Four terror suspects caught in Hyderabad
- The insider threat
On the eve of Independence Day, four terror suspects alleged to have links with the banned terrorist organization HuJI and two local agents, accused of sheltering them, were arrested by the Hyderabad police on Friday. The prime accused Nasir is a close aide of senior HuJI leader Abdul Jabbar. The foreign nationals also procured Indian passports and Voter ID cards and Aadhar cards with fake documents.
Police also seized Indian passports, one Bangladesh passport, used by the accused to travel abroad. Police seized Voter ID cards and Aadhar cards from their possession.
The terror suspects were identified as Mohammed Nasir, Joynal Abedin Faizal Mohamoud, and Zia Ur Rehman. While the local agents were identified as Mohammed Masood Ali Khan and Sohail Parvez Khan
How did they manage to get fake passports? Voter ID cards, without the support of several agencies of the city?
It serves as a grim reminder that Hyderabad continues to be the back office of terrorist activities in the country. With their latest breakthroughs, the security agencies and police may have scrapped the surface only and the city could be hiding something more dangerous.
The pahadi sharif rape, the inspector’s role is doubted. The dilshuknagar blast, the brutal killings of innocent at Mecca masjid and many more incidents of death, killing, loss, cyber frauds can never happen without the “role”, “support” of an employee of the organization.
In recent times Subedar Patan kumar Poddar is an example to an “insiders” job to leak sensitive information about the military activities and share data.
Insider threat” has become a bit of a buzzword in various circles. The general notion is that people in positions of trust within an organization—and more importantly, on its network—have the ability to cause considerable damage should they one day “go rogue. Misuse of information may be due to malicious intent, an accident, or compromise by outsiders.
In a survey conducted by Leicester University in 2014, 70% of the 2,000 people questioned admitted they would commit fraud if they knew they would get away with it.
At the societal level, corruption can damage citizens’ trust in authorities. Moreover, corruption undermines or damages criminal investigations, leads to failed seizures or enables wrongful payments by public sector agencies. In some instances, these payments OR wrongful action can add up to figures in the millions or cause death.
Many interviewed public officials and offenders pointed out that by the time the relationship between an offender in the fields of organized or economic crime and an insider becomes inappropriate, the two have known each other for a long time. If they have not met through work, they are childhood friends, family or relatives. For the insider to disregard his or her exercise of public authority, by assisting or actively committing crime, a fairly close friendship with or even loyalty to the offender is required. Interviews and case files suggest that there has to be a triggering event or an increased vulnerability in the insider’s life which allows for the offender to raise the question of “cooperation”. It is difficult to pinpoint this event, but insiders describe it as losing their footing or their moral compass. The insiders in particular have a lot to lose by “cooperating” in this way, not least their position, income, reputation and references.
Perhaps the largest challenge for the authorities is that of detecting and interrupting inappropriate relationships before the insider has engaged in serious irregularities. In this way, the damage can be Minimized. Particularly in cases where the offender is a member of organized crime, intimidation is often involved, which makes it more difficult for the insider to back out of the relationship for fear of extortion and violence. In such cases, the insider is entangled in the exchange with the offender to a greater extent
But why does an insider do this? Any person being a part of crime knows invariably that one day he will be nailed and punished for the crime then why resort to corruption and risk to an indivual/organization/city/state?
Squeeze your employees, and you’ll pay the price. Seems obvious—but Ernst & Young has actual evidence. Before giving a final report they conducted a survey on 3,000 company board members, managers and their teams in 36 countries across the world, and found that employees feeling the double pinch of increased demands and fewer financial perks are alarmingly likely to respond by doing anything from fudging the numbers to bribing officials and clients.
For instance, employees feeling a financial pinch may either bend the rules themselves or turn a blind eye when others do so. E&Y notes that “an alarming number appears to be comfortable with or aware of unethical conduct.”
Concealment delivers the capacity for criminals to cover their tracks. It also offers the prospect of being able to replicate a crime, almost endlessly. But how can this corruption by an insider are curbed?
A senior retired police officer from Telangana, says, “Whistle-blowing mechanisms enable and encourage staff to speak out against corruption, and are a public demonstration of the will to fight it, alongside beneficiary complaints mechanisms.
Says Mr.Veerabhadra a senior professor and author to books on corruption, “A confidential and independent mechanism (whether internal or external) helps create an environment intolerant of corruption, in which staff feel safe to blow the whistle without fear of reprisal. Rather than being considered disloyal to colleagues, whistle-blowers should be regarded as being loyal to your organization and its values. As well as empowering staff, whistle-blowing mechanisms increase accountability and allow valuable programme learning about corruption risks. Make it a staff duty to blow the whistle against corruption, oblige staff to report suspected violations of your code of conduct, and give them the right to do so in confidence and safety. Be clear that your organization also has a duty – to investigate impartially and protect from reprisals staff who report in good faith. Stay aware of the whistle-blower’s morale, confidentiality is essential and ostracism by colleagues can be almost as damaging as physical threats.
Ensure that investigations revealing corruption result in action as most of the cases lie in files, courts gathering dust or the individual has flown to some other country (again with the help of another insider)(Lalit Modi case)or he is a powerful MLA or MP by the time he is punished by the court of law.”