Category: Interview

Garry Singh and Sagarika Chakrabortyon Building Organisations That See What Others Miss In an era where businesses are overwhelmed with information yet increasingly exposed to disruption, the challenge is no longer collecting data – it is understanding what matters and acting before opportunities disappear or risks materialise. From geopolitical tensions and cyber threats to artificial intelligence and rapidly shifting market dynamics, organisations today operate in an environment where speed of insight is becoming as important as speed of execution. Against this backdrop, intelligence is emerging as a defining leadership capability rather than merely a support function. Gurupawan ‘Garry’ Singh, President of IIRIS, and Sagarika Chakraborty, Co-Founder and CEO for India and the Gulf, have been at the forefront of advocating this transformation. Through their work across intelligence, strategic risk, investigations, and organisational design, they have advanced a powerful idea – intelligence should not function as an isolated department but as the central nervous system of an organisation. Together, Garry Singh and Sagarika Chakraborty have developed frameworks such as the Intelligence Pyramid, highlighting how organisations can convert data into insight, insight into decisions, and decisions into meaningful outcomes. Their work reflects a broader shift in thinking – from reactive management toward intelligence-led leadership and resilience. In this exclusive cover story conversation, Garry Singh and Sagarika Chakraborty share their perspectives on the future of intelligence-driven enterprises, the convergence of security and business strategy, the opportunities and challenges posed by AI, and how organisations can build the capability not only to respond to change, but to anticipate it before others do. This conversation draws on the authors’ June 2026 research paper, ‘Business Intelligence Is the Single Most Critical Factor for Success in New Age Business,’ which introduces the Intelligence Pyramid framework. You have spent decades working at the intersection of security, intelligence, risk management, and business leadership. Could you briefly share your professional journey and what inspired the establishment of IIRIS? Garry Singh: My career has been built across disciplines that most organisations treat as separate: security, intelligence, investigations, and enterprise risk. The thread running through all of them is a single question, what do we know, how reliably do we know it, and what should we do about it before events overtake us. From protecting people in volatile environments to investigating complex frauds and advising boards, I saw the same pattern repeatedly: the organisations that suffered most were rarely short of information. They were short of judgement applied in time. IIRIS was founded to close that gap. We built it as a forensic intelligence and strategic risk advisory firm because intelligence, the tradecraft of turning fragments into foresight, belongs not only to governments and armed forces but in the boardroom. The inspiration was a settled conviction, that disciplined intelligence, practised with integrity, is one of the few durable advantages still available to an enterprise. Sagarika Chakraborty: My route was different and complementary. I trained as a corporate lawyer at NLU Jodhpur and took an MBA in strategy at ISB, then moved into investigations and forensic intelligence. What drew me was the same gap Garry describes, but seen from the evidence side: companies held facts that were never converted into findings they could defend or act upon. I wanted to bring legal rigour and commercial discipline to a field that, in this region, was often informal. Co-founding IIRIS let us build a firm where intelligence is gathered to an evidentiary standard, graded honestly, and delivered in a form a board can actually use. Doing that across India and the Gulf, in markets maturing very quickly, was both the challenge and the opportunity. How has the role of intelligence evolved over the past decade, particularly in today’s environment marked by geopolitical instability, cyber threats, AI disruption, and economic uncertainty? Garry Singh: A decade ago, corporate intelligence was a quiet, specialised function, often confined to physical security. Three shifts have moved it to the centre. Threats have converged, so a single hostile act is now cyber, physical, financial, and reputational at once. The decision clock has compressed, from quarterly review cycles to hours. And geopolitics has returned to the boardroom through sanctions, supply chain fragmentation, and great-power competition. Over all of this sits AI, both a powerful tool and a weapon in an adversary’s hands. Intelligence has become a core leadership competence rather than a support activity. Sagarika Chakraborty: From the engagement side I see the same evolution in the questions clients now ask. A due diligence that once meant a registry search and a reference call now has to account for sanctions exposure, beneficial ownership across jurisdictions, digital footprint, and reputational risk that moves in real time. Fraud has gone digital and cross-border. Regulators increasingly expect organisations to have anticipated risk, not merely responded to it. The investigator’s remit has widened, from establishing what happened to advising what is likely to happen next. In your recent concept, you indicate that ‘Intelligence is not a department; it is the organisation.’ What exactly does this mean in practical terms for modern enterprises? Garry Singh: It means intelligence is not a box on an organisation chart. In our recent paper I described it as the central nervous system of the enterprise, and the phrase is exact. Intelligence is the way an organisation senses its environment, makes sense of what it sees, and acts ahead of events. When it is confined to a department, the rest of the business stops feeling responsible for noticing, the signals never reach the centre, and the specialists, however skilled, are blind to most of what the enterprise already knows. Sagarika Chakraborty: In practice this is very real. In almost every serious investigation we run, the decisive fragment comes from outside the security team, from a finance clerk who noticed an odd reconciliation, a salesperson uneasy about a counterparty, a vendor manager who saw a pattern. The capability that matters is whether the organisation can surface those fragments, route them to someone who can interpret them, and act. That is a question…

Rajeev SharmaCluster Managing Director, India, Nepal & Bangladesh, G4S As India’s security landscape undergoes a rapid transformation driven by technology, infrastructure expansion, compliance requirements, and evolving threat perceptions, the role of private security is no longer confined to traditional guarding services. Today, organisations are increasingly looking for integrated, intelligence-led, and technology-enabled security frameworks capable of ensuring resilience, operational continuity, and proactive risk management. At the forefront of this transformation is G4S India, one of the country’s leading integrated security solutions providers. Under the leadership of Rajeev Sharma, CMD, G4S India, Nepal, and Bangladesh, the organisation has been steadily strengthening its position through a balanced ‘phygital’ approach that combines trained manpower with AI-enabled surveillance, remote monitoring, command centres, analytics, and digital workforce platforms. A seasoned industry leader known for his operational depth, strategic clarity, and people-centric leadership style, Rajeev Sharma has played a significant role in steering G4S India through a period marked by rapid technological disruption, rising compliance expectations, workforce challenges, and increasing demand for integrated security solutions. As part of Allied Universal®, one of the World’s largest services company, G4S India continues to align global best practices with India’s evolving security ecosystem while focusing on innovation, operational excellence, and long-term value creation. In this exclusive interaction with SecurityLinkIndia, Rajeev Sharma shares his perspectives on the future of security, industry sustainability, AI-led transformation, workforce professionalisation, client awareness, and the growing convergence of human expertise and digital intelligence in modern security operations. Here are the excerpts: Can you please throw some light on the recent business developments and activities of G4S in India and abroad? G4S continues to strengthen its integrated security capabilities across sectors such as infrastructure, manufacturing, BFSI, aviation, logistics, healthcare, and critical infrastructure. In India, we are increasingly focusing on technology-enabled solutions including AI-led surveillance, remote monitoring, command centres, and digital workforce platforms. As part of Allied Universal®, we also benefit from global best practices, stronger governance frameworks, and access to advanced security technologies. Our recent recognition at the OSPAs 2025 reflects our continued focus on operational excellence, innovation, and people-led growth. As a leader of one of the world’s largest security organisations, what are the top three shifts that have fundamentally changed how security services are delivered today? The first shift is the move from reactive security to predictive and preventive security. The second is the convergence of physical and digital security as infrastructure becomes increasingly connected. The third is the rise of hybrid security models where technology enhances human capability rather than replacing it. Today, security is far more intelligence-led, integrated, and technology-enabled than ever before. A seasoned industry leader known for his operational depth, strategic clarity, and people-centric leadership style, Rajeev Sharma has played a significant role in steering G4S India through a period marked by rapid technological disruption, rising compliance expectations, workforce challenges, and increasing demand for integrated security solutions. With the backing of Allied Universal®, G4S India continues to align global best practices with India’s evolving security ecosystem while focusing on innovation, operational excellence, and long-termvalue creation The global security industry has faced margin pressures, rising manpower costs, and pricing competition – how has G4S India navigated these realities? The industry is certainly witnessing increasing cost pressures and evolving client expectations. Our approach has been to focus on operational efficiency, compliance, training, and technology integration rather than competing only on pricing. By adopting a balanced ‘phygital’ model, where technology complements manpower, we are able to improve productivity while continuing to deliver high service standards. What have been the key operational or financial challenges faced by G4S India in the last couple of years, and what lessons have emerged from them? The past few years have reinforced the importance of agility, resilience, and adaptability. Rising labour costs, rapid technological changes, compliance expectations, and workforce management continue to be key industry challenges. One major learning has been that investment in technology and workforce professionalisation is no longer optional it is essential for long-term sustainability and service excellence. Over the recent years, the Indian security industry has moved from manpower-led to intelligence-led models. How do you interpret this transition and competence of G4S in the situation? This transition reflects the changing nature of risks and client expectations. Security today is no longer only about physical presence; it is about visibility, intelligence, and proactive risk management. At G4S, we combine trained manpower with AI-enabled surveillance, remote monitoring, analytics, and command centres to deliver more integrated and responsive security solutions. G4S continues to strengthen its integrated security capabilities across sectors such as infrastructure, manufacturing, BFSI, aviation, logistics, healthcare, and critical infrastructure. In India, we are increasingly focusing on technology-enabled solutions including AI-led surveillance, remote monitoring, command centres, and digital workforce platforms In a market where pricing undercuts quality, how do you maintain service excellence without diluting value? Security cannot be viewed purely as a cost-driven service because the cost of inadequate security is often far greater. Our focus remains on delivering long-term value through trained personnel, strong compliance, operational discipline, and technology-led efficiency. We believe service quality and client trust are built through consistency and reliability. How has your leadership approach evolved in response to this multi-dimensional disruption – technology, compliance, and client expectations? Leadership today requires adaptability and continuous learning. The industry is evolving rapidly, and leaders must remain open to innovation while staying grounded in operational discipline and people development. I strongly believe in empowering teams, encouraging collaboration, and building a culture that embraces both accountability and transformation. G4S India has consciously moved toward a technology-led ‘phygital’ model – what triggered this shift, and how far along are you in this journey? The shift was driven by the growing complexity of risks and the need for faster, more intelligent security solutions. Clients today expect real-time visibility, proactive monitoring, and integrated risk management. Our journey is well underway, with increased adoption of AI-enabled surveillance, remote monitoring centres, digital reporting systems, and integrated command platforms across operations. The first shift is the move from reactive security to…

Anand V BhatChairman & MD, BNB Security &Automation Solutions Pvt Ltd. Redefining Security in a Policy-Driven, Outcome-Oriented Era As India’s security landscape undergoes a fundamental reset – driven by stricter compliance mandates, trusted sourcing requirements, and a renewed push for indigenous capability – the role of system integrators is being redefined like never before. The conversation is no longer limited to surveillance or access control; it is expanding into a broader, more strategic domain of workplace intelligence, operational efficiency, and business outcomes.With the Indian government tightening its grip on surveillance standards through mandatory compliance, certification norms, and trusted sourcing frameworks, the security industry finds itself at a critical inflection point. For system integrators, the challenge is no longer just about deploying systems – but about navigating a rapidly evolving landscape of regulation, accountability, and technological transformation.At the forefront of this shift is Anand V Bhat, who has steered BNB Security and Automation Solutions Private Limited from a conventional system integration firm to a provider of ‘Total Workplace Solutions.’ His approach challenges long-held industry norms – arguing that security is not a standalone function, but an outcome of how intelligently and efficiently a workplace is designed and managed.In this candid conversation, he shares his perspective on the evolving role of integrators, the impact of regulatory frameworks like STQC and ER, the balance between global technologies and national priorities, and why the future belongs to organizations that can move beyond products to deliver measurable, outcome-driven value.Here are the excerpts: Kindly give a brief about the entity called BNB Security and Automation Pvt. Ltd. BNB Security and Automation Solutions is an Indian end-to-end systems integrator focused on security, life safety, building automation and workplace solutions, with pan-India execution, engineering depth and long-term service capability. What is the modus operandi of your procuring, executing and discharging the work? We work through a disciplined lifecycle – understanding the site requirements, designing the solution, planning cost and timelines, managing procurement, executing safely, testing thoroughly, handing over properly and supporting performance after completion. Over the years, BNB has transitioned from system integration to a ‘Total Workplace Solutions’ approach. What triggered this evolution? Clients no longer look at risk, security, safety, automation, comfort & space utilization as standalone functions. They want safer, smarter, better managed workplaces. This pushed us to integrate security, safety, automation, energy, maintenance and employee experience into one outcome-led approach. As India tightens compliance frameworks, pushes indigenous manufacturing, and redefines security through policy and technology, companies like BNB are moving beyond surveillance – towards intelligent, outcome-driven workplaces How do you define the convergence of security, safety, facility management and employee experience in today’s enterprise environment? Convergence means these functions can no longer work in silos. A workplace performs best when protection, comfort, operational continuity, maintenance visibility and user experience are designed together – not procured separately. The Indian security industry is shifting from hardware-led deployments to intelligence-led ecosystems. Where do you see this transition today? The shift has clearly begun, but it is uneven. Many deployments still focus on hardware count, while leading and progressive customers now evaluate how systems improve response, uptime, compliance, energy use and decision-making. Do you believe the role of a System Integrator is evolving into that of a business solution partner? What capabilities are required? Absolutely. The future integrator must understand technology, compliance, operations, business risk and lifecycle service. Relevance will come from design thinking, data use, execution quality, interoperability and long-term accountability. How is customer expectation changing? Are clients now looking beyond surveillance to operational insights and measurable outcomes? Yes. Customers increasingly expect systems to show measurable value – better response, lower downtime, fewer blind spots, easier audits, safer access, improved maintenance and clearer management reporting, not just more hardware & software. In general, these must be application-driven, intelligence-led, optimized solutions. The government has mandated STQC certification and stricter compliance frameworks. How do you see this impacting the industry? This is a healthy shift. It will enhance trust, enforce discipline and improve sourcing quality. While it may initially slow decision making, but in the long run it will surely reward serious players and protect customers better. With increasing scrutiny on trusted sourcing and supply chains, how should enterprises evaluate technology partners today? Enterprises should assess other critical parameters beyond price. They must evaluate compliance, origin transparency, cybersecurity posture, service depth, upgrade support, spare availability, integration strength, and long-term accountability – whether the partner stands by the system later. Are system integrators at risk of becoming commoditized under increasing compliance and standardization? Yes – if they compete only on hardware and price. No – if they bring design intelligence, execution reliability, compliance understanding, service commitment and the ability to convert systems into business outcomes. How should the industry balance global innovation vs. national security priorities? We should remain open to innovation – but not at the cost of trust. The right balance lies in selective adoption, transparent sourcing, strong testing, local accountability and alignment with national security priorities. What role can companies like BNB play in strengthening the trusted and compliant ecosystem in India? Companies like BNB can help by choosing compliant technologies, building and maintaining strong implementation standards, educating customers, ensuring documentation rigor, and demonstrating that trusted systems can also be practical, scalable and future-ready. Government initiatives like PLI and Make in India are pushing domestic manufacturing. Are we seeing real traction? Yes, traction is visible, though the journey is still early. We are seeing stronger intent, growing confidence and more discussions around local capability, though scale and product depth still need further improvement. Is India ready to move from being a system integration market to a product innovation hub? Where do you stand? India is ready in terms of intent and talent. The next leap needs patient and sustained investment, field-driven product design, stronger testing ecosystems and closer industry collaboration. We want to participate in that transition actively & our first steps are already initiated. What gaps still exist in terms of R&D, scale and ecosystem maturity?…

An Interface with Suresh Chandra –Member GAC (IT Act), Ex. Sr. Dir/ DDG at STQC (MeitY),Ex. Head of CB of Com. Criteria, CCTV, Biometric, GIGW, EPS, TMS,ab Empanelment-SETL. and also a member of ISO/ UEC committee SC27,BIS LITD17, LITD 31, Chairman LITD 25. As India strengthens its focus on trusted surveillance infrastructure, cybersecurity compliance has become a critical requirement for CCTV manufacturers, system integrators, and procurement agencies. The Essential Requirements (ER) framework and STQC testing play a central role in ensuring that video surveillance products deployed across the country meet stringent security standards.Following the February 2026 clarification regarding the validity of a single ER test report for both CRO and PPP-MII, the industry has seen greater clarity in the certification process. In this interaction, Suresh Chandra, former Sr. Director/ DDG at the STQC Directorate, Meity addresses key questions related to ER compliance, certification timelines, testing capacity,and future plans for expanding the framework to other product categories.Suresh Chandra is a distinguished expert in the field of IT standardization, conformity assessment, cybersecurity, and electronic surveillance technologies, with decades of experience in government certification, testing, and regulatory frameworks. He currently serves as Member, GAC under the Information Technology Act, contributing to policy and compliance matters related toIT security and certification in India.He formerly served as Senior Director/ Deputy Director General at STQC Directorate, Ministry of Electronics & Information Technology (MeitY), Government of India, where he played a key role in developing testing, certification, and quality assurance frameworks for critical technologies.He has also been actively involved in national and international standardization activities and has represented India in several technical committees including – Member, ISO/ IEC JTC 1 SC 27 (IT Security Techniques), Member, BIS LITD-17 (Information Security),Member, BIS LITD-31, and Chairman, BIS LITD-25 Committee.With deep expertise in certification, cybersecurity standards, surveillance systems,and regulatory compliance, Suresh Chandra continues to contribute to strengtheningIndia’s trusted digital and security ecosystem.Here are the excerpts: The February 2026 circular clarifies that a single STQC ER test report will be valid for both CRO and PPP-MII. What prompted this clarification? The technical requirements for PPO and CRO are essentially the same, and the testing and evaluation carried out by STQC are also identical. The only difference is in procurement entities and this is being addressed with the available rules and procurement procedures being followed by different government entities. The February 2026 clarification was issued to remove ambiguity and streamline compliance by aligning certification with the existing procurement rules and procedures. How does this move simplify the compliance process for manufacturers and system integrators? Earlier, manufacturers were required to obtain separate approval under PPO in addition to ER compliance, even though the testing requirements were the same. With the new clarification, a single ER test report leading to CRO registration will be sufficient. This eliminates duplication, reduces cost and effort, and speeds up the overall compliance and procurement process. What is the exact role of STQC under the new unified ER compliance structure? There is no change in the role of STQC as far as testing and evaluation are concerned. The Directorate will continue to carry out testing, evaluation, and certification as per the prescribed Essential Requirements. The recent clarification relates to procurement interpretation and compliance alignment, not to the technical testing process itself. Can you briefly explain the scope of the Essential Requirements (ER) security testing for CCTV systems? The ER framework broadly covers hardware security, software security, firmware integrity, communication interfaces, and supply chain security. The objective is to ensure that CCTV products deployed in the country are secure, reliable, and free from vulnerabilities that could compromise data integrity or national security. What are the key cybersecurity areas covered under the ER framework? The key security areas include Root of Trust implementation, secure firmware update mechanisms, interface security, authentication and access control, cryptographic security, supply chain traceability, and protection against known vulnerabilities. These checks ensure that the product is secure throughout its lifecycle. How does STQC ensure that testing keeps pace with evolving cyber threats? STQC follows national and international standards and continuously updates its testing methodologies in line with emerging cybersecurity risks. Evaluation procedures are revised whenever required to address new threat vectors and technological changes. What is the typical timeline for ER testing and certification? The timeline depends largely on the completeness and correctness of the inputs provided by the manufacturer. In many cases, delays occur due to incomplete documentation, missing technical details, or non-compliant components, leading to multiple iterations. STQC makes every effort to complete the evaluation within the prescribed timelines and often undertakes additional effort without extra cost to the applicant. As India strengthens its focus on trusted surveillance infrastructure, cybersecurity compliance has become a critical requirement for CCTV manufacturers, system integrators, and procurement agencies. The Essential Requirements (ER) framework and STQC testing play a central role in ensuring that video surveillance products deployed across the country meet stringent security standards Are there sufficient STQC-approved labs to handle industry demand? Yes, the available STQC laboratories are adequate for the current demand. In the case of CCTV products, the number of SoC platforms is limited, and their compliance status is now well understood by the labs. This reduces repetition in testing and helps in faster evaluation, thereby improving overall efficiency. How is STQC addressing concerns about testing capacity and project delays? As mentioned earlier, most delays are caused by incomplete submissions from manufacturers. At the STQC level, efforts are being made to avoid duplication of work. For example, if a particular SoC has already been evaluated and found compliant, subsequent evaluations using the same platform can be completed faster, reducing certification time. How prepared is the Indian CCTV industry for full ER compliance? Based on our interaction with industry stakeholders, manufacturers are largely supportive of the Government’s initiative. They recognize the importance of cybersecurity and national security considerations and are cooperating in achieving full compliance. What are the most common gaps observed during testing? Some common issues include the use of obsolete or vulnerable third-party libraries,…

Gaurav TaywadeManaging DirectorVicon Industries India Speaking on regulation, cybersecurity, and building a futureready surveillance ecosystem in India The Indian electronic security and video surveillance industry is undergoing one of its most defining transitions in recent years. What was once a specification-driven, price-sensitive market is now rapidly evolving into a compliance-led, cybersecurity-conscious ecosystem. The integration of STQC-based Essential Requirements (ER) with BIS registration, reinforced by the latest clarification from the Ministry of Electronics and IT, marks a structural shift in how surveillance technology is evaluated, procured, and deployed across the country. In this new regulatory environment, surveillance is no longer merely about cameras and recording devices. It is about firmware accountability, data sovereignty, secure architectures, trusted supply chains, and long-term system integrity. Government procurement norms under PPP-MII, combined with BIS-CRO compliance requirements, are collectively reshaping buyer behaviour and raising the benchmark for manufacturers and system integrators alike. Amidst this transformation, industry leaders are recalibrating their strategies – not just to comply, but to build resilient, intelligent, and future-ready surveillance ecosystems. In this exclusive interaction with SecurityLinkIndia, Gaurav Taywade, Managing Director, Vicon Industries, shares his perspective on market maturity, AI-driven innovation, regulatory alignment, and the evolving balance between global technology and Make-in-India imperatives. Here are the excerpts: How do you assess the current state of the electronic security and video surveillance market in India as we enter 2026? As we enter 2026, the Indian electronic security and video surveillance market is not just growing – it is maturing. The focus has clearly shifted from basic surveillance to intelligent, compliant, and cyber-secure infrastructure. One of the biggest positive disruptions has been the implementation of STQC norms. These regulations have fundamentally changed buyer behavior. Earlier, procurement decisions were often driven by price sensitivity and basic specifications. Today, cybersecurity compliance, firmware control, data sovereignty, and supply chain transparency are becoming non-negotiable requirements – especially in government and critical infrastructure projects. The demand is no longer for just cameras; it is for secure, intelligent surveillance ecosystems. We are seeing strong traction in edge-based analytics, AI-enabled monitoring, perimeter protection, integrated command centers, and Make-in-India compliant solutions. Another important shift is the growing awareness around long-term reliability and total cost of ownership. Enterprises and government bodies now understand that investing in cyber-secure and STQC-compliant platforms reduces risk exposure in the future. Overall, 2026 marks a transition phase where the market is moving from volume-driven growth to value-driven growth – and that is a very healthy sign for the industry. What major shifts did you observe in customer expectations and buying behaviour during 2025? In 2025, customer expectations evolved significantly, particularly around compliance and cybersecurity. STQC certification became a key decision factor, especially in government and enterprise projects. Buyers are now far more conscious about firmware control, data protection, and long-term regulatory alignment, rather than focusing purely on specifications and pricing. At the same time, there has been a strong shift toward AI-driven, edge-based analytics. Customers increasingly expect cameras to deliver actionable intelligence – such as intrusion detection, ANPR, face recognition, and behavior analytics – directly at the edge, reducing dependency on servers and enabling faster decision-making. The demand is clearly moving from passive recording to proactive security. What is Vicon’s long-term vision for the Indian market? Vicon’s long-term vision for the Indian market is centered on building a secure, intelligent, and self-reliant surveillance ecosystem aligned with India’s regulatory and operational priorities. A key pillar of this vision is Make in India. We have already localized development and support for our VMS platform from India, and we are actively progressing toward expanding our manufacturing footprint to strengthen supply chain resilience and compliance readiness. Our objective is not just to sell products in India, but to build solutions for India. Going forward, we see India demanding cyber-secure, STQC-compliant, AI-enabled surveillance systems that integrate seamlessly across platforms. Our strategy is to invest in edge analytics, secure hardware architectures, and scalable infrastructure while maintaining strong local engineering and technical support capabilities. We aim to position Vicon as a long-term technology partner for government, critical infrastructure, and enterprise sectors – delivering intelligent security solutions that are compliant, future-ready, and proudly aligned with India’s evolving security framework. Which verticals – such as smart cities, transportation, critical infrastructure, or enterprise – are driving the most growth for Vicon in India? In India, we are witnessing the strongest growth from the enterprise segment, particularly large manufacturing plants, corporate campuses, logistics hubs, and multi-location organizations. Enterprises today are investing in scalable, cyber-secure, and analytics-driven surveillance systems to enhance operational efficiency, compliance, and risk management. The demand is no longer limited to monitoring – it extends to intelligent analytics, centralized VMS platforms, and long-term reliability. Alongside enterprise, critical government infrastructure is emerging as a significant growth driver. With increasing emphasis on STQC compliance, cybersecurity standards, and indigenous sourcing, government and public sector projects are prioritizing secure and regulation-aligned solutions. This combination of enterprise modernization and compliance-driven government infrastructure is shaping the next phase of growth for Vicon in India. How is Vicon leveraging AI, video analytics, and edge computing in its product portfolio? Vicon has embedded AI across both the software and hardware layers of its portfolio. Our VMS platform is AI-powered, enabling intelligent event management, smart search, and advanced analytics processing at the system level. At the edge, we have developed our own in-house analytics engine, now integrated into our upcoming Roughneck Pro series, delivering 19+ AI-based analytics directly on the camera. This ensures faster response times, reduced server dependency, and real-time actionable intelligence. With our NEXT camera series, AI goes beyond traditional analytics. In NEXT, artificial intelligence is also applied to image enhancement and advanced low-light optimization, significantly reducing dependence on conventional IR illumination. By leveraging AI-driven image processing, we deliver sharper visuals in challenging environments while maintaining operational efficiency. This evolution reflects our broader vision – moving from surveillance recording to intelligent visual interpretation. What role do cloud-based and hybrid surveillance solutions play in Vicon’s roadmap? Cloud and hybrid surveillance are becoming increasingly relevant…

Aditya KhemkaManaging Director, CP PLUS The Indian security and surveillance industry is witnessing a decisive shift – from being largely consumption-driven to becoming design-led, manufacturing-focused, and technology-intensive. In this evolving landscape, the public listing of CP PLUS marks more than a corporate milestone; it signals growing maturity, accountability, and global ambition within India’s electronic security ecosystem. As one of the country’s most influential surveillance brands, CP PLUS has played a defining role in expanding the adoption of video surveillance across critical infrastructure, smart cities, enterprises, and urban policing. The CP PLUS IPO – launched by its parent company Aditya Infotech Ltd – was open for subscription from 29 July 2025 to 31 July 2025, with shares subsequently listed on the stock exchanges on 5 August 2025. Its transition into a publicly listed company places it at the intersection of market discipline, national security priorities, and rapid technological transformation driven by artificial intelligence, analytics, and software-defined security. In this exclusive cover story interaction, Aditya Khemka, Managing Director, CP PLUS, shares his perspective on the post-IPO roadmap – covering indigenous manufacturing, AI-led innovation, cybersecurity, system integrator enablement, and the responsibility that comes with scale. He also reflects on how Indian surveillance manufacturers can build global trust while aligning with regulatory, ethical, and data-sovereignty frameworks. As India positions itself as a credible global hub for security technology, this conversation offers valuable insights into the future direction of the surveillance industry and the leadership mindset required to shape it. SecurityLinkIndia: Adityaji – Heartiest congratulations on CP PLUS’ IPO. How do you personally reflect on this milestone for the company? Aditya Khemka: Thank you! Personally, I see the IPO not as a destination, but as a natural milestone in a long, disciplined journey. CP PLUS was never built for quick wins, it was built to create an ecosystem. Listing the company is a moment of gratitude as much as pride – gratitude towards our teams, our partners across Bharat, and the millions of customers who trusted an Indian brand to secure what matters most to them. For me, the IPO is a validation of our hard work, it reflects how patient, purpose-driven nation-building can also create strong shareholder value. What were the key factors behind the timing of the IPO, and how did market feedback influence your final decision? The timing was driven more by internal readiness than external sentiment. We had reached a stage where our manufacturing scale, governance maturity, R&D depth, and technology roadmap were robust enough to withstand public scrutiny. Market feedback helped fine-tune the structure, but the conviction came from knowing that CP PLUS had already institutionalised processes, compliance, and transparency long before listing. The IPO simply formalised what we had been practising for years. How has investor response aligned with your expectations, and what surprised you the most post-listing? The investor response has been both reassuring and energising. While we expected interest based on CP PLUS’ scale and market leadership, what stood out was the quality of engagement rather than just the volume of demand. Investors were deeply inquisitive about our long-term vision – particularly around indigenous manufacturing, STQC-certified portfolios, AI-led video analytics, and our roadmap towards greater control over hardware and semiconductor design. What genuinely surprised me was how strongly the narrative of nation-building resonated with the investment community. Many conversations went beyond near-term financial metrics to discuss trust, data sovereignty, cybersecurity, and India’s strategic need for domestic security technology champions. There was a clear appreciation that CP PLUS is not merely riding industry growth, but actively shaping it. Post-listing, the feedback has also reinforced the importance of transparency and consistency. Being publicly listed brings heightened expectations and rightly so, but it also creates a powerful alignment between our internal values and external accountability. The market’s response has reaffirmed our belief that disciplined execution, ethical governance, and long-term thinking can coexist with strong commercial performance. The investor response has been both reassuring and energising. While we expected interest based on CP PLUS’ scale and market leadership, what stood out was the quality of engagement rather than just the volume of demand. Investors were deeply inquisitive about our long-term vision – particularly around indigenous manufacturing, STQC-certified portfolios, AI-led video analytics, and our roadmap towards greater control over hardware and semiconductor design From a security industry standpoint, what does CP PLUS’ IPO signify for the Indian surveillance and electronic security sector? It signals a structural shift. For decades, surveillance in India was seen largely as an imported necessity. CP PLUS’ IPO demonstrates that indigenous design, manufacturing, and software-led innovation can anchor a globally competitive security brand. It gives confidence to policymakers, system integrators, startups, and OEMs that India can lead – not just consume – critical security technologies. How will the IPO proceeds be allocated across manufacturing, R&D, technology upgrades, and market expansion? The allocation is strategically balanced. A significant portion is being channelled into expanding and upgrading manufacturing – deepening backward integration, automation, and quality control. R&D and core technologies like AI video analytics, SoC optimisation, cybersecurity, and cloud-edge architectures are another major focus. We are also strengthening global market access, certifications, and service infrastructure to support sustained international growth. As a listed entity, how is CP PLUS strengthening corporate governance and compliance frameworks? Governance has always been foundational for us, but post-listing, we have elevated it further. Independent oversight, stronger audit and risk frameworks, enhanced disclosures, and digital compliance systems are now deeply embedded. More importantly, governance at CP PLUS is not just a boardroom exercise, it flows into procurement ethics, data handling, partner conduct, and product responsibility. How does the IPO accelerate CP PLUS’ commitment to Make in India and indigenous manufacturing? The IPO acts as a force multiplier for everything we have been building under the Make in India vision for over a decade. CP PLUS has always believed that true self-reliance goes far beyond assembly – it requires ownership of design, firmware, testing, and manufacturing processes at scale. Becoming a listed entity gives us not…

Insights from Brig Mayank AwasthiMD (North & East) – Peregrine Guarding Brig Mayank Awasthi is a highly experienced professional with a distinguished career spanning over 34 years in the Indian Army. He served in the Armoured Corp and gained extensive experience working across various terrains throughout the country. During his illustrious tenure in the army, he had the opportunity to serve in crucial missions, including the IPKF in Sri Lanka and the UN mission in Congo. In October 2022, Brig Awasthi transitioned to the corporate sector and joined Tenon Group as the Associate Director of Operations for Delhi NCR and the Upper North region. His leadership acumen and dedication soon led to his promotion to the role of Managing Director for the North & east region. Throughout his career, Brig Awasthi has exhibited a remarkable ability to manage large teams and oversee operations while consistently focusing on achieving key objectives. He possesses a unique talent for motivating teams to perform at their best by fostering active professional engagement through training, coaching, and constructive feedback. Brig Awasthi’s proficiency in leveraging technology and implementing advanced systems, honed during his time in the military, makes him well-equipped to achieve results efficiently. Moreover, he possesses subject matter expertise in diverse areas, including security, infrastructure building, budgeting, disaster management, logistics, defence consulting, surveillance systems, and procurement. As the Managing Director for the North and East region, Brig Awasthi assumes responsibility for overseeing operations, driving revenue growth, and ensuring efficient collection processes for the entire territory, including the north-east region. It is a privilege for team SecurityLinkIndia to have an email interaction with Brig Awasthi, and understand his insights on the Securing the Future of Private Security Industry with the blend of technology. Here are the excerpts: SecurityLinkIndia (SLI): How do you foresee India’s private security industry evolving over the next five years, particularly with technology becoming increasingly integral to operations? Brig Mayank Awasthi (BMA): Over the next five years, India’s private security industry will move decisively toward a tech-enabled, data-driven, and outcome- oriented model. Traditional guarding will continue Transforming Private Security Through Technology Guarding the Future: to be important, but technology – AI-driven monitoring, predictive analytics, IoT-enabled devices, incident-reporting apps, and integrated command centres – will fundamentally transform how risk is detected and managed. Clients are increasingly seeking real-time insights, not just manpower deployment. As a result, the industry will shift from reactive security to a predictive and preventive framework, supported by trained personnel who can manage both physical and digital threats. The role of frontline guards will expand, supported by modern tools that enhance efficiency and response time. In summary, India’s private security industry is on track for robust expansion, propelled by the convergence of technology, changing risk landscapes, and evolving client expectations, with AI, advanced surveillance, and cybersecurity at the heart of the sector’s transformation over the next five years. SLI: In what ways is Peregrine Guarding leveraging advanced technologies to improve efficiency, transparency, and overall on-ground performance? BMA: Peregrine Guarding has been steadily integrating modern technology across its operations to enhance performance and client confidence. From real-time reporting and digital incident management to GPS-enabled patrolling and AI-supported surveillance, every layer of our service delivery now includes a technology backbone. These tools provide better visibility into daily operations, ensure adherence to SOPs, and allow faster response to security events. Our training, supervision, and field operations are all aligned with these digital upgrades, ensuring that technology and manpower work together seamlessly to elevate the overall service quality. SLI: Security personnel form the backbone of the sector. How does Peregrine Guarding ensure continuous skill development, motivation, and career progression for its workforce? BMA: At Peregrine, we believe that our guards are our biggest strength, and we invest heavily in their continuous development. The company follows a structured approach to training that includes technical skills, soft skills, emergency readiness, and service behaviour, ensuring that every individual is equipped to handle the complexities of modern-day security roles. We also focus on career progression by offering clear growth pathways, regular assessments, and opportunities to move into supervisory and specialised positions. Alongside this, our welfare programs and recognition systems help maintain high motivation, strong morale, and long-term engagement across our workforce. SLI: With nearly three decades of trust and leadership, what core strategic pillars have enabled Peregrine Guarding to maintain its industry-leading position? BMA: Peregrine Guarding’s long-standing leadership stems from a consistent focus on operational discipline, people-first practices, customer-centricity, and technology integration. Over the years, we have built strong systems, high training standards, and a culture of continuous improvement that ensures uncompromised service quality. Our ability to evolve with industry needs, adopt modern tools early, and understand client expectations deeply has allowed us to stay relevant, reliable, and ahead of the curve for almost thirty years. SLI: What does the next phase of growth look like for Peregrine Guarding – both within India and in international markets? BMA: The next phase of our growth will be driven by advanced, tech-led security models and deeper penetration into high-growth sectors such as data centres, logistics, critical infrastructure, and large enterprise environments. In India, we are expanding our reach in both metro and emerging markets to support the rising demand for organised and technology-backed security solutions. Internationally, our focus is on strengthening our presence in geographies where there is a clear shift toward professionalised security services. Across all regions, we aim to deliver consistent, scalable, and future-ready solutions that reflect global standards. SLI: What policy changes or industry reforms, in your view, could further strengthen and professionalize the private security industry in India? BMA: Strengthening the private security industry will require greater standardisation and regulatory alignment across states. Uniform implementation of PSARA, wider adoption of certified training programs, and incentives for digital transformation can significantly improve the quality of services delivered. At a broader level, closer collaboration between law enforcement agencies and private security firms will help create a more cohesive security environment. With these reforms, the industry can become more…

Siddharth SarafCo-Founder of NOVA Exhibitions & Conferences Siddharth, co-founder of NOVA, has over 13 years of experience in the construction industry. He’s known for his strong business sense and his drive to succeed. After earning an MBA in Finance, Siddharth joined his family’s well-established construction business, where he gained a deep understanding of the industry. His background in Delhi and Mumbai has influenced his approach to business, helping him start Nova Exhibitions and Conferences. Siddharth is passionate about sustainable design and promoting local innovation. He’s a supporter of the ‘Vocal for Local’ initiative and has worked to encourage responsible construction practices. Outside of work, Siddharth enjoys fitness, art, fine food, and luxury experiences. On LinkedIn, he has over 6,000 followers and maintains close connections with more than 8,000 professionals in the construction field. Nova Exhibitions and Conferences is a company that brings people together from across the construction industry. Since its start in 2018, Nova has been organizing events like exhibitions, trade shows, and conferences to help professionals connect, learn, and grow. They focus on creating spaces where people from various fields such as architecture, fire safety and security, and building materials, can gather to share ideas and learn about new developments in the industry. Other than iDAC Expo, the key event organized by Nova is FSIE, the Fire & Security India Expo, held in partnership with the Fire & Security Association of India (FSAI). FSIE is one of India’s major events for fire safety and security industry. It brings together experts, architects, engineers, and safety professionals to discuss and share information on fire protection and security solutions. FSIE provides a platform for networking, learning, and discussing industry trends that affect safety in buildings and infrastructure. This year, Nova is to hold FSIE during 11-13 September 2025 at Yashobhoomi, Dwarka, New Delhi. SecurityLinkIndia spoke to Siddharth on the preparation, foresight and anticipated success of FSIE 2025. Here are the excerpts: Can you share your individual journey before co-founding NOVA Exhibitions & Conferences? For me, I was always drawn to problem-solving and systems thinking. My background is in business development and brand building across various sectors. But I always felt a pull towards creating platforms, spaces where people and industries could connect more efficiently. Can you kindly give a brief of the entity called NOVA. Nova isn’t just an organizer of trade shows, exhibitions, conferences, and business events across the global construction industry; it’s an ecosystem of ideas, industries, and innovations. Since 2018, we’ve built platforms that spark innovation, encourage dialogue, and push industries forward, especially in construction, design, fire safety, and security. Our vision is deeply rooted in building sustainable and transformative connections through high-impact gatherings. Take iDAC, for example it’s more than an expo; it’s a celebration of the entire built environment. From architects and interior designers to developers and brands, iDAC brings together every stakeholder in a format that’s bold, immersive, and deeply collaborative. We’ve also recently launched the Dubai Intelligence Series, which has been incredibly exciting. It’s a focused, invitation-only format that brings global thinkers and regional innovators into the same room for real conversations around future cities, sustainable design, and nextgen construction. It’s smaller in scale but huge in intent, exactly the kind of meaningful dialogue the industry needs right now. At its core, Nova is about building bridges – between people, between sectors, and across borders. What inspired you to start Nova, and how did you come together with your co-founder? We saw a gap. Trade shows, exhibitions, and conferences were happening, but they weren’t changing much. I believed they could do more, connect deeper, solve real problems, and leave a mark. I had the drive to build something meaningful, and when I met Dhaval, it was clear we shared the same ambition. We weren’t interested in doing things the usual way; we wanted to create platforms that push boundaries and genuinely serve the industries we touch. What is the core mission behind NOVA Exhibitions & Conferences? To build platforms that matter. Whether it’s iDAC – the Architecture and Design Summit or FSIE – the Fire and Security Expo, I want every Nova event to stand for purpose, not just presence. Our mission is about sparking conversations that lead to action. We aim to be the bridge between industries, ideas, and innovation. What’s the most difficult decision you’ve had to make as a founder? The pandemic forced us to rethink everything. Do we wait it out? Do we pivot? We chose to adapt – and that meant tough calls, from budgets to formats. We had to cancel some events, delay others, and restructure teams. But in hindsight, those decisions revealed the grit of our team and helped us build a more resilient company. What other verticals for NOVA is organising Exhibition and Conference other than Security industry? A lot! We proudly organize the iDAC Expo, one of the country’s largest platforms for architecture, design, interiors, construction, and technology, bringing together the entire Architecture, Engineering, Construction and Design ecosystem under one roof. Alongside, the iDAC Intelligence Series Conferences travel across 10+ cities to build localised knowledge-sharing hubs. We also host the Infinity Awards, a national-level recognition platform that celebrates excellence in design and innovation. While FSIE is our flagship for the fire and security ecosystem, each of these verticals is rooted in our mission to foster collaboration, elevate standards, and build stronger communities across industries. Nova Exhibitions and Conferences is a company that brings people together from across the construction industry. Since its start in 2018, Nova has been organizing events like exhibitions, trade shows, and conferences to help professionals connect, learn, and grow. They focus on creating spaces where people from various fields such as architecture, fire safety and security, and building materials, can gather to share ideas and learn about new developments in the industry What were some of the biggest challenges you faced during the early days of Nova? Getting people to believe in a new name, we had to prove that…

Interface withMaj. Manjit RajainFounder & Global Chairman ofTenon Group of Companies Maj. Manjit Rajain, the Founder and Global Chairman of Tenon Group of Companies, is a pioneering leader in the fields of Integrated Security, Facility Management, and Aviation Training. Over the past three decades, he has built Tenon Group into a global powerhouse operating across India, the UK, Singapore, and Germany. Today, the Group serves 3100+ customers, employs over 95,000 professionals, operates through 78+ offices, and records an annual turnover of ₹3000+ crores. Its three global brands – Peregrine Guarding, Tenon FM, and Soteria – have earned a reputation for excellence, innovation, and trust worldwide. Starting in 1995 with the incorporation of Peregrine Guarding, Maj. Rajain’s relentless pursuit of growth and operational excellence led Tenon Group to expand into international markets, diversify its services, and establish itself as a leader in the industry. His strategic acumen was notably demonstrated with the acquisition of Singapore-based Frontline Security, later rebranded as Peregrine Security Pte, achieving record profitability and strengthening the Group’s foothold in Southeast Asia. In recognition of his leadership and contributions to the industry, Maj. Rajain has been honoured with several prestigious awards: During the COVID-19 pandemic, his exceptional leadership was acknowledged by CAPSI with the title of ‘Commander of the Frontline Warriors’ and the Badge of Honour, celebrating his unwavering commitment to national service and humanitarian leadership. Expanding his entrepreneurial vision beyond security and facilities management, Maj. Rajain founded Redbird Aviation (Redbird Flight Training Academy) – India’s first aviation academy recognized and approved by the National Skill Development Corporation (NSDC). Redbird is transforming pilot training and aviation education in India, offering world-class training facilities and fostering a new generation of aviation professionals. His foray into aviation reflects his broader commitment to national capacity building and skills development. In addition to his corporate leadership, Maj. Rajain serves as the Chairman of the Homeland Security Forum under the Indo-American Chamber of Commerce (IACC), contributing to critical dialogues around national security and policy. A Paul Harris Fellow and a three-time Assistant Governor at Rotary International, he has been instrumental in leading initiatives such as the Polio Eradication Program and Literacy Mission in India. As a philanthropist, he drives Tenon Group’s CSR initiatives, including the adoption of a government school for underprivileged children, transforming it into a model institution aimed at providing high-quality education and opportunities for growth. Today, 500+ underprivileged girls and boys receive quality education in a productive environment and improved infrastructure. Maj. Rajain is also an active member of several global industry forums: In 2016, he was nominated as a Global Advisor to the Yale School of Management, recognizing his thought leadership and global business perspective. From building global businesses to strengthening communities and industries, Maj. Manjit Rajain’s journey is a story of visionary leadership, transformative impact, and an enduring commitment to excellence. Recently SecurityLinkIndia has had the opportunity to have a one-to-one interaction with Maj Manjit Rajain; here are the excerpts: From the armed forces to the corporate boardroom – how did your journey from the Indian Army to founding the Tenon Group unfold? My journey from the Indian Army to founding Tenon Group was one of the transformations. The Army instilled in me values of discipline, leadership, and resilience, which became the foundation of everything I did afterward. When I left the Army, I felt a strong desire to serve my country in a different way – by ensuring the safety and security of businesses, people and communities. Founding Tenon wasn’t easy. It was a leap into the unknown, with a lot of hard work, sleepless nights, and learning on the go. But the drive to create something that could make a real difference kept me going. From the beginning, my focus was clear – to build a company that was dependable, innovative, and people-centric. Today, seeing Tenon Group as a global leader, I feel a sense of pride in how far we’ve come. What core values from your military background have most influenced your leadership style in business? My military background has shaped my leadership style in many ways. The core values that I carry forward into my business are discipline, integrity, and a focus on teamwork. In the Army, every decision was based on the bigger picture, and I’ve applied that same strategic thinking in business – always keeping the longterm vision in mind. Integrity is non-negotiable, and that’s been the foundation of building trust, both internally with my team and externally with clients. Teamwork is another key value. Just like in the Army, a mission can’t be accomplished alone; success relies on the collective effort of a team. These values have become the pillars of Tenon Group and guide how we operate every day. Tenon Group has achieved several key milestones in its 30-year journey. What were some of the most defining moments that shaped its evolution into a global integrated services provider?” Tenon Group has achieved significant milestones throughout its 30-year journey. Here are some of the key highlights: 1995: Peregrine Guarding Founded: This marks the very beginning. I, with my military background, recognized a gap in the market for professional security services. Peregrine Guarding was my answer, focusing initially on manned guarding. This was a crucial first step, laying the foundation for Tenon’s future diversification. 2008: Tenon FM Incorporated: This was a strategic move to broaden the company’s offerings beyond security. Facility management (FM) is a natural complement, often involving similar client relationships & operational needs. Incorporating Tenon FM allowed the company to provide integrated solutions, a key differentiator. 2008: London Alternative Investment Market Listing: Going public on the AIM was a significant step in Tenon’s growth. It provided access to capital, increased visibility & added credibility. This fuelled further expansion & acquisitions. 2009: Acquisition of Roto Power Projects: This acquisition demonstrated Tenon’s intent to diversify beyond its core services. Roto Power Projects, specializing in mechanical & engineering services, brought new expertise & broadened Tenon’s capabilities in the facility management space. 2015: Acquisitions…

Who does not know Kunwar Vikram Singh – the Chairman of the Central Association of Private Security Industry (CAPSI)? Does he need any introduction? He is globally renowned – and a glaring figure in India’s private security industry. He is a true visionary leader, a writer and a Fauji at Heart. His recently authored book called ‘The Protectors’ is so insightful and has been a huge success. The book delves into the lives and challenges of security professionals, and offers an in-depth look at their dedication and role in society. As the Chairman of CAPSI, Kunwar Saheb leads an organization that represents India’s private security sector, which employs millions of people across the country. Central Association of Private Security Industry (CAPSI) is an apex body of the private security industry representing the wider interests of 10 million guardsmen & women and 35 thousand private security agencies operating pan India. This preeminent organization for security professionals made its unpretentious beginning in 2005 and has emerged as an ‘elite association’ of nationally and internationally renowned security professionals managing world’s largest workforce. CAPSI’s governing processes are being guided by an eminent Board of Governors having former army generals, veteran police and para-military officers, high ranking intelligence professionals also from Central Bureau of Investigation, and premier governmental intelligence agencies and renowned risk managers. The executive leadership of CAPSI is provided by security entrepreneurs who have achieved excellence in the business of security management in India and abroad. The unique bouquet of experience and entrepreneurship has taken CAPSI to its new height within a period of 20 years, especially after the enactment of the Private Security Agencies Regulation Act 2005. With decades of experience, Mr. Singh has been instrumental in shaping India’s private security sector including the regulatory framework and professional standards of the sector. SecurityLinkIndia is honoured and privileged to recently have an opportunity to speak to him, here are some excerpts: Can you share in brief your journey as a private security professional and chairman of CAPSI? My journey as a private security professional and Chairman of CAPSI has been quite fascinating. After leaving the Army, I started a company called Lancer Security and Investigation in 1980. Around that time, the government decided to host the 9 Asian Games in Delhi They hired me to plan the security for the event. During that period, I realized the importance of having robust private security to manage such large-scale events. This led me to form a company that provided security services for the 9 Asian Games, marking the beginning of my career as a private security entrepreneur. Subsequently, between 1990 and 1996, there was significant growth in private security agencies. During this time, I felt the need to bring together security entrepreneurs to ad dress common challenges. Most of these entrepreneurs were ex-Army officers like me. As a result, we formed the Association of Security Organizations of India, where I became the president. We began addressing issues such as wages, Provident Fund (PF), and other labour-related concerns Later, the government decided to regulate the private security sector and introduced the Private Security Agency Regulation Act in Parliament. Recognizing the importance of preparing for future challenges in compliance and legislation, we saw the need for a Pan-India association to unite the industry, which was largely unorganized at the time. This led to the formation of the Central Association of Private Security Industry. I was initially elected as the convener of CAPSI (Central Association of Private Security Agencies) Eventually, I was appointed as the chairman of the association How has the private security industry transformed in India over the last two decades? The transformation of the private security industry in India has been gradual yet remarkable. Initially, the concept of private security was limited to hiring a chowkidar often a Nepalese individual or some ex-army personnel to guard properties However, over time, internal security emerged as a significant concern. The government faced increasing challenges in providing adequate security to industrial establishments, residential colonies, and smaller entities. This gap in internal security created a pressing need for organized private security systems. The rapid development of infrastructure across the country airports, ports, residential colonies, factories in remote areas, and other critical zones further fuelled the demand for private security services. Can you throw light on the industry’s economic impact and its contribution to employment? The private security industry in India plays a pivotal role in driving economic growth and employment, emerging as one of the largest and fastest-growing sectors in the country. With the rising demand for safety due to urbanization, industrial expansion, and increasing awareness of security, the industry generates significant revenue and contributes substantially to the nation’s GDP By safeguarding businesses, infrastructure, and public spaces, the sector enables other industries such as banking, retail, and manufacturing to operate efficiently, fostering economic stability Moreover, the industry’s adoption of advanced technologies like Al-powered surveillance and biometric systems has spurred innovation and created new opportunities for technological advancement in Indi. In terms of employment, the private security sector is a key contributor, providing jobs to millions across urban and rural areas. It offers accessible entry-level opportunities, reducing unemployment while serving as a crucial source of livelihood for individuals with minimal education or training. Additionally, many security companies invest in skill development, offering training in areas such as emergency response, technology usage, and conflict resolution, which enhances workforce quality. The increasing participation of women in the industry further promotes inclusivity and gender diversity in employment. How has CAPSI contributed to the development and regulation of the private security industry? The Central Association of Private Security Industry T (CAPSI) has played a pivotal role in the development and regulation of the private security industry in India. Governed by the PSAR Act, the industry benefited greatly from CAPSI’s efforts to drive self-regulation and improvement. The initiative began during the tenure of Home Minister, Shivraj Patil, who emphasized the need for the industry to enhance its services through self-discipline. He stressed to deliver…