Year: 2025

Major Sadhna SinghConsultant (Security and Law Division)NITI AAYOG In today’s increasingly interconnected world, the internet is an essential part of daily life, offering numerous opportunities for education, entertainment, and social interaction. However, this digital landscape also poses significant risks, especially for children. As young users navigate online spaces, they are exposed to threats such as cyberbullying, inappropriate content, online predators, and privacy violations. As guardians of the next generation, it is crucial to understand these dangers and take active steps to protect children online. This article explores the importance of online safety for children, the risks they face, and the strategies parents, educators, and policymakers can adopt to create safer online environments. India’s population is characterized by a rich diversity of socio-economic backgrounds, leading to a wide range of devices in use- from advanced, secure electronics to budget-friendly mobile phones. This diversity poses challenges for authorities in establishing uniform legal and technical standards for data protection. Moreover, low levels of digital literacy and awareness further complicate efforts to ensure effective data security across the country The growing presence of children online Children and young people around the world are among the most active users of the Internet and web based services in today’s increasingly connected digital landscape. It is estimated that one in three children globally uses the Internet, meaning that one in three Internet users is under 18 years of age. Young people use the web for a variety of purposes, including accessing educational resources, entertainment, developing digital skills, and maintaining social connections and online identities. However, the widespread availability of online content also exposes children to age-inappropriate material and various online risks. Children are particularly susceptible to abuse and exploitation by cyber-predators and other malicious actors at this young age and in their developmental stage. The COVID-19 pandemic further intensified this challenge. Lockdowns and restrictions on movement made digitalization an urgent necessity, with schools shifting from in-person classes to remote learning through virtual platforms. While this transition ensured continuity in education, it also dehumanized learning environments, disrupted social interactions, and isolated children in the digital space. This surge in digital exposure introduced new risks to their safety, well-being, and mental health. There was steep rise of 32% in cyber-crime against children from 2021 to 2022 as per National Crime Records Bureau official data. Emerging child concerns in this digital era include digital addiction, cyberbullying, exposure to inappropriate content, and the prevalence of Child Sexual Abuse Material (CSAM) online. Additionally, social media platforms, chat rooms, and online games present further threats to children’s security. Often, parents and guardians lack the digital literacy needed to understand and mitigate these risks, leaving children vulnerable to the negative impacts of their online experiences on their mental and emotional health. In today’s increasingly interconnected world, the internet is an essential part of daily life, offering numerous opportunities for education, entertainment, and social interaction. However, this digital landscape also poses significant risks, especially for children. As young users navigate online spaces, they are exposed to threats such as cyberbullying, inappropriate content, online predators, and privacy violations With the widespread availability of smartphones, tablets, and personal computers, children spend increasing amounts of time online. According to recent data, the majority of children are accessing the internet from an early age. Table 1: Trends in children’s Internet isage (2023) AgeGroup AverageHours SpentOnline perDay PercentageOwning aSmartphone Most Common Activities 0-5years 1.5 hours N/A Educationalvideos, games 6-10years 2.5 hours 60% Social media,gaming,videos 11-15years 4 hours 85% Social media,online chats,gaming 16-18years 6 hours 95% Social media,online forums,shopping Source: Child Internet Safety 2023 Report This table demonstrates how internet usage increases with age. However, it also highlights the vulnerability children face as they grow up in a digital world. In addition to spending hours online, children often interact with others across various platforms, which can expose them to new risks. Risks Children Face Online While the internet offers great educational and entertainment value, it also brings a set of significant risks for children. The most common risks include: Cyberbullying Cyberbullying is one of the most prevalent online risks for the young people around the world. It involves the use of digital platforms to harass, threaten, or manipulate others. It is one of the major threats that the children and teens face incessantly via social media sites and video games and can affect young people each time they are exposed to hate speech, violent content including messages that incite self-harm and suicides. Approximately 20 percent children face bullying through social networks and additional 8 percent through the video games chat rooms. Cyberbullying can have severe emotional and psychological impacts on children, leading to issues such as depression, anxiety, and even suicidal ideation. As children become more engaged on social media platforms, the risk of encountering bullying increases. As guardians of the next generation, it is crucial to understand these dangers and take active steps to protect children online. This article explores the importance of online safety for children, the risks they face, and the strategies parents, educators, and policymakers can adopt to create safer online environments Inappropriate content Another significant threat is the exposure to inappropriate or harmful content. With billions of videos and websites available online, it’s not uncommon for children to stumble upon explicit or distressing material, even when browsing innocently. Sometimes under peer pressure, accidental searches or curiosity they stumble upon explicit material on the internet that they should not see at this impressionable age. Online predators The anonymity of the internet creates opportunities for online predators to engage with children. Predators often exploit the vulnerabilities of young children by accessing social networking sites and chat platforms to engage with them, taking advantage of the anonymity, these spaces provide. This can put children at significant risk of abuse, exploitation, and other threats to their safety and security. Additionally, cyberbullying has become a widespread danger on social media platforms, further endangering children’s well-being. Privacy concerns Privacy violations are another critical concern. Many children unknowingly share personal details online,…

Anil PuriCMD, APS Group A first generation serial entrepreneur, thought leader and an action catalyzer rolled into one – Anil Puri, Chairman & Managing Director (CMD), APS Group is a rare combination of a visionary, an innovator and a strategic thinker. He has used this combination to innovate and implement on-ground many new business ideas. His rich experience in various businesses has enabled him to nurture & mentor innovative ideas and scale them up. Introduction As we stand on the cusp of unprecedented technological transformation, future industries are witnessing a tectonic shift in how business is conceptualized, risk is managed, and leadership is exercised. In this context, Chief Security Officers (CSOs) and Risk Leaders are emerging not merely as custodians of safety and compliance, but as strategic partners in innovation and business evolution. This article delves into the profound expectations placed upon CSOs in this evolving landscape and examines how their empowerment is crucial to aligning security with opportunity across emerging industries such as artificial intelligence (AI), fintech, biotechnology, smart manufacturing, aerospace, and the green economy. As the global industrial landscape transforms at unprecedented speed, driven by disruptive technologies and evolving socio-political dynamics, a silent revolution is underway – reshaping the very fabric of how organizations perceive risk, resilience, and security. Innovation today is not a choice; it is an imperative. But where innovation thrives, so does uncertainty. And in that fragile space between potential and peril, Chief Security Officers (CSOs) and Risk Leaders emerge not just as sentinels of protection, but as strategic enablers of progress. Expectations and Empowerment of Chief Security officers and Risk Leaders in the Journey In the new era of smart manufacturing, autonomous logistics, digital finance, hyper-connected cities, and AI-powered services, the role of the CSO has transcended conventional security paradigms. They are no longer confined to operational silos; instead, they sit at the intersection of innovation, governance, and enterprise value creation. With great opportunity comes heightened expectation – organizations now demand that risk leaders not only anticipate threats but shape pathways for safe, sustainable, and agile innovation. The Future doesn’t belong to those who avoid risk, but to those who know how to master it. That’s the CSO’s new frontier The new paradigm: Innovation-driven risk landscapes The 21st century ushers in a paradigm where innovation itself becomes both the catalyst for growth and the creator of unprecedented risks. As organizations rapidly integrate cutting-edge technologies – ranging from AI and block chain to biotech and quantum computing – their operational environments evolve into dynamic, hyper-connected ecosystems. These ecosystems are, while fertile grounds for exponential value creation are also increasingly vulnerable to novel and unpredictable threats. In this innovation-driven landscape, risk is no longer confined to traditional silos such as physical security, compliance breaches, or financial fraud. Instead, it manifests across converging vectors – ethical, technological, reputational, and systemic. For example: ● AI and machine learning systems can perpetuate algorithmic bias, hallucinate, or make autonomous decisions that carry legal and societal consequences. ● Quantum computing poses existential threats to current encryption standards, potentially rendering today’s cybersecurity protocols obsolete. ● Industrial Internet of Things (IIoT) in smart manufacturing exposes machinery and operational workflows to cyber-physical sabotage. ● Digital assets and decentralized finance (DeFi) platforms challenge regulators and introduce liquidity and custodial risks that bypass conventional risk controls. Where innovation meets opportunity, risk leaders become the navigators – not of danger, but of bold, intelligent growth Thus, the risk landscape is no longer reactive – it is predictive, real-time, and interconnected. CSOs must shift their orientation from reactive gatekeeping to proactive, innovation-aligned security strategy. They must understand emerging tech not just as threats, but as transformative tools to detect, deter, and even displace risk at its inception. This new paradigm requires that CSOs be fluent in technology foresight and lifecycle risk mapping, cross-sectoral threat intelligence analysis, designing adaptive, embedded security frameworks, and driving resilient innovation ecosystems with governance-by-design. In essence, the innovation-driven risk landscape does not merely redefine the threat environment – it redefines the CSO’s purpose. Risk is no longer just something to be avoided; it becomes something to be navigated with precision, vision, and strategic foresight. With innovation driving new business models, security challenges are growing in complexity and scale. For example – AI and machine learning introduce new ethical and operational vulnerabilities, quantum computing disrupts cryptographic protections, smart factories are exposed to industrial cyber-physical threats and digital finance platforms face targeted fraud, identity theft, and systemic risks. Expanding expectations from CSOs in future-driven industries In the wake of accelerated digitization, global volatility, and complex stakeholder ecosystems, the role of Chief Security Officers (CSOs) is undergoing a profound transformation. No longer limited to managing physical threats, compliance obligations, or incident responses, CSOs in future-driven industries are now expected to serve as strategic enablers, systems thinkers, ethical stewards, and transformation catalysts. From operational silos to strategic leadership Future-ready enterprises are integrating security strategy directly into their business DNA. This implies that CSOs must co-create business strategies that are both growth-oriented and risk-conscious, influence product roadmaps, supply chain resilience, and investor risk transparency and shape market-entry strategies in volatile regions through risk modeling and scenario planning. Expectation: CSOs must now operate at the C-suite core, influencing decisions not just reactively, but proactively – and often preemptively. From static protection to dynamic innovation enablement Innovation is not inherently secure, and security is not inherently innovative – but the new CSO must ensure both coexist harmoniously. Future industries demand CSOs who enable agile product development by building ‘security by design’ into every sprint cycle, leverage AI, blockchain, and IoT as not just risk points but risk-solving tools, and architect zero-trust environments that are resilient yet flexible for innovation. Expectation: CSOs are now expected to be innovation accelerators, not brakes – aligning transformation with trust. From physical and cyber risk managers to societal and ethical guardians Technological evolution is outpacing regulatory evolution. In this gap, CSOs are expected to champion ethical risk governance, ensuring that innovation respects privacy, dignity, and…

Colonel Arun HariharanVice President, National Head – Nodal,Security and EHS, Bharti Airtel Ltd What is Risk Management? The term Risk Management is loosely used both in the military as well as the corporate environs. It is nothing but something we do in our day to day lives, all the time – whether it is a decision to buy a new car, changing jobs or even a simple thing such as crossing the road. To put it across simply, Risk Management is the process of identifying, assessing, and controlling potential risks that could negatively impact an organization or project. These risks could arise from a wide range of sources, including financial uncertainties, legal liabilities, strategic management errors, accidents, natural disasters, cybersecurity threats, or operational failures. Effective risk management helps organizations minimize losses, protect assets, ensure compliance with regulations, maintain operational continuity, and enhance decision-making. In a rapidly changing and uncertain world, proactive risk management is vital for achieving long-term success. Let us now examine how this works in the military and in the corporate – the differences and the overlaps. Risk Management in the Military Risk management in the military is a systematic process used to identify, assess, and control risks associated with military operations, training, and other activities. Its primary goal is to preserve combat power, conserve resources, and increase operational effectiveness while minimizing unnecessary loss or damage. Military risk management typically follows a structured approach such as the U.S. Army’s 5-step model: 1. Identify hazards: Recognizing potential dangers in various military activities. 2. Assess hazards: Evaluating the likelihood and severity of identified hazards. 3. Develop controls and make risk decisions: Developing and implementing measures to reduce or eliminate risks, by using risk information to inform operational planning and execution. 4. Implement controls: Implementing strategies to minimize the risks. This could involve reducing the probability of the risk happening or lessening its impact if it does occur.5. Supervise and evaluate: Continuously tracking risks, reviewing the effectiveness of risk mitigation efforts, and adjusting strategies as needed. This process helps military leaders balance mission requirements with personnel and equipment safety, ensuring that risks are taken only when the potential benefits outweigh the possible losses. Risk Management in a Corporate Scenario vs the Military Risk management in the corporate world shares some similarities with military risk management, but there are notable differences in focus, scope and implementation. This stems from the basic purposes of both these organisations. Whereas, in the armed forces focus is on effective training, seamless logistics and winning wars, in a business enterprise it is about staying competitive in the market, generating profits, regulatory compliances, organisational reputation etc. Hence, though at a high level the process remains same there are nuanced differences. In simple terms, here’s how corporate risk management differs in the two fields: Parameter Corporate Military 1 Focus Primarily focused on financial risks, reputation, and business continuity. Centred on operational effectiveness andpreserving combat power. 2 Types of risks Market risks, credit risks, operational risks, legal/ compliance risks, strategic risks. Combat-related risks, equipment failures,personnel safety, mission failure. 3 Regulatory environment Governed by various laws and regulations (e.g., Unified Licence for telecom operators, RBI regulationsfor banks). Follows military doctrine and governmentregulations. 4 Stakeholders Shareholders, customers, employees, regulators. Government, soldiers, allies, civilians inoperational areas. 5 Risk appetite Often defined by board of directors, balancingrisk and reward for profit. Determined by mission objectives andstrategic importance. 6 Time horizon Can range from short-term to long-term, often with a focus on quarterly or annual results. Mission-specific, can be immediate (tactical)or long-term (strategic). 7 Tools and methodologies ERM framework, ISO 31000, financial modelling, scenario analysis. Specific military risk assessment tools,after-action reviews. 8 Reporting Regular risk reports to management, board, and sometimes public disclosures. Often classified, reported through chain of command. 9 Risk transfer Can use insurance, derivatives, or other financial instruments to transfer risk. Limited options for risk transfer; risks areusually managed internally. 10 Cultural aspects Risk culture varies widely between organizationsand industries. Strong emphasis on safety and operational security across the organization. 11 Consequences offailure Financial losses, reputational damage, legal liabilities. Potential loss of life, mission failure, national security implications. 12 Innovation andrisk-taking Often encourages calculated risk-taking for competitiveadvantage. Emphasizes following established protocols, with innovation focused on enhancing capabilities and safety. While both sectors endeavour to manage risks effectively, the corporate world generally has more flexibility in its approach and can often take on more risks in pursuit of profits. The military, given its critical role in national security and catastrophic nature of failure, tends to be more conservative in its risk management practices. Transitioning Military Personnel and Risk Management as a Career Transitioning military personnel often possess skills such as leadership, decision-making under pressure, operational planning, and risk assessment – qualities that naturally align well with various subdomains of risk management. Hence risk management is a good career option for veterans seeking jobs in the business sector. The term Risk Management is loosely used both in the military as well as the corporate environs. It is nothing but something we do in our day to day lives, all the time – whether it is a decision to buy a new car, changing jobs or even a simple thing such as crossing the road Based on exposure to the sector, here are some recommended subdomains and related industries that could be a good fit: Operational Risk Management ● Fit: Veterans excel in understanding and mitigating risks tied to processes and operations. ● Industries: – Manufacturing. – Logistics and Supply Chain. – Aviation and Aerospace. – Healthcare (hospitals, emergency services). Security Risk Management ● Fit: Military backgrounds provide excellent training in physical security, threat assessment, and protection. ● Industries: – Corporate Security– Critical Infrastructure(telecom, energy, water, utilities).– Event Management.– Financial Institutions(fraud, cybercrime prevention). Cybersecurity Risk Management ● Fit: Many veterans come from IT, communications, or intelligence backgrounds and can transition well into cybersecurity roles. ● Industries: – Technology and Software Development. – Telecommunications . – Financial Services. – Healthcare (patient data protection). Compliance and…