, like The Indecent Representation
of Women (Prohibition) Act, 1987, under which if an individual
harasses others with books, photography, paintings, films etc.
containing indecent representation of women is made
punishable. For 'hostile working environment', indecent
representation of women in premises of companies etc is also
made punishable under Sec.7 of the said Act.
Presently, in India there are no legislative enactments or
statutory policies against sexual harassment and abuse at work
places. In the absence of an enacted law to provide for the
35
CRPF
Academy
effective enforcement of gender equality and guarantee against
sexual harassment, the Supreme Court of India (in the matter
of Vishaka & ors. vs. State of Rajasthan) laid down certain
guidelines for due observance at all work places whether public
or private sector and these guidelines are treated as the law
until suitable legislation is enacted by the Indian Parliament.
Vishaka & Ors. vs. State of Rajasthan
On 13th Aug 1997 the Supreme Court of India issued a
landmark judgment that recognised and addressed sexual
harassment at the workplace as a Human Rights violation. The
H'ble Court brought out guidelines defining sexual harassment
and directives for employers/organisations making it
mandatory to institute Sexual Harassment Complaints
committees at workplaces. It has been laid down in the
judgment that it is the duty of the employer or other responsible
persons in work places or other institutions to prevent or deter
the commission of acts of sexual harassment and to provide
the procedure for the resolution, settlement or prosecution of
acts of sexual harassment by taking all steps required.
Supreme Court defined sexual harassment as any
unwelcomed sexually determined behaviour (Whether directly
or by implication) as:
a) Physical contact and advances;
b) A demand or request for sexual favours;
c) Sexually coloured remarks;
d) Showing pornography;
e) Any other unwelcome physical, verbal or non - verbal
conduct of sexual nature
Court further observed that it is discriminatory for instance
when the woman has reasonable grounds to believe that her
objection would disadvantage her in connection with her
employment or work including recruiting or promotion or when
it creates a hostile work environment.
H'ble Supreme Court also directed all employers or person
in-charge of work place whether in the public or private sector
to take appropriate steps to prevent sexual harassment. They
are(a) Express prohibition of sexual harassment as defined above
at the work place should be notified, published and
circulated in appropriate ways.
(b) The Rules/Regulations of Government and Public Sector
bodies relating to conduct and discipline should include
rules/regulations prohibiting sexual harassment and
provide for appropriate penalties in such rules against the
offender.
(c) As regards private employers steps should be taken to
include the aforesaid prohibitions in the standing orders
under the Industrial Employment (Standing Orders) Act,
1946.
(d) Appropriate work conditions should be provided in respect
of work, leisure, health and hygiene to further ensure that
there is no hostile environment towards women at work
places and no employee woman should have reasonable
grounds to believe that she is disadvantaged in connection
with her employment.
Referring to the Criminal Proceedings Court directed that
where such conduct amounts to a specific offence under the
Indian Penal Code or under any other law, the employer shall
initiate appropriate action in accordance with law by making a
complaint with the appropriate authority. In particular, it should
ensured that victims, or witnesses are not victimized or
discriminated against while dealing with complaints of sexual
harassment. The victims of sexual harassment should have the
option to seek transfer of the perpetrator or their own transfer.
Since such conduct amounts to misconduct in employment,
Supreme Court directed that , appropriate disciplinary action
should be initiated by the employer in accordance with relevant
service rules.
Apex Court going one step ahead ruled that an appropriate
complaint mechanism should be created in the employer's
organization for redressal of the complaint made by the victim.
Such complaint mechanism should ensure time bound
treatment of complaints and shall be in the form of Complaints
Committee. The Complaints Committee should be headed by
a woman and not less than half of its member should be women.
Further, to prevent the possibility of any undue pressure or
influence from senior levels, such Complaints Committee
should involve a third party, either NGO or other body who is
familiar with the issue of sexual harassment. The Complaints
Committee must make an Annual Report to the Government
department concerned of the complaints and action taken by
them. The above mentioned complaint mechanism, should be
adequate to provide a special counselor or other support service,
including the maintenance of confidentiality.
Court emphasized that employees should be allowed to raise
issues relating to sexual harassment at workers' meeting and
in other appropriate forum and it should be affirmatively
discussed in Employer - Employee Meetings. Moreover,
Awareness of the rights of female employees in this regard
should be created in particular by prominently notifying the
guidelines in a suitable manner. Where sexual harassment
occurs as a result of an act or omission by any third party or
outsider, the employer and person in charge will take all steps
36
CRPF
necessary and reasonable to assist the affected person in terms
of support and preventive action.
The above guidelines issued by the Court proved to be
historic and had changed the whole perspective on this issue.
Implementation of above guidelines not only created awareness
amongst the employers and employees but also provided a
forum for effective redressal of grievance and counseling to the
victim. The constitution of Committee having majority of
women members and an independent NGO member paved a
way for the victim to depose freely about the harassment as
otherwise due to hesitation or fear of stigma it would have been
difficult for her to do so.
Medha Kotwal Lele & ors. Versus UOI & Ors.
Supreme Court clarifying about the procedure to be adopted
for complaints held that Complaints Committee as envisaged
in the judgment of Vishaka's Case will be deemed to be an
Inquiry Authority for the purposes of Central Civil Services
(conduct) Rules, 1964 and the report of the complaint Committee
shall be deemed to be an inquiry report under the CCS rules.
Thereafter the disciplinary authority will act on the report in
accordance with the rules." As far as the misconduct is concerned
the complaint filed by the Complainant shall be treated as
Charge and Disciplinary authority will take action on the report
of Inquiry conducted by the Committee.
Apparel Export Promotion Council Vs. A.K. Chopra
This is the first case in which the Supreme Court applied
the law laid down in Vishaka's case and upheld the dismissal
of a superior officer of the Delhi based Apparel Export
Promotion Council who was found guilty of sexual harassment
of a subordinate female employee at the place of work on the
ground that it violated her fundamental right guaranteed by
Article.21 of the Constitution. H'ble Court observed that " In
cases involving Human Rights, the Courts must be alive to the
International Conventions and Instruments as far as possible
to give effect to the principles contained therein- such as the
Convention on the Eradication of All forms of Discrimination
Against Women, 1979 [CE DAW] and the Beijing Declaration
directing all state parties to take appropriate measures to
prevent such discrimination."
The above guidelines and judgments have identified sexual
harassment as a tool of gender bias. Therefore sexual harassment
in addition to being a violation of the right to safe working
conditions is also a violation of the right to bodily integrity of
the woman and thereby against the Constitution.
Academy
Complaint Mechanism in CRPF
In compliance to the Order passed by H'ble Supreme Court
in Vishskha's case, CRPF had passed instructions in the form of
Standing Order 4/2004. The Standing order lays down the
definition of sexual harassment, duty of the head of the unit/
other responsible persons, criminal proceedings and also seeks
to provide a mechanism/procedure for redressal of complaints.
It provides for the constitution of an 'Central Complaints
Committee' at Directorate level and a 'Sector Complaints
Committees' at the Sector level. Such complaint Committee
apart from enquiring into the complaints shall prepare and
submit periodical reports to Directorate General as well as
MHA. Further as an amendment of SO-4/20004(dated 14 /07/
2005) the procedure of conducting the enquiry is clarified in
pursuance to Supreme Court judgement in the matter of Medha
Kotwal Lele & Ors vs. UOI & Ors. Addendum of SO 4/2004
dated 9.10.2005 and Amendment of SO 4/2004 dated 25 May
2006 may also be refereed.
Need for effective legislation
To remove the gap of absence of legislation in safeguarding
against harassment of women at workplaces Government had
introduced Protection of Women against Sexual Harassment at
Workplace Bill, 2010 in the Parliament. The object of the Bill is
to provide protection to women against sexual harassment at
all workplaces both in public and private sectors, whether
organised or unorganised and for the prevention and redressal
of complaints of sexual harassment. The women who are
employed as well as those who enter the workplaces as clients,
customer or apprentices besides the students and research
scholars in colleges and universities and patients in hospitals
are sought to be covered under the proposed legislation.
Conclusion
Sexual harassment of women at workplace is a violation of
woman's right. Employers should take up a proactive role for
creating awareness and take steps for effective implementation
of sexual harassment laws and policies to prevent it. The
provisions and laws needs to be more comprehensive to provide
means of justice to those who have been victims. The
atmosphere should be so conducive that there should be no
hesitation in reporting of such evil to appropriate authority,
moreover the element of secrecy should be strictly adhered to.
Last but not the least mere implementation of law will not suffice
in the matters related to such sensitive issue. Basic requirement
is to change the attitude of people towards women and thereby
provide a positive environment to women workers.
37
CRPF
Academy
GIS - An Operational Tool
Shailendra Kumar
Dy. Inspector General
Signal Range
Geographic Information System (GIS) integrates Hardware,
Software, and Data for capturing, managing, analyzing and
displaying all forms of geologically referenced information.
GIS can answer the following
questions:
•
•
•
•
•
What is at a given location?
Where does it occur?
What is nearby?
What trends are occurring?
What happens, if ?
GIS allows us to view, understand,
interpret and visualize data in many
ways that reveal relative patterns and trends to the form of
maps, globes, reports etc. GIS helps us in familiarizing our self
with terrain for better operational planning. GIS system can
also be integrated into enterprise information system for
efficient operational management. GIS system combines various
data layers like Raster and Vector layers, survey maps,
topograph of the area and Spatial Data etc. to make GIS
application more useful.
Satellite imagery are also layered on topographical map after
Geo Referencing to view a real picture of the terrain for various
civil and operational planning. The basic data layers are rivers,
roads, lakes, location of city, districts and states on digitized
maps.
(Different Layers)
(Satellite Imagery)
The elements of GIS data :i)
ii)
iii)
iv)
v)
vi)
Digitized and scanned maps:- Purchased, donated, free
downloaded from internet, created by user.
Data bases:- Table of data,
GPS(Global Positioning System):- Accurate locations.
Field Sampling of attributes
Remote Sensing and Aerial Photography
Utility Layer:- Deployment of force, waypoints, customized
symbol on map, important reference points, brief history
of each incident, etc..
Satellite imagery are obtained from various satellites
available in the space by tasking from earth stations. Such
satellites are pre-programmed for calendar year with date. They
revolve on their given path to capture photographs of given
co-ordinates. After receipt of satellite image, they are being
processed, geo-referenced, stitched and layered upon
topographical map for GIS Application.
(Capturing Satellite Image)
38
CRPF
Objective of GIS application:-
Academy
CRPF is the largest Central Armed Police Force emerging
as the main C.I. Force of the country. Presently the force is largely
deployed in 3 theaters, mainly J&K, North-East and LWE areas.
The force personnel are performing operational duties
commendably in above mentioned area besides hostile
topography and weather. To enhance meticulous planning and
control over operations, GIS will help a lot as a tool to visualize
the terrain for operational planning. CRPF has already stepped
forward to have advanced GIS system from various sources
(3D Image)
i) Real time geographical display
ii) Well coordinated command and control of application
iii) Display of operational information
iv) Analysis of the data
v) Render digital map at very high speed
vi) Depict views on different operational perspective
vii) Map with satellite photos
viii) Provide multiple data Fusion Technique, Systematic
application of data over a long period of time.
ix) Ultimate data sources with Geo Spatial map
x) Networking of huge inventory largely scattered across the
country for judicious utilization.
xi) Advance digitized multilayer information for multitasking.
The following commercial GIS application software are
available now a days:•
•
•
•
•
•
•
•
•
Arc GIS Desktop
Arc GIS Server
Photo Cad Map
Geo Media Pro
Terra Explorer
Intergraph MGE
Map Info
Quantum GIS
Google Earth Pro
like the Mission of Geo Spatial Application through Department
of Science and Technology, New Delhi, NTRO, ADRIN, Army
Military Survey and distributed data to the field formations
deployed in LWE states and parts of J&K.
The present GIS Software available with CRPF helps
commanders by providing stimulated interface with existing
map sheets, imageries and facilitates operation and logistic
planning. The software can create 2D/3D image of the area
available on the map sheet and can depict latitude, longitude,
way points, military symbols, distance/area calculating,
indivisibility, line of sight, GPS integration, tagging data on map,
marking their locations and much more functions.
CRPF is planning to use GIS application in a big way, even
at Bn level through desktop/server based GIS with a view to
help our troops in their operational planning with real ground
input.
39
CRPF
Academy
Killing Instinct Developing Combat Mindset
Stanzin Shakya
Dy. Commandant
CRPF Academy
Killer Instinct - is defined as a cold,
primal mentality that surges to your
consciousness and turns you into a
vicious fighter. Killer instinct is a strong
will to win and an urge to succeed
unmindful of the consequences for
others. It is a fighting spirit. It is not flight
but fight to the finish. It demonstrates 'do
or die' scenario and is a combative and
competitive mentality to win at any cost.
The killer instinct is a confluence of
courage, confidence, competence,
fortitude, resilience and tenacity. It is a
combination of physical, mental and
spiritual powers. Doing something even
if the odds are insurmountable requires
killer instinct. It is having guts to try again
whether you succeed or fail and
exploring the unknown without any fear
of failure, at the same time, killer instinct
does not mean being ferocious and
careless in your approach. It outlines a
calculated strategy to maximize
efficiency, effectiveness and safety. A few
characteristics of killer instinct are, cool
and composed thinking, physical and
mental intelligence, fortitude, courage,
gut feeling and intuition, ability to
anticipate others' strategy, resilience and
tenacity, being always in the effective
zone rather than the comfort zone.
Everyone has a killer instinct. That's
just the way it is; it's how we're made. In
some it may be stronger than in others.
Some manifest this instinct in gross
abominations. Some never call upon it at
all, but it's there. Most people manifest
the killer instinct in blind rage and
haphazard fury. Soldiers driven by a raw
killer instinct at the spur of the moment
are inferior and undisciplined warriors.
Their energies are poisoned by emotion,
resulting in rage, poor body mechanics
and tactical errors.
The killer instinct is predicated on
being emotionless. A warrior must not
experience emotions while engaged with
his adversary. He must temporarily
eliminate fear, anger, remorse, and ego
from his conscious. Moulding the average
person into an emotionless warrior is not
an easy task. We are, in fact, emotional
creatures who, from childhood, are
conditioned to feel for ourselves and
others. Living in the modern society with
all its norms, customs, ethos, facilities has
put the natural instinct of survival in the
background and years of conditioning
have put it in a deep slumber. However,
it's essential that the warrior remain
emotionless
during
a
violent
confrontation because emotions create
indecisiveness and dangerous tactical
vulnerabilities. Control of the emotions
also prevents anger from poisoning the
warrior. Anger is a useless emotion that
only taxes energy and creates numerous
vulnerabilities. The famous satirist Pietro
Aretino put it best when he said, "Angry
men are blind and foolish, for reason at
such time takes flight and, in her absence
wrath plunders all the riches of the
intellect, while the judgment remains the
prisoner of its own pride."
Viciousness is another critical
characteristic of the killer instinct.
Viciousness here means dangerously
aggressive behaviour or extreme
violence. Many people will consider this
the most revolting aspect of the
controlled killer instinct. However, if a
soldier is to prevail in combat, he must
be more vicious than his adversary. His
tools and techniques must be brutal,
explosive, and conclusive. At the same
time, his attack must be strategically
calculated to maximize efficiency,
effectiveness and safety.
"TO ACHIEVE ADMIRATION
AND RESPECT TODAY, THE
WARRIOR MUST SET HIMSELF
APART FROM THE REST OF SOCIETY
BY HIS PERSONAL EXCELLENCE.
WHERE WARRIORSHIP WAS ONCE A
BIRTH RIGHT, IT IS NOW A
CALLING."
CRPF in today's scenario is deployed
in the toughest of conditions in all
respects, especially in the LWE area
where all odds are against us, be it the
nature of deployment, the adversary, the
climate or the topography, besides lately
we have been in the limelight for all the
wrong reasons. This is one of the times
when we need to sit back and reminisce
as to what exactly we are lacking in? Is it
training, weaponry, strength, courage or
simply KILLING INSTINCT.
Basic training in CRPF is as good as
any military training in the world. All the
basics about infantry training are
inculcated in the basic training, be it
weapons, tactics, FC, BC, or physical
strength. But what we lack in the present
scenario, where we are engaged in a
protracted war, where we are not sure as
to who or where our enemy is, is the need
to be mentally stronger and resilient, to
bring out the true fighter in our troops,
to nurture the hunter within us and to
bring the predator inside to the fore. To
unleash the potential within us and to
awaken/revive the dormant killer
instinct, it is essential that the mind and
emotions are so conditioned, especially
during training, not only basic, but
advanced training too.
How to develop killer instinct?
To develop killer instinct soldiers have
to unlearn unwarranted habits and
40
CRPF
practices so that they can evolve
themselves as successful and competent
combatants. They have to break out of the
comfort shell, spread their wings and feel
their strength. Killer instinct is a mindset that can be cultivated and inculcated
through regular practice; all that needs
to be done is provide the right
atmosphere and the conditions. On the
personal front the soldier needs to :
• Always be in the effective zone, not
in the comfort zone.
• Know his strengths and weaknesses
and also his opponent's weaknesses.
• Don't
be
overconfident
as
overconfidence is the worst enemy.
• Don't be unduly sentimental and
emotional. Strike a right balance and
maintain composure with maturity.
• Be passionate in his chosen area of
interest.
• Always be cool and composed.
• Avoid both internal and external
distractions and stay focused on your
goals.
In my quest for the ways of
inculcating killing instinct I stumbled
upon an online forum of US Army
Company Commanders, which dealt
especially on the ways to develop "killer
instinct" in the troops, same is reproduced
below:
The Mind-set
George Corbari
B/5-7th ADA (Patriot), 69th ADA BDE,
V Corps
At the crux of this discussion is the
"warrior mind-set." It's not about being
6'2" and 240 pounds of anger-it's about
making conscious choices about how you
think. The killer instinct is a combination
of confidence, concentration, and
tenacity. Those qualities are next to
worthless without the physical skill and
ability to complete the task-but so, too,
are the physical abilities without the
proper mind-set. We train mental
toughness not by throwing people who
can't swim into the water, but by teaching
people how to deal with extreme
situations, by teaching people how to
focus effectively, by teaching Soldiers the
importance of confidence and how to
build and maintain that personal
confidence. Here's a mind-set TTP
(tactics, techniques and procedures) that
commanders can use before every
mission:
When rehearsing actions on the
objective, do more than just discuss the
mechanics of the fight. Help Soldiers
really visualize the battlefield by
integrating all five senses. Talk about
what they'll see, hear, smell, touch and
even taste. For those who haven't been
there, the details of combat won't be such
a shock to them.
Combatives as a Vehicle
Matt Michaelson
SS-21 OPFOR RS '95, B/4-5th ADA & D/
4-5th ADA, 1st CAV DIV
Our Soldiers' ability to react-and even
act-under duress, pain, and seemingly
insurmountable odds remains the
hallmark of the warrior ethos. Tenacity
against the enemy must be trained,
expected,
and
demanded-but
demonstrated first and foremost by the
leadership that has earned the respect and
trust of the Soldiers. A few thoughts on
how to teach the killer instinct to Soldiers
using combatives martial training as the
vehicle: Training on the edge between
tenacity and often situationally driven,
hand-shaking rage must be very carefully
controlled. Risk assessment/mitigation
procedures must be clearly outlined and
enforced. Every Soldier will have a
different threshold for explosion, specific
to that individual. Some Soldiers will "go
ugly" early (because they have had that
upbringing, list of experiences, or simple
desire to do so) while other Soldiers will
"act the fish" for a surprisingly long time.
Hold back the overzealous ones a little
and carefully push the fish. Explain that
if they wear the uniform, there is no
fishing around. They will fight back or
go home. This is the U.S.Army, this is
combatives, and the country is at war.
Remind them that combatives training is
not true combat- in the real thing, getting
hurt will be inevitable, and Soldiers must
harden themselves both mentally and
physically for that. Critical to any such
Academy
training are qualified instructors who
have "lived it." Tips for instructors
include: 1) Begin training events with
historical examples of failure and success
to garner maturity in mind-set, and 2)
Publicly praise Soldiers who demonstrate
tenacity and the warrior ethos.
Complex, Thought-Provoking
Training
Bryan Carroll
B Co and Rear Detachment/1-24th IN, 1/
25th ID (L) (SBCT)
I believe that all people have some
degree of this already inside them and it's
on us as leaders to draw it out, hone it,
and-the most critical part-make them
believe it. Soldiers must be challenged in
aggressive, thought-provoking, and
physically rough training. Get buddy
teams thinking on the LFX (live fire
exercises) and then build up from there.
Make them solve a complex obstacle
while putting rounds down range. That
was huge for preparing my privates and
specialists to be rifle team leaders. You
have no idea when the SPC on the SAW
or the PFC on the M203 is going to step
up and give the "Follow me!" to take that
next room or building-it happens.
Tough, Realistic PT
Wes Morrison
C/1-120 IN, 30th HSB, 1st ID
What you can do is make sure Soldiers
are physically and mentally rehearsed
with physical training as realistic as you
can achieve. We did hard PT, combatives,
and squad competitions utilizing the
CFLCC tasks with full combat load,
incorporating
IMT
(individual
movement technique)and one-man
carries. By the end of the train-up and
competition, the Soldiers were smoked,
but proud. It toughened them up for
combat, but also for things like searching
palm groves for hours on end with a full
combat load in 120-degree heat.
Create Combat Conditions in Training
Anthony Flood
SPT Co/2-20th SFG (A)
As for instilling the "aggressive spirit,"
it can be done through tiring, realistic
training. We shouldn't hurt our troops in
training, but we can create combat-like
41
CRPF
Academy
training experiences where they are cold/
hot, tired, hungry, have to carry their
comrades, and are under pressure to
make aggressive decisions. Make them
shoot off-handed, from in and under
vehicles, through windows and from
around corners, with rapid magazine
changes. And, train them to talk calmly,
yet firmly on a radio while under stress.
Do a series of 48-hour training problems
going over react to contact, "man down"
drills, etc., all while under fire, with
constant movement, and leader changes.
Depending of course on your situation, I
recommend doing it mostly in an urban
environment, using both military and
civilian vehicles, with lots of noise and
confusion.
Drill Aggressive Responses
Juan Nava
64th MP Co, 720th MP BN
Basically, it's about extracting
aggression and drilling responses. Both
will bring out the violent action we know
as killing. That initial reaction can be
drilled and trained so as to be second
nature when attacked or attacking. Early
in our participation in the war, elements
would come under fire and Soldiers
demonstrated excellent fire discipline so
as to mitigate collateral damage.
However, many did not fire back because
they didn't have clear targets. I modified
my command guidance to them that
under certain conditions (not urban/built
up areas, etc.), if they received fire and
had the cardinal direction, but not a clear
target, then they were to find an
inanimate object in that direction and nail
it with accurate small arms weapon fire.
The result was one of two things: 1)
The enemy would "bug out," which
enhanced your security and safety; or 2)
Thinking you were engaging them, they
would fire again and reveal their
positions, upon which you could then
take action. Once the Soldiers did fire
back (controlled and accurate),
They became less apprehensive about
engaging the enemy. With each
additional engagement, Soldiers'
proficiency, confidence, and instinct for
aggression increased. The balance is that
we as leaders must also cultivate control
of that instinct. It's the controls that allow
us to be normal members of society when
we are not operating under those extreme
conditions.
Confidence in Leadership
Chris Conley
A/2-7th CAV (recently redesignated as A/
1-12th CAV), 1st CAV DIV
Part of Soldiers' willingness to fight
comes from their confidence in us as
leaders. When Soldiers have confidence
in their abilities, comrades, equipment,
AND leaders, they're much more ready
to fight. If you have to put your foot
through a door and you have no idea
what's on the other side of it, but you're
confident that your team can move,
shoot, and fight well enough to surviveor even better, succeed-you're much more
willing to put your foot through that
door.
Training Tips: Developing The
Warrior Mind-Set
"The biggest problem I see in
developing the killer instinct is getting
people to overcome some longstanding
habits fairly quickly. Soldiers must
acknowledge that as humans, they are
predators by nature. It's only recently that
our culture's habits have been less
aggressive, less predatory. We must put
Soldiers back in touch with their nature
as such." Dr. Nate Zinsser (Centre for
Enhanced Performance, USMA)
Here are some excerpts from
"Developing the Warrior Mind-set," an
article by Dr. Zinsser and Maj. Greg
Burbelo, originally published in Infantry
Online (4/15/03):
Train the Mind
"It is not necessarily the tough,
realistic, and demanding training that
builds the warrior ethos; it is the
perceptions and thoughts that we
internalize before, during and after tough
training events or combat that produce a
hardened warrior mind-set. Soldiers
must realize the relationship between
internal thoughts about tough and
demanding training and immediate
changes in their physiology which either
physically frees them up to perform
aggressively or slows them down to a
level of mediocrity. Great soldiers and
leaders think like champions because
they perceptively view tough, realistic
and demanding training with eagerness
and trust, rather than with doubt and
apprehension, both of which stem from
a certain thought process."
Trust the Training
"Generally, leaders wisely view
training as the key to building
confidence. However, the training mindset may unknowingly produce hesitation
and doubt spurred by a focus of
purposely looking for errors in training.
This training mind-set must therefore be
balanced with a trusting mind-set by first
focusing 60 percent of the AAR(after
action review) process on what went
right. Furthermore, areas that did not
meet the standard should be generally
viewed as temporary and fixable versus
'permanently broken.' "
Visualize
"By using imagery, warriors can
achieve mental and emotional readiness
and execute with decisiveness through
the creation of 'déjà vu experiences.' The
thought is 'I've already seen it, done it,
and felt it in my head, and I was able to
just execute as I had envisioned myself
doing.' The use of rock drills and
rehearsals are similarly useful, but
warriors can internally use this
preparatory mental skill to ensure total
conviction indicative of a warrior ethos."
"Ideas pull the trigger, but instinct
loads the gun." - Don Marquis
Killer instinct is a state of mind that
can be achieved provided there is the
required input, required atmosphere and
most of all the desire to develop, improve,
excel and the unflinching loyalty towards
the nation and the credo of a true soldier
"CUT THEM KILL THEM NEVER BACK
DOWN"
42
CRPF
Academy
Training For Innoculation Against
Combat Stress Reaction
Deepak Kumar
Asstt. Comdt.
198 Bn, CRPF
Introduction
The security forces remain the prime
target of any insurgent/militant group.
The CRPF being the primary internal
security force of the nation has to bear
the brunt of these attacks sometimes at
great cost and sacrifice. The nature of
duties of the force being as the first
responder in any Internal security crisis
the fact remains that the force will always
remain within the crosshairs of any such
outfit seeking to show its striking power.
The only remedy is to always be prepared
to face such actions no matter where one
may be.
If one analyses the basic reasons for
the seeming success of insurgent attacks
on Security Forces and why they are able
to get away with causing large casualties
the conclusion can be drawn that the
insurgent/militant tactics are based on
exploiting the human weaknesses and
natural responses to their advantage. All
attacks are focussed on extracting the
maximum advantage of the natural
physical and physiological components
of the "STARTLE" response. The startle
response is a natural response when
confronted with the unexpected
suddenly. When no one expects to be
attacked or is unaware of the natural
reactions on being attacked it is extremely
difficult to react in a controlled and
coordinated way on being attacked.
The traditional training and briefing
practices generally followed do not
concentrate on how we can react during
attack. All commanders carry out or
attempt to carry out the briefing of troops
on local map on the basis of ZKITBCS or
some other similar format. No briefing
generally covers the situation that on the
occurrence of an attack , what physical
& psychological changes occur within
human beings and how can we counter
these sudden changes to our advantage.
Our fight is against the Human beings
so first of all we must know the
weaknesses of human beings during
attack then we can take action
accordingly. On the basis of this
reasoning let us try to understand how
we can counter the effects of any sudden
attack or STARTLE.
First we must understand the
STARTLE response .What is STARTLE
and how it will take our precious life. We
can explain STARTLE in the following
manner:
1.
STARTLE :- Startle means a reaction
to the sudden and unexpected for
which one is not physically and
mentally prepared. If one expects the
effects of the startle we will take
safety
precautionary
measures.Startle is beyond ones
expectations.
i) STARTLE IS SUDDEN :-The first
step of startle is sudden, you have no
time to react.
ii) STARTLE IS CLOSE :- The second
step of startle is its close proximity
to the human beings, so security force
personnel have no chance to escape
from the attack site.
iii) STARTLE IS GRAVE :- The third
step of is startle is grave, it will take
your life or harm and cause injury.
The most important thing about
startle is that all these aspects come
together so you have no time to even
think / react.
2.
i)
Effect Of Startle On Human Beings
Flight:- The first effect of startle is to
try to escape from the attack site.
ii) Fight:- The second response is to
fight if all escape routes are blocked.
In deciding this one loses precious
time.
iii) Tunnel vision:- God has given us one
43
CRPF
Academy
pairs of eyes. Our eyes accept input
from the environment without taking
too much effort. This type of vision
is called STEREOSCOPIC vision or
peripheral optic vision. During attack
or startle peripheral optic converts
into tunnel vision. Only threats are
seen during attack but other things
are not seen due to peripheral optic
disorder.
iv) AuditoryExclusion:- The fourth
response during startle is that no
command / direction of any outside
source is heard. This is called
auditory exclusion because the mind
is shocked.
v) Time distortion :- The fifth response
of the human being during attack /
startle is that time does not appear
to move forward because the mind
has become blocked. For example :if you ask any persons who has come
under attack they will tell you the
encounter took between 1 or 2 hours.
But the actual time of the encounter
may not have been more than 10-15
minutes because of time distortion.
vi) Compulsive musclecontraction :The 6th response is compulsive
muscles contraction.Strength to take
action comes from the muscle
extension or flexion. Due to startle,
flexion or extension of the muscle
does not work because of which one
is not able to fight.
vii) Gross motor co-ordination:- Human
being have two type of motor coordination,
(i)
gross
motorcoordination and ii) fine motor
coordination. In gross motor
coordination no mind/body
coordination is required. Gross motor
coordination is always present in
human beings. For example :Throwing of stone without aiming at
any object.
viii) Fine motor co-ordination:- Fine
motor coordination requires coordination between mind and body.
For example surgery of the patient by
the doctor is called fine motor
coordination. During startle fine
motor coordination does not work
and is converted into gross motor
coordination. For example :-Doctors
will never carry out operation on
their family members due to fine
motor coordination.
ix) Peripheral optic disorder:- Human
being have one pairs of eyes that
provide us 72-75° observation but
during startle 72-75° observation
become 0° observation because life
threatening threat is present in front.
x) Space distortion:- Space distortion
causes the distance one has to
traverse to appear to increase. You
may run 5Kms dailyin your own time
but on the test day distance will
appear to haveincreased due to space
distortion. It feels as if ones feet are
not moving forward.
Counter Tactics Of Startle
i)
360° observation :- A normal human
being will observed 72-75°
observation from a particular
direction, for covering 360°
observation 5 personnel are required.
In CRPF minimum 1 section strength
of 7-8 personnel is deployed for duty
but we require only 5 personnel for
360° observation. We know threat
willemerge within the circle of 360°.
Why to sacrifice our life because we
are not observing 360°.
ii) Stereoscopicvision :- A normal
human being is able to observe 7275°. One must try to maintain 72-75°
observation during startle. It will
only be possible if you are aware
about the 360° observation or you are
assigned the area / task to observe
before proceeding on duty.
iii) Situational awareness :- During
startle you are focussed on a given
direction and you are unaware about
the surroundings.You can be aware
about the situation of the
surrounding if you can learn to use
your peripheral vision. Peripheral
vision is :- frjNh utj ls ns[kus dks
dgrs gSa] ftlesa lj vkSj vka[kksa dks
ugha fgyk;k tkrk gSA bldk vH;kl
djus ls ;g laHko gS fd vki vius
fn;s x;s ,fj;k ds vykok Hkh ns[k
ldrs gSaA
3.
i)
Elements Of Success
Automatic response :- During attack
don't wait for the commanders
orders. Immediately take action as
required in your given area.
44
CRPF
ii) Aggressive :- During attack your
response should be aggressive, you
are focused on your task and ready
to kill your enemy.
iii) Concealment :- Proceeding on duty
try to conceal your weapon and
ammunition because the enemy
plans their action as per your
strength and weaponry.
iv) Self contained :- Before proceeding
on duty take appropriate Arms /
Amn as per your area. No
reinforcement is available or reaches
well in time when you require it.
v) Smooth :- During attack your action
should be smooth.Don't create panic,
take action properly.It will only
happen if you are well aware of your
task.
vi) Exclusive :-Each individuals role
must be clearly defined and all must
be aware of each other's laid down
roles.
vii) Fire discipline :- During attack you
are far away from your coy location,
no reinforcement will reach in time
so you must not waste your live
ammunition without seeing the
threat. Naxal tactics is they to try to
exhaust your ammunition then
strike.
viii) Rehearsal / mock exercise :- Before
proceeding on duty you should
divide your troops into two teams,
one team will act like Naxal and
another team will act like security
force. You brief your troops about the
route, distance, mode of travel,
strength, weapon and then find out
the vulnerable point on the map and
then asked your troops how we can
counter the naxal tactics.You may be
able to identify99% of the attack
sitesthrough this mock exercise.
Then proceed for duty better
prepared for what you may face.
4. Neutralizing
Targets
i)
Of
Human
Shock effects : - Human beings
structure stand on three holds.
a) Head Hold
b) Armpit Hold
c) Pelvic Hold
a) Head Hold :- Most vital part of the
human being is the brain. If one
bullet hits on head hold, the human
being will collapse within 2/3
seconds.But It is very difficult to hit
moving human beings head hold
target. Because most flexible parts of
our human body is head hold.
b) Armpit Hold :- Maximum vital
organs are available at A.H. By using
B.P. Jacket, most vital organs are
protected.
c) Pelvic Hold :- Most Un-protected
parts of human body is pelvic hold.so
you can disable mechanical structure
of Human being by firing on the
pelvic hold. Human being / naxalare
not able to move forward but it is
possible they can fire in their own
position.
Academy
5. Fight Against Startle Through
Training Is Called T.I.C.S
i)
ii)
iii)
iv)
T - Training for
I - Inoculation for
C- Combat
S - Stress
No Human being may be able to end the
effect of the startle but it can be
minimized by Training of T.I.C.S and save
your life. The Only thing is required is
that personnel are aware about the
principle of 360° observation and they are
not all observing in one particular
direction when listening to sounds. It is
important to maintain their assigned area
of observation while also maintaining
situational awareness.
i)
You can use sounds to train them to
identify directions and also
awareness
• You can use cracker
• You can use siren sound
• You train your troops they are not
observing particular direction this
exercise will help.
ii) Muscles memory exercise :- In
muscles memory exercise you can
carried out any exercise 999 times.
With correct repetition the exercise
become your muscles. It will enhance
your performance because muscles
will not take time to react.
iii) Visualize :- In this exercise you close
your eyes and try to see what you
want to see and find out your desired
results. You are present at Delhi you
can observe at Hyderabad for
visualization. Why not you visualize
your weapon, camp or area of
responsibility.
By becoming aware of the natural
psychological and physiological response
to any sudden, unpredictable and
extremely life threatening situation and
inculcating this awareness in our training
we can minimize the paralyzing effect of
any sudden enemy action and turn the
tables on him. All humans respond in
similar manner in such situations and it
is but natural that the insurgent will be
forced on the back foot when his edge
gained by the skillful exploitation of the
startle response is blunted by being ready
for it in all situations.
45
CRPF
Academy
Reflex Firing Capsule
for Agodagos by Tamil
Nadu Police
Commando School
Skillful firing is an important essence
in making of soldier. The endeavour of
the CRPF Academy is to ensure the
trainee acquires precision skills in firing
in combat situation. The growing Naxal
menace in every corner of the country
gives a mandate to all combatants to have
expertise in reflex shooting skills. With
this aim in mind, a one week special
capsule course on reflex firing was
conducted by instructors of Tamil Nadu
Police Commando School in the
Academy for DAGOs of 42nd Batch
undergoing basic training from 20th June
to 25th June 2011. The team was led by
Shri F.M.Hussain, SP, TNCS. The Team
took formidable leap to sensitize the
budding trainee officers of CRPF.
The objective of the course was to
build up reflex shooting skills of the
participants. The journey began with
physical training of trainee officers with
46
CRPF
Academy
prone, kneeling and standing positions.
Having clarified and built up basics, the
team elevated the trainee officers to firing
under stressful conditions. With the
progress of training, several of the trainee
officers were able to score hundred
percent even in rough conditions.
This one week programme on reflex
shooting skills by TNCS raised the bar.
The importance of Firer Needs were
clearly understood which are as under :-
weapons. This developed a sense of
belonging and ownership for ones
weapon in each trainee. Over a span of 6
days the team of TNCS emphasized the
importance of ABCDEF range drills
before actual firing. ABCDEF Range Drill
are defined as:A : Actual Firing
B : Buddy Firing
C : Con Firing
D : Dismantling
E : Emergency Drill
F : Freezing Exercise
G : Ground Clearance
The team slowly exposed the trainees
to firing with different weapons in
different postures. 9 mm Pistol, Carbine,
AK 47, INSAS, weapons were fired in
1. Progressive Training Programme
2. Qualified Instructor
3. Qualified
supporting
Staff
(Armourer)
4. Good quality of Weapon
5. Sufficient quantity of Amns
6. Protective gears
7. Training environment
8. Firing Range
9. Dry Practice in front of mirror
10. Muscles memory exercise
11. Visualization exercise
12. Video Reading Facility
13. Mistakes analyze and rectification
sessions
14. Maintain of personal Profile (Marks
recording by Individual an Instructor
)
15. Grading system of firer (A,B,.C,D)
16. Short list of weak firer
17. Extra Care of weak firer
"What has been the Gain?" Asked Shri
F.M.Husain, SP to one of the trainee
officers. No words uttered silence
prevailed and he disappeared in dark,
some shots heard and our joy, all the
targets were successfully engaged with
precision, Thanks TNCS.
47
CRPF
Academy
Communal Harmony and
National Integration
Anadi Dayal
Asstt. Comdt. (Trainee)
42nd Batch DAGOs
Harmony is natural, disharmony is
manmade. Cosmic harmony and organic
harmony are inherent discernible
manifestations of universe and living
things respectively. Disturbed cosmic
harmony causes disaster and disturbed
organic harmony causes diseases.
Likewise, disturbance of communal
harmony leads to a great malady to the
society detrimental to national
integration.
Harmony signifies conformity of all
parts with each other and with the whole.
Thus, communal harmony does not
merely signify absence of communal
strife, tension and riots. In fact, it has
wider connotation encompassing
primarily mutual understanding,
peaceful co-existence, cooperation and
co-ordination
amongst
various
communities. Thus, communal harmony
signifies unity amongst various
communities, consequently it strengthens
national integration.
Communal harmony is disturbed by
communalism, which is defined as
encouraging and defending feeling of
religious fundamentalism to divide the
Nation along religious lines.
"Communalism is associated with
divisive & aggressive attitude on part of
a religious community."
- D.E. Smith
In simple terms, communalism
signifies - "My community - right or
wrong is superior to all other
communities."
Thus, communalism is an assault on
secular values as it converts
"Religiousity" into political browbeatings.
Consequently, hampers the bondings
amongst citizens & weakens national
integration.
Thrilling & frightening mishaps with
violence caused due to communal
violence are wrecking havoc across the
length & breadth of the nation and thus
impeding national solidarity and
integration.
Genesis Of Communalism & Its
Causes
The revolt of 1857 witnessed concretesolid unity of Hindu & Muslim community
under legendary leaders like Rani Laxmi
Bai, Tantia Tope, Nana Sahib, Bahadur
Shah Jafar etc. but this communal
harmony was disturbed in subsequent
years due to following factors :-
48
CRPF
(1) British policy of Divide & Rule - In
post revolt period, British govt.
played its ugly policy of divide and
rule to shatter the unity of Hindu and
Muslim community. The Indian
Council Act 1909 provided for
separate representation for Muslims,
thus, alienated them front public's
cause and concern. Since the day of
that decision, India has known no
communal peace. Mahatma Gandhi
aptly remarked, "Morley Minto
reforms have been our greatest
undoing."
(2) Communal parties and organization
- Formation of Muslim league &
separate representation of Muslims
led to rise of similar demands of
various communities from different
quarters of the nation. Govt. of India
Act, 1919 provided separate
electorate for Sikhs, Indian
Christians, Europeans and Anglo
Indians. These communities & their
leaders commenced fanning of
"flames of communalism" by
highlighting public hysteria that
"Their religion was unsafe".
(3) Electoral compulsion - Congress
being considerate about the demands
of minorities had reaped dividends
for long time. So, newly formed
communal parties had to capitalize
on religious sentiments of masses to
gain power. This strengthened
communal feelings & disintegrated
national feelings.
(4) Increasing politicization of
administration - This resulted in
communal considerations in filling
administrative posts.
Impact Of Communalism On
Indian Democratic Setup
The framers of Indian constitution
studiously eliminated communal
electorate policy introduced by British
Rule. They prescribed for a "General
electoral roll" for every territorial
constituency with regard to election to
Lok Sabha & State Legislative bodies.
Principle of secular state was duly
incorporated in the constitution for
"Independent India" with a pledge of fair
treatment towards all citizens irrespective
of religion, race, caste etc. But, this pledge
lost its value to a great extent due to
disturbance of communal harmony.
Following untoward impacts our
democratic setup had to bear due to
confrontation with communalism :(1) Formation of communal parties Various communities formed
political parties instigating &
exploiting religious sentiments of
masses for the fulfillment of selfish
interest of their office bearer
sacrificing national interest. Muslim
league, Shiv Sena etc. are the outcome
of such bigotry.
(2) Formation of communal pressure
groups - Various pressure groups
came into existence on communal
lines for vehement projection of
parochial communal interest at the
cost of national unity and integration.
VHP, Sikh forum, Christian Welfare
Association are some of the
communal pressure groups.
(3) Adversely affected elections Communal consideration is of
paramount significance in present
scenario in fielding of candidates.
Hindu candidate is fielded in Hindu
dominated area and Muslim in
Muslim dominated area. Canvassing
is carried out on cheap communal
lines. Voters also get swayed in most
of the cases by narrow communal
considerations and thus deserving
candidate is rejected by accepting a
less competent candidate of own
community by voters.
(4) High appointments on communal
lines - It has become general
phenomena
that
communal
considerations
govern
high
appointments - Governor, PM,
President etc.
(5) Communal Violence - A great deal
of national energy and resources have
been wasted in containment of
Academy
communal violence in past six
decades of independence. This
indeed is an irreparable loss. Few
communal riots are :(i) 1947 - Partition time 5 lakh lives lost
(ii) 1984 - Anti-Sikh riots 5000 lives lost
(iii) 1992 - Bombay riots 2 lakh lives lost
(iv) 2002 - Godhara, Gujrat riots 2000 lives lost
In addition to this herculean loss, it
has left bitter memories detrimental
to national integration.
(6) Development of intolerance Communal disharmony has resulted
in a situation where a minor incident
can trigger unthinkably disastrous
events due to deterioration in level
of spirit of tolerance amongst citizens.
(7) Feeling of alienation - Communal
discrimination and related feeling of
insecurity has bred alienation in the
hearts of minority communities.
Prime Minister Mon Mohan Singh
painfully remarked "….force of bigotry
and religious fundamentalism is tearing
apart the fine fabric of our composite
culture for narrow political gains."
Now before deliberating upon the
possible remedies to this great melody of
communal harmony, I would like to caste
light on some of the aspects of national
integration.
National Integration is in fact a
process of cementing together of the
citizens of a nation as a single entity
marked by a robust bonding above caste,
racial,
religious
&
linguistic
considerations. It enshrines feelings of
love and harmony, cooperation,
understanding and spirit of tolerance on
the part of citizens. It signifies that
individual should place national interest
above his personal interest.
49
CRPF
Academy
Former President of India- Shri S.
Radhakrishnan aptly remarked,
"National integration is not a house
which can be built using mortar and
brick, Norte it an industrial plan which
can be discussed and implemented. It,
infact, is a thought which must enter into
the hearts of all citizens."
So, National integration is not a
physical entity rather it is a thought
regarding amity and fraternity feelings
and bondings galvanizing the population
as a unity to strengthen the nation.
Unfortunately, in past six decades of
independence, national integration has
suffered myriad assaults in the form of
communal violence and riots which
manifest
in
the
form
of
misunderstanding, mistrust and ill will
amongst various communities in many
quarters of our nation even today. So, the
need of hour today is to eliminate from
its roots the evil of communal
disharmony to smoothen the pace of
national integration by adopting
following remedies :(1) All citizens should shoulder the
responsibility of guarding the peace
and harmony of the society by
condemning and prohibiting all
inflammatory news, views and
propaganda oriented towards
inciting communal tension.
(2) Those political parties which violate
the principle of secular state by
treading on deplorable communal
avenues must be wiped off as they
are the stigma on the facade of
democracy.
(3) Incredible potential of mass media
should be effectively harnessed to
sensitive the populace regarding the
merits of communal harmony in
nation building.
(4) All writers, artists and citizens should
express their creativity in bolstering
and strengthening communal
harmony
through
inspiring
documentaries and other works of
art.
(5) Education is the panacea for all evils.
Education must be made fragrant
with human values and moral values
so as to ensure all round
development of personality with a
sound power of discrimination. This
would prevent people to be swayed
away by parochial communal
considerations.
and extra-governmental agencies
including
general
population,
undoubtedly has the potential to
strengthen mutual understanding and
trust among various communities which
consequently rising above narrow
communal interest would work for
national interest leading to National
Integration.
(6) Constructive involvement of various
religions ought to be encouraged
because all religions have common
foundation - i.e. "Fatherhood of God
and Brotherhood of humanity." This
would certainly strengthen national
integration.
Time honoured poet Iqbal has aptly
remarked :-
(7) National integration council must
hold regular frequent meetings to
deliberate on relevant issues for
national integration and its
recommendations should be
effectively honoured as guidelines by
policy makers.
(8) District authorities like DM & SP and
also district level organizations like
peace committees must be held
responsible
for
communal
disharmony as people manning these
bodies have fair idea about people
having nuisance value and the
former have been vested with
sufficient power and authority to
prevent any untoward communal
event to happen.
(9) Indian Govt. has announced the
celebration of National Integration
Week from 19th to 25th November.
Each citizen should purposefully
deliberate during this period in
various discussions, seminars,
symposiums, dramas etc. to discover
and ascertain various novel avenues
which can be treaded upon to foster
and reinforce spirit of mutual
understanding, fraternity, tolerance,
trust, communal harmony, national
integration and pride for the rich
composite culture of India.
etgc ugha fl[kkrk vkil esa cSj j[kuk A
fgUnh gSa ge oru gS fgUnqLrku gekjk A
Further Sufi Saints have preached :-
Rkqe jke dgks oks jghe dgsa A
nksuksa dh xjt vYykg ls gS AA
rqe nhu dgks oks /keZ dgsa A
ealk rks mlh dh jkg ls gS AA
rqe b"d dgks oks izse dgsa A
eryc rks mlh dh pkg ls gS AA
oks ;ksxh gS rqe lkfyd gks A
edlwn fny&b&vxkg ls gS AA
gS isM+ dh tM+ rks ,d ogh A
gj etgc ,d ,d Mkyh gS AA
The nectar sprinkling substance of
this sententious cuplet, if untarnished
grasped by mental impurity, has the
efficacy of engendering amicable
disposition
amongst
various
communities and resultant integration of
the nation as a whole because religion in
its pure form is a unifying force. Thus,
there exist a positive correlation between
communal harmony and national
integration. In other words, it is in
communal harmony that national
integration and amelioration of all citizen
lie.
{An essay competition on this topic was
held amongst the trainee officers of 42nd
Batch DAGOs. This essay was judged as the
best essay in English.}
A well focused deliberation in
constructive directive by governmental
50
CRPF
Academy
lkEiznkf;d lkSgknZ ,oa jk"Vªh; v[k.Mrk
KkusUnz foØe
Lkgk-dek- izf'k{kq
42 cSp] MSxkst
Hkkjr ,d fofo/krkvksa ls Hkjk fo'kky jk"Vª gSA fo'o esa ik, tkus
okys vk/ks ls vf/kd /keksZa dh tUeLFkyh] ;gkWa vusd lEiznk;] fofo/k
Hkk"kk,a] dbZ izdkj dh cksfy;k¡] rhu gtkj ls vf/kd tkfr;kaW] buesa dbZ
gtkj xks= ;gkaW rd fd dbZ izdkj ds tkrh; lewg ik, tkrs gSaA ^^,d
,slk jk"Vª tgka lkekfld laLd`fr gS ftlus lHkh dks vkRelkr fd;k
gS** ;g mfDr vDlj ppkZ esa vkrh gS] fdUrq ,d ,slk jk"Vª ftldh
cqfu;kn lkEiznkf;d naxksa ds nkokuy ls Mkyh xbZ tks /keZ] tkfr]
vehj] xjhc] xks=] Åap&uhp] NqvkNwr] vehj] xjhc dh c<+rh nwjh]
Hkk"kk;h vyxkookn dh fujUrj pyus okyh leL;k dk o"kksZa ls lk{kh
jgk gks vkSj ftldh le;≤ ij iqujko`fÙk Hkh gqbZ gks] D;k ;g ekuk
tk ldrk gS fd ;gka lkSgknZ gS\ D;k ;g jk"Vª ,dhd`r gS\ D;k
v[k.Mrk blds jkse&jkse esa izokfgr gS\ vkb, bldh iM+rky djsaA
fdlh Hkh jk"Vª dh v[k.Mrk mlds fuokfl;ksa dh lkewfgd Hkkouk]
mudh milaLd`fr;ksa dh lek;kstu {kerk] fofHkUu oxksaZ esa O;kIr lfg".kqrk
dh Hkkouk ls csgn izHkkfor gksrh gSA vktknh ls iwoZ gekjk jk"Vª fofHkUu
leL;kvksa ls xzLr jgkA vrhr esa vk;ksZa ds vkxeu] gw.kksa ds vkØe.k]
“kdksa dq'kk.kksa dh jkT; O;oLFkk dh LFkkiuk iqu% fldUnj dk vkxeu]
iwoZ e/;dky esa xksjh] xtuoh ,oa e/;dky esa eqxyksa }kjk jkT; LFkkiuk
rd jk"Vª ij fofHkUu oxksZ]a lEiznk;ksa ds vkdze.k gq,] vkxeu gqvk fdUrq
os lHkh gekjh ewy Hkkouk dks cny u ldsA Hkkjrh; laLd`fr us lcdks
vkRelkr fd;k tks ;gka ij :ds lHkh fdlh u fdlh :Ik esa Hkkjrh;rk
esa jp&cl x, fdUrq vk/kqfud dky esa vaxzstksa dk vkxeu ,d ,slh
?kVuk jgh ftlus jk"Vª dh ewy Hkkouk ij dqBkjk?kkr fd;k gekjh lksp]
gekjh vFkZO;oLFkk gekjh /kkfeZd Hkkouk dks rjg&rjg ls NsM+k x;k]
dqjsnk x;k vkSj lEiznk; vkSj /keZ ls tqM+h Hkkoukvksa dks ,d nwljs ds
f[kykQ iz;ksx dj mUgsa bLrseky fd;k x;k urhtu jk"Vª nks VqdM+ksa esa
caVus rd dh ukScr vk xbZA
vkt ns'k fo'o dh ,d egku vkfFkZd “kfDr gS] bDdhloha
lnh dh c;kj us gesa thoUr dj fn;k gS] fdUrq vkt vHkh rd gesa bl
ns'k dks dqN eqn~nksa tSls vyxkookn dh Hkkouk] /kkfeZd lEiznk;ksa ds
vkilh naxksa] Hkk"kk;h] vkradokn dh pqukSrh] {ks=h; naxksa tSls egkjk"Vª esa
mRrj Hkkjrh;ksa ds fo:)] uDlyokn dh LkeL;k] tkrh; >xM+s] fofHkUu
oxksZa ds vkUnksyuksa vkfn ls cpkus gsrq fujUrj la?k"kZ djuk iM+ jgk gSA
vkil esa blh lkSgknZ dh deh us ckj&ckj ns'k dh v[k.Mrk vkSj
,drk ds lEeq[k iz'u&fpg~u yxk;k gSA
vkt ;fn lEiznk;okn dh leL;k dk ftdz djsa rks lcls
igys vkilh naxksa dk ftdz gksrk gSA mRrj izns'k esa fLFkr ckcjh efLtn
dk fookn dgk tkrk gS fd ;g ,d eafnj Fkk ftls ckcj ds “kklu
dky esa bls efLtn cuk fn;k x;k] fofHkUu /keksZa dks ysdj py jgh
jktuSfrd “kfDr;ksa us bls gok nsdj] bl efLtn dks fxjk fn;k tks
“kk;n le; ds lkFk Lo;a gh vfLrRo [kksus dh fLFkfr esa FkhA 1991&92
esa ?kfVr bl ?kVuk us jk"Vª dh v[k.Mrk dks ,d [krjukd eksM+ ij yk
fn;kA c'khj cnz dh fuEu ykbusa bl ij vPNk izdk'k Mkyrh gS &&
^^;s jke tUe Hkwfe dk ygw] ;s ckcjh efLtn dh yk'ksa
Rkqe budks etgc dgrs gks] ge budks fl;klr dgrs gSaA**
vkt tcfd lapkj ds lk/kuksa dks dkQh foLrkj feyk gS
fopkjksa dk lEizs"k.k dkQh vklkuh ls fd;k tk ldrk gS rks mruk gh
vklku mruk gh lgt rjhds ls yksxksa dks xqejkg Hkh fd;k tk ldrk
gSA ;gh otg gS fd rsyaxkuk esa rsth ls vkanksyu gks jgs gSa] ;g izeq[k
dkj.k gS fd xqtjkr esa HkM+dh fgalk dks tks Lo:Ik esa NksVh jg ldrh
Fkh jk"Vªh; fpUrk vkSj Hkh"k.k naxksa dk :Ik ns fn;k x;kA bl nkSj esa
ehfM;k dh ftEesokjh O;kid gks tkrh gS fdUrq dHkh&dHkh og Hkh pkgs
vupkgs bls gok ns nsrk gS tSls mM+hlk ds da/keky esa QSykbZ xbZ fgalk
ftlus vUrjkZ"Vªh; Lrj ij jk"Vª dks “keZlkj fd;k vkilh LokFkZ esa
mfpr eqn~nksa dks j[kuk cUn dj fn;k x;k gS &&
ogh rkt gS] ogh r[r gS] ogh tgj gS] ogh tke gS
;s ogh [kqnk dh tehu gS] ;s ogh cqrksa dk futke gS
cM+s 'kkSd ls esjk ?kj tyk] dksbZ vkap rq>is u vk,xh
;s tqcka fdlh us [kjhn yh] ;s dye fdlh dh xqyke gSA
& c'khj cnz
51
CRPF
Academy
Hkkjro"kZ ,d yksdrkaf=d jk"Vª gS bldh ewy Hkkouk iaFkfujis{krk
dh jgh gSA Hkkjrh; lafo/kku dh izLrkouk esa ;g iz;qDr fd;k x;k gS
fd ns'k iaFkfujis{k] yksdrkaf=d] lektoknh x.kjkT; gksxkA iaFkfujis{k
dk vk'k; ;g Fkk fd jkT; dk dksbZ /keZ ugha gksxkA turk 'kkld dk
pquko Lo;a djrh gSA vkn'kZ lektoknh gksus ds ckotwn vkt fLFkfr
;g gS fd xjhc vkSj vehj ds :Ik esa nks oxZ rsth ls mHkj jgs gSa vkSj
;g [kkbZ foLQksVd :Ik ys jgh gS ftldks vk/kkj cukdj gekjs lEeq[k
ijkslh xbZ loZ izeq[k pqukSrh uDlyokn gSA jkT;ksa dk fuekZ.k rsth
idM+ jgk gS fdUrq jktuSfrd bPNk “kfDr ds vHkko esa vkt mu lHkh
[kkfe;ksa ij ikfVZ;ka vkanksyu dj jgh gSa vkSj ns”k caV jgk gSA
fofo/krk esa ,drk dh laLd`fr fdlh jk"Vª dk vk/kkj cus rks tkfgj
gS fd ,slh pqukSfr;kaW lkeus vk,axh gh fdUrq ;fn ge fdlh vU; jk"Vª
ls rqyuk djsa rks ikrs gSa fd gekjh fofo/krk us gesa rksM+k de gS vkSj
tksM+k vf/kd gSA vusd lEiznk;ksa dh tUeLFkyh dbZ /keksZa dh tuuh
Hkkjr Hkwfe us lHkh dks ,d ojoku dk Hkh lans”k fn;k gS ftls cPpu dh
fuEu iafDr;ksa ds lgkjs vPNs rjhds ls O;Dr fd;k tk ldrk gS %&
^^eqlyeku vkSj fgUnw nks gS] ,d exj mudh gkyk**
,d exj muds efnjkys] ,d exj mudh gkyk-----fo'o esa ,slk dksbZ Hkh jk"Vª ugha ftlus bu leL;kvksa dk lkeuk u
fd;k gks fdUrq gekjh v[k.Mrk] gekjh ,drk bl cqfu;kn ij fVdh gS
fd tc Hkh geus fdlh pqukSrh dk lkeuk fd;k] ge vkSj etcwr cudj
mHkjs gSaA cjkd vksckek us vius Hkkjr vkxeu ij fn, Hkk"k.k esa ,d
fo'ks"k ckr dgh Fkh &&
^^Hkkjr fo'o esa nwljh lcls vf/kd eqfLye tula[;k okyk jk"Vª gS
fdUrq eSa ;g nkos ls dg ldrk gWwa fd muesa ls ,d Hkh vkradoknh ugha
gS**----fdlh Hkh izdkj dh LkeL;k dk lek/kku ml ns'k dh tula[;k esa
fufgr ewy Hkkouk ,oa muds okfl;ksa }kjk <ks, tk jgs ;k vkRelkr fd,
x, ewY;ksa ij Hkh fuHkZj djrk gSA lfg".kqrk Hkkjrh; tuekul dh ,d
egku fo'ks"krk jgh gSA fu%lansg gekjh ,drk dks fofHkUu leL;kvksa us
pqukSrh iznku dh gS ftldh izeq[k otg gekjh fcxM+h lkEiznkf;d
lkSgknZ dh fLFkfr jgh gS fdUrq vkt Hkh d'ehj ls dU;kdqekjh rd
Hkkjr ,d gSA vkt Hkh ge okfg~; leL;kvksa dk lkeuk ,d lkFk djrs
gSaA vkt Hkh gekjs jk"Vª dks “kghnksa dk vdky ugha gS] vkt Hkh gekjs
;gka loZ/keZ lEkHkko dh Hkkouk dk vkn'kZ thfor gSA
lkSgknZ dh fLFkfr] vkil dh rkyesy dh Hkkouk ,d tSlh
ugha gks ldrh] blesa vk, mrkj p<+ko bls etcwr djrs gSa vkSj lkFk
gh gesa ;g lkspus dks foo'k Hkh djrs gSa fd ge mu le`) izfrekuksa dks
lajf{kr dSls djsaA
iwoZ esa geus ,d lkFk jgdj ,d tSls ewY;ksa dks vkn'kZ
ekudj jk"Vª dks etcwr cuk;k gSA fdlh jk"Vª dh v[kaMrk dk vkn'kZ
mruk gh ltho gksxk ftruk fd vkilh lkSgknZA gekjs jk"Vª esa tc Hkh
vyxkookn dh Hkkouk us tUe fy;k ;k mls c<+kok fn;k x;k mls neu
ds ek/;e ls ugha mls vkilh rkyesy vkSj fodkl dks vk/kkj cukdj
lqy>kus dk iz;Ru fd;k x;kA
fQj Hkh bl ckr ls bUdkj ugha fd;k tk ldrk gS fd ns”k
esa gj txg jkejkT; gS fdlh Hkh O;fDr dk fdlh ls dksbZ }s"k ugha gS]
oLrqfLFkfr blls fHkUu gS fdUrq blds iw.kZr;k foijhr ughaA vkt
tuekul dks ;g iSxke fn, tkus dh vko”;drk gS %&
^^lkr lUnwdksa esa Hkjdj] n¶u dj nks uQjrsa
vkt bUlku dks eksgCcr dh t:jr gS cgqrA**
&c'khj
vkt ;g jk"Vª ;qokvksa dk jk"Vª gS tgka udkjkRedrk dks dksbZ
LFkku ugha fn;k tk ldrkA jk"Vª esa tkx:drk dks c<+kdj] f'k{kk dk
izlkj djds] ewY;ksa vkSj izfrekuksa ls ;qokvksa dks vfHkflafpr dj ,d
,slk lekt Hkh fufeZr fd;k tk ldrk gS ftlesa vkneh bUlku gks]
lekt /keZ] tkfr vkfn esa foHkkftr gks rks Hkh }s"k dks LFkku u feys ;s
lHkh ewY; lekt dks le`) djsaxs] lekt esa leHkko vkSj lkSgknZ vk,xk
rks jk"Vª dh ,drk vkSj Hkh etcwr vkSj egQwt jgsxhA eSa bZ”oj ls ;g
dkeuk djrk gwa fd &&
^^vyxjt esjs oru dks ftUnxh ns ,s [kqnk
vkneh ns] vkneh ns vkneh ns ,s [kqnkAA**
¼bl fo"k; ij 42 os cSt MSxkst esa vk;ksftr fuca/k izfr;ksfxrk esa
;g fgUnh Hkk"kk esa loZJs"B fuca/k ik;k x;k Fkk ½
52
CRPF
ruko izc/a ku
Academy
gseUr f}osnh
mi dek.MsUV
lh-vkj-ih-,Q- vdkneh
ekuo thou esa *vkuan* dk vFkZ lnSo uwru Lo:Ik ysrk jgk gSA
O;fDrxr ,oa lkekftd nkf;Roksa ds iw.kZ gksus ls uo dwcsj rd dh ;k=k
us fur u, vuqHko tksM+s gSaA izR;sd ;qxksa esa *vkuUn* dqN u;k ys dj
vk;kA larqf"V ls ruko rd dk ;g lQj fulansg ekuo thou ,d
“kjhj dks py;eku vkS"k/kh dk dkj[kkuk cuk pqdk gSA Hkkxe&Hkkx Hkjs
bl thou esa ruko izca/ku ds dqN fcanqvksa dks Øe c) izLrqfr dh ,d
dksf”k”k ek= gSA *le; izca/ku&ruko izca/ku* esa vVwV laca/k gS vr%
izR;sd fnol esa%&
l
l
l
1½
;kstukc) cus
2 ½ thou dks fn'kk nsa
;kstukc) cus
l
l
l
l
l
l
dk;Z dh izkFkfedrk dks le>saA
fu:n~ns”; Je u djsaA
vkt dh izkFkfedrk dks fyfi c) djsaA
dk;Z fu"iknu ds fy, mfpr le; fu/kkZfjr djsaA
dk;Z lwph dk iqu% fujh{k.k djsa] viw.kZ dk;ksZa ds fy, iqu% le;
fuèkkZfjr djsAa vizR;kf”kr vkbZ ?kVuk,a gksus ij Hkkoukvksa dks fu;af=r
j[ksa] vfu;af=r Hkkouk,a vkidks ruko ds vfrfjDr vkidh le;
lkfj.kh dks Hkh izHkkfor djrh gSaA
dk;ksZa dks djsaA ,ls reke dk;ksZa dks mi;qDr le; ds Ik”pkr~ tkWap
djsaA vYikof/k esa tkWap djus ls lacaf/kr dkfeZd rukoxzLr gks
tk,xkA
izR;sd dk;Z dh lekfIr ds Ik”pkr~ Lo;a dk ikfjrks"kd vo”; nsaA
nks feuV dk czsd twl&pk; vkfn Hkh blh Js.kh esa vkrs gSaA
thou dks fn'kk nsa
l
l
egRokdka{kkvksa dks fu;af=r djsa&viuh Hkkoukvksa dks fu;af=r
djs]a thou ds NksVh NksVh leL;k,a Lo;a lqy> tk,ax
a hA egRodka{kkvksa
dks fu;af=r djsa rkfd os vkidks rukoxzLr u djsaA
[kku&iku esa larqyu cuk,aW&mfpr [kku&iku ruko ds {k.kksa esa
Ik;kZIr ÅtkZ iznku djus esa lgk;d gksrs gSaA larq"V gks dj gh ruko
dks Hkxk;k tk ldrk gSA
l
;ksx&/;ku ,oa O;k;ke djsa& ;ksx /;ku vkfn “kjhj esa vkDlhtu
dh mfpr ek=k iznku djrs gSaA ;g “kjhj dks mfpr vkjke iznku
djus esa lgk;d gksrh gS ,oa ruko dks Hkh lhfer djrh gSS /;ku
ekufld ÅtkZ dks dsfUnzr djus esa lgk;d gksrk gSA
Lakxhr Fksjsih & laxhr thou vkuan dk vklku ek/;e gSA izkr%dky
HkfDr ;k vk/;kfRed laxhr ,oa la/;k dky dks gYdh vkokt esa
laxhr vo”; lquuk pkfg,A
ty Fksjsih & ty gh thou gSA lksus ls iwoZ gYdk Luku ;k fQj
vPNs rjhds ls eqWag&gkFk /kksus ls vPNh uhan vkrh gSA vPNh uhan
“kjhj dh Fkdku ,oa ruko nksuksa dks feVk nsrh gSA
elkt &
& ;g ekalisf'k;ksa dks lfØ; djrh gSA jDr lapkj ,oa “kjhj ds
dk;Ziz.kkyh nksuksa dks lqn`<+ djrh gSA
& Rkuko dks de djus esa lgk;d gS] “kjhj ,oa efLr"d dks
la;fer j[krh gSA
& Eklkt tksM+ksa dks vf/kd etcwr cukrh gS ,oa LokLF; ds lq/kkj
esa Hkh lgk;d gSA
vius fy, dqN oDr vo'; fudkysaA 'kkUr d{k ;k fdlh ,dkar esa
dqN iy fcrk,Wa tgkWa 'kkfUr iwoZd vki
l
fiz;tuksa ls Qksu ij ckr dj ldsaA
l
lekpkj i= ;k if=dk i<+ ldsaA
l
dqN “kkfUriwoZd [kk ;k ih ldsaA
l
dqN “kkfUr ds iyks esa vius eu Hkkou fØ;k dj ldsaA ;g ruko
dk iw.kZ neu djrk gSA fopkjksa dks fojke nsaA vR;kf/kd dk;Z djus
ls efLr"d dks u, dk;ksZa dks djus esa dfBukbZ gksrh gSA
iz;Ru djus ls gh ruko fu;af=kr fd;k tk ldrk gS vr%
l
laxhr lqusa] elkt djsa ;k vPNs ls Luku djsaA dqN {k.kksa ds fy,
fjysDl djsaA
l
gjosfy;e ,oa ,jksekFksjsih ruko fu;af=r djus esa vge Hkwfedk
fuHkkrh gSA
,jksekFksjsih % izkd`frd ,oa lqxfU/kr ikS/ks 'kkjhfjd] HkkoukRed ,oa
LokLFko/kZu esa lgk;d gksrs gSaA lqxa/k izkd`frd :i esa gksrh gSA
53
CRPF
Academy
rSY;
fo'ks"krk,a
12345678-
Help in reflection
Euphoria ¼izlUurk½
pUnu
pesyh
phy
xqykc
ckWafly
uhacw
ihijesaV
ySosUMj
Fkdku esa vkjke
laokn lq/kkj esa lgk;d
lpsr o/kZu
fjÝsf'kax ¼LQwfZrZnk;d½
ikpu esa lgk;d
vkjke esa lgk;d
ruko ds O;ogkfjd igyw
Lo;a ds fo"k; esa Kku gksuk vfr vko';d gSA eq[;r% O;fDrRo dks
nks cM+s Lo:iksa esa ckWaVk tk ldrk gSA ;fn vki mxz] izfrLi/kkZ j[kus
okys] lnSo tYnh esa jgrs gSa rks vki lewg *d* ds lnL; gSaA
;fn vki “kkUr fpr] dk;ksZa dk fu"iknu /kS;ZiwoZd (Patiently½ ,oa
,d&,d djds dk;Z djrs gSa rks vki lewg *[k* ds lnL; gSaA
;kn j[ksa *d* oxZ ds O;fDr;ksa dks O;fDrRo esa “kkafr fu"ikfnr djus
ds izpqj vko”;drk gS] vU;Fkk vki yxkrkj ruko ds dkj.k fny ds
ejht cu ldrs gSaA
ruko izca/ku
D;k vki lrr~ my>uksa ls f?kjs gSa\ D;k vki vko”;drk ,oa
{kerk ls vf/kd O;Lr gSa\ D;k vki vuojr ;k “kSM~;wy ls ihNs jgrs
gSa rks vki %&
lkdkjkRed lkspsa & my>uksa dks Lo;a lqy>k,Wa& ,VhV~;wM esa
ifjorZu yk,WaA
dqN vkSj ijke'kZ
l
l
l
l
l
dk;kZy; ls ykSVus ds Ik'pkr~ iSj dks xquxqus ikuh ls elkt djsaA
izk.kk;ke tSls [kkl lacaf/kr O;k;ke djsaA
/;ku vR;f/kd mi;ksxh gSA lnSo ldkjkRed lkspsaA ;g vkidks
izQqfYyr djsxkA
Lakxhr] Qwy] gjk&Hkjk cxhpk] cPpksa ds lkFk [ksyuk blls vkidk
fpr Hkk¡fr djuk gSA
Ckxhps esa pgydneh ruko dks de djrh gSA
bu lHkh ds vfrfjDr ruko jfgr thou ds fy, *Lo;a ls izse djsa]
vius fiz;tuksa ds fy, le; fudkysa *A
loZizFke tc eq>s irk pyk fd fnYyh esa ,d lkbDyksFku
izfr;ksfxrk gksus okyh gS] vkSj mlesa ge yksx Hkkx ys ldrs gSa]
mlds fy, uke uksV fd, x;s rks mlesa eSus viuk uke cM+h
mRlqdrk ls fy[kk fn;k] ysfdu ckn esa mlesa ls dqN uke pqus
x, tks izfr;ksfxrk esa Hkkx ysus okys Fks mlesa esjk uke ugh Fkk]
rks ml le; eSa fdlh ,sls izf'k{kq vf/kdkjh dks [kkst jgk Fkk tks
fdlh dkj.k ls izfr;ksfxrk esa Hkkx ugha ys jgk Fkk ftlls fd eSa
mlds LFkku ij izfr;ksfxrk esa Hkkx ys ldwA varr% ,d ckj fQj
crk;k x;k fd tks yksx izfr;ksfxrk esa Hkkx ysuk pkg jgs gSa oks
uke ns ldrs gSa] rks eaSus viuk uke ns fn;kA
**losZ lUrq fujke;%**
54
CRPF
Academy
lkbDyksFkksu ds nkSjku esjk vuqHko
gfjvkse flag
Lkgk-dek- izf'k{kq
42 cSp] MSxkst
izfr;ksfxrk esa Hkkx ysus ds fy, fny esa cM+h mRlqdrk FkhA tc ge
yksx fnYyh esa izfr;ksfxrk esa Hkkx ysus igWaqps rks ogka ij dqN dqizca/ku
gksus ds dkj.k eu esa vfuf”fprrk Fkh fd ge izfr;ksfxrk esa Hkkx ys
ik,Wxs ;k ugh] D;ksafd eq>s yx jgk Fkk fd irk ugh ge yksxksa dks
lkbfdy fey ik,xh ;k ugha ysfdu tSls&rSls ge yksxksa dks gjdqyl
dEiuh dh rjQ ls lkbfdy feyhA lkbfdy ysus ds nkSjku ge lHkh
,d vPNh lh lkbfdy ysus dh dksf”k”k dj jgs Fks] D;ksafd lHkh
lkbfdyksa esa dqN u dqN dfe;kWa Fkh] varr% geus ,d lkbfdy pquh
vkSj Hkkx ysus ds fy, rS;kj gks x;sA
izfr;ksfxrk izkjaHk gksus tk jgh Fkh] ge yksx izkjafHkd fcanq ij [kM+s
Fks] ogkWa ij gesa gekjs dekUMsaV Jh ch-ch- oSn fn[kkbZ fn, ml le;
gekjh mRlqdrk vkSj Hkh c<+ xbZ vkSj og ge yksxksa dks yxkrkj
izksRlkfgr Hkh dj jgs Fks vkSj ge yksxksa ds QksVksxzkQ Hkh ys jgs Fks] tc
ge yksxksa us ogkWa ij ^lh-vkj-ih-,Q- lnk vt;] Hkkjr ekrk dh t;*
dk t;dkjk yxk;k rks ogkWa ij gekjs izf”k{kq vkf/kdkfj;ksa dk tquwu
ns[kus yk;d Fkk] vkSj dqN vU; yksx ge yksxksa ls xqtkfj”k dj jgs
Fks fd ,d ckj fQj Hkkjr ekrk dk t;dkjk yxk,WaA
55
gekjs lhfu;j cSp ds nks izf”k{kq vf/kdkjh gels vkxs Fks vkSj mUgh dks
ns[kdj ge vkxs c<+rs jgsA
bl izfr;ksfxrk esa yxHkx ikWap lkS izfrHkkfx;ksa }kjk Hkkx fy;k x;k
Fkk] blesa lcls [kkl ckr ;g Fkh fd blesa vkbZ+-,e-,- ds izf”k{kq
vfèkdkjh Hkh Hkkx ys jgs Fks tks viuh iwjh RkS;kjh ds lkFk vk;s FksA
muds ikl ge ykasxks ls csgrj lkbfdysa Fkh] fQj Hkh ge yksx mu vkbZ,e-,- ds dSMsVl ls ges”kk vkxs jgs vkSj izfr;ksfxrk lekIr gksrs&gksrs
ge lHkh mUgs cgqr ihNs NksM+ pqds FksA ;g ge yksxkas ds fy, xoZ dh
ckr Fkh fd gekjh vdkneh us ge yksxksa dks bl yk;d cuk;k vkSj gesa
eglwl gqvk fd ge Vªsfuax ds nkSjku fdruk dqN lh[k pqds gSaA
tc lQj izkjaHk gqvk rks eu esa dqN Mj Hkh Fkk] D;ksafd gekjs
QsdYVh vf/kdkfj;ksa us ge yksxksa dks fgnk;r nsdj Hkstk Fkk fd
izfr;ksfxrk esa fdlh rjg dh pksV ugha [kkuh gS ftlls fd Vªsfuax es
dksbZ leL;k vk,A fQj Hkh gekjs fny esa bruk tks”k Fkk fd ge vius
vki dks jksd u lds vkSj yxkrkj ge viuh lkbfdy dh j¶rkj c<+krs
x, vkSj geus viuk csLV nsus dh iwjh dksf”k”k dhA izfr;ksfxrk ds
nkSjku tc ge yxkrkj vkxs c<+rs tk jgs Fks rks gekjs izf”k{kq vf/kdkjh
lkFkh gesa yxkrkj izksRlkfgr djrs jgs ftlls geus yXkkrkj viuh
lkbfdy dh LihM cjdjkj j[khA ysfdu ml nkSjku ge ns[k jgs Fks fd
tc ge izfr;ksfxrk es vkbZ-,e-,- ds dSMsVl dks yxkrkj ihNs dj
jgs Fks rks og gesa vkSj gekjh Vh “kVZ ij fy[ks gq, lh0vkj0ih0,Q0
vdkneh dks ns[k dj gh jg tk jgs FksA D;ksafd og viuh iwjh ÅtkZ
yxkus] xs;j okyh lkbfdy gksus ds ckotwn og ge yksxksa dks fiNkM+
ugha ik jgs FksA
varr% lkbDyksFku izfr;ksfxrk esa lh-vkj-ih-,Q- us viuh fot;
irkdk ygjkbZ ftlesa lh-vkj-ih-,Q- us izFke LFkku izkIr fd;k vkSj eSus
mlesa vius lkfFk;ksa ,oa vdkneh ds QsdYVh esEcj ds izksRlkgu ls
f}rh; LFkku izkIr fd;kA
rFkkxr
ohj rqe vkxs c<+ks
jkds'k pUnz 'kqDy
lkSjHk dqekj flag
mi dek.MsUV
lh vkj ih ,Q vdkneh
Lkgk-dek- izf'k{kq
42 cSp] MSxkst
dHkh rFkkxr dHkh ml ikj
thou ds vfojy voyHcksa dks]
?kwjrk] fugkjrk] iyds >idkrk]
fQj lksprk]
D;k ;gh thou gS]
ftldh ifjdYiuk] ;FkkFkZ
eki n.M ,oa ifjeku]
cukus dk lpsr iz;kl
thou ds fnu&jkr]
dkeuk,a] dYiuk] ifjgkl
mYykl ds izfrfcEc
fQj Hkh] D;k ;gh thou gS]
ohjrk] lkS&Bo] ekr`Hkwfe
cfynku dh vk”kk] izR;k”kk]
lkspuk] lWoa juk] laHkyuk]
ixks ij fujarj pyrs jguk]
fujk”kk] grk”kk] fQj ubZ vk”kk]
“kk;n ;gh thou gS]
dHkh rFkkxr dHkh ml ikjA
gSa bjkns xj rqEgkjs
lkxjksa dks ykaW?kus ds
ioZrksa dks ukius ds
Fkke yks ;g y{;
vkSj ohj rqe vkxs c<+ks
vkus okys oDr dks
fot;h djks fot;h djks
csfM+;ksa dks rksMu+ s ds
vkaf/k;ksa dks eksMu+ s ds
n`<+ djks fo'okl dks
vkus okys oDr dks
nq'euksa dks phjus ds
nzkfs g;ksa dks jkSna us ds
cka/k yks lj ij dQ+u
vkus okys oDr dks
iFkjhys jkg
ge pys gSa ml Mxj is
Mjuk ugha gS nksLr ges]a
rjg rjg dh ck/kk,a gS]a
ge pys gSa ml Mxj is
vareZu dh O;Fkk
panu dqekj
fojkV dqekj flag
mi dek.MsUV
lh vkj ih ,Q vdkneh
Lkgk-dek- izf'k{kq
] 42 cSp] MSxkst
tgkWa jkg iFkjhys gSAa
vkxs c<+rs tkuk gSA
/kwi Hkh pefdys gSAa
tgka jkg iFkjhys gSAa
ekuork dks gqvk gS tSl]s vkthou ouokl]
Hkz"Vkpkj us cuk fy;k gS] lcdks viuk xzklA
flld jgk vkn'kZ ;gkWa ij] laLdkj vc lksrs gS]a
cguksa dh bTtr ij geys] vk, fnu vc gksrs gSAa
ge Hkjs gSa tks'k ls vkSj ;kSou Hkh u'khys gSAa
drZO;] lqj{kk vkSj dkuwu dks gjlq gesa fuHkkuk gSA
ns'k ds gj dksus dksus esa uDlyokn ds fdys gSAa
ge pys gSa ml Mxj is tgka jkg iFkjhys gSAa
fgQktrh gkFkksa ds gkFk] cykRdkj vc gksrk gS]
vijk/kh ds fcLrj ij] dkuwu ;gkWa vc lksrk gSA
/kqyh ekWx
a vc uSfrdrk dh] lR; dk tSls gj.k gqvk]
oSeuL; ifjiDo gqvk] HkkbZpkjs dk ej.k gqvkA
LQwfrZ] rjax vkSj rkdr jgu tfM+r Nchys gSAa
ekr`Hkwfr dk dtZ ges]a ejrs ne rd fuHkkuk gSA
Hkkjr ekWa dh ge larku ns[kks fdrus tks'khys gSAa
ge pys gSa ml Mxj is tgkWa jkg iFkjhys gSAa
bZeku ;gkWa ij dSn gqvk] [kksVs flDds vc pyrs gS]a
usrkvksa dh vkLrhu es]a ns'k ds nq'eu iyrs gSAa
v/kuaxk >wBk tc dksbZ] Hkh[k ekax dj [kkrk gS]
dkuwu lrdZ gks mBrk gS] mls gokykr fn[kykrk gS]
ogh Hkh[k tc fo'o ls ns'k ds vkyk ikrs gS]a
gkFk feykdj usrkx.k] mls miyfC/k crykrs gSAa
izhr] Hkkr`Ro vkSj ekuork] ;gh gekjh 'khys gSAa
tks dle geus [kkbZ gS] ml ij gesa feV tkuk gSA
vHkh lQj rks 'kq: gqvk gS] r; djuk rks ehyksa gSA
ge pys gSa ml Mxj is tgkWa jkg iFkjhys gSAa
dHkh tc Fkh lksus dh fpfM+;k] vc dkB dk mYyw
fcBkrk gS]
lR;] /keZ] bZeku ;gka ij] iy&iy gj iy fcdrk
gSA
blls vPNs ijrU= gh Fks] Lora= vkRek gksrh Fkh]
csbZekuh] ?kql[kksjh rc ckgj cSBh jksrh FkhA
vkt ds bl nkSj esa ns[kks] ns'k dk lkSnk gksrk gS]
ns'k&izes dk tTck vc nQu dcz esa lksrk gS]
ns'k&izes dk tTck vc] nQu dcz esa lksrk gSA
GLIMPSES OF OTHER TRAINING ACTIVITIES
ATA Course – Police Leaders Role in Combating Terrorism conducted at the CRPF Academy from 2nd to 13th May, 2011
Shri K. Vijay Kumar, IPS, DG, CRPF interacting with participants of Basic Intelligence Capsule for GOs/SOs held at the
Academy from 1st to 14th June, 2011
Dr. P.M. Nair, IPS, ADG(Ops), CRPF imparting lessons on leadership to trainee officers of 42nd batch DAGOs
CRPF Academy Journal
Vol. 2 • Issue 2 • 2011
Passing Out Parade
DEGOs 9TH BATCH - 20th APRIL, 2011

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Transcription

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