Airline Customer Service Executive

AASSC
Aerospace & Aviation

Sector Skill Council
Participant Handbook
Sector
Aerospace and Aviation
Sub-Sector
Airline
Occupation
Customer Service
Reference ID: AAS/Q0301, Version 1.0
NSQF Level 4
Airline Customer Service

Executive
Published by
MAHENDRA PUBLICATION PVT. LTD.
No. 103, Pragatideep Building
Plot No. 08, Laxmi Nagar
New Delhi - 110 092
Email:
Website:
All Rights Reserved © 2017

First Edition, October 2017
ISBN:
Printed in India at
XYZ COMPANY
New Delhi-110016
Copyright © 2017
Aerospace & Aviation Sector Skill Counci
Contact Details:
Address: Hindustan Aeronautics Limited, Suranjan Das Road, Bengaluru - 560017. Karnataka.
Email: Contact@aasc.com
Phone: 080-22323357
Disclaimer
The information contained herein has been obtained from sources reliable to Aerospace & Aviation
Sector Skill Council. Aerospace & Aviation Sector Skill Council disclaims all warranties to the accuracy,
completeness or adequacy of such information. Aerospace & Aviation Sector Skill Council shall have
no liability for errors, omissions, or inadequacies, in the information contained herein, or for
interpretations thereof. Every effort has been made to trace the owners of the copyright material
included in the book. The publishers would be thankful for any omissions in the book being brought to
their notice; which will be acknowledged as applicable in future editions of the same. No entity in
Aerospace & Aviation Sector Skill Council shall be responsible for any loss whatsoever, sustained by
any person who relies on this material. The material in this publication is copyrighted. No parts of this
publication may be reproduced, stored or distributed in any form or by any means either on paper or
electronic media, unless authorized by the Aerospace & Aviation Sector Skill Council.
Airline Customer Service Executive
Skilling is building a better India.

If we have to move India towards
development then Skill Development
should be our mission.
Shri Narendra Modi

Prime Minister of India
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Acknowledgements
We would like to express our heartfelt gratitude to everyone, who in their own capacities or on behalf of
their esteemed organisations, have contributed in various ways towards the development of this
“Participant Handbook” for Aerospace and Aviation Skill Sector Council (AASSC). This will go a long way in
our endeavour to support the “SKILL INDIA” initiative.
The contents of this book are aligned to the Qualifications Pack - National Occupational Standards (NOS).
This Participant Handbook is dedicated to the aspiring youth who are passionate to be a part of the
'Aerospace and Aviation' sector.
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About this Book

This programme is designed for training applicants for the job of an “Airline Customer Service
Executive”, in the “Aerospace & Aviation” Sector/Industry and aims at building capacities amongst the
students.
To address the future sector demand, this Participant Handbook is designed to enable training for the
specific Qualifications Pack (QP). Each National Occupational Standard (NOS) is covered across
Unit(s).
Key Learning Objectives for the specific NOS mark the beginning of the Unit(s) for that NOS.
The symbols used in this book are described below.
Symbols Used
!
Steps Time Tips Notes Objectives Learning Outcomes
Exercise Activity
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Table of Contents
S.No. Modules and Units Page No.
1. Introduction 1
Unit 1.1 – About the Programme 3
Unit 1.2 – About the Airline Customer Service 5
Unit 1.3 – About the QP-NOS 10
2. Follow Safety and Security Procedures (AAS/N0502) 21

Unit 2.1 – Safety Policy and Safety Management System 23
Unit 2.2 – Hazards and Reporting 41
Unit 2.3 – Workplace Health and Safety 49
3. Passenger Check-In (AAS/N0301) 67

Unit 3.1 – Greet Passenger at Check-In Counter 69
Unit 3.2 – Validate Documents and Seat Allocation 70
Unit 3.3 – Baggage Check-In Process 75
Unit 3.4 – Handover the Boarding Pass 81
4. Passenger Boarding (AAS/N0303) 85

Unit 4.1 – Passenger Boarding Information 87
Unit 4.2 – Passenger Boarding Announcement 91
Unit 4.3 – Boarding Passes and Ticket Verification 93
Unit 4.4 – Assist Passenger in Special Needs 101
5. Manage Lounge Services (AAS/N0302) 111

Unit 5.1 – Receive Passenger at Lounge Service Desk 113
Unit 5.2 – Passenger Verification and Record Detail 114
Unit 5.3 – Help Passenger for Boarding Gate and Necessary Things 115
Unit 5.4 – Resolving Customer Queries 117
Unit 5.5 – Personal Grooming 118
6. Manage Passenger Complaints at Airport (AAS/N0304) 121

Unit 6.1 - Examine Passenger’s Ticket and Baggage 123
Unit 6.2 - Identify the Complaints and Provide the Solution 126
Unit 6.3 - Escalate the Issue and Update the Passenger on the Status 128
Unit 6.4 - Appropriate Documents for the Issue 134
7. Take Action to Deal with Incidents, Accidents and Emergencies in the

Aviation Security Environment (AAS/N0501) 137
Unit 7.1 – Specific Hazards 139
Unit 7.2 – Evacuation Guidelines 152
8. Work Effectively in A Team (AAS/N0503) 159

Unit 8.1 – Support the work team 161
Unit 8.2 – Maintain Personal Presentation 167
Unit 8.3 – Develop effective work habits 171
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Table of Contents
S.No. Modules and Units Page No.
9. Employability & Entrepreneurship 183

Unit 9.1 - Personal Strength & Value Systems 187
Unit 9.2 - Digital Literacy: A Recap 206
Unit 9.3 - Money Matters 212
Unit 9.4 - Preparing for Employment & Self Employment 223
Unit 9.5 - Understanding Entrepreneurship 232
Unit 9.6 - Preparing to be an Entrepreneur 254
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1. Introduction
AASSC Unit 1.1 - About the Programme

Aerospace & Aviation Unit 1.2 - About the Job Role-Airline Customer Service
Sector Skill Council Unit 1.3 - About the QP-NOS
Key Learning Outcomes
At the end of this programm, you will be able to;
1. Understand safety and security procedures.

2. Understand passenger check-in process.
3. Understand passenger boarding process and announcement.
4. Manage lounge services.
5. Manage passenger complaints at an airport.
6. Take actions to deal with incidents, accidents and emergencies.
7. Working as a team.
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Unit 1.1: About the Programme
Unit Objectives
At the end of this unit, you will be able to;
1. Understand about training programme.

2. Know one and all.
3. List expectations from the training.
1.1.1 Overview of the book

The training curriculum will help you;
1. Handle the organisational and customer service functions sensibly.
2. Meet the needs and safety necessities of passengers and airport employees.
3. Help passengers before and after the flight.
4. Identify and use basic tools, equipment & materials; Understanding of carrying out tool box,
machinery equipment for its operation.
5. Acquire basic communication skills and good inter-personal skills.
6. Ability to stand for long periods of time with the caution and walking ability to avoid accidents,
kneeling and reaching the head.
7. Maintains a safe and secure working environment, while providing continuous operation to the
highest standards.
8. Ensure that the services provided to the passengers with special needs are in accordance with the
airline / BAS guidelines (wheelchair, sole minor etc.); Inform concerned sections within
passenger services (passenger coordination etc.)
9. Use internal systems (DCS) to check-in passenger and check for any special requirements of
passenger (meal preferences, frequent flier miles updating, seat preferences, Wheel Chair,
special arrangements for live animals etc.
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1.1.2 Knowing Each Other
1. List out two names whom you have met and understood closely.
2. List out two names who is from the same place/district/state.
2. List out two names among the participants whose hobbies is same as you.
1.1.3 Expectation Mapping

My expectations from the training programme are:
4
UNIT 1.2: About the Job Role-Airlines Customer Service
Unit Objectives
1. Know about customer service.

2. Develop a customer friendly approach.
3. Understand the basic rules and regulation.
1.2.1 Brief Introduc on of Customer Service
Fig. 1.2.1 (a) Customer Service
The airline customer service executive is a customer service representative or agent, who helps
people to use transport services. For airlines, they work mostly on the grounds in the airports,
although you can work them on cruise or train-lines, to handle a lot of duties. These duties include
checking in passengers, dealing with luggage management, making announcements, and
supporting boarding and safety.
Deliver the high level of customer service at all times and ensure that all customer service
requirements meet the AVHH and airline client service standards and culture. Build strong working
interactions with key company shareholders. Promoting and maintaining a positive organizational
image and good community relations. Report to your supervisor or manager on time on any issues or
actions likely to guidance AVGH operations or relations with airline customers.
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1.2.1 Brief Introduction of Customer Service
The airline customer service is responsible for executive, administrative and customer service
functions Customer service officers are responsible for meeting the requirements and security
requirements of the passengers and the airport staff. Customer service officers provide assistance to
pilots and engineers, among other airport staff.
1.2.2 Develop a Customer Friendly Approach
Fig. 1.2.2 (a) Customer Friendly Approch
By "customer friendly", we mean that the customer is an essential part of his job. "Customer is always
right” from this customer friendly environment.
Two critical qualities of the “Customer Friendly Approach”:
• Communications
• Relationships
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1.2.3 Professional Qualities in Customer Service
Fig. 1.2.3 (a) Six Pillars of Customer Service

Those who work continuously with professional clients (out of and out of the airport), they try to
apply some qualities so that they can assist in responding to customer's needs. Inspite of emphasis
on the professional qualities of customer service, what would the customer always want to do
what the customer wants to do.
• Friendliness – dealing with the most basic quality etiquette and politeness related to the
customer service executive.
· Understanding – the customer wants to know that the service provider appreciates their needs
and situations.
• Fairness – the customer needs to realize that they get adequate attention and appropriate
answers.
• Control – The customer wants to feel his desires and the result has an impact on the result.
• Information – customers want to know about products and services but in a valid and time
sensitive manner.
Fig. 1.2.3 (b)
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1.2.3 Professional Qualities in Customer Service
Customer Services
The service offered to the customer airline is an important and a decisive factor in the business.
Customer service includes two major factors:
Products and services
Passengers and staff
Existing products and services are continuously updated by the customer airlines, and new ones
are designed to improve the customer service levels. The human factor in customer service is
equally, if not more, important. The image of the company largely depends on the attitude and
behaviour of the “front-line” staff, - AISATS employees, who are in direct contact with the
passenger. Customer care
refers to the combination of a high-level service and the extra personal care and attention given to
high value passengers to earn their loyalty.
1.2.4 Major Do's and Don'ts of Customer Service

Every day customer service representative status and when they say service interactions that make or
break, face situations before them. Below are ten phrases that should never be used because they
frustrate and annoy the customer.
Do’s Dont’s
I will find out I don’t know
What can I do for No
Let me find the right person who can help with This is not my job
I understand your frustrations You were right this is bad
Let me see what we can do about this That’s not my fault
I will try my best You want it by when
I am sorry Calm down
I will be with you in just a moment I am busy right now

I will call you back Call me back
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Rules and Regulations
Fig. 1.2.4 (a)
• Hear: The customer told his whole story without interruption. Sometimes, we just want to hear
some part of the stories and ignore rest. This has to be avoided; Customer Service Executive has to
be attentive to hear through the grievances and make a note of key points if required.
• Understand: Tell the customer how deep you think how the customer feels like I'm disappointed
with the phrases.
• Resolve: Immediately fix this issue or make sure your employees are empowered to do this. Do
not be afraid to ask the customer: "What can I do to correct this?”
• Identify: Go to the root cause due to which the mistake has happened, Focus on fixing the process
so that It does not happen again.
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UNIT 1.3: About QP-NOS
Unit Objectives
At the end of this unit, you will be able to:
1. Describe the concept of QP-NOS.
2. Understand the knowledge criteria.
3. Explain the meaning and purpose of performance criteria.
1.3.1 Performance criteria

Performance criteria are the standards by which performance is evaluated.
Fig. 1.3.1 (a) Performance Criteria
A written description of the standards or characteristics to be assessed for a given task or activity used
by a line manager or assessor to ascertain if an individual, group or organisation can perform a
specified task or activity to the defined standard or characteristics.
Performance criteria are used in business, companies, organisations, training settings for a variety of
purposes.
Performance criteria help assessors maintain objectivity and inform students and employees about
expectations, giving them a target or goal for which to strive.
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1.3.2 Knowledge
Knowledge is a familiarity, awareness, or understanding of someone or something, such as facts,

information, descriptions, or skills, which is acquired through experience or education by perceiving,
discovering, or learning.
Fig. 1.3.2 (a) Knowledge
1.3.3 Skills
A skill is the ability to use the knowledge to carry out a task with pre-determined results often within a
given amount of time, energy, or both. Skills can often be divided into domain-generic skills and
domain-specific skills. For example, in the domain of work, some general skills would include time
management, teamwork and leadership, self-motivation and others, whereas domain-specific skills
would be useful only for a certain job.
Fig. 1.3.3 (a) Skills
Knowledge is prerequisite for a person to perform an activity. But organisations and companies focus
on performance of its employees and their contribution to achieve the organisational vision or goal.
Skilled workforce improve productivity and enhance quality of products and services. It is very
important that a person posses adequate skills to perform his job and meet the expected outcomes of
the organisations.
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1.3.4 QP-NOS
Involve
Industry
Occupa onal
Mapping
MoU s /
Missions
Skill Gap
Analysis
Skilled
Manpower
NOS / QP
Development
Assessment
Curriculum
Train the Development
Trainers
Fig. 1.3.4 (a) Complete cycle of QP-NOS
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1.3.4 QP-NOS
Qualifications Pack (QP)
A set of National Occupation Standard's, aligned to a job role, called Qualifications Pack (QP), would
be available for every job role in each industry sector. These drive both the creation of curriculum and
assessments. These job roles would be at various proficiency levels and aligned to the National Skill
Qualifications Framework(NSQF) Example would be Qualifications Pack of few job roles of aviation.
Characteristics of QUALIFICATIONS PACK (QP):
Ÿ It is an Industrial standard
Ÿ It consists of expectation of industry in terms of knowledge and performance criteria
Ÿ It drives both the creation of curriculum as well as assessments
Ÿ Any person certified under NSQF for a job role should posses knowledge and skills to meet
the expected outcomes (Performance criteria).
Ÿ Employers through their respective SSC's contribute to the development and validation of QP
Ÿ It specifies the standard of performance for an individual and are considered as benchmarks
for good performance
Ÿ It defines the measurable outcome required from an individual.
1.3.5 Key Learning outcomes

Definition of key Learning Outcomes:
Key Learning outcomes are statements that describe significant and essential learning that learners
have achieved, and can reliably demonstrate at the end of a course or programme. In other words,
learning outcomes identify what the learner will know and be able to do by the end of a course or
programme.
Key Learning outcomes refer to observable and measurable;
Ÿ Knowledge
Ÿ Skills
Ÿ Attitudes
Key expected outcomes:
At the end of this programme the trainee/individual is expected to.
Ÿ Have a clear understanding of the job role for which he is trained.
Ÿ Posses sufficient knowledge specified in the QP-NOS.
Ÿ Perform the activities listed in the QP-NOS.
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1.3.6 Various NOS of Customer Service Executive
Sl.No Unit Code AAS/N0502
NOS-Title Following safety and security procedures
This unit is about following of safety and security procedures as defined

01 Description
by organisational policies and regulatory guidelines.
This Occupational Standard unit/task covers the following:

Scope Ÿ Comprehending the safety and security procedures for conduct of
operations.
NOS-Title Passenger Check-In
This unit is about receiving passengers at check in counters and accepting

Description bonafide passengers by performing check in process for the passengers and
02
their baggage.
Scope This Occupational Standard unit/task covers the following:
Ÿ Identify bonafide passenger
Ÿ Check in and issue boarding pass to bonafide passenger along with
baggage processing.
NOS-Title Passenger boarding
Description This unit is about ensuring that bonafide passengers are allowed to board
the aircraft.
03 This Occupational Standard /task covers the following:
Scope
Ÿ Operate the boarding gate effectively.
Ÿ Announce boarding as per the airline’s policies and procedures.
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NOS-Title Manage lounge services
This unit is about greetings and maintaining the comfort of passengers

04 Description
who are entitled to use the executive lounge.

Scope Ÿ Maintain access to lounge.
Ÿ Maintain high customer service standards in the lounge.
NOS-Title Manage passenger complaints at airport
Description This unit is about dealing with passenger complaints at airport with
05 regards to lost or damaged bags.
Scope
Ÿ Passenger complaints regarding delayed baggage.
Ÿ Passenger complaints regarding pilferage or damage to their bags.
NOS-Title Take action to deal with incidents, accidents and emergencies in the
aviation security environment
This unit is about ensuring health and safety in work environment and
Description dealing with incidents and emergencies. Identifying hazards, assessing
06 and managing risks to limit the danger to one's self and others and damage
to property.
This Occupational Standard /task covers the following:

Scope Ÿ Take actions to deal with incidents, accidents and emergencies.
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NOS-Title Work Effectively in a Team.
This Occupational Standard describes the skills,

07 Description
knowledge required to work effectively within and with teams.
The scope of this unit shall include:

Scope Ÿ Support the work team.
Ÿ Maintain personal presentation.
Ÿ Develop effective work habits.
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Activity
Read and understand the QP-NOS of Airline Customer Service Executive AAS/Q0301.
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Exercise
1. Make a list of good communica on ps.
2. Explain customer service?
2. Explain the difference between knowledge and skill?
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Tips !
Ø Visit any nearby airport in your city to understand airline customer service operations.
Ø Get to know more about the airline customer service Operations.
Notes
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2. Follow Safety and
Security procedures
Unit 2.1 - Safety Policy and Safety Management System

AASSC Unit 2.2 - Hazards and Reporting
Sector Skill Council Unit 2.3 - Workplace Health and Safety
AAS/N0502
At the end of this module, you will be able to;
1. Know the Regulatory bodies and its functions.

2. Know Importance of Safety policy.
3. Know the Importance of PPE.
4. Perform First aid assistance for the person in nee.
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UNIT 2.1: Safety Policy and SMS
Unit Objectives
1. Know the Regulatory bodies and its functions.

2. Realize the safety policy of airport.
3. Know the concept of Safety Management System.
4. Understand the Safety performance Indicator.
2.1.1 Regulating Bodies for Aviation

1. IATA
2. ICAO
3. Directorate General of Civil Aviation DGCA
4. Bureau of Civil Aviation Security - BCAS
5. Air India Ltd
6. Airports Authority of India – AAI
1. IATA.
International Air Transport Association (IATA) is a business
association of the world's airlines. Consisting of 278 airlines,
primarily major carriers, representing 117 countries, the IATA's
member airlines account for carrying approximately 83% of total
Available Seat Kilometers air traffic. IATA supports airline activity
and helps formulate industry policy and standards. It is
headquartered in Montreal, Quebec, Canada with Executive Fig. 2.1.1 (a) IATA
Offices in Geneva, Switzerland.
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International Civil Aviation organisation (ICAO)

ICAO is a specialised agency of the United Nations. It codifies the
principles and techniques of international air navigation and
fosters the planning and development of international air
transport to ensure safe and orderly growth. Its headquarters are
located in the Quartier International of Montreal, Quebec,
Canada.
Fig. 2.1.1 (b) ICAO
The ICAO Council adopts standards and recommended practices
concerning air navigation, its infrastructure, flight inspection,
prevention of unlawful interference, and facilitation of border-
crossing procedures for international civil aviation. ICAO defines
the protocols for air accident the investigation followed by
transport safety authorities in countries signatory to the Chicago
Convention on International Civil Aviation.
DGCA Directorate General of Civil Aviation (DGCA).
The Directorate General of Civil Aviation (DGCA) is the regulatory

body in the field of Civil Aviation, primarily dealing with safety
issues. It is responsible for regulation of air transport services
to/from/within India and for enforcement of civil air regulations,
air safety, and airworthiness standards. The DGCA also
coordinates all regulatory functions with the International Civil
Aviation Organisation (ICAO).
Fig. 2.1.1 (c) DGCA
Major Function of DGCA :
• Registration of civil aircraft.

• Formulation of standards of airworthiness for civil aircraft registered in India and grant of
certificates of airworthiness to such aircraft.
• Licensing of pilots, aircraft maintenance engineers and flight engineers, and conducting
examinations and checks for that purpose.
• Licensing of air traffic controllers.
• Certification of aerodromes and CNS/ATM facilities.
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• Granting of Air Operator's Certificates to Indian carriers and regulation of air transport services
operating to/from/within/over India by Indian and foreign operators, including clearance of
scheduled and non-scheduled flights of such operators.
• Investigating accidents/incidents and taking accident prevention measures including formulation
of implementation of Safety Aviation Management programmes.
• Carrying out amendments to the Aircraft Act, the Aircraft Rules and the Civil Aviation
Requirements for complying with the amendments to ICAO Annexes, and initiating proposals for
amendment to any other Act or for passing a new Act to give effect to an international Convention
or amendment to an existing Convention.
• Coordination at national level for flexible use of airspace by civil and military air traffic agencies
and interaction with ICAO for provision of more air routes for civil use through Indian airspace.
• Keeping a check on aircraft noise and engine emissions following ICAO Annex 16 and
collaborating with the environmental authorities in this matter, if required.
• Promoting indigenous design and manufacture of aircraft and aircraft components by acting as a
catalytic agent.
• Approving training programmes of operators for carriage of dangerous goods, issuing
authorisations for transport of dangerous goods, etc.
Bureau of Civil Aviation Security (BCAS)
The Bureau of Civil Aviation Security (BCAS) was initially set up as a

Cell in the DGCA in January 1978 on the recommendation of the
Pande Committee. The B C A S was reorganised into an
independent department under the Ministry of Civil Aviation on
1st April 1987. The primary responsibilities of BCAS include laying
down standards and measures concerning the security of civil
flights at international and domestic airports in India. BCAS
Headquarter is located at "A" Wing, I-III floor, Janpath Bhavan,
Janpath, New Delhi-110001. It has got four Regional Offices
located at International airports, i.e. Delhi, Mumbai, Kolkata and
Fig. 2.1.1 (d) BCAS
Chennai.
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Functions.
• Laying down Aviation Security Standards by Annex 17 to Chicago Convention of ICAO for airport
operators, airlines operators, and their security agencies responsible for implementing AVSEC
measures.
• Monitoring the implementation of security rules and regulations and surveying security needs.
• Ensure that the persons implementing security controls are appropriately trained and possess all
competencies required to perform their duties.
• Planning and coordination of Aviation security matters.
• Surprise/Dummy checks to test professional efficiency and alertness of security staff.
• Mock exercise to test the effectiveness of Emergency Plans and operational preparedness of the
various agencies.
Air India Ltd.
Air India Ltd. was incorporated under the Companies Act 1956 on
30 March 2007 and is owned by the Government of India. The
Company was created to facilitate the merger of the two main
state-owned airlines in India: Air India, with its subsidiary Air-
India Express and Indian Airlines, together with its subsidiary Fig. 2.1.1 (e) Air India
Alliance Air.
Airports Authority of India (AAI)
The Airports Authority of India (AAI) formed on 1st April 1995 by

merging the International Airports Authority of India and the
National Airports Authority to accelerate the integrated
development, expansion, and modernisation of the operational,
terminal and cargo facilities at the airports in the country
conforming to international standards. Fig. 2.1.1 (f) AAI
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Functions.
• Design, Development, Operation and Maintenance of international and domestic airports and
civil enclaves.
• Control and Management of the Indian airspace extending beyond the territorial limits of the
country, as accepted by ICAO.
• Construction, Modification and Management of passenger terminals.
• Development and Management of cargo terminals at international and domestic airports.
• Provision of passenger facilities and information system at the passenger terminals at airports.
• Expansion and strengthening of operation area, viz. Runways, Aprons, Taxiway etc.
• Provision of visual aids.
• Provision of Communication and Navigation aids, viz. ILS, DVOR, DME, Radar etc.
2.1.2 General Safety Policy
Fig. 2.1.2 (a) Policy

A safety policy or of an organisation is a recognised written statement that states an organisation's
commitment to the protection of the health and safety of the employees, as well as the society in the
immediate surrounding neighbourhoods. It shows the details of all occupational health and safety
elements of the policy to protect the employees' life and health up to or surpassing what would
require by the laws, regulations and practices in the relevant industry.
27
A general policy should include, but not be limited to measures that will:
• Eliminate or reduce as low as reasonably practicable accidents, incidents and occurrences

• Protect the safety of airport employees.
• Assess all risks to health and safety associated with airport operations.
• Assess all risks to the safety of aviation operations at the airport.
• Provide adequate hazard controls for affected parties (including airport users, airport staff and the
airport community at large), whether these are health or safety-related or not.
• Encourage consultation with airport employees and the airport community.
• Provide safety guidelines for purchasing and maintaining equipment.
• Provide suitable instruction, training and other information.
Safety policy and objectives.

Management Commitment.
1. The service provider shall define its safety policy by following international and national
requirements. The safety policy statement shall:
• Reflect service provider commitment concerning safety, including the promotion of a positive
safety culture;
• Include a clear statement about the provision of the necessary resources for implementation of
the safety policy;
• Include safety reporting procedures;
• Indicate which types of behaviours are offensively related to the service provider's aviation
activities and include the circumstances under which disciplinary action would not apply;
• Be signed by the accountable executive of the service provider;
• Be communicated, with the visible endorsement, throughout the service provider; and
• Be every so often review to ensure it remains relevant and appropriate to the service provider.
2. The safety policy statement shall include a commitment to:
• Achieve the highest safety standards;

• Comply with all applicable regulatory requirements;
• Comply with international standards;
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• Adopt Industry best practices appropriate to the activity;

• Provide all the necessary resources;
• Ensure safety is a primary responsibility of all managers;
• Ensure that the safety policy is understood, implemented and maintained at all levels;
3. The management shall ensure the following to mitigate the organisations risks:
• Document service provider's priorities;

• Recommend and document procedures for performing activities/processes;
• Provide training to the staff to develop the necessary knowledge, skills and
• Attitude;
• Provide safety directions and controls to ensure their compliance;
• Procure suitable equipment and systems to support activities and ensure its
• Continuing serviceability; and
• Ensure that necessary resources are positioned to maximise the service providers' safety
performance.
Safety Accountabilities and Responsibilities.
The service provider shall:

1. Identify the accountable executive who, regardless of other functions, is accountable on behalf of
the organisation for the implementation and maintenance of an effective SMS;
2. Define lines of safety accountability throughout the organisation, including a direct
accountability for safety on the part of senior management;
3. Identify the responsibilities of all members of management, irrespective of other functions, as
well as of employees, concerning to the safety performance of the organisation;
4. Document and communicate safety accountability, responsibilities and authorities throughout
the service provider; and
5. Define the levels of management with the power to make decisions concerning safety risk
tolerability.
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Appointment of Key Safety Personnel.
1. The service provider shall appoint a safety manager, who is responsible for the implementation and
maintenance of the SMS on behalf of the accountable executive. The safety manager's functions
include, but are not necessarily limited to:
a) Performing/facilitating hazard identification and safety risk analysis;

b) Monitoring corrective actions and evaluating their results;
c) Providing periodic reports on the organisations safety performance;
d) Maintaining records and safety documentation;
e) Planning and facilitating staff safety training;
f) Providing independent advice on safety matters;
g) Monitoring safety concerns in the aviation industry and their perceived
h) Impact on the service provider's operations; and
I) Coordinating and communicating (on behalf of the accountable executive) with DGCA and other
service providers on issues relating to safety.
2. For selection of a safety manager, the service provider shall follow the guidance provided in ICAO
Doc 9859.
2. After induction, the safety manager shall be imparted knowledge of the organisation's operations,
procedures and activities as well as the applicable ICAO Standards and Recommended Practices
(SARPS).
3. The service provider shall establish Safety Review Committee (SRC) and Safety Action Group (SAG)
depending upon size and scope of the service provider. The guidance for composition and
functions of SRC/SAG are provided in ICAO Doc 9859.
Coordination of Emergency Response Planning.
1. The service provider shall establish and maintain Emergency Response Plan (ERP) for aircraft
accidents and incidents and other aviation related emergencies. It shall be ensured that the ERP is
properly coordinated with ERPs of those organisations it must interface with during the provision
of its products and services.
2. The ERP shall suit the scope and complexity of the service provider.
Documentation
1. The service provider shall develop and maintain an SMS manual that describes its safety policy and
objectives; SMS requirements; SMS processes and procedures; accountability, responsibilities
and authorities for SMS processes and procedures
2. The service provider shall develop and maintain SMS operational records as part of its SMS
documentation.
30
2.1.3 Safety Management System (SMS)
Fig. 2.1.3 (a) SMS
Safety Management System is a business-like approach to managing safety in aviation. Common

with all management systems, a safety management system provides for goal setting, planning,
and measuring performance. It concerns itself with organisational approach to safety rather than
the conventional reactive approach.
Safety Management System integrates existing operational policies, processes, and procedures, as
well as introduces new elements necessary for a systematic approach to managing the safety risks. It
also provides a common framework to assess safety risks and addresses all aspects of Airport
Operation including the aircraft, their crew and passengers, airport employees and workers, airport
physical infrastructure, facilities and equipment.
Note
Regulatory requirements
DGCA CAR subject Establishment of a Safety Management System (SMS), lays down the regulatory
provisions where all scheduled operators are required to implement Safety Management System as
part of their safety programme to achieve an Acceptable Level of Safety (ALS) in the operation of
aircraft
31
2.1.4 Aims of SMS
The aim of introducing of SMS in airports are to improve existing levels of safety in airline
operation, i.e. reduction in aviation accidents and incidents, through a systematic process of
hazard and risk management. An effective safety management system will also reap the following
additional benefits:
1. minimise direct and indirect costs resulting from accidents and incidents.
2. Gain safety recognition from travelling public.
3. Create a positive, reliable and procreative organisational culture.
4. Reduction in insurance rate Exceeds regulatory requirements with simultaneous bottom line and
productivity gains.
5. Proof of due diligence in the event of legal or regulatory safety enquiries.
6. The improved working environment is resulting in better productivity and morale.
2.1.5 Safety Management Manual (SMM)

A Safety Management Manual should be developed to record all safety management processes. This
manual can be integrated into the Aerodrome Manual or be developed as a stand-alone handbook.
The manual should contain appropriate documentation on all processes related to SMS such as the
reporting process, hazard identification process, risk management process or change management
process.
2.1.6 Elements of a SMS
Fig. 2.1.6 (a) Elements
32
2.1.6 Elements of a SMS
PLAN airside Safety

• Understand existing legislative, best industry practice and organisational requirements.
• Identify safety objectives.
• Establish contingency plans and business continuity/recovery plans.
• Confirm airside procedures are documented and up to date for all activities.
• Check all risk assessments are complete.
DO airside Safety
• Provide initial training and testing
• Ensure competencies and refresher training processes are in place
• Confirm infrastructure and equipment checks are being carried out
• Discuss safety during staff meetings and consultation processes
• Check if all accidents, incidents and occurrences are reported
• Investigate all accidents, incidents and occurrences and proceed with trend analysis
• Confirm deficiency reporting process is in place
• Confirm behavioural reporting is in place
• Ensure appropriate records are kept
• Comply with all rules, regulations, policies, SOPs and other requirements
CHECK airside Safety

• Ensure senior management regularly audits or inspects all airside areas.
• Audit trainers and trainees – including any third parties.
• Confirm different levels of checks take place for all airside areas.
• Validate risk assessments Identify deficiency trends and accident, incident and occurrence
trends.
• Measure safety performance.
REVIEW airside Safety
• Identify root causes of accidents, incidents and occurrences
• Ensure preventative actions are taken and documented
• Share safety information with the airside community
• Work with others to identify and understand best industry practices
• Understand the regulator's future requirements in good time
• Establish future safety objectives
33
2.1.7 Safety training

Safety upgrade at Airport is an on-going process. All activities whether reactive, proactive or
predictive methods are used towards enhancing safety standards. These can be achieved through
safety upgrade. Safety promotion is linked closely to safety training, safety awareness and safety
communication.
An organisations safety culture is linked to the success of the safety management training
programmes. All personnel must understand Airport safety policies, procedures and practices. They
should assume their roles and responsibilities within the safety management framework
Fig. 2.1.7 (a) Safety First

The safety training conducted will be as follows:
Basic safety training for all Airport employees is to create awareness of the Safety Policy and
Objectives set and the importance of developing a safety culture. The training will cover the following
topics:
• Safety policy and Objectives of Airports.

• Importance of complying with the safety policy and with the procedures that form part of the
SMS.
• SMS fundamentals including definition of hazards, consequences and risks, safety risk
management process.
• Roles and responsibilities of staff concerning safety;
• Requirement for on-going internal assessment of organisational safety performance (e.g.
employee surveys, safety audits and assessments).
• Safety reporting and the Airport safety reporting system.
34
2.1.8 Safety Performance Indicators (SPIs)
Traditionally, airport safety work was based on accident data. However, as accidents are relatively
rare, there is a need to establish safety performance indicators (SPIs) (both leading and lagging),
which are causally related to accident and incident frequency and severity. In order to have a sound
and comprehensive set of safety performance indicators covering the whole spectrum of airside
operations, it is crucial to include system failure, as well as human error.
The following harmonised and comprehensive set of airport safety performance indicators (impacting
aviation safety) allows both the airport operator and other major airport partners to review and
enhance operational safety at airports. It is not necessary to use all of the SPIs, but choose those that
are deemed to be relevant to operational safety and / or SMS. These may include:
• Number of aircraft occurrences.
• Number of runway crossings.
• Number of runway incursions.
• Number of taxiway incursions.
• Number of occurrences resulting in damage to aircraft.
• Number of occurrences in the maneuvering area and on aprons.
• Number of a jet blast or prop wash events.
• Number of vehicle/mobile equipment occurrences including non-compliance with site specific
rules.
• Number of critical systems failures (electrical, communications, A-SMGCS).
• Number of FOD events (runways, taxiways and aprons).
• Number of passenger/staff injuries (minor, serious) and / or fatalities.
• Number of completed inspections, audits and investigations (including those action items ot
completed within the anticipated time frame).
• Number of signs, lights and marking not in compliance with ICAO SARPs.
• Number of risk assessments carried out.
• Efficient recording, data collection and analysis system in place.
• Number of wildlife events and / or bird strikes at or in the vicinity of the airport.
• Number of occurrences at airside construction sites.
• Number of airside infrastructure events (e.g. damaged pavement).
• Number of events occurred where access to life safety devices, emergency exits, fuel shutdown
evices, etc., is blocked. Number of airport employees skilled, tested and competency
demonstrated (including fresher training).
• Number of training courses, safety briefing sessions, toolbox meetings, etc., planned.
• Number of safe behaviours observed.
• Number of safety reports received, assessed and followed up.
• Number of safe work procedures established and cyclically reviewed.
• Demonstrated commitment by management to safety.
35
2.1.8 Safety Performance Indicators (SPIs)
Fig. 2.1.8 (a) Safety Performance Indicator
2.1.9 Airport Entry Permit (AEP)

Definition.
A permit system comprises of cards or other documents issued to individuals employed at

Aerodromes, or those who otherwise have legitimate functions at the Airport and need to access an
Aerodrome's airside, landside or restricted security areas. It is mandatory that all people working at an
Airport be issued an entry permit by the appropriate authority for security (BCAS) and the Airport.
Proper procedures and guidelines for issuance of Airport Entry Pass should be followed by all new
joining/ existing staff whose duties require them to work at Restricted Areas of the Airport.
Entry Permit shall be displayed at all times while working at the airport.
Issuance Based on Security Zones .

Security restricted areas are divided into different zones at the airports as follows.
36
2.1.9 Airport Entry Permit (AEP)

Sl. No. Zone Location Areas Covered
Visitors Area of Arrival/ Departure hall and other parts of

1 the airport other than SHA
Zone-1 Terminal Building
(to facilitate delegates/ passengers & for administration
purposes)
2 Security Hold Security check counters including screened passenger

Zone-2
Area (SHA) waiting areas till boarding gate/ aerobridge
3 Apron area including runway/ taxiway/ parking/

Zone-3 Airside
maintenance/ Hangar area.
Conditions for Issue of AEP.

Airport Entry Permit shall be issued to a person in order to perform legitimate functions at the airport
only after background checks are conducted on such a person and he/ she successfully attends the
“One-day Aviation Security Awareness Training programme” which has a validity of one year.
The AEP of any person who is involved in any unlawful activities or misusing the AEP, his/ her AEP may
be cancelled, withdrawn, forfeited by the Commissioner of Security (BCAS) or any of the officers
authorized by him.
The decision of the Commissioner of Security (CA), (BCAS) for an decision, reject, withdrawal,
cancellation and forfeiture of AEPs shall be final. Nobody other than Commissioner of Security (CA),
BCAS or any officer authorized by him/her on his/ her behalf shall forfeit or seise an AEP of any
category from any person who is in possession of such AEP.
Types of AEP.
The following types of airport entry passes are being issued by the authorities to grant airport
entry:
1. Three days
2. Fresh airport entry passes (Three months).
3. Foreign nationals
4. Three months renewal
5. Permanent Airport Entry Passes
37
2.1.10 Safety Audit
Safety & Security team will carry out Safety Audits on a regular basis to cover all operational
areas. The purpose of Safety Audits is as follows:
• To ensure that the safety standards and policies are being adhered to effectively.
• Observe hidden/ potential hazards during day-to-day operations.
• To ensure operational equipment/ instruments are serviceable.
• Carry out regular briefing of operational staff regarding safety regulations and advise
improvements to be carried out.
Safety & Security team will carry out Safety Audits on a regular basis to cover all operational areas. The
purpose of Safety Audits is as follows:
• To ensure that the safety standards and policies are being adhered to effectively.
• Observe hidden/ potential hazards during day-to-day operations.
• To ensure operational equipment/ instruments are serviceable.
• Carry out regular briefing of operational staff regarding safety regulations and advise
improvements to be carried out.
To Advise the To recomend

Company the risk To assess the measures for
To Iden fies the involvedin and safety standards improving the
Poten al hazards mesures to be maintained effec veness f
taken to avoid risks exis ng
organisa ons
Fig. 2.1.10 (a) Objectives of Safety Audit
38
2.1.10 Safety Audit
Audit Documents.
Safety Audit will be carried out as per the checklist conforming to the laid down safety standards. The
checklist will be signed by the audit teams and submitted to the Safety & Security management for
inspection.
Checks without Findings.

In case all valid policies and procedures, are adhered to, then with “NIL FINDINGS” remarks, the
checklist duly signed by the audit team members will be filed for records.
Checks with Findings.

• In case valid policies and procedures are not adhered to, the audit team must de-brief the
concerned Manager/ staff on duty to avoid reoccurrence.
• The Report must be prepared and forwarded to the concerned operations in-charge/ Manager for
immediate corrective action.
• Weekly and monthly findings data shall be compiled and forwarded to the concerned person.
Manager Safety will ensure the following.
• Accident/ Injury notifications will be made as soon as possible through a chain of command or
other available means of communication.
• Accident reports will be completed within 24 hours and submitted to VP Safety & Security.
• Operational Hazard Reports (OHR) may be completed by any individual upon observing unsafe
acts/ conditions and will be then submitted to Safety Manager for investigation and further
action.
• Manager Safety will receive OHR and begin the study and submit a written report to the
concerned person within 48 hours of the observation.
• Preliminary Report of Mishap (PROM) will be completed by Manager Safety for an accident.
• Aviation Accident Prevention Surveys will be conducted or participated in, by Manager Safety.
• Safety audit checklists are correctly completed, analysed and filed.
• Safety checklists duly filled and supported with relevant documents about safety inspections
and surveys are submitted and recorded as per policy for document retention.
39
2.1.10 Safety Audit
Corrective/ Preventive Action Plan
1. Department Managers will find out the root cause of the deficiency which turned into violation
and submits the corrective/ preventive action plan against the violation
2. Department Managers will ensure that all the violations/ observations are closed within seven
days after the safety audit. The responsibility of submitting the evidence regarding the
implementation of corrective/ preventive actions in appropriate areas is the responsibility of
the concerned department head.
3. The evaluation of these corrective/preventive actions will be determined by Head of Safety &
Security.
4. Safety Manager will take a proactive role in identifying hazards, potential hazards and possible
situations in which hazards might be present. This must be evident throughout the planning
phase and execution of operations. Among the systems in place to resolve observed hazardous
actions or conditions, are the following prescribed programmes:
• On-the-spot correction
• Specific training to recognise and deal with hazards
• Safety Surveys
• OHR programme
• Company Newsletters
• FOD programme
• Department Safety Committee
Safety Inspections.
Other than the regular safety audits, a representative from safety department will carry out safety
inspections on various activities on a random basis and check whether the required safety
standards are being correctly followed and the service provider's staff.
In case of any violations observed, the safety representative will immediately intervene and brief
the team regarding the safety hazard involved. The safety representative will inform and educate
the staff to avoid reoccurrence of the same. The safety hazard noticed, along with the staff name
shall be forwarded immediately to the concerned Operations in charge/ manager for further
action.
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UNIT 2.2: Hazards and Reporting
Unit Objectives
1. Identify the Hazards.

2. Hazards reporting.
3. Know the Safety Risk management.
2.2.1 General Causes for accidents

Often many factors occurring at the same time can cause an accident, incident or occurrence.
These can be, for example:
• Misunderstood communication
• Inadequate signage, markings or lights
• Inadequate training of those involved
• Trained staff not acting in the way they were trained
• Too infrequent refresher training
• Inadequate equipment / mechanical condition / mechanical failure
• Tasks carried out too quickly with inadequate resources
• Failure to use PPE
• Inadequate risk assessment
• Human and organisational factors
• Non-adherence to Standard Operating Procedures (SOP)
• Inadequate response to changing circumstances
Fig. 2.2.1 (a) Miscommunication
41
2.2.2 Hazards Identification
Fig. 2.2.2 (a) Hazard Identification
Hazard is any situation or condition that has potential to cause adverse consequences. Hazard
identification is a process where organisational hazards are identified and managed so that safety is
not compromised. The systematic identification and control of all hazards is the foundation for the
effectiveness of a risk management programme.
It may be performed at any time as well as under specific conditions.
Specific conditions would include:
1. When there is an unexplained increase in safety-related events or infractions
2. When there are abnormal audit or safety indicator trends
3. When major operational changes are planned
4. Before a new project, major equipment or facility is set up
5. During a period of significant organisational change.
Hazard identification at the Airport is accomplished through predictive, proactive and reactive
process.
Predictive hazard identification process
Predictive hazard identification involves process of identifying hazard before introduction of a new
system / procedure or change in existing system / procedure. In Airports as part of predictive hazard
identification process, under mentioned tools will be used:
• System & Task Analysis- In Airport all departments will carry out the System and task analysis for
identifying hazards
• External Information can also be used as means of safety hazard identifications
Proactive hazard identification process
Proactive hazard identification involves the process of identifying hazard before the event has
occurred. In Airport as part of proactive hazard identification process, under mentioned tools will be
used:
• Anonymous Reports
• Voluntary Reporting
• Safety Inspections
42
2.2.2 Hazards Identification
• Safety Audits
• Confidential Reporting
Reactive hazard identification process:
Reactive hazard identification is a process of identifying hazard after the event has occurred. In Airport
as part of reactive hazard identification process, under mentioned tools will be used:
• Accident Reports
• Incident Reports
• Minor Occurrences
2.2.3 Hazards Reporting

The Safety management team is responsible for ensuring the implementation of the incident
reporting system at the BU level. All staff is encouraged to report any accident/ incident on an
immediate basis.
Proper and in-time reporting facilitates the collection of information on actual and potential safety
deficiencies. Besides, all staff including the outsourced staff is encouraged to submit voluntary
incident reports.
It is mandatory to report any incident involving unsafe or potentially unsafe, occurrence or condition,
irrespective of whether it involves injury/ property damage or not. The report is to be submitted to the
Safety & Security department as soon as possible after the occurrence /incident but in any case within
24 hours after the incident.
Fig. 2.2.3 (a) Hazards Reporting
43
2.2.3 Hazards Reporting
What hazards should staff report?
It is important that all personnel know what hazards they are required to report. The examples listed
below are commonly reported items; however, personnel should also be encouraged to report any
other event or situation with the potential to result in degradation of safety.
• Fire/Smoke Warnings Declared Emergencies

• Inadequate Safety Equipment
• Deficiencies in existing Operating Procedures or Manuals
• Dangerous Goods in Cabin
• Degraded Operating Standards
• Ground Damage
• Evacuation of Aircraft
• Wake Turbulence Event
•Significant Turbulence, Wind shear or Other Severe Weather Encounters
• Crew or Passenger Serious Illness or Injury, or Crew Incapacitation
• Violent, Armed or Intoxicated Passengers
• Activation of Lavatory Smoke Detectors
Reporting Formats and Procedures

Reporting boxes are kept, one for Operational Hazard Report (OHR)/ Near Miss Report (NMR) and the
other for Voluntary Hazard Report (VHR), at the following locations so that staff can access them
easily:-
• Airport operational office
• Ramp Office
• Domestic Cargo Warehouse
These forms will be collected by the Safety & Security representative on a weekly basis, reviewed and
corrective action taken accordingly.
The Safety Management team is responsible for submitting the report to the customer airlines (if
involved, through the SPOC), local authorities, AVP – SQP and the SVP office within 24 hours of the
occurrence, irrespective of whether the dangerous goods are cargo, mail, passenger baggage or crew
baggage.
44
2.2.4 Safety Risk Management (SRM) and Control
Fig. 2.2.4 (a) Risk Management

Risk management allows airport operators to develop an objective assessment of the risk associated
with a specific action. Risk assessments should be conducted for every task to be carried out by staff
and can also be carried out on a higher level of the operational business, for example concerning bird
strikes or runway incursions.
SRM Background Information.
SRM is a systematic, explicit, and comprehensive approach to managing safety risk at all levels
throughout the airport. A complete SMS using SRM will develop layers of safety built upon the
measures taken to mitigate risk. These layers are examples of implemented protective measures such
as vehicle driver's training programmes, marking and lighting standards and reflective vests. An
unsafe event can occur when gaps occur in the system's protective layers. These differences are not
static and may appear unexpectedly. For an incident or accident to take place, there is normally a
succession of gaps in a system that will line up and enable an event to occur.
There are five phases to the SRM Process:
Phase 1: Describe the system
Phase 2 : Identify the hazards
Phase 3 : Determine the risk
Phase 4 : Assess and analyze the risk
Phase 5 : Treat the risk
45
Phase 1: Describe the system. When considering the environment of the airport system, consider all
of the safety-related functions already outlined in the ACM. The existing safety functions should steer
the focus of the risk management analysis and will assist in determining potential mitigation
strategies.
Phase 2: Identify Hazards. In this phase, hazards to the system (i.e., operation, equipment, people,
and procedures) are identified in a systematic, disciplined way. There are many ways to do this, but all
require at least four elements:
Operational expertise
• Training in SMS, and if possible, hazard analysis techniques

• A simple, but well-defined, hazard analysis tool
• Adequate documentation of the process
The hazard identification effort should mirror the management structure and complexity of the
airport in question. The airport manager at a small airport could conduct it alone, while a committee
or group may conduct it at a larger airport. Regardless, the person or the group will require sufficient
operations expertise, safety experience, and training to conduct the assessment adequately.
The hazard identification stage considers all the possible sources of system failure. Depending on the
nature and size of the system under consideration, these should include:
• The equipment (example: construction equipment on a movement surface)

• Operating environment (example: cold, night, low visibility)
• Human element (example: shift work)
• Operational procedures (example: staffing levels)
• Maintenance procedures (example: nightly movement area inspections by airport electricians)
• External services (example: ramp traffic by Fixed-Base Operator (FBO) or law enforcement
vehicles)
Phase 3: Determine the risk.

In this phase, each hazard in its system context is identified to determine what risks exist, if any, that
may be related to the hazard. In this phase, there is no determination of the severity or potential of
the risk occurring. First, all potential hazards are identified and documented. Next, the hazards are
subjected to an assessment of the possible severity and potential risk as described in Phase 4.
In a very simple example, an airport may have identified the hazard of Foreign Object Damage (FOD)
on the ramp, with the associated risk of the FOD being ingested into the engines of taxiing aircraft.
That hazard and the identified risk would be documented before moving to Phase 4, a determination
of the probability of that risk occurring, and the severity if such an event were to occur.
46
Phase 4: Assess and Analyze the Risk.

In this Phase, the airport operator estimates the level of risk such as by using the predictive risk matrix
in Figure 2.2.3.2.
The risk is the composite of the predicted severity and likelihood of the outcome or effect (harm) of
the hazard in the worst credible system state. To assess the risk of an accident or incident occurring,
severity and likelihood are first determined.
Severity is determined by the worst probable potential outcome. Less severe effects may be
considered in addition to this, but at a minimum, the most severe effects are considered.
Determination of severity is independent of likelihood, and likelihood should not be considered when
determining severity. Over time, quantitative data may support or alter the determinations of
severity and probability, but the initial risk determinations will most likely be qualitative, based on
experience and judgment more than data.
The risk levels used in the matrix can be defined as:
• High risk – Unacceptable level of risk: The proposal cannot be implemented, or the activity
continued unless hazards are further mitigated so that risk is reduced to a medium or low level.
Tracking and management involvement is required, and management must approve any proposed
mitigating controls. Catastrophic hazards that are caused by:
(1) single-point events or failures
(2) common-cause events or failures
(3) undetectable latent events in combination with single point or common cause events are
considered high risk, even if extremely remote
• Medium risk – Acceptable level of risk: Minimum acceptable safety objective; the proposal may be
implemented, or the activity can continue, but tracking and management are required.
• Low risk – The target level of risk: Acceptable without restriction or limitation; the identified
hazards are not required to be actively managed but are documented.
Hazards are ranked according to the severity and the likelihood of their risk, which is illustrated by
where they fall on the risk matrix. Hazards with high risk receive higher priority for treatment and
mitigation.
47

Severity
No Safety
Minor Major Hazardous Catastrophic
likelihood Effect
Frequent
Probable
Remote
Extremely
Remote
Extremely
Improbable
HIGH RISK
MEDIUM RISK
LOW RISK
Fig. 2.2.4 (b) Safety Risk Management
Phase 5: Treat the risk. In this phase, the airport operator develops options to mitigate the risk and
alternative strategies for managing a hazard's risk(s). These strategies can be used to reduce the
hazard's effects on the system. It should be noted that the majority of risk management strategies
address medium and high-risk hazards. Low-risk hazards may be accepted after considering risk.
The risk management activity should identify feasible options to control or mitigate risk. Some
options could include:
• Avoidance: selecting a different approach or not participating in, or allowing, the operation or
procedure
• Assumption: accepting the likelihood, probability, and consequences associated with the risk
• Control: development of options and alternatives that minimise or eliminate the risk
• Transfer: shifting the risk to another area
Utilization of safety risk management increases the level of safety in airport operations, maintenance,
and new systems. Through SRM, hazards are assessed; mitigated, documented, tracked, and
operational data are continuously monitored to provide feedback on hazards. Understanding the
consequences of risk increases the ability to anticipate and control the impacts of internal or external
events on a programme.
48
UNIT 2.3: Workplace Health and Safety
Unit Objectives
1. Understand the Importance of health and safety.

2. Know the Importance of PPE.
3. Perform First Aid for the persons in need.
4. Know about safety equipments.
2.3.1 Personal Health and Safety
Fig. 2.3.1 (a) Health and Safety
The health and safety of all staff, airport or third-party, working airside needs to be given careful
consideration. Risk assessments should be carried out covering each task that airside staff are
required to complete. An airport should also ensure that third party companies (including
contractors) operating airside, have completed risk assessments for the activities of their staff. Once
the hazards and residual risks have been identified, using a risk assessment matrix, the hazards
identified should be eliminated or reduced as low as reasonably possible.
One method to do this is to consider the following options.
• Eliminate: cease doing the task; remove the hazard altogether
• Reduce: reduce the time exposed to the hazard; substitute with something less hazardous
• Isolate: physically isolate people from the hazard – fit guards; enclose the hazard
• Control: create a safer working environment; require work permits to be issued; ensure
appropriate supervision is in place; train staff; require staff to follow procedures
• Provide Personal Protective Equipment (PPE): issue personal protective equipment relevantto
the identified hazard; provide training; do fit testing; monitor use; and perform regular
maintenance.
• Discipline: put procedures in place requiring staff to behave in a particular way
49
2.3.2 Personal Protective Equipment

Every work situation has its own set of hazards such as falling objects, traffic dangers, chemical spills
and excess noise which affects hearing, to name but a few.. Personal protective equipment, or PPE, is
equipment which is worn by employees to help minimise the effects of hazards. PPE includes items
such as respirators, goggles, hard hats, ear muffs, a reflective vest, high visibility clothing, boots and
gloves.
Below table explains the use of different PPE in appropriate situations
Head protection: (hard hats, helmets, sun hats) shall be
provided where there is a risk of injury to the head, such as a
person struck on the head by a falling object, a person may
hit his/her head against a fixed object, there may be
inadvertent head contact with electrical hazards.
Eye protection: (goggles, safety glasses) Shall be provided

where a risk of eye injury exists. Typical hazards might
include flying particles, dust, splashing substances, harmful
gases, vapours, aerosols, and high-intensity radiation from
welding operations.
Hearing protection: (ear plugs, ear muffs) shall be provided

where a risk of noise-induced hearing loss exists. The need
for hearing protection may be assessed through noise
monitoring or surveys
Respiratory protection: (respirators face masks, cartridge

filters) shall be provided where there is a risk of airborne
contaminants. This will minimise the risk to of exposure to
an atmosphere that is or may be injurious to health.
Hand protection: (gloves, gauntlets) shall be provided where

there is an identified hazard associated with a potential for a
hand injury. A list of hazards shall be compiled for each
workplace and suitable hand protection obtained to
minimise risk.
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2.3.2 Personal Protective Equipment
Below table explains the use of different PPE in appropriate situations
Protective footwear: (safety boots, gumboots, enclosed

shoes) shall be provided where the nature of the work
exposes the employee to a medium to high risk of injury to
feet, e.g. occupations such as workshop/maintenance and
gardening staff.
Body protection (high-visibility garments, thermal wear,

overalls, aprons, safety harnesses) shall be provided to
minimise the risk of injury occurring to the body. Examples
may include those who are required to work outdoors and
are exposed to the sun's rays for continuous periods in a
day. Direct exposure of the skin to UV radiation from
outdoor work shall be minimised by providing hats, long
sleeves/trousers and an adequate supply of sunscreen.
Fig. 2.3.2 (a) Men wearing PP equipments.
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2.3.3 First Aid
Fig. 2.3.3 (a) First Aid

Definition.
First aid is the immediate treatment given to the victim of an accident or sudden illness before medical
help is obtained. An Injury is any wound or damage to the body resulting from an event. Damage or
harm that is often localised. Injuries can be caused by activities, such as accidents, or physical trauma.
2.3.4 Aims of First Aid

First aid is based on scientific medicine and surgery. It is a skilled assistance. But the first aider is not a
doctor. After the doctor takes charge, the first aider's responsibility ends. He can then stand by to help
the doctor.
1.PRESERVE LIFE
• Ensure the air passages are open and remain so,
• Check for and control bleeding immediately
2.PREVENT COMPLICATIONS
• Cover wounds
• Immobilize fractures and large wounds
3.PROMOTE RECOVERY
• Reassure the casualty
• Handle casualty gently and make him/her comfortable
• Arrange to transport the casualty to hospital or obtain medical aid
2.3.5 General Rules to be Followed as a First Aid

Ensure that there is no further danger to the casualty or to you.
• Do first things first, quickly, and without fuss or panic.

• Give CPR if breathing has stopped, every second count.
• Stop any bleeding.
52
2.3.5 General Rules to be Followed as a First Aid
• Guard against or treat for shock by keeping the casualty warm, by moving him as little as possible
and handle him gently.
• Reassure the casualty and those around, to help to reduce anxiety or embarrassment.
• Do not allow people to crowd around, as fresh air is essential.
• Do not remove clothes unnecessarily, as they help to keep the casualty warm and to protect
against shocks
• Arrange for removal of the casualty to the care of a doctor or hospital as soon as possible.
2.3.6 Diagnosis
A diagnosis includes the following.
History: Is the story of the accident (namely how the accident occurred) or the nature of the illness of
the casualty. This is taken by asking the person directly, or if the casualty is unconscious, asking the
person to him or some person who has seen the accident.
Symptoms: Symptoms are what the casualty tells the first aider e.g. pain, shivering, faintness, injury,
bruises, etc. leading the first aider to the region of injury.
Signs: Signs are what the first aider feels and finds out for himself like paleness, swelling of parts,
injury, bleeding, deformity of the limbs, etc.
2.3.7 Treatment
• Should be done step by step. Continue treatment until the doctor takes charge.
2.3.8 Disposal
Earlier the doctor takes charge the greater the chances of recovery. Casualty should be taken to the
nearest hospital or clinic using quickest means of transport.
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2.3.9 Basic First Aid Kit
• Plasters in a variety of different sizes and shapes

• Small, medium and large sterile gauze dressings
• At least two sterile eye dressings
• Triangular bandages
• Crêpe rolled bandages
• Safety pins
• Disposable sterile gloves
• Tweezers
• Scissors
• Alcohol-free cleansing wipes
• Sticky tape
• Thermometer (preferably digital)
• Skin rash creams, such as hydrocortisone or calendula
• Cream or spray to relieve insect bites and stings
• Antiseptic cream
• Painkillers such as paracetamol (or infant paracetamol for children), aspirin (not to be given to
children under 16), or ibuprofen
• Cough medicine
• Antihistamine tablets
• Distilled water for cleaning wounds
• Eyewash and eye bath
Fig: 2.3.3 (b) Basic first aid Kit
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2.3.10 Administer Aid
Mouth-to-Mouth Resuscitation:
Mouth-to-mouth resuscitation, a form of artificial ventilation, is the act of assisting or stimulating

respiration, a metabolic process referring to the overall exchange of gases in the body, where a rescuer
presses his or her mouth against that of the victim and blows air into the person's lungs
Step 1 The patient should be lying on a hard, flat surface.

Turn the patient's head to the side and clear out any debris as
quickly as possible
Step 2 By placing the fingers of one hand under the bony part of
patient's chin and the palm of the other hand on the patient's
forehead, tilt the patient's head backward as far as possible
Step 3 Pinch the patient's nostrils closed with the thumb and index
finger of the hand that was holding the patient's forehead.
Inhale deeply and place your mouth over the patient's mouth to
make a tight seal.
Exhale twice quickly into the patient's mouth.
Step 4 When the patient's chest expands, stop blowing. Remove your
mouth from the patient and turn your head towards the
patient's chest so that your ear is over the patient's mouth.
Then watch for the patient's chest to fall while listening for the
air that may be exhaled. repeat the procedure from step 3, if
necessary
55
Choking :
Choking occurs when a foreign object becomes lodged in the throat or windpipe, blocking the flow of
air. Because choking cuts off oxygen to the brain, administer first aid as quickly as possible.
Fig: 2.3.4 (a) Basic first aid for Chocking
1. Give five back blows. First, deliver five back blows between the person's shoulder blades with the
heel of your hand.
2. Give five abdominal thrusts. Perform five abdominal thrusts.
Alternate between five blows and five thrusts until the blockage is dislodged
56
EYE Injury.
Chemical Burns of the Eye:
1. Immediately rinse the eye or eyes water tap in a gentle shower, or with a clean container of water.
Position the person's face so that the injured eye is down and to the side. Avoid spraying a high-
pressure water stream into the eye or eyes.
2. Flush with lukewarm water for 15 to 30 minutes. The person should keep the eye open as wide as
possible. Wash the person's hands thoroughly to make sure no chemical is still on them.
3. Do not rub the eye or place a bandage over the eye.
4. While waiting for medical care, have the person wear sunglasses to decrease light sensitivity.
Foreign particle in the eye:
To help someone else
1. Tell them not to rub their eye – this could cause scratches on the eye's surface.
2. Ask them to sit down and gently separate their eyelids with your thumbs or thumb and finger.
3. Ask them to look right, left, up and down and examine the eye for foreign objects as you do.
4. If you can see something in the white of the eye, wash it out by pouring clean water or a sterile
eyewash from the inner corner of the eye towards the outer corner.
5. If this is unsuccessful, try lifting the object off with a moist swab or the damp corner of a clean
handkerchief. If you still can't remove it, seek medical help.
Fig: 2.3.4 (b) Stop Bleeding

Fig: 2.3.4 (a) Eye Wash
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Severe Bleeding:
For severe bleeding, take these actions immediately:
1. If there is an object embedded in the wound, control bleeding by pressing firmly on either side of
the object, do not remove or press the object, otherwise apply direct pressure to the wound
2. Apply a dressing firmly to control bleeding. Be careful it is not so tight it restricts circulation.
3. Prevent/treat shock by lying the casualty down with their feet raised (if possible).
4. If the casualty has a head injury, lay them down and slightly raise their head and shoulders.
5. If blood comes from the dressing, apply another on top.
6. If blood leaks through this too, remove both dressings and re-apply a new sterile dressing using
direct pressure to the wound.
7. Support the injured area in a raised position.
8. Seek medical attention if you are unable to stop the bleeding or the casualty goes into shock.
9. Keep the casualty warm by laying them on a blanket or some other item.
Fig. 2.3.4 (c)

Fracture:
If you suspect that someone has a broken bone, provide first-aid treatment and help them get
professional care:
1. Stop any bleeding: If they're bleeding, elevate and apply pressure to the wound using a sterile
bandage, a clean cloth, or a clean piece of clothing.
2. Immobilise the injured area: If you suspect they've broken a bone in their neck or back, help them
stay as still as possible. If you suspect they've broken a bone in one of their limbs, immobilise the
area using a splint or sling.
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3. Apply cold to the area: Wrap an ice pack or bag of ice cubes in a piece of cloth and apply it
to the injured area for up to 10 minutes at a time.
4. Treat them for a shock: Help them get into a comfortable position, encourage them to
rest, and reassure them. Cover them with a blanket or clothing to keep them warm.
5. Help them get to the emergency department for medical care.
R-Rest I-Ice C-Compression
After the injury, stop your child Use an ice pack to reduce the pain Bandage the area firmly (but
taking part in any painful activity. and swelling in the affected area. not too tightly), starting just
Moving the injured part can Apply ice for 15minutes every below the injured area and
increase bleeding and swelling, two hours for 24 hours, then for moving up. Overlap each layer
and slow down the healing 15 minutes every four hours for by half. Finish bandaging about
process. Don't let your child keep 24 hours one hand’s width above the
playing. injured area.
Fig. 2.3.4 (d)

Electric Shock:
To assist the person who has experienced an electric shock follow these steps:
1. Look first. Don't touch. The person may still be in contact with the electrical source.
Touching the person may pass the current through you.
2. Turn off the source of electricity if possible. If not, move the source away from you and
the affected person, using a non-conducting object made of cardboard, plastic or wood.
3. Check for signs of circulation (breathing, coughing or movement). If absent, begin
resuscitation (CPR) immediately.
4. Lay the person down and if possible, position the head slightly lower than the trunk, with
the legs elevated.
Fig. 2.26 Shows a man moving the power source away from the affected person using a
wooden stick.
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Fig 2.3.4 (e)
Shock due to injury:
1. Lay them down with their head low and legs raised and supported, to increase the flow
of blood to their head. Do not raise an injured leg.
2. Loosen any tight clothing around the neck, chest and waist to make sure it doesn't
constrict their blood flow
3. Fear and pain can make shock worse, by increasing the body's demand for oxygen, so
while you wait for help to arrive, it's important to keep them comfortable, warm and
calm. Do this by covering them with a coat or blanket and comforting and reassuring
them
4. Keep checking their breathing, pulse and level of response.
5. If they become unresponsive at any point, open their airway, check their breathing, and
prepare to treat someone who has become unresponsive.
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2.3.11 Security Equipments

Chart of prohibited items
Fig. No. 2.3.5 (a) Prohibited Items

Screening & search equipment
Fig. No. 2.3.5 (b) Screening Machine

Hand held metal detector
Fig. No. 2.3.5 (c) Hand Metal Detector
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Doorframe metal detector
Fig. No. 2.3.5 (d) Doorframe Metal Detector

Chart on traffic signals and symbols,
Fig. No. 2.3.5 (e) Chart Traffice Signals
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Walkie talkie
Fig. No. 2.3.5 (f) Walkie talkie
63
Exercise
1.List the Regulatory bodies for aviation in India .
2.Explain the general policies of an airport?
3. Explain the SMS and its importance?
64
Exercise
4. List out five points of safety performance indicators.
5. List and explain Hazard identification process?
6. Make a list of some safety equipments.
65
Notes
66
3. Passenger Check-In
Unit 3.1 - Greet Passenger at Check-In Counter
AASSC Unit 3.2 - Validate Documents and Seat Allocation
Sector Skill Council Unit 3.3 - Baggage Check-In Process
Unit 3.4 - Handover the Boarding Pass
AAS/N0301

1. Greeting passenger at check-In counter.

2. Identify passenger with their name record.
3. Know about the boarding pass.
4. Baggage check-in process.
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UNIT 3.1: Greet Passenger at Check-In Counter
Unit Objectives
1. Know How to greet the passenger.

2. Communicate passenger in courteous manner.
3.1.1 Greet Passenger at Check-In Counter

Airport check-in is the process whereby passengers are accepted by an airline at the airport
before travel. The airlines normally use service counters found at airports. The check-in is
normally handled by an airline itself or a handling agent working on behalf of an airline.
Passengers regularly hand over any baggage that they do not wish or are not allowed to carry
in to the aircraft's cabin and receive a boarding pass before they can proceed to board their
aircraft.
Few tips to greet customer.
• Smile with your greeting.

• Show that you recognize for them.
• Be confident while communicating with passenger.
Fig. No. 3.1.1 (a) Passenger Check-In
Customer service agents who work at airport ticket counters are usually the first airline
representative that passengers make contact with when arriving at the airport. In this role, you
greet customers as you check them, in
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UNIT 3.2: Validate documents and Seat allocation
Unit Objectives
1. Collecting the passenger information

2. Validating the documents.
3. Allocating seat and other services to passenger.
3.2.1 Collect and validate information
Fig. No. 3.2.1 (a) Collect and validate information
Collecting the passenger information.
Collect all the information from passenger such as passport, ticket, ID, fit to fly and medical certificate
if any .
Documents to be collected.
• Valid Passport.
• Any ID proof (issued by government of India)
• Children travelling on airlines should carry their school identification cards or any other photo
identification proof.
• Valid birth certificates of infants need to be produced at the time of check-in.
• For Foreign Nationals who travel on domestic flights, the only valid photo ID for travel is
Passport.
• Identify the passenger with PNR.
• Airline customer service executive need to verify customer detail with recorded system detail to
validate passenger.
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Enter the detail in DCS.
Enter all the passenger detail in DCS (departure control system) to process boarding pass and other
services if any, applicable as per passenger eligibility allocate seat to passenger as per their
requirement or as per eligibility also allocate other service to passenger if passenger is eligible such as
free meals, pre book excess check-in baggage any other special service.
Few tips to greet customer.
• Smile with your greeting.

• Show that you recognize for them.
• Be confident while communicating with passenger
Check-In the passenger in the departure control system as per organisation procedures.
Fig. No. 3.2.1 (b) Information to Passenger

The duty of the customer service executive is check-in and ensure that tickets and travel
documents (passport, visas (if req.), etc.
1. Check passenger documents for validity and applicability before processing.
2. Deal with documentary discrepancies in line with your organisation's procedures.
3. Process documents in line with your organisation's procedures.
4. Allocate seats, services and facilities to passengers according to their requests, needs and status.
5. Provide ticket and boarding information to passengers according to their needs.
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6. Make sure that the information you give to passengers is complete, accurate, relevant and meets
your organisation's requirements.
7. Process information relating to passengers in line with your organisation's procedures.
8. Take appropriate action to deal with passengers who are unfit or incapable of air travel.
9. Refer passenger requests which are outside of your own knowledge or experience to the
appropriate authority as soon as possible
10. Refer any safety or security concerns about passengers to an appropriate authority.
3.2.2 Allocate seat, services for eligible passengers
Fig. No. 3.2.2 (a) Flight Services

Seat allocation.
The basic principle is that seat allocation is offered on all flights. It is a very important aspect of
passenger service. Seat allocation at check-in is part of the check-in routine. For check-in routine
information, see SOP 3.6, Check-in.
• The following basic principles apply:
• Check for special pre-assignments and honour them.
• If possible, accommodate specific requests such as aisle, window, front, near the toilet, etc.
• Observe the seating restrictions outlined in the customer airline manual.
• In case of free seating, inform the passenger and the crew.
• It must be kept in mind that seating can be limited for weight and balance reasons. Each aircraft
has special facility seats reserved for special categories of passengers, based on the type of seat
and the location in the cabin.
• The duty of the customer service executive is to carry out the passenger's seat allocation or
selection system, issue boarding pass, and detach flight coupons.
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3.2.2 Allocate seat, services for eligible passengers
Customers can select and buy their preferred seat online from the time of booking right up to 2 hours
before each booked flight. There are 3 types of allocated seat available for purchase: Priority with
extra leg room seats, Priority Seats, Standard Seats.
Customers who do not wish to select and purchase their preferred allocated seat, can check-in online
between 4 days and 2 hours before each booked flight and will be allocated a seat free of charge.
Inadmissible Passengers.
Inadmissible Passenger (INAD) is a passenger who is refused admission to a country by authorities of

such country, or who is refused onward carriage by an authorized member or Government Authority
at a point of transfer, e.g. due to lack of/ inappropriate visa, expired passport, etc.
Standard Acceptance Procedure
Deportee Passenger
Deportee Passenger is a person who had legally been admitted to a country by its authorities or who
had entered country illegally, and who at some later time is formally ordered by the authorities to be
removed from that country.
• DEPA refers to the industry-approved code for a deportee escorted by authorized personnel
during flight.
• Prisoner Passengers: Persons required to travel as they are subject to judicial or administrative
proceedings.
Standard Acceptance Procedures.
• Deportees shall be accepted with appropriate forms filled (as per the airlines procedures). The
passports of the deportees shall be handed over to the Pilot-in-command (as per the policy of the
airlines) and details of these passenger(s) shall be informed to the crew and messages shall be sent
as per the Customer Airline Policy and Procedures.
Duties Include:
• Greeting and checking passenger documentation.
• To check passengers in using a computer based system, issuing boarding cards and baggage
labels.
• Process passengers at the boarding gate.
• Apply airline regulations which may involve charging excess baggage or up selling.
• Adhere and apply strict security and safety regulations.
• Effectively assist passengers with their experience travelling through the airport.
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Flow Chart
Flow chart for check in process
1.Chech the Check In

5.Chose the seat
Time
Not in time
6.Print the Boarding
Information Conform Pass
In time
2.Import the
information of Have Check-In Luggage
passenger
No Check-In Luggage 7.Check-in luggage
3.Check the
Passenger
8.Show information of
boarding pass to
passenger
Infomation is not conform
9.Bring boarding
4.Reject Check In pass to passenger
Fig. No. 3.2.2 (b) Flow Chart
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UNIT 3.3: Baggage Check in Process
Unit Objectives
1. Explain baggage check in process.

2. Describe things which is not allowed in baggage.
3. Deals with excess baggage weight.
4. Baggage tagging process.
3.3.1 Baggage Check-In
Fig. No. 3.3.1 (a) Baggage Check-In Counter
Check for the cabin baggage and oversized and excess baggage. Weight determines excess baggage,
issue out excess baggage tickets, and collect excess baggage charges.
Your airline might assign you to work near the gates inside the airport. In the gate area, you have a
direct impact on whether the plane pulls back at its scheduled time. Boarding passengers in an orderly,
but expeditious, fashion is your main duty. Doing this, however, means you will need to deal with
customer questions and requests pretty quickly. This might include reassigning seats, processing first-
class upgrade standby lists for the airline's loyalty programme members and even selling some last-
minute upgrades to customers who decide they want to sit in a premium cabin. As customers board,
you will scan or verify boarding passes and take one last look at passengers' carry-on bags to insure
they are not too big for the overhead bins.
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3.3.1 Baggage Check-In
When flights land, you will help deplaning passengers with questions about connecting flights or
rebook them on new ones when they miss their scheduled connection. For agents who work at
smaller airports, their duties often include attaching and detaching movable jet ways to plane doors.
3.3.2 Information in System and Baggage Checking

Enter the details of the bags into the departure control system and print the baggage tags.
Fig. No. 3.3.2 (a) Baggage checking
At the time of check-in, the passenger should hand over baggage which is checked by the airport
security and sealed. Anything that is above the weight limit or which is not allowed to be carried by the
passenger himself to the aircraft cabin is usually handed over to the agent at the time of check-in. The
baggage allowance, if any, is prescribed by the airline and anything in excess will warrant additional
surcharges.
Many airlines flying domestic services have a self-check-in process allowing passengers with bags to
check-in at the self-service kiosks with luggage up to approximately 30 minutes prior to departure
time. Passengers then attach the baggage tag and drop the bag at the baggage drop belt. Passengers
without checked luggage can go straight to the lounge (if entitled to lounge access) and check in at the
kiosk there using their e-Pass (a small RFID device only for its premium customers) or proceed straight
to the departure gate. Many airlines use electronic check-in such as e-pass, m-Pass, or similar mobile
apps, and these applications serve as the boarding pass.
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Fig. No. 3.3.2 (b) Security Gate

1. Ask passengers security questions about baggage in line with your organisations procedures
2. Inform passengers about regulations relating to carrying dangerous goods in line with your
organisations procedures
3. Deal with unacceptable baggage in line with your organisations procedures
4. Weigh, label and dispatch passenger baggage in line with your organisations procedures
5. Calculate excess baggage charges in line with your organisations procedures
6. Report security concerns relating to baggage to the appropriate authority.
Fig. No. 3.3.2 (c) Baggage Check-In
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Following points should be kept in mind while handling baggage.
1. Your organisation's procedures in relation to dangerous goods.

2. Your organisation's standards for acceptable luggage.
3. Excess baggage charges.
4. How to trace baggage.
5. What constitutes unacceptable baggage including: too big, too heavy, unacceptably packed,
liable to damage or restricted items.
6. Your organisation's security procedures in relation to baggage and the identification of
security risks.
List of prohibited items in check-in baggages
Fig. No. 3.3.2 (d) Prohibited Items
78
List of items can be carry in on board baggage.
Fig. No. 3.3.2 (e) Cabin Baggage Items
79
Deal with any observed discrepancies in line with policies and procedures of the organisation.
As a customer service agent, you should hear customer complaints and problems to resolve. You
might have a passenger who missed a connecting flight and needs new accommodations
immediately, or you might need to issue meal vouchers to passengers of a flight that has been
canceled at the last minute. Despite the stress you may be under, you must always maintain a
professional and courteous attitude.
Fig. No. 3.3.2 (f) Information Counter
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UNIT 3.4: Handover the Boarding Pass
Unit Objectives
1. Printing boarding pass.

2. Instruct about boarding pass to passenger.
3. Merging baggage tag with boarding pass.
3.4.1 Provide Boarding Pass to Passenger(s)
Fig. No. 3.4.1 (a) Boarding Pass to Passenger
A boarding pass is a document provided by an airline during check-in, giving a passenger permission to
enter the restricted area of an airport and to board the airplane for a particular flight. At a minimum, it
identifies the passenger, the flight number, and the date and scheduled time for departure.
The customer service agent should check documents, for example, tickets, visas, passports and
boarding documents, Provide ticket and boarding information to passengers according to their needs.
Passengers are required to ensure that they are in possession of all documents necessary for travel,
apart from their tickets. For domestic travel within India, valid photo identification, namely
• Valid Passport,
• PAN card issued by the Income Tax department,
• Election Photo Identification Card,
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3.4.1 Provide Boarding Pass to Passenger(s)
• Valid Driving License,

• Photo identity card issued by the employer, being government and reputed private sector
organisations,
• Photo Credit Card,
• Children should carry their school identification cards or any other photo identification proof,
After checking all the required documents, printing boarding passes providing the boarding pass to
the passenger, the customer service executive should hand over all the documents to the passenger
and brief them on the details of the departing flight such as seat number, flight timings, departure gate
location, status of the flight.
Escalate any safety or security concerns about passengers.
Fig. No. 3.4.1 (b) Security Process
The customer service executive should refer any safety or security concerns about passengers to an
appropriate authority. The passenger service assistant is responsible for certain security-related
duties, such as asking passengers security questions. These are usually inquiries related to whether a
passenger's luggage was ever left unattended or packed by the passenger. PSAs also must be vigilant
and observe any potential security threats, such as from unruly passengers.
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Exercises
1. List some of the basic duties of a Customer service executive.
2. Explain the document handover process?
3. What are the ways to deal with discrepancies as a customer service agent?
4. Describe the process of providing a boarding pass.
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Notes
84
4. Passenger Boarding
Unit 4.1 - Passenger Boarding Information
AASSC Unit 4.2 - Passenger Boarding Announcement
Aerospace & Aviation Unit 4.3 - Boarding Passes and Ticket Verification
Unit 4.4 - Assist Passenger in Special Needs
AAS/N0303
At the end of this module, you will be able to.
1. Gather the information of flight and the departure gate.

2. Announce boarding of the flight in clear and concise manner as per boarding sequence.
3. Ensure that the boarding announcements are as per defined organisation procedures.
4. Deal with passengers in a courteous manner at all times.
5. Ask for the boarding pass at the boarding gate.
6. Scanning and cross verifying the boarding pass.
7. Inspection of boarding pass for airport security stamp.
8. Reconcile the passenger headcount and escalate any deficiency through the appropriate
channel.
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UNIT 4.1: Passenger Boarding Information
Unit Objectives
1. Gather the passenger boarding information.

2. Gather flight information.
4. Work in a predictable environment.
5. Direct passengers to aircraft through aerobridge or coach.
6. Pre boarding checks.
Unit 4.1.1 Passenger Boarding Information

Pre boarding checks
Airline customer service executive need to do pre-boarding checks in which catering, cleaning and any
other services include in aircraft is done or not.
Boarding
The airline customer service executive is responsible for collecting the flight and boarding information
from departure control system and displaying it on universal display. Help passenger to reach correct
boarding gate and flight. The airline customer service executive is responsible for coordinating
boarding of passengers on aircraft, as well as deplaning. The CSE uses the intercom system to be ready
for the aircraft and the passengers in the gate area can run a plane at specific times according to the
class and line of seating. When this is the time of the board, CSE looks at the boarding pass of each
passenger. Airline customer service executive also helps escort and board passengers with special
needs, such as in wheelchairs, or small children travelling alone.
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Fig. No. 4.1.1 (a) Flight Information Display
Pre-Boarding Tasks
Before commencing boarding, the Boarding staff shall perform the following tasks:
• Check the flight for passengers requiring special attention or pre-boarding.

• Check that all needed boarding facilities such as Boarding Gate Reader, Quick Boarding Gate and
IT systems are operable. Also, consider Gate Monitors displaying flight and important Boarding
information.
• Pay attention to the amount of cabin baggage that a passenger intends to carry on board.
• Prepare the boarding calls.
• Arrange for a bus in case of Remote Stand Boarding.
• Determine clearance for boarding.
• Timing of Announcements
• An announcement must be made in any case at the schedule published Boarding time. This
announcement shall include:
•Pre-boarding announcement (Row Boarding, families, UMs, PRMs, passengers with CBBG, etc.)
• The time of boarding or the expected time of boarding explaining the reason for a delay.
• Any other relevant information to the passengers
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Other duties
As part of their regular duties, customer service executive work as central communication centres,
congratulate travellers and provide all types of information, from trivial to very important. For
example, airline customer service executive can direct travellers to the airport's rest house,
restaurant or gift shops, or they can help the passenger learn how to get wheelchair assistance or
claim for lost things. Executive will be communicating important announcements related to
connecting flights, aircraft delays, and changes in boarding time and emergency weather-related
information.
DO NOT BOARD THEM LAST
Upon boarding, hand over the plastic pouch to the Senior Cabin Crew Member (SCCM); ensure
that the crew opens the bag in your presence and verifies that all documents are in place. Obtain
the SCCM's signature on the form and retain the first copy for station record.
Facilitate Boarding and Deplaning
The airline can provide you to operate Gates within the airport. In the area of the gate, you have a
direct impact on whether the aircraft pulls back at its appointed time. Boarding travellers are your
primary duty in a streamlined, but fast, fashion. By doing this, however, this means that you will
need to deal with customers' queries and requests. This includes first-class processing upgrades
standby lists for the members of the airline's loyalty programme, and the last minute upgrades to
customers, who decide that they want to sit in the premium cabin.
Tips for More Effective Communication with Customers and colleagues

• Be Positive
• Listen Actively
• Avoid Interruption
• Use Visuals
89
Unit 4.1.2 Communicating with customer
Fig. No. 4.1.2 (a) Communicating with customer
Be aware of things every customer wants.
To be heard. They want to hear over time but especially when they have a problem with services.
Make sure you and your colleagues understand it.
To be understood. Make sure you and your colleagues ask questions repeat and confirm the
concern of customer what they need.
To be cared for. They need a feeling of importance that you and your colleagues need to show
concern for them and show an effort to solve their problem.
Smile. Customer service executive need to interact with customer with smiling face so that should
customer feels happy.
Eye contact. Eye contact is shown that you are ready to engage with them and ready to help them
in some way. Make sure you use eye contact in combination with the smile.
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UNIT 4.2: Passenger Boarding Announcements
Unit Objectives
1. About the flight announcement at airport.

2. Announcement precess.
3. Types of announcement at airport.
Unit 4.2.1 About the Flight Announcement at Airport

Flight announcement at the airport is mainly to an intimate passenger about the flight, departure gate
and delay in flight. As per organisational procedure, flight schedule announcement should be made in
clear and concise manner.
Unit 4.2.2 Types of Announcement at Airport

There are many types of announcement at airport.
1. Check-In announcement
2. Pre-boarding announcement
3. Boarding announcement
4. Flight delay announcement
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4.2.3 Brief Introduction of all Announcements
1. Check-In announcement
This announcement occurs before check-in starts. Customer Service Executive needs to announce
about check in detail. This announcement at the airports enables travellers to check into luggage
and get boarding passes. Each airline offers facilities for passengers to check things, except their
lay-in bags.
2. Pre-boarding announcement
This announcement is for passenger attention that the flight is ready on the gate to board and also
about boarding gate information. This announcement needs to be in the clear and concise manner
at all time.
Example: - "Greeting" Passenger. This is a pre-boarding announcement for flight X to Y destination.

Now we are inviting those travellers with small children, and any traveller needs special assistance,
at this time to start boarding. Please prepare your boarding pass and identity. Regular boarding will
start in about ten minute's time. Thank you.
3. Boarding announcement
This announcement is to an intimate passenger about boarding time and boarding gate
information. So passenger can reach at boarding point without delay. Boarding information must
be correct and the announcement must be in a clear and concise manner.
Example: -This is the final boarding call for passengers booked on the flight "123" for "ABC" City.
Please visit Gate 3 immediately. The final investigation is being completed, and the captain will
order the plane doors to close in about five minutes. I repeat. This is the last boarding call for "X."
and "Y". Thank you.
4. Flight delay announcement
This announcement is to the intimate passenger about flight delay with an exact delay or
approximate time along with the reason for the flight delay. Before this announcement, CSE needs
to be confirmed about flight delay with airline and airport staff.
Example: - May I have your attention, please? "X" Airlines is sorry to announce that the departure
of Flight "ABC" for "XYZ" will be delayed by two to three hours. We will inform you of new
departure times as soon as possible.
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UNIT 4.3: Boarding Passes and Ticket Verification
Unit Objectives
1. Deal with passengers in a courteous manner at all times.

2. Ability to be polite whilst being firm dealing with unruly passengers.
3. An empathetic approach to settle passengers with a fear of flying.
4. Scan and cross verify the boarding pass process.
4.3.1 Deal with Passengers in a Courteous

Manner at all Times
Fig. No. 4.3.1 (a) Excellent Communication
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4.3.2 Being Friendly and Confident
Passengers are the lifeline of the commercial airline, so they need to have a great flying experience
wherever they go, and it's the customer service executive that make their trip all that easier. The
higher the customer service standards are, the more likely that passengers will use the same airline
again, for their next trip.
Aviation is a competitive industry, and with only around 30 major budget airlines flying out of some
airports, it's of the utmost importance that customer service executives are extremely confident in
their abilities, approachable and maintain a friendly and courteous manner at all times, when
dealing with customers.
Fig. No. 4.3.2 (a) Being Friendly
4.3.3 Ability to be Polite Whilst Being Firm

Dealing with Unruly Passengers
When you're working through the summer holidays, there's every chance that you'll experience some
unruly passengers. When students and partygoers are heading off on holiday for a week or a fortnight
of partying.
Some people will start consuming alcohol before they board the flight, as the holiday begins on route
to the airport. Passengers may be refused to fly, if it's deemed they've had too much alcohol, but
oftentimes it's the onboard beverages that can take people to that stage of having too much.
If that happens, people can get boisterous, and as the customer service executive, you have to control
that behaviours, to make it a pleasant journey for all the other passengers on the flight as well.
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Passenger Handling
• Team Leaders will make teams to meet the flights and escort passengers to the transfer desk.
• All transfer arrival/transfer CS teams will position themselves at the arrival gate at A-10 with
helpers and placards.
• Check sheets for all transfer passengers will be done at the transfer desk.
• HCC and boarding DM to be informed when the count of transfer/transit passengers tally after the
check sheet.
• HCC (AI) and boarding DM to be informed when the count of transfer/transit passengers tally
after the check sheet Message regarding loading of baggage will be given by the transfer team
leader/boarding gate staff ONLY when missing passenger reports at the boarding gate.
• Distribution of Transit cards for through (e.g. JFK-BOM) will be done at transfer desk opposite gate
– 17 in pier B.
• During short connections/flight not meeting MCT, passengers will be identified at the arrival gate
and escorted till the boarding gate by the quick connection team.
Baggage Handling
• Information received regarding baggage via telex/email to be disseminated to transfer team by
BCC.
• All transfer baggage to be inducted into the transfer line-3 at BBA.
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• On completion of transfers, BBA staff will fill the number of baggage with flight numbers in
the TAF and debrief the BCC office.
• DM / TL transfer team will ensure that staff are allocated at fallback areas 15 and 16 for
transfer baggage.
Quick Transfer Service
Quick Transfer Services provided by AISATS may include the following:
Service Understanding
Baggage is picked up at the incoming aircraft and
Direct baggage immediately transferred to the connecting flight,
transfer Using special transport (Only on International
Connections).
Specially trained staff dedicated to efficiently
Special transfer
assist transfer passengers who have a short
team
connecting flight time.
A special transfer facility where passengers with
Quick transfer
short connections go through immigration and/or
facility
customs in a speedy way.
Passenger Irregularity
General
In case of passenger irregularity situations, handling staff should adopt the following attitude:
• Let the passenger state his/ her case.
• Keep calm.
• Apologize for errors.
• Remain impartial.
• Never blame other people, departments or organisations.
• Listen to the passenger - do not argue.
• Be discrete. Handle specific problems or irregularities in a separate space, away from the
crowd.
The following guidelines apply to information and communication with passengers in irregularity
cases:
• Give immediate and accurate information.

• If not readily available, make inquiries to find out yourself.
• Inform the passenger when more information will follow and meet these times.
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• Give information even earlier, if known.
• Answer questions correctly and completely.
• Make short, informative, precise and easily understandable announcements.
• Provide specific contact points for information.
The following guidelines apply to solving problems caused by irregularities:
• Be pro-active: If known in advance, prepare solutions before the passengers arrive.
• Anticipate: React immediately to the first signal of irregularity.
• Find a quick and total solution.
• Do not change decisions already taken and communicated, unless absolutely necessary.
• Avoid referring passengers to other desks/ departments.
• If possible, settle a complaint on the spot.
• Use common sense.
The following guidelines apply to the handling of passenger irregularities:

Give priority and special attention to high-yield passengers.
• First class
• Business class passengers and to special categories such as:
• Families with children
• Passengers needing special assistance
• UMs, etc.
If possible, create a special “channel” for them
Delay Handling.
When a flight is delayed, or expected to depart with a certain delay, information to the passengers
about the length and the reason for delay shall be communicated as soon as possible.
Wherever feasible, every passenger touch-point shall be made aware of the delay and consequently
inform the passengers accordingly, such as:
• Check-in
• Transfer desk
• Lounges
• Departure gate
It is imperative that the customer Airline shall be given every possible assistance by AISATS - DEL
Staff, during disrupted operations.
Procedure for Handling in an Increased Threat Scenario
Please refer to DIAL ERP and AISATS – DEL Emergency Response Plan for handling of passengers
and their cabin baggage in accordance to the airline procedures in case of a bomb threat or an
increased security threat scenario.
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4.3.4 An empathetic Approach to Settle

Passengers with a Fear of Flying.
A major phobia some people have is a fear of flying. When you have a passenger on board taking a
trip abroad, they may feel okay before the flight and then their nerves will go, prior to take off. As
the customer service executive, you have to be able to speak calmly in these situations, assuring
the person that everything is under control, and needless to say, careful selection of words in these
circumstances is crucial. The better and faster you can calm someone down, the better the captain
is able to stick to the time schedule and get the plane in the air, knowing all passengers are ready
for takeoff, and there's not going to be a scene on board.
Fig. No. 4.3.4 (a) Greeting Passenger
Good mathematical skills for cash handling, including dealing with foreign currencies.
When you're travelling around the world, there's a lot of currencies going to be used. You'll have to
know about them so you can give the correct change to each passenger when they're purchasing
snacks and beverages from the trolley.
Dealing with foreign currencies can be difficult for many, and if you work out quick sums in your
head, using percentages, then that's a skill that will serve you well, catering to customers.
Ask for the boarding pass at the boarding gate.
A boarding pass is a document provided by an airline during check-in, giving a passenger

permission to enter the restricted area of an airport and to board the airplane for a particular
flight. At a minimum, it identifies the passenger, the flight number, and the date and scheduled
time for departure. In some cases, flyers can check in online and print the boarding passes
themselves. A boarding pass may be required for a passenger to enter a secure area of an airport.
As a customer service executive your duty is to ask for the boarding pass from each passenger and
check if the passenger is a bona fide boarding pass holder, after inspecting and scanning the
boarding pass tear off the required section and return the stub to the passenger. Also make sure
that every passenger has their ID, birth certificate, driver's license or passport ready at the
boarding gate.
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4.3.4 An empathetic Approach to Settle

Passengers with a Fear of Flying.
Fig. No. 4.3.4 (b) Boarding Pass Verification Gate
4.3.5 Scan and Cross Verify the Boarding Pass Process
The paper boarding pass (and ticket, if any), or portions thereof, are sometimes collected and
counted for cross-checking of passenger counts by gate agents, but more frequently are scanned
(via bar code or magnetic strip). IATA publishes the standards for barcodes and magnetic stripes on
boarding passes. The bar code standard (BCBP) defines the 2D bar code printed on paper boarding
passes or sent to mobile phones for electronic boarding passes, only passengers with boarding
passes are admitted in.
As a customer service executive you should scan and cross verify the boarding pass of the
passenger with the help of the system and documents that you have before allowing the passenger
the board the aircraft.
Fig. No. 4.3.5 (a) Boarding Pass Scanning
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4.3.5 Scan and Cross Verify the Boarding Pass Process
Fig. No. 4.3.5 (b) Boarding Pass

At most Indian airports, passengers must obtain a paper boarding pass, either at the airport or via
a web-based check-in process. The paper adds an extra layer of security since it is stamped by
security officers so that flight-gate personnel can ensure that each passenger has completed the
screening process.
The duty of the customer service executive is to ensure if the boarding pass has the security stamp
and the passenger has passed through the security check, if not then appropriate measure needs
to be taken.
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Unit 4.4: Assist Passenger in Special Needs
Unit Objectives
1. Deal with passenger in spacial needs.

2. Aerobridge services.
3. Importance of spacial need passengers.
4.4.1 Special Need Passengers

Assign a porter/helper to special needs passenger, if required.
Every airline has various services available for passengers with special needs in order to guarantee
that they have a completely safe and comfortable journey.
At the airport an airline employee is available to assist passengers with special needs. For cases of
sight, hearing or speech impairment, assistance should be requested by the passenger 48 prior to
flight departure if they are travelling alone.
Fig. 4.4.1 (a) Moving Wheel Chair

Who can request the airport assistance service?
• Passengers travelling in a wheelchair

• Passengers with impaired sight and/or hearing
• Passengers with limbs in plaster casts
• Passengers with intellectual disability
• Passengers who need to travel on a stretcher
• Passengers who need to travel with oxygen on board Passengers with special needs
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4.4.1 Special Need Passengers
So that we can cater for our special needs passengers at every stage of their journeys, please read
on and find out how to proceed.
Passengers with special needs
• Visually and audibly impaired passengers

• Cognitively and developmentally impaired passengers
• Elderly passengers
Fig. 4.4.1 (b) Helping Passenger on Wheel Chair
Important.
Passengers, who require personalised attention due to a permanent disability or those who are
incapable of following the safety guidelines supplied by our team or of ensuring their own well-
being, must travel with a companion.
How to request special attention for travel.
So that we can help out special needs passengers, any special attention that passengers may
require must be requested through our customer support centre when the airfare is purchased or
within 48 hours of departure.
On the day of departure.
For your comfort and peace of mind, we recommend that you arrive at the airport as early as
possible. You must be at the airport at least 1 hour before your flight for domestic travel, and 2
hours in before your flight for international travel.
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4.4.2 Aerobridge Service

Direct the passengers to the aircraft through the aerobridge or coach.
Fig. 4.4.2 (a) Aerobridge
Good mathematical skills for cash handling, including dealing with foreign currencies.
When you're travelling around the world, there's a lot of currencies going to be used. You'll have to
know about them so you can give the correct change to each passenger when they're purchasing
snacks and beverages from the trolley.
Dealing with foreign currencies can be difficult for many, and if you work out quick sums in your
head, using percentages, then that's a skill that will serve you well, catering to customers.
Ask for the boarding pass at the boarding gate.
A boarding pass is a document provided by an airline during check-in, giving a passenger

permission to enter the restricted area of an airport and to board the airplane for a particular
flight. At a minimum, it identifies the passenger, the flight number, and the date and scheduled
time for departure. In some cases, flyers can check in online and print the boarding passes
themselves. A boarding pass may be required for a passenger to enter a secure area of an airport.
As a customer service executive your duty is to ask for the boarding pass from each passenger and
check if the passenger is a bona fide boarding pass holder, after inspecting and scanning the
boarding pass tear off the required section and return the stub to the passenger. Also make sure
that every passenger has their ID, birth certificate, driver's license or passport ready at the
boarding gate.
Cancelled and delayed flights may result in passengers being shuffled throughout the system. Some
passengers never show up. Others cancel or change their flight last-minute. Occasionally,
passengers are disembarked from a flight. All of these moving parts can make flight reconciliation a
challenging, yet essential, part of the airline revenue accounting process.
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4.4.2 Aerobridge Service
Flight reconciliation ensures an accurate flight manifest showing the status of all passengers
booked on the flight, whether they've boarded, not shown, cancelled, or have been re-booked on
another flight.
However, if discrepancies arise between reservations and reconciliation, airlines can suffer a range
of consequences.
• Check-in data that does not match reservations will delay the finalization of the flight manifest,
thereby delaying the flight.
• Failing to account for certain passengers could lead to revenue leakage through the subsequent
usage of same coupons at a later date.
• Inaccurate headcounts and manifests would mean incorrect computation of tax liabilities for the
flights.
• Other airline operations and downstream systems, such as traffic stats, capacity hire, flight
costing, and passenger service charges, may be affected by a dearth of inaccurate information
from the flight reconciliation process.
For smooth flight reconciliation, the data available to an airline's revenue accounting department
must be up-to-date and accurate, with a system in place to compare and control the information going
out, to that coming in from check-in and departure control systems.
So how can the revenue accounting department best optimize flight reconciliation?
1. Adopt a robust revenue accounting solution. A solution that stores and transmits flight, booking,
check-in, flight manifest, and e-ticket details – and which allows for the free flow of ad-hoc queries and
error reports to accounting – is key to grappling with the complex web of data and steps that go into
flight reconciliation.
2. Choose industry-specific and compliant solutions. A system that isn't built specifically with airline
operations in mind is not going to do much good. Similarly, a system that is not compliant with IATA
standards will fall flat when it comes to producing an IATA flight manifest.
3. Automate as much as possible. Manual entry is prone to human error, leading to inaccuracies and
undue delays. A system that automates the collection, storage, and transmission of data will go a long
way toward proper, headache-free reconciliation.
4. Implement a system for responding to discrepancies. Quick resolution of any discrepancies along
with solid error reporting and correction will make sure the flight reconciliation process moves
smoothly and results in an accurate flight manifest.
5. Select a solution that manages and delivers accurate interline billing. With passengers booking
from a variety of sources, as well as from interline partners, it's essential to have a system that
accurately identifies and reports those passengers. Otherwise, there's a risk of losing precious airline
revenue when interline passengers fall through the cracks. Timely and accurate flight reconciliation
also speeds up the interline billing process, allowing the collection of all revenue due for proper
accounting and forecasting.
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4.4.3 Importance of Special Need Passengers
Flight reconciliation may at first blush seem to be a straightforward part of airline operations, but
the sheer amount of data coming in and going out of check-in makes for many cracks in which
essential data can hide. With a top-notch, industry-specific, streamlined IT solution for managing
flight reconciliation, you can ensure your account for every rupee – and never lose another one.
• Passenger safety must be observed throughout the entire disembarkation process.

• Cabin doors must be opened by the cabin crew after OK from the ground staff or commander,
whichever is applicable.
• Disembarkation may only start after OK is given by ground staff to cabin crew.
Ambulatory and Non-Ambulatory Passengers

A non–ambulatory passenger is a person (other than an infant) who is able to board, move about and
deplane from an aircraft unassisted or with very little assistance. This group includes the blind, deaf,
mentally retarded, elderly and some physically disabled passengers.
An ambulatory passenger is a person (other than an infant) who is not able to board, move about
or deplane from an aircraft without assistance from another person or persons. This group includes
paraplegics, quadriplegic and seriously ill passengers.
Note: Above mentioned category of passengers, including babies in incubators, shall in all
instances contact Medical Reservations in order to effect prior necessary arrangements.
MEDA – Medical Case
Fig. 4.4.3 (a) Meda
Passengers whose fitness to fly is in doubt due to a recent illness, injury, hospitalization, surgery, or a
long standing condition (chronic), e.g. cardiovascular disorders, chronic respiratory disease, severe
anemia, unstable diabetes, cancer or those taking immunosuppressive medication and where special
facilities (oxygen, special medical equipment, etc.) are required, need to obtain prior approval from
the airlines medical department. MEDA cases can be categorized as: not require formal clearance and
wheelchair assistance can be provided on request. However, if the passenger is unable to look after
his/ her own needs e.g. transfer from wheelchair to seat, eating, going to the toilet, in-flight may
require an able-bodied escort.
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Category Designation
Medical case passenger travelling in a seat. MEDA
Medical case passenger transported on a
STCR & MEDA
stretcher.
Intensive care patient transported in a
MEDA
Patient Transport Compartment (PTC).
It is mandatory that all disabled/ recently hospitalized passengers get their treating doctors to fill the
MEDIF (Medical Information Form) before travelling so as to avoid last minute refusal/ emergency on
board. The MEDIF should be relatively recent, 48 hours prior to date of flight, for review and approval
by the respective airlines.
Caution: In addition, all MEDA passengers, their relatives are required to fill the Indemnity Bond prior
to the flight as per the customer airline procedures.
Carriage of Sitting MEDA Policy
• Confirm the availability of seats and block the seats on the DCS.
• Ensure that a wheelchair and a Hi Loader/ Ambu Lift is available.
• Solicit the services of the Airport Clinic, should a nurse be required.
• Conclude check-in and documentation verification formalities.
• Alert the crew of the passenger's status prior to boarding.
• Inform AISATS - DEL OCC (Operation Control Centre) of the medical case category.
• Conclude boarding formalities prior to the boarding of general passengers.
• Forward a message to destination station once the aircraft is airborne.
• The following is to be undertaken for arrival handling:
• Ensure that appropriate airport services staff is available to meet and assist the passenger during
aircraft disembarkation.
• Solicit the services of the Airport Clinic (if required).
• Assist the passenger with CIQ formalities (Immigration & Customs)
• Assist the passenger with baggage retrieval.
• Ensure that the passenger is handed over to his/ her greeters.
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Carriage of Stretcher cases Policy
Fig. 4.4.3 (b) Stretcher

The positioning of Stretcher Kit at the station is the responsibility of the respective airlines and is
normally fixed by the airline at its base station.
• Confirm the availability of seats and block the seats on the DCS.
• Ensure that the Hi-Lift/ Ambu Lift is available.
• Solicit the services of the Airport Clinic, should a nurse be required.
• Conclude check-in and documentation verification formalities.
• Alert the crew of the passenger's status before boarding.
• Inform OCC of the medical case category
• Conclude boarding formalities before the boarding of general passengers.
• Forward a message to destination station once the aircraft is airborne.
The following is to be undertaken for arrival handling:
• Ensure that appropriate airport services staff is available to meet and assist the passenger during
aircraft disembarkation.
• Solicit the services of the Airport Clinic (if required).
• Assist the passenger with border control clearance formalities (Immigration & Customs).
• Assist the passenger with baggage retrieval.
• Ensure that an appropriate transfer of the passenger is completed.
Note: It is the responsibility of the concerned airline to obtain all the necessary approval and
documentation for the carriage of a MEDA case. AISATS - DEL shall facilitate the transfer of the
passenger from the terminal to the aircraft.
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Other Special Passengers Categories
Caution: Procedures mentioned hereunder are generic and are based on the applicable IATA
standards and best industry practices. Staff must refer/ follow the respective customer airlines
policies and procedures during operations.
Expecting Mothers and Infants
• Expectant mothers are not normally regarded as incapacitated. They are to be accepted against a
Medical Certificate according to their duration of pregnancy and the Customer Airline Policy.
• Normally, expectant mothers till 26 weeks of pregnancy may be permitted to fly provided that
there are no prior complications.
• Expectant mothers after the 26th week & till 28th week of pregnancy will be treated as a Medical
Case (MEDIF, MEDA) and may be permitted to fly, provided the expectant mother has a fitness to
fly certificate from her treating obstetrician (it must be issued within 7 days before
commencement of travel).
• Normally, expectant mothers, after the 28th week of pregnancy do not get permission to travel by
any airlines. Post-delivery, the mother is permitted to fly along with her baby only after 7 days from
the date of delivery of the baby.
• However, following a normal delivery, in the absence of any complications, the mother may be
permitted to fly 48 hours after delivery, provided she has a fitness to fly certificate from her
treating obstetrician.
• However, in an emergency, wherein a lifesaving treatment is mandatory for the infant, the mother
may be permitted to fly with the new-born, provided the new-born is certified fit to fly, by the
concerned pediatrician and is accompanied by at least an MBBS doctor.
• Expectant mothers must not be seated on the emergency exit rows.
Carriage of Infants
• In the airline industry, an infant is a passenger who has not yet reached the age of 2 years and is not
required by law to occupy a passenger seat.
• The total number of infants permitted on board the aircraft is governed by the number of spare life
jackets and oxygen masks available on board.
• Infants up to 7 days old are not allowed to travel.
• An infant, when travelling, must be accompanied by an adult. The adult may be a parent of the
infant, guardian, relative or even a friend of the parent, who acts as an escort. The acceptance of
an infant will be on a one to one basis, i.e. one infant with one adult.
• Infants must hold valid tickets and must be checked-in and issued a boarding pass.
Passengers with infants must never be seated on the emergency exit row.
• Two infants cannot be on the same side of the row since there is only one extra oxygen mask
for the infant per side in case of decompression.
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Exercise
1. Make a list of few responsibility of customer service executive.
2. Make a list of announcement at airport.
3. Explain boarding verification process?
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Notes
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5. Manage Lounge Services
Unit 5.1 - Receive Passenger at Lounge Service Desk
AASSC Unit 5.2 - Passenger Verification and Record Detail
Sector Skill Council Unit 5.3 - Help Passenger for Boarding Gate and Necessary things
Unit 5.4 - Resolve Passenger Queries
Unit 5.5 - Personal Grooming
AAS/N0302
1. Manage the Passengers at lounge service desk.

2. Perform the passenger verification process.
3. Explain facilities available in the lounge.
4. Discuss the tips to resolve passenger queries.
5. Explain the importance of grooming.
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Unit 5.1: Receive Passenger at Lounge Service Desk
Unit Objectives
1. Manage the Passengers at lounge service desk.
5.1.1 Greeting Passengers
Fig. 5.1.1 (a) Airport Lounge
• Receive the passenger at lounge area, greet them with a smile and also ask them for their flight
schedule and boarding gate information.
• Verify the passenger eligibility at lounge area based on organisation policies.
• Provide a high standard of personalised service for VIP
travellers through warm welcome, escort and efficient communication
• Advice boarding procedures for passengers and their flights to the facilities offered in the lounge,
which will include 100% final call announcements.
• To get the highest level of customer service at 100% time for EK Premium Travelers, make sure to
maintain good relation with the airport authority/stakeholders such as Immigration, Police, and
ECCFC Staff etc.
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Unit 5.2: Passenger Verification and Record Detail
Unit Objectives
1. Verification of passenger.
2. Maintain record.
5.1.2 Passenger Verification

Customer service executive need to verify passenger information when passenger is about as in
lounge along with organisation data base.
Following detail need to be checked.
• PNR = Passenger name record

• Reservation data by the name of passenger
• DCS = Departure control system
• Check-in information of passenger on a specific flight
• API (S) = Advance passenger information (system)
• Passport information of passenger (machine readable zone)
Customer service executive always maintain a system based record of passenger in and out along with
flight boarding details.
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Unit 5.3: Help Passenger for Boarding Gate and Necessary things
Unit Objectives
1. Helping passenger for boarding gate

2. Helping passengers for flight timing
3. Explain lounge facilities to passenger
5.3.1 Help Passenger for Boarding Gate and Necessary things
Fig.5.3.1 (a) Boarding Gate

Customer service executive responsibility is to inform passenger about their boarding gate and
boarding time make announcements at appropriate times to make sure that passengers board their
flights promptly. Help passenger about all facilities available in lounge services. Make sure to inform
travellers in the lounge of any change in the allocation of passengers.
Provide food, drink and newspaper etc. if requested by the passenger.
List of some facilities available in an airport lounge.
• The buffet is servicing serving Continental/Indian dishes to suit all pallets. Designed keeping in
view the time of day
• A wide variety of interchange coffee, tea and soft drinks.
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5.3.1 Help Passenger for Boarding Gate and Necessary Things
• Free High-speed WIFI

• Recharging stations for laptops, mobiles & iPods at every seating point
• Widescreen television showcasing favourite channels of News/sports/other entertainment
programmes
• A large variety of Indian newspapers/magazines.
Arrival Handling of UM (Unaccompanied Minor) /YP (Young Passenger)
On the day of the flight arrival, contact the parents/ guardians who are to receive the UMs/YPs on
arrival. Advise them the ETA of the flight (in case it is delayed) and to bring along some form of
identification. Their contact will be available on the UM Form.
• Passenger Service Messages (PSM) must be monitored for UMs/YPs.
Note: Staff assigned to the handling of UMs should not be given conflicting duties.
• UMs must always be disembarked first (irrespective of class of travel) from the aircraft. At no time
should UMs/YPs be disembarked while other passengers are in the process of leaving the aircraft.
They should be handed over by the Cabin Crew Member to ground staff along with the “UM
Information List” pouch containing all the UM documents. Ground staff will have to sign a copy of
the UM Information List acknowledging receipt of the documents and accepting responsibility for
the UMs. However, before signing the form in the presence of the Cabin Crew, Ground staff must
open the pouch and verify that all the documents are in place.
• Whenever possible, arrangements should be made with the government authorities

(Immigration & Customs) for them to be cleared at special counters.
• Obtain the Cabin Crew's signature on the form and retain the first copy for station record.
• If parents/ guardians are not allowed to enter the Customs hall, sufficient staff and/ or porters
must be allocated to assist with the baggage.
• Never permit UMs and YPs to proceed unescorted beyond the customs hall. Sometimes parents/
guardians may ask you to put the UMs in a taxi, bus or train in order to pick them up elsewhere.
THIS IS NOT PERMITTED.
• UMs/YPs and documents must be handed over to the parents/ guardians after establishing their
identity, against a clear signature on the UM form. Make sure that UMs/YPs are handed over to
the correct person, together with the correct documents.
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Unit 5.4: Resolving Passenger Queries
Unit Objectives
1. Identify the passenger queries

2. Passenger query resolving
5.4.1 Resolving Passenger Queries

Customer service executive need to verify passenger information when passenger is about to
always keep positive thinking to resolve passenger queries in a courteous and friendly manner this
will make passenger happy and also avoid further escalation.
Below are the some tips to resolve passenger queries .
· Listen - Whenever you decide to handle a customer complaint, listen to what you should do. Listen to
customers to passenger why they are upset. To determine if any of policies have not been followed or
if it is excluded by the system, listen to the customer. Listen to what they want from you to solve this
issue. A refund? A replacement?
· Understand - Given that what you know now, try and see their approach. Why did they come to you?
Has the proposed proposal been given a proper issue?
· No Fighting - Defend if you want but do not fight with the customer. Often it comes down to tone and
respect, remember whether it is right or not, your client believes that they are right. As such, they can
be 100% wrong, but the fight about this issue will only increase their complaint.
· Resolve - In the case of every passenger service, you will finally reach the point that what you can and
cannot do to resolve this issue. Most situations will be able to address and the passenger will solve the
problem to their satisfaction. Unfortunately, from time to time, there will be issues that are not easily
solved. Regardless of whether the customer is requesting some cases that are outside of your policies
on such matters or just inappropriate in their requests. For these customers, you should understand
that despite their best efforts to present the proper proposal, they are not ready to join you in reality
and accordingly, our goal is always to cheer the customer, if the customer's demand is not satisfied If
you can be done, then you should maintain your best resolution solution and not anymore.
·Learn - At the top, use passenger complaints to know about potential flaws in your system. Maintain a
way to complain about passenger complaints and its solutions, such that from time to time, trends or
specific issues can be addressed, if you see that one or more specific circumstances occurring from
any frequency system can be modified. Or can be traced in the future even before complaining in the
future.
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Unit 5.5: Personal Grooming
Unit Objectives
1. Understand the importance of grooming

2. Follow professional grooming guidelines for a customer service executive
5.5.1 Importance of Grooming

Grooming is important as it helps in adding value to you and your organisation, it builds
• Professionalism
• Safety
• Credibility or Reliability
5.5.2 Grooming Guidelines

Following photograph depicts grooming in its entirety
Fig. 5.5.2 (a) Grooming Guidlines
118
Exercise
1. Explain the passenger verification process?
2. Importance of personal groming.
119
Notes
120
6. Manage Passenger
Complaints at Airport
Unit 6.1 - Examine Passenger’s ticket and Baggage
AASSC Unit 6.2 - Identify the Complaints and Provide the Solution
Sector Skill Council Unit 6.3 - Escalate the Issue and Update the Passenger on the Status
Unit 6.4 - Appropriate Documents for the Issue
AAS/N0304
1. Handling customer complaints.

2. Claim procedures.
3. Dealing with angry and hyper passenger.
4. Documents verification for complaints process.
5. Process for lost and damaged baggage.
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Unit 6.1: Examine passenger's ticket and baggage
Unit Objectives
1. Identify customer complaints.

2. Taking action as per complaints.
3. Gathering passenger and baggage information.
6.1.1 Ticket
Fig. 6.1.1 (a) Air Ticket
The ticket of the passenger should be examined for his trip details and also with regards to the mode of
payment etc. of a ticket have been, booked at short notice and is cash paid should cause a doubt with
regards to the passenger and his baggage. Return tickets originating from India for foreign nationals
should be a cause of grave suspicion.
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6.1.2 Examination of the Baggage
This is the first exercise to be carried out by the baggage officer. Lot of discretion and caution should be
implemented by the officer in choosing to open the baggage. The officers should be polite and discreet
while opening and examining the baggage of the passenger.
• Before opening the baggage try to establish the value of baggage with the passenger
• Undertake X-ray examination where ever possible before opening the baggage, to determine the
type and nature of the contents of the baggage.
• If on opening and on initial examination the baggage seems to be normal do not proceed further
with unpacking the baggage of passenger
• For carrying out the thorough examination unpack the baggage fully and prepare the detailed
inventory of the baggage
• Also inspect the containers for any concealment, false bottoms, and cavities while examining the
baggage in detail.
• After the examination help, the passenger repacks his goods.
6.1.3 Limited Release Baggage

• Limited Release baggage is baggage for which the carrier assumes a limited liability, because of
the condition in which the baggage is accepted. The Limited Release imprint manifests an already
existing damage to baggage and shows that this damage has not been caused by the actual air
transportation.
• Limited Release baggage can be categorized as baggage which is:
• Already damaged when presented for check-in.
• Is fragile.
• Contains perishables.
• Is unsuitably packed.
• Gate retrieved due to over-size or weight.
• In the above scenario, the AISATS - DEL Check-in staff shall use a Limited Release tag to complete
the check-in process, mark on the tag the reason for use and mark the area of damage (if
applicable), inform the passenger of the use of the limited release tag and take the passengers
signature on the reverse of the tag.
• Each baggage tag has a Limited Release imprint on the back. The following illustration shows the
Limited Release imprint.
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6.1.3 Limited Release Baggage

Animals in Hold – AVIH
Carry-on baggage taken away at the gate is excessive or oversized baggage taken away from the
passenger before boarding or cabin baggage taken away because of the limited stowage space on
board. Such baggage then becomes checked baggage, unless the “Delivery at aircraft” procedure is
applicable.
The gate staff, should label the bag using the Limited Release tag as a Gate Retrieved bag. The claim
portion of the tag must be handed over to the passenger.
Update the check-in record of the passenger and advise the Ramp and Load Control Department of
the total number of bags retrieved at the gate.
Note: Domestic animals of unusual size or wild animals must be transported as cargo.
Acceptance Regulation .
Transportation of animals in hold is subject to requirements laid down in the IATA Live Animals
Regulations (LAR), Government Regulations concerning import, export and transit of live animals; in
addition to the customer airlines own regulations.
• Only the below mentioned conditions of animals might be accepted.
The animal:
• Must be clean, healthy, harmless, odorless and not pregnant.
• Shall be booked in advance.
• Must be kept in a suitable hard shell container or cage, with enough food and water for the whole
flight.
• Animals of different categories must not be loaded in the same compartment, for e.g. dog and cat,
unless from the same family.
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Unit 6.2: Identify the Complaints and Provide Resolution
Unit Objectives
1. Reporting the complaints.

2. Taking action as per complaints.
3. Communication with passengers.
6.2.1 Report the problem
Fig. 6.2.1 (a) Customer Service

Record the passenger complaints as per airline policies in system based process and act immediately
on passenger complaints.
You'll still have to make a claim for compensation after you report the problem based on airline
policies and as per complaints.
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6.2.2 Service Quality Aspects in Airline Industry
Service quality aspects
Price, safety, timelines, baggage transportation, food quality, seat comfort, check-in
process and onboard services
Seat comfort, safety, courtesy of staff
Airlines reliability (safety)
Aircraft type
First customer contact / interaction with contact employees
Airline brand, price, sleep comfort
Frequency and timings, punctuality, airport location and access, seat accessibility/ticket
flexibility, frequent flyer benefits, airport services, in-flight services
Employee’s service, safety & reliability, onboard service, schedule, on time performance,
frequent flyer program
Flight schedule, total fare, flexibility, frequent flyer program, punctuality, catering,
ground services
Level of concern and civility, listening and understanding, individual attention,

cheerfulness, friendliness, courtesy
Willingness to correct errors, task proficiency, courtesy, friendliness, tolerance
On-time performance, overbooking, mishandled baggage, customer complaints
127
Unit 6.3: Escalate the Issue and Update the Passenger on the Status
Unit Objectives
1. Assist passenger about claim process.

2. About the complaints.
3. Dealing with passenger complaints.
6.3.1 Lost baggage procedure and claims procedure
Suggest passengers to follow these recommendations to facilitate our search in case of a delay:
• Fill out and attach a bag tag to each piece of luggage, with your data (name, address, mobile phone
number and email address)
• Make sure the baggage claim tag has your correct name and destination
• Keep your baggage claim receipts
• Verify the baggage claim tag given at the moment of check-in at the counter matches with the tag
of your luggage
• Fill your lost luggage claim before leaving the baggage claim area of the airport When boarding
the flight, take with you your keys, ID's, cash, valuable articles, medication, perishable food items,
credit cards, jewellery, gadgets such as laptops, cameras, cell phones, iPods, and personal or
business documents
• Having baggage insurance is one thing but most of us will agree that we want to get our
Original belongings back. There are some safety measures you can take that'll ensure you never
lose valuable luggage.
• Pack your valuable things in your carry-on luggage. Many airlines won't cover valuables that get
lost or stolen in your check-in items. This includes passports, cameras and cell phones, money and
jewellery.
• As a general rule; pack your clothes, shoes and toiletries in your check-in luggage and all your
super important stuff in your carry-on luggage.
• Hold on to that little-barcoded ticket you're given when you check your bags in. The ground staff
will stick it on the back of your boarding pass.
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6.3.2 Explain the Lost Luggage Procedure to Passenger
Lost luggage guidelines

• Assist the passenger filing a claim at the airport (where you've realised your luggage is missing)
as soon as possible.
• Make sure the passengers leave the attendant with a valid address and phone number so that
you're easily reachable and so the airline can deliver your bags when they're found.
Traceable luggage tags
Fig. 6.3.2 (a) Lost Check-In Baggage

Traceable luggage tags are a nifty invention that gives you more control over the whereabouts of your
luggage when it's out of your sight. Traceable luggage tags are a GPS locator for lost luggage and will be
a cost that you will incur so that your chances of losing your luggage are vastly decreased. They work
on a global scale and will give you peace of mind for those long haul flights where multiple connecting
flights and stopovers can increase your chances of losing your luggage.
Ask passenger to Act immediately.

Airlines are more likely to accept responsibility for missing or damaged luggage if you report the
problem straight away. Before leaving the luggage reclaim hall, go to the airline desk.
Make them to fill a form.

The passenger will be given a copy of the Property Irregularity Report (PIR) that are used by airline
staff to record the details. While this isn't a legal requirement, and there may be a reason why it's not
possible to get one (an unmanned desk at a small airport, for example) you're still entitled to claim. But
without a PIR, the process is likely to be more of an uphill battle.
129

If the bag is missing.
Fig. 6.3.2 (b) Lost Check-In Baggage

Airline customer service received a complaints from passenger that the bag is missing or not arrived at
their baggage place. Before taking any action airline customer service executive needs to verify the
passenger boarding pass and departure and destination point. Airline customer service needs to go
and check with concerned airline baggage handler always check baggage loses first from system based
database.
Ask the passenger to give an accurate description of loss bags and completed detail. According to
passenger description only CSE can check with baggage handler team.
Cabin baggage.
Fig. 6.3.2 (c) Lost Cabin Baggage
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Travel readers have reported jewellery, cash and tablets going missing from cabin bags that was
unexpectedly put in the hold.
But, airlines cannot opt out of luggage liabilities, so it's worth pursuing a claim for lost or damaged
luggage, or items that have gone missing from your cabin bag.
Ask the passenger to Observe the deadlines.
Write to the airline, enclosing the copy of the PIR, within seven days of the flight. If your luggage turns
up a day or two late, it's up to the airline to take measures for getting it to you as professionally as
possible.
Monitor progress.
Where luggage doesn't show up, you must be able to monitor it through the tracing method, either by
contacting baggage services at the airport, the airline's central department or by logging into an online
baggage-tracing sheet with a reference number. This reference will relate to the luggage receipt
usually attached to your boarding card or passport at bag-drop or check-in, so you'll need to keep it on
hand. If there's no sign of it after three weeks, the bag will be declared lost.
Fig. 6.3.2 (d) Belt for Check-In Baggage
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6.3.3 Get airline compensation for lost or delayed luggage
Fig. 6.3.3 (a) Lost Found
You have the legal right to claim compensation from the airline if passenger checked-in luggage is
delayed, lost or damaged.
You only have the right to claim for a problem with cabin baggage if it is the airline's fault.
You are more likely to get compensation if you act quickly. You should:
• Report the problem to the airline straight away.

• Check deadline- you may have to claim within seven days of your flight.
If you have travel insurance or home contents insurance that covers luggage, you're likely to be better
off making an insurance claim instead. You'll perhaps get more money and find it easier to claim this
way.
You could get from the airline.
What you can get from the airline is usually limited to money for:
• The bare necessities you need if your luggage is delayed, e.g. toiletries and underwear.
• Part of the cost of repairing or replacing lost luggage and contents.
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6.3.4 Deadlines for claiming
Most airlines follow these deadlines, but it's a good idea to check with the airline.
If your luggage is delayed or missing, the airline has 21 days to find it and get it to you. If you get your
luggage back within 21 days, you can still claim compensation for delayed luggage. If you don't, claim
for lost luggage.
What you're claiming for Deadline for claiming
Damaged luggage 7 days after getting your luggage
Missing or damaged contents 7 days after getting your luggage
Delayed or missing luggage 21 days after the flight
Lost luggage - it’s officially lost after 21 days As soon as possible after it’s officially lost
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Unit 6.4: Appropriate Documentation for the Issue
Unit Objectives
1. Define the document.
6.4.1 Assist Passenger to Carry out These Below Documents
After recording a complaints airline customer service executive needs to handover all appropriate
documents to passenger along with all complaints details.
• Passenger boarding pass and ticket.

• Document for baggage verification detail.
• Acknowledgment slip of reported problem
• Receipts for belongings you had to buy because of a delay
134
135
Exercise
1.How to report the problem to the customer executive?
2. List out the procedure for baggage claiming.
136
7. Take Action to Deal with
Incidents, Accidents and
Emergencies in the Aviation
Security Environment
Unit 7.1 – Specific Hazards

AASSC Unit 7.2 – Evacuation Guidelines
AAS/N0501
1. Take action to deal with incidents, accidents and emergencies.

2. Guide the people to Evacuate during emergencies.
3. Perform fire extinguishing operation for small amount of fire accidents.
138
Unit 7.1: Specific Hazards
Unit Objectives
1. Identify the different kinds of hazards.

2. Describe actions to overcome hazards.
3. Operate the Fire safety equipment.
7.1.1 Specific Hazards

This section focuses on the special planning needs of the particular hazards that airports may
encounter. It addresses the necessary operational actions that must be abale to facilitate the
successful completion of a specific response function.
Some of the hazards that may require the response are:
1) Aircraft incidents and Accidents.

2) Natural Disasters.
3) Bomb incidents.
4) Hazardous Materials Incidents.
5) Structural Fires.
6) Power Failure of Movement Area Lighting.
139
7.1.2 Aircraft Incidents and Accident
Definitions.
Aircraft Accident: Any incident associated with the operation of an aircraft that takes place between
the time a person boards the plane with the intention of flight and the time such person has landed, in
which a person suffers death or serious injury as a result of the occurrence or in which the aircraft
receives substantial damage.
Aircraft Incident: Any incident associated with the operation of an aircraft that is not considered as an
“aircraft accident.”
The accident may happen due to Landing Gear Problem. A situation or emergency exists or is
perceived to exist, that may result in an incident or accident. This includes situations where it is not
known if an incident or accident emergency has occurred.
An aircraft is known or suspected to have an operational defect that affects regular flight operations to
the extent that there is a danger of an accident.
An aircraft accident has occurred on or in the vicinity of the Airport. Once it has been determined that
an airport/aircraft emergency exists.
The Following agencies and individuals will be notified.

• City Fire/Police Department,
• Airport Operations Manager
Fig. 7.1.2 (a) accident Between an aircraft and Moving Vehicle
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7.1.3 Hazard and Counter Measures

Hazard Counter-measure
Moving vehicles: Many other types of vehicle could Moving Vehicles: The best way to avoid being
be present on the Apron, such as: struck by a moving vehicle is to keep alert, listen
and look all around you, particularly when
Aircraft towing trucks; emerging from buildings or sheds onto the
Mobile aircraft steps;
apron. High-visibility clothing is usually
Fuel tankers;
Baggage trucks; mandatory in all outside areas of airports.
Cargo-handling vehicles;
Emergency vehicles. Where safe zones or pathways are marked on
Although these vehicles should not move at high the ground, you should always use them, but
speeds, you might not hear them approach due to remember that aircraft or vehicles manoeuvring
the noise from aircraft. Some of them will be nearby them in restricted space might not still be
electrically driven and make no sound at all. Others able to avoid crossing these markings, so stay
can be hard to manoeuvre. As the ‘rules of the road’ cautious.
are often not detected by vehicles on the apron, they
can be particularly hazardous.
Aircraft engines and propellers: Aircraft engines and propellers:
Aircraft engines are very dangerous. You must keep Keep yurself away from aircraft engines. If you
well away from them — especially while they are have to approach aircraft, you should do so
running or if they are likely to start up. All aircraft when the engines are not running, from the side
engines create suction which can drag you in. This of the aircraft, but away from the engines — not
danger exists both in front of and to the side of the the front or rear. Always wait until the wheels
engine. This is known as the ‘ingestion zone’ and can are chocked.
be lethal. Engines also emit either propeller wash or If you need to cross from one side of an aircraft
exhaust blast (jet engines). This can emit great heat to the other, you should walk around it, via
and force over considerable distances. The force has
been known to move other equipment or to blow The rear of propeller-driven aircraft
(take care if there are propellers at
out the windows of vehicles. You may be unable to the back too)
see revolving propellers at all. The front of jet-propelled aircraft, in
case the engines start unexpectedly
Ī ÑÖ ÑÖ NÑǾÈÍ ĜĲĜĪ R MÕÔŌÑMǾMŌ MÒǾŃǾMŅt while its
engines are running.
141
7.1.3 Hazard and Counter Measures
Helicopter rotors⁬ Rotor blades droop downwards Helicopter rotors: Do not approach a
when rotating — even at quite high speeds — helicopter until the crew Signals that it is safe
and can also give off hazardous downwash to do so. Always approach it from the ‘one o’
which can sweep you off your feet or move other put full stop symbol after clock. position (the
objects around. Blades are dangerous both pilot faces ‘twelve o’clock’). Keep low at all
when the aircraft is stationary and when it is times, remembering to remove any non-
running. There can also be a risk of injury from safety headgear and to secure all loose
engine exhaust heat and fumes. Rear rotors run items.
at extremely high speeds and can be almost
difficult to see. Rear rotors make them a far more
common cause of injury than main rotors. Dust
and even quite large items can be sucked into
the air and blown around with considerable
force.
Aircraft noise: Prolonged exposure to aircraft Aircraft noise: You should always wear
noise can lead to severe damage to your hearing protection, first ear defenders, when
hearing. Jet engines can produce up to 120-130 working on the apron. Some areas will be
decibels (dB) of high-frequency noise, enough to designated as mandatory ear defence zones
cause permanent damage if you are particularly and will be marked as such. Do not spend
close or exposed to it for extended periods. more time in the noisy environment even
Remember: aircraft noise could replace with when wearing hearing protection. Prolonged
cover the approach of other aircraft or vehicles. exposure to lower levels of noise can be
irritating, and you might find ear defenders
uncomfortable to wear for extended periods.
Remember: when you are wearing hearing
protection you might not be able to hear
approaching danger, use your eyes at all
times.
Moving aircraft: Remember that aircraft cannot Moving aircraft: Never walk or drive a
stop as easily or as quickly as road vehicles, vehicle in front of moving aircraft. If you need
even when they are taxiing or being towed at low to cross the apron when an aircraft is taxiing,
speeds. The pilot’s view of the apron might also you should let it get well past you and cross
be restricted. Aircraft always have the right of behind it. Vehicles are usually prohibited on
way. runways.
142
7.1.4 Natural Disaster
Some of the natural disaster is;

1. Snow/Ice Fall
2. Strong Winds
3. Storms lightning
4. Sand storms
Snow /Ice Fall.
The presence of snow and/or ice on an airport results in a reduction in surface friction and a covering
of lighting, surfaces, pavement, markings and signage and can cause a severe risk to the safety of
operations. Airports affected by snow and ice should have procedures in place for clearing taxiways,
runways, emergency response routes, and aprons as well as de-icing pavements. Equipment and
resources will need to be provided depending on the size of the airport, the amount and existence of
snow, and the required time to the resumption of operations after runway sweeping.
After removing the snow, runway friction readings should be taken to check the effects of the removal
of snow and to assist decisions if further treatment is required.
Fig. 7.1.4 (a) Snow removal Process
143
Strong Winds
Strong winds can cause significant disruption to operations at the airport. The Primary hazards are
aircraft engine ingestion of FOD, airframe damage and personal injury. A system should be in place to
bring to the attention of all staff any forecast conditions of strong winds. To minimise the hazard, it is
good practice for the airport to publish a set of requirements detailing actions other parties should
take upon receipt of strong wind warnings.
These can be graded depending on the forecast wind speed and maximum gust speeds and should
include appropriate restrictions, examples of which are as follows:
• Use of air bridges and mobile steps for passenger boarding / deplaning.
• Loose cargo and baggage containers secured and tied down.
• Additional chocking requirements of parked aircraft.
• Parked aircraft oriented into the wind or secured, if necessary.
• FOD and rubbish containers securely fastened.
• Vehicle parking brakes set or chocked.
• Arriving aircraft to receive positive chocking communication from the ground crew before
releasing the parking brake.
• Restrictions on working at height.
• Windmilling propellers secured.
• Early fueling of aircraft to increase ballast.
• Restriction on the extension of catering and other scissor lift vehicles and use of stabilises.
• Restrictions on aircraft towing.
• Aircraft doors not to be opened
• Aircraft rubbish to be immediately removed and not left on the stand.
• Suspension of aircraft fueling.
• Contractor works areas to be secured.
• Immediate reporting of any items seen being blown by the wind.
144
Storms -Lightning.
As lightning strikes at airports are of concern to personnel working airside, fueling operation and
passengers
Boarding or deplaning aircraft at ground loading positions, construction workers and possibly for
people evacuating buildings in an emergency situation, airport operators should carry out a risk
assessment. where appropriate, airports should ensure that they have lightning protection systems in
place following Building code requirements.
Fig. 7.1.4 (b) Airport lightning warning system.
Storms - Sand, Dust and Volcanic Ash.
Sand and dust storms are a reality in specific regions when strong winds pick up loose sand and dust
from a dry surface, thus reducing visibility. The vertical extent of the dust or dirt that is raised is mostly
determined by the strength of the atmosphere above the ground as well as by the weight of the
particulate. Dust and sand may be limited to a relatively thin layer, but dust may be lifted more than
5,000 feet up in the air. In addition to issues like visibility, health problems (bronco-pulmonary,
Ophthalmic, skin abrasions) and impact on operations, these contaminants, when combined with
rain, can form mud, thus affecting runway friction values.
145
Fig. 7.1.4 (c) Sand Storms In an Airport
Airport operators should take consider the following:
• Possible contamination of electronic, electrical, mechanical ground equipment and parked

aircraft, requiring cleaning and sometimes replacement.
• Availability of materials (duct tape, plastic sheeting) needed to cover or seal openings on aircraft,
engines, ground equipment, certain strategic buildings and electronic / computer equipment.
• Availability of cleaning materials, additional heavy equipment, a large volume of water, a suitable
and approved area for dumping and covering (or at least stabilising) contaminants away from the
airport.
• Accelerated and intensive program of inspection, maintenance, cleaning and monitoring
• Special aircraft ground operating procedures (restricted operations).
• Conduct risk assessment of equipment and facilities.
• Wet ash has the consistency of wet cement and can cause buildings to collapse, or markedly shift
the Center of gravity of parked aircraft, causing it to tip over.
146
Storms - Rain.
Heavy rainstorms (or torrential rain), are sometimes the result of a fast on-set or can last for an
extended period. Hazards may include runway, taxiway, apron and roadway contamination (standing
water), reduced friction, problems with water run-off, flooding, drainage problems and the ground
saturated with precipitation. Strong winds can also accompany massive rain events.
Airport operators should ensure runway design is such that water runs off as quickly as possible and
that drainage systems can handle run-off. Rapid intervention by maintenance crews may be required
to remove standing water, to build temporary dams.
Fig. 7.1.4 (d) Airport lightning warning system
147
7.1.5 Bomb threat
If there is a bomb threat directed towards any airport building, structure, or an aircraft the responsible
person will do the following remedies.
• Create an isolation zone at airport and clear it of all unauthorised personnel.

• Passengers will leave baggage and cargo on the aircraft. All persons should be detained until
cleared by the designated law enforcement personnel.
• Notify the Bomb Squad and Police Department.
• Ask these questions if you received a threat call.
Fig. 7.1.5 (a) Checklist for Bomb threat Call
148
7.1.6 Structural Fire
This emergency situation involves fires occurring at or in airport buildings such as Terminals or
hangars. Responses to the fire accident are as follows:
1. Call Fire office

2. Take protective actions against employees and public.
3. Evacuate area according to evacuation plan.
4. Coordinate response activities.
5. Control access to the facility until it has been inspected and/or will not impede with emergency
response organisation.
FIRE PREVENTION PLAN (FPP)
Preventing fires from arising is the most efficient way of managing them. The Fire Prevention Plan
(FPP) is a series of methods to stop fires before they start. Every protection must be taken to prevent a
fire from starting. A written FPP is required in addition to the Occupant Emergency Plan to efficiently
manage tower evacuations and minimise / control potential fire hazard.
Fire Triangle
Fuel, Oxygen, and heat, are referred to as the "fire triangle." The addition of a fourth element, the
chemical chain reaction, causes combustion or fire to occur. For a fire to begin, each of these elements
must be present in the right proportion.
Fuel – Any flammable material such as wood, coal, and gasoline.
Oxygen – Present in the surrounding air we breathe.
Heat – Energy that is provided by an external ignition source such as a flame or spark.
Chemical Chain Reaction – When the components of the fire triangle come together under the right
circumstances, a chemical reaction occurs and a fire begins.
Fig.7.1.6 (a) Fire Triangle
Notes
Extinguishing a fire occurs through the removal of one or more of the elements of the fire triangle.
149
7.1.7 Fire Extinguisher categories
Fire extinguishers are loaded with different dousing agents to fight specific classes of fires. Some types
of extinguishers will be ineffective against certain classes of fires, while others could make the fire
worse. Before trying to put out a fire, make sure you know the fire fuel, and only proceed if you have
the right type of fire extinguisher:
Class A: Suitable for cloth, wood, rubber, paper, various plastics, and regular combustible fires. The
extinguishing agent is water or foam.
Class B: Suitable for gasoline, grease, and oil fires. The extinguishing agent is a dry chemical or carbon
dioxide. Extinguishers smaller than 6 pounds (2.72 kg) are not recommended.
Class C: Suitable for energised electrical fires. The extinguishing agent is a dry chemical or carbon
dioxide.
Class D: Suitable for combustible metals. The extinguishing agent is a dry powdered chemical.
Class K: Suitable for kitchen fires, including oil, grease, and fat. The extinguishing agent is a wet or dry
chemical.
Class ABC: This is an all-purpose fire extinguisher that works on class A, B, and C fires. The
extinguishing agent is a dry chemical.
Fig. 7.1.7 (a) Fire Categories
150
7.1.8 How to use Fire Extinguisher?
Remember the “PASS” Word. Employees may be expected to use a fire extinguisher and must
understand how to operate them properly. Before beginning to figure a fire, be sure that the fire is
small enough to be extinguished. Know what material is burning and be sure that you are using the
proper type of extinguisher. Stand a safe distance (approximately 6 feet) away from the fire and follow
the four-step PASS procedure. If the fire you are attempting to extinguish does not come under
immediate control or your escape route is threatened, leave the area immediately.
To operate an extinguisher:
Pull 1 PULL the pin
A im 2 3
S queeze A IM
nozzle
at base
SQUEEZE
the handle
Sweep of fire
4 SWEEP nozzle
side to side
Fig. 7.1.8 (a) File extinguisher operating step
Fig. 4.9 Fire extinguisher operating Steps
7.1.9 Failure of Power

This emergency situation involves failure of power for movement area lighting.
Responding to the situation follow the points
1. Notify staff and overhaul personnel of power outage.
2. Startup generator.
151
Unit 7.2: Evacuation Guidelines
Unit Objectives
1. Explain the Evacuation guidelines.

2. Recognise and help others in Evacuation during various kinds of emergencies.
7.1.1 Definition
Emergency evacuation is the urgent immediate egress or escape of people away from an area that
contains an imminent threat, an ongoing threat or a hazard to lives or property.
7.2.2 Building Evacuation Pathways & Exit Signage

The key to a successful evacuation is situational awareness. In an airport environment,
Personnel work in many different settings and quite often, may be conducting business in areas other
than their primary work area. It is essential for the safety of employees, tenants, and customers that
each person becomes familiar with the standard indicators of Evacuation routes and emergency exits.
• Emergency exits will be marked and lit with an “EXIT” sign which is typically green and white.
• Exit signs are directional and mark the evacuation route. No arrow on the sign indicates go straight
ahead; an arrow on the sign indicates a turn is needed to continue on the exit path.
• Pathways must be wide enough to accommodate a large number of evacuating personnel.
• Pathways must remain clear of debris or obstructions at all times.
• Routing must not expose evacuating personnel to additional hazards.
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7.2.3 Evacuation Do's and Don'ts
If an exit leads to a stairwell, continue down the stairs to the ground level and exit the building at that
time – do not stop on an interim floor unless otherwise instructed.
• Stairwells are typically rated for smoke and heat protection – if rescue assistance is needed,
remain in a stairwell and wait for rescue personnel.
• DO NOT use the elevators.
• It is not advised to go to the roof, using helicopters for roof rescue is a dangerous procedure for the
occupants, the pilots and firefighters.
• Follow directions of emergency responders and other response personnel.
• Make every attempt to account for all of your personnel.
• Report any missing people to evacuation monitors or emergency response personnel.
• Do not return to the building until emergency response personnel have permitted to do so.
Fig. 7.2.3 (a) Symbols important during Emergency Evacuation
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7.2.4 Evacuation on Fire/Smoke
1. Notify people to evacuate the area.

2. Close the door to the room or area to confine the spread of the fire.
3. Activate the fire alarm.
4. Call Fire Station and inform about the condition and location.
5. Walk. Do not run. Evacuate the building out the nearest exit.
6. Listen and follow directions of Fire Department and other response personnel.
7. Notify Fire Department of any personnel remaining in the building and their location
Fig. 7.2.4 (a) Fire Evacuation Plan
If encountering heavy smoke, keep low (crawl). Use the wall as a guide to the nearest exit. If smoke is
heavily concentrated in the doorway, do not attempt to exit by that means of the door. Proceed to an
alternate exit. When reaching the outside of the building, move away from the doorway to allow
others to emerge from the exit.
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7.2.5 Evacuation During Earthquake
1. Take immediate cover under tables or desks, or crouch against an interior wall.
2. Do not stand in a doorway. Keep away from windows to avoid flying glass. Do not stand under light
fixtures or near objects that could fall.
3. Evacuate the building only AFTER the shaking has completely stopped.
4. Keep calm. Do not run outdoors, watch for falling debris or electrical wires when leaving the
building.
5. Proceed to the designated gathering area if it is safe to do so.
6. If disabled or injured, remain in place and wait for assistance.
7. A fire occurs, activate the nearest fire alarm pull station (as the system may still be functional) and
follow procedures outlined in the previous “Fire” section.
8. If qualified, render first-aid. If not qualified, assist those rendering or requiring first aid.
9. Report any missing persons to the Fire Department or other response personnel.
Fig. 7.2.5 (a) Protect Yourself
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7.2.6 Evacuation Around Hazardous Material

1. Evacuate the immediate area surrounding hazardous material, stay upwind if outside.
2. Keep other people away from the area until emergency responders can determine the nature of
the material.
3. Do not attempt to rescue the injured until the situation is assessed.
4. If not near the threat, responders may advise shelter-in-place until the spill can be contained or
better evaluated.
Notes
Materials are considered hazardous if they have any of the following characteristics:
• Ability to corrode other materials
• Can explode or easily be ignited
• React strongly with water
• Are unstable when exposed to heat or shock
• Are otherwise toxic to humans, animals, or the environment
Tips !
1. Conduct a demo on how to operate a fire extinguisher

2. Conduct a mock drill for emergencies to evacuate the building
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Exercise
1. General Causes of Hazards.
2. List various Effects of bad weather.
3. List the categories of fire with examples .
4. List out Do's and Don'ts of evacuation.
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Notes
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8. Work Effectively
in a Team
Unit 8.1 – Support the Work team
AASSC Unit 8.2 – Maintain Personal Presentation
Aerospace & Aviation Unit 8.3 – Develop Effective Work Habits
AAS/N0503
1. Display courteous and helpful behavior at all times.

2. Take opportunities to enhance the level of assistance offered to colleagues
3. Meet all reasonable requests for assistance within acceptable workplace time frames.
4. Complete allocated tasks as required.
5. Seek assistance when difficulties arise.
6. Use questioning techniques to clarify instructions or responsibilities.
7. Identify and display a non-discriminatory attitude in all contacts with customers and other
staff members.
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Unit 8.1: Support the Work team
Unit Objectives
At the end of this Unit, you will be able to;
1. Know work as a team.

2. Help other team member if required
8.1.1 Support the Work Team

Following are the few steps which are very essentials at workplace for courteous and Behaviour.
1. Communication
2. Doing Your Job
3. Open And Communal Work Spaces
4. How You Present Yourself
5. Harassment
6. Gender Neutrality
7. Use Of Technology
8. In A Nutshell
8.1.1.1 Communication
The Basics: Good communication makes the work environment more productive and pleasant. The
basics we learned as children still apply: say please, thank you, and you're welcome. Use your
inside voice. Don't raise your voice, and don't use offensive language. When addressing others, do
so formally and politely, and don't interrupt others when they are speaking.
Fig. 8.1.1 (a)
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8.1.1.1 Communication
Body Language: Respect your co-workers by giving them

your full attention. Face the other person and make eye
contact. Pay attention to your body language. When
greeting someone to your workspace, stand up.
Fig. 8.1.1 (b)
With your boss: To maintain a good relationship with

your boss, keep him or her informed so there are no
surprises. Share information about delays, setbacks, new
developments or concerns. Ask the questions you need
to ask in order to do your job most effectively. Don't be
afraid to ask for help.
Fig. 8.1.1 (c)
Managing your emotions: Whenever you find yourself upset or dealing with an issue at work, the
best response is to wait, process your thoughts, and think through your words before you voice a
complaint, thought, or suggestion. Think before you speak; bite your tongue before an
inappropriate or provocative remark can emerge. When on the receiving end of constructive
feedback, listen to the words and feelings of others and don't dispute what they are feeling. You
can't change what someone feels; a good response is “I'm sorry you feel that way.”
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8.1.1.2 Doing your Job
Time management: Arrive at work 10 to 15 minutes

early. This demonstrates respect for the job and your
employer, as well as an eagerness for the job. It also
provides an opportunity to interact with your co-workers
before you begin your day. Also be willing to stay late;
this also shows respect and dedication.
Fig. 8.1.1 (d)

Show respect for your co-worker's time: Being on time
or early for meetings and other appointments will go a
long way in fostering workplace harmony. Meet
deadlines. Return messages and respond to requests in a
prompt manner. Whenever possible, schedule your
absences in advance so that you co-workers can prepare.
Show co-workers and customers that they are your top
priority.
Fig. 8.1.1 (e)
Pay attention: Learn all you can, and anticipate what will
be required of you. Be a self-starter. Don't expect your
boss to regularly tell you to carry out your routine tasks
and responsibilities. Pitch in and help others.
Attitude: Whether or not you like your job, respect it by

taking pride in a job well done. Do what you are asked to Fig. 8.1.1 (f)
do and choose to be productive. Be willing to do the
“dirty work” – tasks no one likes but are crucial for
business operations. Leave your personal problems and
negative attitudes at home; be fully present mentally and
physically when you are at work. How you present
yourself will have an influence on how others treat you.
Fig. 8.1.1 (g)
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8.1.1.2 Doing your Job
Smile and be energetic: You only have one opportunity to

make a good first impression. Be respectful to everyone; all
roles in the workplace are interconnected. Kindness,
courtesy, friendliness and an acknowledgment of the
efforts of others will go a long way towards creating a
positive work environment. You may even notice a change
in the behavior of your co-workers.
Fig. 8.1.1 (h)
Accept responsibility: None of us is perfect and we will

make mistakes at work. It is very poor etiquette to pass
blame off on a co-worker. Accepting responsibility for our
errors shows a mature confidence and will ultimately invite
respect.
Fig. 8.1.1 (i)
8.1.1.3 Open and Communal Worl Spaces

Cubicles: In many workplaces employees work in open
areas or cubicles. While this structure easily invites
interruptions, be mindful of the personal space and
boundaries of your co-workers. Don't just barge in; try to
announce yourself with a knock or by saying “Excuse me”
or “knock knock”. Furthermore, pause before entering and
wait for a response, and ask if it's a good time to talk. Don't
loiter outside the cubicle waiting for your co-worker to get
off the phone. Whenever possible, try to enter a shared Fig. 8.1.1 (j)
space within the sight line of your co-worker.
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8.1.1.3 Open and Communal Worl Spaces
Kitchen: Clean up after yourself and don't expect others to do it. Be careful not to burn food in the
microwave and avoid using it to heat up smelly food like fish. Wash and return dishes to their proper
place. Mark your items in the refrigerator with your name and a date; don't leave old food in there to
become a science experience. Never, ever take someone else's food unless it is offered.
Bathrooms: Clean up after yourself in the restroom. For next person's use
Hallways and elevators: These are perfect places to have positive and friendly interactions with your
co-workers so don't isolate yourself by routinely checking your cell phone for messages or wearing
music headphones. Otherwise you are sending an unfriendly message that you want to be alone.
8.1.1.4 How You Present Yourself

Clothing: While dress codes have relaxed significantly over the years, it is best nonetheless to be
careful in how you dress and wear attire appropriate for your office. What you wear communicates
how you see yourself and is also a representation of your employer.
A sloppy or slovenly appearance may suggest to your co-workers and to clients that they, or your
company, aren't worthy of the respect that comes when you present yourself respectably.
Avoid revealing, low-cut or sexy clothing. Become familiar with your employer's dress code and follow
it. Dressing professionally generally causes one to act more professionally.
Smells: At a minimum smells at work can be distracting or annoying. In the case of allergies, they can
even be dangerous. So avoid perfume and aftershave, and enjoy your pungent lunch or snacks in the
lunchroom instead of at your desk. If you do eat at your desk, eat quietly and avoid slurping. Consider
keeping an unscented air freshener handy. If you have a problem with a co-workers scent, it's okay to
address it directly to them. Say something short and clear such as “Joe, you know how these cubicles
are. The smell of your lunch is drifting over the wall and it's rather distracting.”
Hygiene: Come to work with clean clothes, clean hair, and a clean body. Furthermore, keep your
personal grooming private.
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8.1.1.5 Harassment
Workplace harassment, identified as “unwelcome verbal or physical conduct - based on race, color,
religion, sex, national origin, age, disability or sexual orientation - that creates a hostile work
environment.” Behavior that in the past may have been considered simply “joking around” should be
avoided in today's workplace.
8.1.1.6 Gender Neturality

Etiquette is Gender Neutral: Back in the day the rule was that men held doors for women. Now, of
course, the workplace is filled with women and the guidelines about manners have changed. Here are
some general suggestions.
1) Holding a door: The first to arrive holds it for others.
2) Getting off elevators: The person closest to the door exits first.
3) Paying for meals: Whoever invites pays.
3) Greeting someone: Male or female, it's best to stand to greet someone, particularly a higher level
co-worker, customer or client.
5) Helping to carry something: We all appreciate help when overloaded so regardless of gender, lend
a helping hand.
8.1.1.7 In a Nutshell
Basic Workplace Etiquette:
1. Come to work clean and well rested;

2. Dress in accordance with your employer's dress code.
3. Don't distract others from their work unnecessarily.
4. Speak quietly so your voice doesn't carry across the work areas of your co-workers.
5. Clean up after yourself.
6. Respect your colleagues property and food.
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Unit 8.2: Maintain Personal Presentation
Unit Objectives
1. Understand the reason for personal hygiene and grooming in the workplace.
2. Identify the rules and regulations your organisation has on personal hygiene and grooming.
3. Meet and maintain standards for personal hygiene and grooming.
4. Identify and wear appropriate clothing for the workplace.
8.2.1 Maintain Personal Presentation

There are three key areas to discuss concerning how you look - ie how you present yourself to
customers.
Fig. 8.2.1 (a) Personal Presentation

What do these phrases mean and what do they involve?
Personal hygiene: Are you clean and fresh? Do you shower regularly? Do you have bad breath? If you
wear make-up, is it appropriately applied? Do you get enough sleep? Is your hairstyle appropriate?
Dress code: What are the requirements regarding clothing? Are there health and safety reasons for
needing hats, hair nets, steel toe-capped boots, etc? What style of clothing is appropriate - casual,
formal, uniform, etc.
Grooming: Are your clothes tidy, appropriate and clean? If not, customers may think that you and your
organisation are sloppy and won't give them good service.
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8.2.2 Projecting a Positive Image by your Personal Presentation

What customers think of you will determine their first impression of your organisation and help them
decide whether they want to give you their business. Customers will form an impression of you based
initially on how you look and how you behave. Attending to your health and hygiene, what you wear
and the standard of your clothing, will be an outward sign to customers that you are good at your job,
thoughtful and professional.
You can contribute to projecting this 'positive image' by taking note of and attending to the factors
discussed on the following pages.
Personal Hygiene
Why is personal hygiene important?

Customer satisfaction
If we pay attention to our personal presentation, it sends a message to clients that we care about
ourselves and about the way others perceive us. This implies that we also care about the service we
offer and the way we perform it. If we look presentable, clients will immediately have a better opinion
of our organisations and how it will do its job.
Example.
Two customers visit a sandwich shop
The first, Cheryl, is served by a sweaty man with dirt under his fingernails. He doesn't have an apron on
and before he cuts the bread he rubs the knife on the back of his dirty jeans. He scratches inside his
ears and Cheryl is sure that she even sees him pick his nose. The sandwich looks fine but Cheryl feels
rather nauseous as she eats it, and puts it in the bin half eaten back at the office.
The first, Cheryl, is served by a sweaty man with dirt under his fingernails. He doesn't have an apron on
and before he cuts the bread he rubs the knife on the back of his dirty jeans. He scratches inside his
ears and Cheryl is sure that she even sees him pick his nose. The sandwich looks fine but Cheryl feels
rather nauseous as she eats it, and puts it in the bin half eaten back at the office.
Turn to a partner and discuss how you would rate Cheryl's customer satisfaction after her visit.
Discuss also how you would rate Chris's.
Being clean and fresh contributes to customer satisfaction. If personal hygiene is lacking, customers
won't want to return even if the service was otherwise of an acceptable standard.
Other examples of workplaces where cleanliness is essential to good customer satisfaction are:
Hairdressing salons make-up shops, hotels, nurses and doctors, dentists, etc. Would you like a dentist.
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8.2.3 Health and Safety
There are many workplaces where personal hygiene is not just a case of being 'nice to have' but
essential under the law. The following are some examples.
Employees who deal with food.
Food poisoning (the transmission of disease through food) is always a danger where food is being
handled, eg restaurant kitchens, fisheries, canning factories, etc.
Food handlers have a moral and legal responsibility to keep high standards of personal cleanliness to
ensure that they do not contaminate food. Food handlers should be in good health and MUST stay
away from work if they have diarrhoea, vomiting, a food-borne infection, skin infections, sores, heavy
colds and ear or eye discharge.
Food handlers should wash their hands regularly and not regularly wipe utensils on the same cloth.
Employees who deal with animals.
Diseases can be transmitted from infected animals during handling or slaughter. Therefore it is
essential that employees don't have open wounds (which bacteria could infect), and that they
don't bite their nails, eat or smoke with hands contaminated by animal fluids.
Employees who deal with dangerous materials.
In workplaces where dangerous or toxic materials (for example, lead) are handled, employees
should cover cuts and sores, take care to wash thoroughly and not smoke in the workplace to help
avoid infection.
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8.2.4 Aspects of Personal Hygiene
Looking after your body.
It is essential to make sure you keep yourselves as fresh as possible.
1. Bath or shower at least once a day.

2. Ensure you use soap or body gel and don't skimp on the hard to reach parts!
3. Use an underarm deodorant or anti-perspirant every morning.
Hand and nail care.
1. Check that your hands and nails are clean.

2. Use a nail brush if you find it difficult to get your nails clean.
3. Use a hand cream if your hands are dry or the skin is cracked.
4. If you wish to wear nail polish to work, check that it is appropriate at your workplace
5. Make sure any colored nail polish is intact - flaking nail polish looks awful.
6. At work, dry hands on single service roller towels, disposable paper towels or hot air dryers to
avoid picking up an infection.
7. Always wash hands after going to do toilet, blowing your nose, coughing, sneezing, smoking,
eating and handling waste.
Nose, mouth and teeth.
1. Brush your teeth every day in the morning.

2. Consider keeping a tood1bmsh at work so you can freshen up after lunch.
3. Dirty teeth not only look bad, but can cause bad breath
4. If you are worried that you might have bad breath, keep some mouth fresheners with you and
visit a dentist for a check-up.
5. Wash your hands after sneezing or blowing your nose.
6. Use disposable paper tissues rather than handkerchiefs.
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Unit 8.3: Develop Effective Work Habits
Unit Objectives
1. Know about workplace safety.

2. Identify the airline personnel decision making process.
3. Benefits for employees.
4. Know about the harassment.
8.3.1 Airline Personnel Decision-Making Process

To ensure compliance with the law, airline personnel should:
• Be Comprehensive: Before taking any action, airline personnel should conduct a comprehensive
evaluation of the facts known at the time, considering the totality of the circumstances. A
comprehensive evaluation should include whether a passenger's appearance is the determinative
factor causing concern. In other words, airline personnel should ask themselves - but for the
passenger's perceived race, color, national origin, religion, sex, or ancestry, would I be concerned
that his or her behavior rises to the level of a potential threat to security or safety?
• Ensure Effective Communication: Communicate by actively participating in information

exchange with the passenger, co-workers, and other air travelers (if appropriate and applicable) to
clarify and confirm the facts and details involved in the situation.
• Follow Airline Protocol and Decision-Making Process: In conducting an inquiry, airline personnel
should follow their company's protocol and decision-making processes, and relevant government
agencies' directives, to resolve the situation appropriately
Assess Each Situation Individually: Focus on the specific facts and details to ensure that any basis
for taking action based on perceived suspicious behavior is reasonable. A passenger's perceived
race, color, national origin, religion, sex or ancestry alone is not a reasonable basis. All passengers
have the right to fly free from all forms of unlawful discrimination.
• Inquire about the Potential Threat: Ask yourself if you appropriately carried out the airline's
obligation to inquire. For example:
171
• Did you speak to the passenger;

• Have you consulted your co-workers about your concern?
• Did you follow company policy and utilize your training; and
• Have you intentionally or inadvertently considered any stereotypes in your inquiry?
Resolve and Remedy the Situation: Airlines should include conflict resolution techniques in their
procedures and protocols, e.g., active listening, self-awareness, validating frustrations, anti-bias and
anti-discrimination techniques, and honest communication. Airline personnel should employ the
suggested techniques and attempt to resolve the situation by taking the appropriate action in
compliance with the law and established airline policy. Explain your decision to persons involved,
including co-workers and when appropriate, to passenger.
Illustrative Scenarios.
The Department understands that complex scenarios may arise quickly and require airline personnel
to respond promptly, sometimes under tight time frames and stressful conditions. These situations
may require additional questioning, screening, searches, or requests for support from appropriate
authorities for safety or security reasons. We have provided the following examples to illustrate
possible ways to resolve a situation effectively while respecting all passengers' rights.
Scenario:
Two men are seated together onboard the aircraft before take-off, and are whispering in a foreign
language. One of the men is also holding a book that appears to be written in Arabic. A third passenger
seated nearby overhears their conversation and informs airline personnel that he feels
“uncomfortable” with the two individuals. The third passenger believes they are of Arab or South
Asian descent, that they are speaking in a foreign language, which he thinks is Arabic, and holding a
book in a foreign language, which he thinks may be the Quran. The third passenger notifies the flight
attendant.
Action:
Airline personnel have an obligation to conduct an objective and comprehensive inquiry considering
the totality of the circumstances before taking action. Crew members should follow airline protocol
for these situations and rely on their training to accomplish an objective inquiry. The pilot, who has
ultimate authority for the safety of the flight, may rely on the cabin crew to make an accurate fact-
based assessment of the situation.
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A decision is proper if based on an analysis of the facts known at the time before acting. Before taking
action, you should consider whether these passengers' behavior would concern you but for their
appearance, i.e., would you be concerned if they did not appear to be of Arab descent, speak in a
foreign language, or hold a book written in Arabic that appears to be the Quran? You should ask
yourself: “If I had observed this exact behavior in non-Arab men speaking English, would you still be
concerned?” If the answer is no, and if there is no other information possibly indicating a potential
threat to security or safety, you may be discriminating against the passengers on the basis of their
religion or national origin if you remove them from the airplane. Your inquiry might also include
Observing the passengers in question and if necessary, speaking directly with them. You should also
consider conferring with your colleagues and be sure to relay your factual observations rather than
just feelings, beliefs or opinions. It is important to ensure that your inquiry is not based on cultural
stereotypes and is focused on first-hand observable behaviors that support a reasonable and rational
evaluation of the facts leading to the security concerns. In this scenario, it is not permissible to remove
the passengers on the basis that they are speaking Arabic, they appear to be of South Asian descent,
and are holding a book written in Arabic or another foreign language. It is also impermissible to
remove the passenger simply because he is holding a book that appears to be the Quran. If, while
conducting an objective fact-based inquiry considering the BE FAIR analysis, you become aware of
additional facts or information indicating that the passengers may pose a safety or security risk to the
flight, you should take appropriate action in compliance with the law and established airline policy. If
that results in removal of a passenger, it is important that the removal 4 be conducted respectfully and
as discreetly as possible. Alternatively, if you conclude that the passengers in question do not pose a
security risk, consider offering to move the third passenger to another seat or offering to rebook him
on another flight, if that passenger remains uncomfortable with the other passengers' presence.
Summary:
A passenger's race, color, national origin, religion, sex, or ancestry may not be the determinative
factor in finding that a passenger may present a security or safety risk. Airlines should instead
undertake a comprehensive analysis considering the totality of the circumstances. Airline personnel
should take steps to conduct an objective, fact-based inquiry to ensure that a decision is reasonable
and rational and follows company policy. If you conclude, after a fact-based inquiry, that a passenger
may pose a safety or security threat and should be removed from a flight, it is important that the
removal be conducted respectfully and with discretion. Always consider whether any situation may be
resolved in a non-confrontational manner to avoid escalation. At all times, airline personnel should
comply with the law and the airline's applicable policies an d protocols.
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8.3.2 Benefits for Employees
Reduce job
stress level
Increase
Increased job
Employee
Performance
satisfaction
BENEFITS Greater
Customer TO sense of job
satisfication EMPLOYEE security
Enhanced Better
control over Physical and
Work life Mental
environment Health
Fig. 8.3.2 (a) Benefits for Employees
8.3.3 Harassment
What is Harassment?
Any conduct based on age, disability, HIV status, domestic circumstances, sex, sexual orientation,
gender reassignment, race, color, language, religion, political, trade union or other opinion or
belief, national or social origin, association with a minority, property, birth or other status that is
unreciprocated or unwanted and that affects the dignity of men and women at work.
Harassment frequently involves an abuse of power where the targets can experience difficulties in
defending themselves. Harassment at the workplace is any unwelcome or offensive action,
repeated or unreasonable act, addressed to a worker or a group of workers that causes difficulty in
the performance of an assigned job or causes a worker to feel that he/ she is working in a hostile
working environment. This can also cause risk to the health and safety of the worker
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8.3.3 Harassment
BASIS OF HARASSMENT.
Harassment is classified as a form of discrimination if it is based on one of the prohibited
grounds of discrimination defined in the International Convention or in national legislation.
Harassment may be based on factors such as:
• Race
• Gender
• Culture
• Age
• Sexual orientation
• Religious preference
The basis of harassment can differ from one country to another and from one social context to
another.
FORMS OF HARASSMENT.
Harassment may take the form of words, gestures or actions that tend to annoy, alarm, abuse,
demean, intimidate, belittle, humiliate or embarrass another or that create an intimidating, hostile or
offensive work environment. Generally, there are three forms of harassment.
1. Physical harassment: e.g. (sexual) violence or unwelcome physical contact such as kissing or
touching
2. Verbal harassment: e.g. comments, offensive jokes, personal insults, derogatory language
3. Non-verbal/Visual harassment: e.g. staring, leering, whistling, threatening behavior, sexually
suggestive gestures, or 'freezing' somebody out
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8.3.4 Sexual Harassment at the Workplace
Definitions.
Sexual harassment is any unwanted verbal or physical conduct or gesture of a sexual nature, request
for sexual favors, or other behavior of a sexual nature that makes the recipient feel humiliated,
offended and/or intimidated. Sexual harassment also covers situations when such aforementioned
conduct is made into a working requirement or when such conduct creates an intimidating, hostile or
inappropriate working environment. The recipient's reaction must be reasonable considering the
situation and circumstances at hand. In other words, sexual harassment is:
1. Misuse of sexual behavior

2. Request for sexual favors
3. Verbal statement or physical action or gesture that describes a sexual act,
4. Unwanted action of a sexual nature.
The recipient has made it clear that the behavior is unwanted

The recipient feels humiliated, offended and/or intimidated by the conduct;
The perpetrator should have reasonably anticipated that the other person would be offended,
humiliated and/or intimidated by the conduct.
Unwanted Conduct.
Unwanted conduct is any conduct that is not requested or invited by the recipient, and that the
recipient finds to be undesirable or disrespectful. Whether the behavior is unwelcome is a subjective
question judged by the person alleging harassment. In this regard, how the conduct is perceived and
experienced by the recipient is important, not the intention behind the conduct. Unwanted conduct
can be identified by the following characteristics:
1. The victim has explained that the conduct is unwanted,

2. The victim feels humiliated, offended and/or intimidated by the conduct, or
3. The perpetrator has anticipated that the other person would be offended, humiliated and/ or
intimidated by the conduct.
Reasonableness of Conduct.
Reasonableness of conduct can be measured by identifying whether the behavior that lead to the
conduct that constitutes sexual harassment made the victim feel offended, ashamed or afraid.
The conduct must also be considered within the context in which 'it occurred'. The following factors
may be considered: the frequency of occurrence, the intimidated condition, the different situation,
etc.
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8.3.5 Forms of Sexual Harassment
1. Physical harassment includes unwelcome touching in a sexual manner such as kissing, patting,
pinching, glancing and staring with lust.
Fig. 8.3.5 (a) Sexual Harassment
1.Verbal harassment includes unwelcome comments about a person's private life, body parts or
appearance, sexually suggestive jokes and comments.
Fig. 8.3.5 (b) Verbal Harassment
1. Gestural harassment includes sexually suggestive body language and/or gestures, repeated winks,
licking lips and gestures with fingers
2. Written or graphic harassment includes displays of pornographic materials, sexually explicit
pictures, screen savers or posters and harassment via emails and other modes of electronic
communication
3. Psychological/emotional harassment consists of persistent proposals and unwelcome requests,
unwanted invitations to go out on dates, insults, taunts and innuendos of a sexual nature.
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8.3.6 What Constitutes Sexual Harassment
1. When the conduct has the effect of creating an intimidating, hostile or offensive work environment.
2. In a quid-pro-quo or 'this for that' situation when an owner, employer, supervisor, member of
management or co-employee undertakes or attempts to influence the process of employment, terms
or conditions of employment or other benefit of an employee or job applicant in exchange for sexual
favors
3. When such conduct is offensive and unacceptable for the victim (subjective test, based on the
perspective of the recipient)
8.3.7 What Does Not Constitute Sexual Harassment

The decisive factor in classifying certain behavior as sexual harassment is the unwelcome nature of
the behavior. Besides the 'unwanted' criterion, offensive behavior can also lead to sexual harassment.
Interaction which is based on mutual consent is not sexual harassment. Sexual harassment does not
refer to occasional compliments that are socially and culturally acceptable and appropriate.
8.3.8 Bullying
Workplace bullying means any behavior that is repeated over time, systematic and directed towards
an employee or a group of employees. A reasonable person, having regard to the circumstances, must
expect such behavior to victimize, humiliate, undermine or threaten and to create a risk to health and
safety.
Fig. 8.3.8 (a) Bullying
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8.3.8 Bullying
Examples of Workplace Bullying: Use of abusive, insulting or offensive language / Behavior or

language that frightens, humiliates, belittles or degrades – including criticism that is delivered through
yelling and screaming / Teasing or regularly making someone the brunt of practical jokes / Displaying
materials that are degrading or offending / Spreading gossip, rumors and innuendos of a malicious
nature.
Minimum Requirements for Preventing Workplace Harassment
Workers: In relation to the harassment issue, workers have to prevent all types of harassment by
communicating all company policies on workplace harassment to all workers and by pursuing
effective remedial measures.
Employers: As a minimum, there are two main actions that all employers should take to prevent and
settle cases of workplace harassment: 1. Develop, endorse and communicate a workplace
harassment policy to all employees. The policy should be disseminated to all employees during
recruitment and induction and 2. Take effective and appropriate remedial action if workplace
harassment occurs. Employers/management are required to refrain from committing acts of
harassment. Employers/management should contribute towards creating and maintaining a work
environment that is free from harassment by regulating standards to eliminate all forms of
harassment.
8.3.9 Work Priorities

In order to do your job effectively and to the best of your ability it helps to prioritize your tasks.
Planning your day ensures you meet company goals and deadlines, and it helps keep you in line with
what is expected from you by management. According to Business Alignment Strategies, when you
prioritize tasks you perform at higher levels, which will make you more responsible, efficient and
reliable. It also helps you to limit interruptions and helps prevent you from wasting time.
1 Create a to-do list of tasks that need to be completed each day. List each job and rank them in order
of importance. Complete the urgent and most important jobs first, and save the tasks that are neither
important nor urgent for last. You can ask your boss what she needs completed first if you need
guidance on what is most important. Try not to make the list too long or you will get discouraged.
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8.3.9 Work Priorities
Fig. 8.3.9 (a) Priority Matrix
2. Carry the least important tasks over to the next day. Some job responsibilities should be
saved for when things are slow and you have nothing else to do. Some examples can include
filing papers or talking to coworkers about clients.
3. Complete important tasks before you leave for the day. For those tasks that require
immediate attention and need to be completed as soon as possible, make sure they are
done by day's end. Avoid watching the clock while you work. Make your job your priority and
avoid being the last one in the office or the first one to leave
4. Stay focused on the task at hand and tries to limit interruptions. Don't stop work to check
your email every few minutes, and don't surf the Internet or take care of personal business
while you are supposed to be working. Save those things for your break, or when you have
extra time. Remove anything distracting from your workspace and create an atmosphere that
encourages work. If you work better with music, use headphones with an MP3 player.
5. Take your time to complete each task to the best of your ability. If you rush through things,
you will end up making mistakes and have to repeat the work you already did. Take pride in
your work and review everything that leaves your desk. Establish your own professional
standards to ensure your work has been completed to the best of your ability
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Exercise
1. Make a list of which are very essentials at workplace for courteous behavior.
3. List the categories of fire with examples.
4. List the evacuation Do's and Don'ts of evacuation.
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Notes
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9. Employability &
Entrepreneurship Skills
Unit 9.1 – Personal Strengths & Value Systems
AASSC Unit 9.2 – Digital Literacy: A Recap
Aerospace & Aviation Unit 9.3 – Money Matters
Unit 9.4 – Preparing for Employment & Self Employment
Unit 9.5 – Understanding Entrepreneurship
Unit 9.6 – Preparing to be an Entrepreneur

1. Explain the meaning of health
2. List common health issues
3. Discuss tips to prevent common health issues
4. Explain the meaning of hygiene
5. Understand the purpose of Swacch Bharat Abhiyan
6. Explain the meaning of habit
7. Discuss ways to set up a safe work environment
8. Discuss critical safety habits to be followed by employees
9. Explain the importance of self-analysis
10. Understand motivation with the help of Maslow’s Hierarchy of Needs
11. Discuss the meaning of achievement motivation
12. List the characteristics of entrepreneurs with achievement motivation
13. List the different factors that motivate you
14. Discuss how to maintain a positive attitude
15. Discuss the role of attitude in self-analysis
16. List your strengths and weaknesses
17. Discuss the qualities of honest people
18. Describe the importance of honesty in entrepreneurs
19. Discuss the elements of a strong work ethic
20. Discuss how to foster a good work ethic
21. List the characteristics of highly creative people
22. List the characteristics of highly innovative people
23. Discuss the benefits of time management
24. List the traits of effective time managers
25. Describe effective time management technique
26. Discuss the importance of anger management
27. Describe anger management strategies
28. Discuss tips for anger management
29. Discuss the causes of stress
30. Discuss the symptoms of stress
31. Discuss tips for stress management
32. Identify the basic parts of a computer
33. Identify the basic parts of a keyboard
34. Recall basic computer terminology
35. Recall basic computer terminology
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Employability & Entrepreneurship Skills
36. Recall the functions of basic computer keys

37. Discuss the main applications of MS Office
38. Discuss the benefits of Microsoft Outlook
39. Discuss the different types of e-commerce
40. List the benefits of e-commerce for retailers and customers
41. Discuss how the Digital India campaign will help boost e-commerce in India
42. Explain how you will sell a product or service on an e-commerce platform
43. Discuss the importance of saving money
44. Discuss the benefits of saving money
45. Discuss the main types of bank accounts
46. Describe the process of opening a bank account
47. Differentiate between fixed and variable costs
48. Describe the main types of investment options
49. Describe the different types of insurance products
50. Describe the different types of taxes
51. Discuss the uses of online banking
52. Discuss the main types of electronic funds transfers
53. Discuss the steps to prepare for an interview
54. Discuss the steps to create an effective Resume
55. Discuss the most frequently asked interview questions
56. Discuss how to answer the most frequently asked interview questions
57. Discuss basic workplace terminology
58. Discuss the concept of entrepreneurship
59. Discuss the importance of entrepreneurship
60. Describe the characteristics of an entrepreneur
61. Describe the different types of enterprises
62. List the qualities of an effective leader
63. Discuss the benefits of effective leadership
64. List the traits of an effective team
65. Discuss the importance of listening effectively
66. Discuss how to listen effectively
67. Discuss the importance of speaking effectively
68. Discuss how to speak effectively
69. Discuss how to solve problems
70. List important problem solving traits
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71. Discuss ways to assess problem solving skills

72. Discuss the importance of negotiation
73. Discuss how to negotiate
74. Discuss how to identify new business opportunities
75. Discuss how to identify business opportunities within your business
76. Understand the meaning of entrepreneur
77. Describe the different types of entrepreneurs
78. List the characteristics of entrepreneurs
79. Recall entrepreneur success stories
80. Discuss the entrepreneurial process
81. Describe the entrepreneurship ecosystem
82. Discuss the government’s role in the entrepreneurship ecosystem
83. Discuss the current entrepreneurship ecosystem in India
84. Understand the purpose of the Make in India campaign
85. Discuss the relationship between entrepreneurship and risk appetite
86. Discuss the relationship between entrepreneurship and resilience
87. Describe the characteristics of a resilient entrepreneur
88. Discuss how to deal with failure
89. Discuss how market research is carried out
90. Describe the 4 Ps of marketing
91. Discuss the importance of idea generation
92. Recall basic business terminology
93. Discuss the need for CRM
94. Discuss the benefits of CRM
95. Discuss the need for networking
96. Discuss the benefits of networking
97. Understand the importance of setting goals
98. Differentiate between short-term, medium-term and long-term goals
99. Discuss how to write a business plan
100. Explain the financial planning process
101. Discuss ways to manage your risk
102. Describe the procedure and formalities for applying for bank finance
103. Discuss how to manage your own enterprise
104. List important questions that every entrepreneur should ask before starting an enterprise
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UNIT 9.1: Personal Strengths & Value Systems

Unit Objectives
1. Explain the meaning of health
2. List common health issues
3. Discuss tips to prevent common health issues
4. Explain the meaning of hygiene
5. Understand the purpose of Swacch Bharat Abhiyan
6. Explain the meaning of habit
7. Discuss ways to set up a safe work environment
8. Discuss critical safety habits to be followed by employees
9. Explain the importance of self-analysis
10. Understand motivation with the help of Maslow’s Hierarchy of Needs
11. Discuss the meaning of achievement motivation
12. List the characteristics of entrepreneurs with achievement motivation
13. List the different factors that motivate you
14. Discuss how to maintain a positive attitude
15. Discuss the role of attitude in self-analysis
16. List your strengths and weaknesses
17. Discuss the qualities of honest people
18. Describe the importance of honesty in entrepreneurs
19. Discuss the elements of a strong work ethic
20. Discuss how to foster a good work ethic
21. List the characteristics of highly creative people
22. List the characteristics of highly innovative people
23. Discuss the benefits of time management
24. List the traits of effective time managers
25. Describe effective time management technique
26.Discuss the importance of anger management
27. Describe anger management strategies
28. Discuss tips for anger management
29. Discuss the causes of stress
30. Discuss the symptoms of stress
31. Discuss tips for stress management
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9.1.1 Health, Habits, Hygiene: What is Health

As per the World Health organisa on (WHO), health is a “State of complete physical, mental, and
social well-being, and not merely the absence of disease or infirmity.” This means being healthy does
not simply mean not being unhealthy – it also means you need to be at peace emo onally, and feel fit
physically. For example, you cannot say you are healthy simply because you do not have any physical
ailments like a cold or cough. You also need to think about whether you are feeling calm, relaxed and
happy.
Common Health Issues

Some common health issues are:
• Allergies
• Asthma
• Skin Disorders
• Depression and Anxiety
• Diabetes
• Cough, Cold, Sore Throat
• Difficulty Sleeping
• Obesity
Tips to Prevent Health Issues

Taking measures to prevent ill health is always better than curing a disease or sickness. You can
stay healthy by:
• Eating healthy foods like fruits, vegetables and nuts
• Cutting back on unhealthy and sugary foods
• Drinking enough water everyday
• Not smoking or drinking alcohol
• Exercising for at least 30 minutes a day, 4-5 times a week
• Taking vaccinations when required
• Practicing yoga exercises and meditation
How many of these health standards do you follow? Tick the ones that apply to you.
1. Get minimum 7-8 hours of sleep every night.
2. Avoid checking email first thing in the morning and right before you go to bed at night.
3. Don’t skip meals – eat regular meals at correct meal times.
4. Read a little bit every single day.
5. Eat more home cooked food than junk food.
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6. Stand more than you sit.

7. Drink a glass of water first thing in the morning and have at least 8 glasses of water
through the day.
8. Go to the doctor and dentist for regular checkups.
9. Exercise for 30 minutes at least 5 days a week.
10. Avoid consuming lots of aerated beverages.
What is Hygiene?
As per the World Health organisation (WHO), “Hygiene refers to conditions and practices that help to
maintain health and prevent the spread of diseases.” In other words, hygiene means ensuring that
you do whatever is required to keep your surroundings clean, so that you reduce the chances of
spreading germs and diseases.
For instance think about the kitchen in your home. Good hygiene means ensuring that the kitchen is
always spick and span, the food is put away, dishes are washed and dustbins are not overflowing with
garbage. Doing all this will reduce the chances of attracting pests like rats or cockroaches, and prevent
the growth of fungus and other bacteria, which could spread disease.
How many of these health standards do you follow? Tick the ones that apply to you.
1.Have a bath or shower every day with soap – and wash your hair with shampoo 2-3
times a week.
2.Wear a fresh pair of clean undergarments every day.
3.Brush your teeth in the morning and before going to bed.
4.Cut your fingernails and toenails regularly.
5.Wash your hands with soap after going to the toilet.
6.Use an anti-perspirant deodorant on your underarms if you sweat a lot.
7.Wash your hands with soap before cooking or eating.
8.Stay home when you are sick, so other people don’t catch what you have.
9.Wash dirty clothes with laundry soap before wearing them again.
10.Cover your nose with a tissue/your hand when coughing or sneezing.
See how healthy and hygienic you are, by giving yourself 1 point for every ticked statement!
Then take a look at what your score means.
Your Score
0-7/20:You need to work a lot harder to stay fit and fine! Make it a point to practice good
habits daily and see how much better you feel!
7-14/20: Not bad, but there is scope for improvement! Try and add a few more good habits to
your daily routine.
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Swachh Bharat Abhiyan

We have already discussed the importance of following good hygiene and health practices for
ourselves. But, it is not enough for us to be healthy and hygienic. We must also extend this Standard to
our homes, our immediate surroundings and to our country as a whole.
The 'Swachh Bharat Abhiyan' (Clean India Mission) launched by Prime Minister Shri Narendra Modi
on 2nd October 2014, believes in doing exactly this. The aim of this mission is to clean the streets and
roads of India and raise the overall level of cleanliness. Currently this mission covers 4,041 cities and
towns across the country. Millions of our people have taken the pledge for a clean India. You should
take the pledge too, and do everything possible to keep our country clean!
What are Habits?

A habit is a behaviour that is repeated frequently. All of us have good habits and bad habits. Keep in
mind the phrase by John Dryden: “We first make our habits, and then our habits make us.” This is why it
is so important that you make good habits a way of life, and consciously avoid practicing bad habits.
Some good habits that you should make part of your daily routine are:
• Always having a positive attitude

• Making exercise a part of your daily routine
• Reading motivational and inspirational stories
• Smiling! Make it a habit to smile as often as possible
• Making time for family and friends
• Going to bed early and waking up early
Some bad habits that you should quit immediately are:
• Skipping breakfast
• Snacking frequently even when you are not hungry
• Eating too much fattening and sugary food
• Smoking, drinking alcohol and doing drugs
• Spending more money than you can afford
• Worrying about unimportant issues
• Staying up late and waking up late
!
Tips
• Following healthy and hygienic practices every day will make you feel good mentally and
physically.
• Hygiene is two-thirds of health – so good hygiene will help you stay strong and healthy!
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9.1.2: Safety: Tips to Design a Safe Workplace

Every employer is obligated to ensure that his workplace follows the highest possible safety
protocol. When setting up a business, owners must make it a point to:
• Use ergonomically designed furniture and equipment to avoid stooping and twisting
• Provide mechanical aids to avoid lifting or carrying heavy objects
• Have protective equipment on hand for hazardous jobs
• Designate emergency exits and ensure they are easily accessible
• Set down health codes and ensure they are implemented
• Follow the practice of regular safety inspections in and around the workplace
• Ensure regular building inspections are conducted
• Get expert advice on workplace safety and follow it
Non-Negotiable Employee Safety Habits

Every employer is obligated to ensure that his workplace follows the highest possible safety
protocol. When setting up a business, owners must make it a point to:
• Immediately report unsafe conditions to a supervisor
• Recognize and report safety hazards that could lead to slips, trips and falls
• Report all injuries and accidents to a supervisor
• Wear the correct protective equipment when required
• Learn how to correctly use equipment provided for safety purposes
• Be aware of and avoid actions that could endanger other people
• Take rest breaks during the day and some time off from work during the week
!
Tips
• Be aware of what emergency number to call at the time of a workplace emergency
• Practice evacuation drills regularly to avoid chaotic evacuations
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9.1.3 Self Analysis – Attitude, Achievement Motivation:

What is Self-Analysis
To truly achieve your full potential, you need to take a deep look inside yourself and find out what kind
of person you really are. This attempt to understand your personality is known as self-analysis.
Assessing yourself in this manner will help you grow, and will also help you to identify areas within
yourself that need to be further developed, changed or eliminated. You can better understand
yourself by taking a deep look at what motivates you, what your attitude is like, and what your
strengths and weaknesses are.
What is Motivation?
Very simply put, motivation is your reason for acting or behaving in a certain manner. It is important to
understand that not everyone is motivated by the same desires – people are motivated by many, many
different things. We can understand this better by looking at Maslow's Hierarchy of Needs.
Maslow’s Hierarchy of Needs

Famous American psychologist Abraham Maslow wanted to understand what motivates people. He
believed that people have five types of needs, ranging from very basic needs (called physiological
needs) to more important needs that are required for self-growth (called self-actualization needs).
Between the physiological and self-actualization needs are three other needs – safety needs,
belongingness and love needs, and esteem needs. These needs are usually shown as a pyramid with
five levels and are known as Maslow's Hierarchy of Needs.
Self-fulfillment
Self -
needs
actualization:
achiving one's full
potential, including
creative activities
Esteem needs:
prestige and feeling of Psychological
accomplishment needs
Belongingness and love needs:

intimate relationships, friends
Safety needs:
Security, safety Basic
needs
Physiological needs:
food, water, warmth, rest
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As you can see from the pyramid, the lowest level depicts the most basic needs. Maslow believed that
our behaviour is motivated by our basic needs, until those needs are met. Once they are fulfilled, we
move to the next level and are motived by the next level of needs. Let's understand this better with an
example.
Rupa comes from a very poor family. She never has enough food, water, warmth or rest. According to
Maslow, until Rupa is sure that she will get these basic needs, she will not even think about the next
level of needs – her safety needs. But, once Rupa is confident that her basic needs will be met, she will
move to the next level, and her behaviour will then be motivated by her need for security and safety.
Once these new needs are met, Rupa will once again move to the next level, and be motivated by her
need for relationships and friends. Once this need is satisfied, Rupa will then focus on the fourth level
of needs – her esteem needs, after which she will move up to the fifth and last level of needs – the
desire to achieve her full potential.
Understanding Achievement Motivation

We now know that people are motivated by basic, psychological and self-fulfillment needs. However,
certain people are also motivated by the achievement of highly challenging accomplishments. This is
known as Achievement Motivation, or 'need for achievement'.
The level of motivation achievement in a person differs from individual to individual. It is important
that entrepreneurs have a high level of achievement motivation – a deep desire to accomplish
something important and unique. It is equally important that they hire people who are also highly
motivated by challenges and success.
What Motivates You?

What are the things that really motivate you? List down five things that really motivate you.
Remember to answer honestly!
I am motivated by:
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Characteristics of Entrepreneurs with

Achievement Motivation
Entrepreneurs with achievement motivation can be described as follows:
• Unafraid to take risks for personal • Very persistent when it comes to achieving
accomplishment goals
• Love being challenged • Extremely courageous
• Future-oriented • Highly creative and innovative
• Flexible and adaptive • Restless - constantly looking to achieve more
• Value negative feedback more than • Feel personally responsible for solving
positive feedback problems
Think about it:
• Can you think of entrepreneurs who display
• How many of these traits do you have?
these traits?
How to Cultivate a Positive Attitude

The good news is attitude is a choice. So it is possible to improve, control and change our
attitude, if we decide we want to! The following tips help foster a positive mindset:
• Remember that you control your attitude, not the other way around
• Devote at least 15 minutes a day towards reading, watching or listening to something positive.
• Avoid negative people who only complain and stop complaining yourself
• Expand your vocabulary with positive words and delete negative phrases from your mind
• Be appreciative and focus on what’s good in yourself, in your life, and in others
• Stop thinking of yourself as a victim and start being proactive
• Imagine yourself succeeding and achieving your goals
What is Attitude?
Now that we understand why motivation is so important for self-analysis, let's look at the role our
attitude plays in better understanding ourselves. Attitude can be described as your tendency (positive
or negative), to think and feel about someone or something. Attitude is the foundation for success in
every aspect of life. Our attitude can be our best friend or our worst enemy. In other words:
“The only disability in life is a bad attitude.”
When you start a business, you are sure to encounter a wide variety of emotions, from difficult times
and failures to good times and successes. Your attitude is what will see you through the tough times
and guide you towards success. Attitude is also infectious. It affects everyone around you, from your
customers to your employees to your investors. A positive attitude helps build confidence in the
workplace while a negative attitude is likely to result in the demotivation of your people.
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What Are Your Strengths and Weaknesses?

Another way to analyze yourself is by honestly identifying your strengths and weaknesses. This will
help you use your strengths to your best advantage and reduce your weaknesses. Note down all your
strengths and weaknesses in the two columns below. Remember to be honest with yourself!
Strengths Weaknesses
Tips !
• Achievement motivation can be learned.

• Don’t be afraid to make mistakes.
• Train yourself to finish what you start.
• Dream big.
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9.1.4 Honesty & Work Ethics: What is Honesty?

Honesty is the quality of being fair and truthful. It means speaking and acting in a manner
that inspires trust. A person who is described as honest is seen as truthful and sincere, and as
someone who isn’t deceitful or devious and doesn’t steal or cheat. There are two dimensions
of honesty – one is honesty in communication and the other is honesty in conduct.
Honesty is an extremely important trait because it results in peace of mind and builds
relationships that are based on trust. Being dishonest, on the other hand, results in anxiety and
leads to relationships full of distrust and conflict.
Qualities of Honest People

Honest individuals have certain distinct characteristics. Some common qualities among honest
people are:
1. They don’t worry about what others think of them. They believe in being themselves –
they don’t bother about whether they are liked or disliked for their personalities.
2. They stand up for their beliefs. They won’t think twice about giving their honest opinion,
even if they are aware that their point of view lies with the minority.
3. They are think skinned. This means they are not affected by others judging them harshly
for their honest opinions.
4. They forge trusting, meaningful and healthy friendships. Honest people usually surround
themselves with honest friends. They have faith that their friends will be truthful and
upfront with them at all times.
They are trusted by their peers. They are seen as people who can be counted on for truthful
and objective feedback and advice.
• Honesty and employees: When entrepreneurs build honest relationships with their
employees, it leads to more transparency in the workplace, which results in higher work
performance and better results.
• Honesty and investors: For entrepreneurs, being honest with investors means not only
sharing strengths but also candidly disclosing current and potential weaknesses, problem
areas and solution strategies. Keep in mind that investors have a lot of experience with
startups and are aware that all new companies have problems. Claiming that everything is
perfectly fine and running smoothly is a red flag for most investors.
• Honesty with oneself: The consequences of being dishonest with oneself can lead to dire
results, especially in the case of entrepreneurs. For entrepreneurs to succeed, it is critical
that they remain realistic about their situation at all times, and accurately judge every
aspect of their enterprise for what it truly is.
Importance of Honesty in Entrepreneurs

One of the most important characteristics of entrepreneurs is honesty. When entrepreneurs are
honest with their customers, employees and investors, it shows that they respect those that they work
with. It is also important that entrepreneurs remain honest with themselves. Let's look at how being
honest would lead to great benefits for entrepreneurs.
• Honesty and customers: When entrepreneurs are honest with their customers it leads to stronger
relationships, which in turn results in business growth and a stronger customer network.
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What are Work Ethics?

Being ethical in the workplace means displaying values like honesty, integrity and respect in all your
decisions and communications. It means not displaying negative qualities like lying, cheating and
stealing.
Workplace ethics play a big role in the profitability of a company. It is as crucial to an enterprise as high
morale and teamwork. This is why most companies lay down specific workplace ethic guidelines that
must compulsorily be followed by their employees. These guidelines are typically outlined in a
company's employee handbook.
Elements of a Strong Work Ethic

An entrepreneur must display strong work ethics, as well as hire only those individuals who
believe in and display the same level of ethical behavior in the workplace. Some elements of
a strong work ethic are:
• Professionalism: This involves everything from how you present yourself in a corporate
setting to the manner in which you treat others in the workplace.
• Respectfulness: This means remaining poised and diplomatic regardless of how stressful
or volatile a situation is.
• Dependability: This means always keeping your word, whether it’s arriving on time for a
meeting or delivering work on time.
• Dedication: This means refusing to quit until the designated work is done, and completing the
work at the highest possible level of excellence.
• Determination: This means embracing obstacles as challenges rather than letting them
stop you, and pushing ahead with purpose and resilience to get the desired results.
• Accountability: This means taking responsibility for your actions and the consequences of your
actions, and not making excuses for your mistakes.
• Humility: This means acknowledging everyone’s efforts and hard work, and sharing the
credit for accomplishments.
How to Foster a Good Work Ethic

As an entrepreneur, it is important that you clearly define the kind of behaviour that you expect
from each and every team member in the workplace. You should make it clear that you expect
employees to display positive work ethics like:
• Honesty: All work assigned to a person should be done with complete honesty, without
any deceit or lies.
• Good attitude: All team members should be optimistic, energetic, and positive.
• Reliability: Employees should show up where they are supposed to be, when they are
supposed to be there.
• Good work habits: Employees should always be well groomed, never use inappropriate
language, conduct themselves professionally at all times, etc.
• Initiative: Doing the bare minimum is not enough. Every team member needs to be
proactive and show initiative.
• Trustworthiness: Trust is non-negotiable. If an employee cannot be trusted, it’s time to let
that employee go.
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• Respect: Employees need to respect the company, the law, their work, their colleagues
and themselves.
• Integrity: Each and every team member should be completely ethical and must display
above board behaviour at all times.
• Efficiency: Efficient employees help a company grow while inefficient employees result in
a waste of time and resources.
!
Tips
• Don’t get angry when someone tells you the truth and you don’t like what you hear.
• Always be willing to accept responsibility for your mistakes.
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9.1.5 Creativity & Innovation : What is Creativity

Creativity means thinking outside the box. It means viewing things in new ways or from different
perspectives, and then converting these ideas into reality. Creativity involves two parts: thinking
and producing. Simply having an idea makes you imaginative, not creative. However, having an idea
and acting on it makes you creative.
Characteristics of Highly Creative People

Some characteristics of creative people are:
• They are imaginative and playful • They detest rules and routine
• They see issues from different angles • They love to daydream
• They notice small details • They are very curious
• They have very little tolerance for boredom
What is Innovation?
There are many different definitions of innovation. In simple terms, innovation means turning an
idea into a solution that adds value. It can also mean adding value by implementing a new product,
service or process, or significantly improving on an existing product, service or process.
Characteristics of Highly Innovative People

Some characteristics of highly innovative people are:
• They embrace doing things differently
• They don’t believe in taking shortcuts
• They are not afraid to be unconventional
• They are highly proactive and persistent
• They are organized, cautious and risk-averse
!
Tips
• Take regular breaks from your creative work to recharge yourself and gain fresh perspective.
• Build prototypes frequently, test them out, get feedback, and make the required changes.
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9.1.6 Time Management: What is Time Management?

Time management is the process organizing your time, and deciding how to allocate your time
between different activities. Good time management is the difference between working smart
(getting more done in less time) and working hard (working for more time to get more done).
Effective time management leads to an efficient work output, even when you are faced with tight
deadlines and high pressure situations. On the other hand, not managing your time effectively
results in inefficient output and increases stress and anxiety.
Benefits of Time Management

Time management can lead to huge benefits like:
• Greater productivity • Higher efficiency
• Better professional reputation • Reduced stress
• Higher chances for career advancement • Greater opportunities to achieve goals
Not managing time effectively can result in undesirable consequences like:
• Missing deadlines • Inefficient work output
• Substandard work quality • Poor professional reputation
• Stalled career • Increase in stress and anxiety
Traits of Effective Time Managers

Some traits of effective time managers are:
• They begin projects early • They break tasks into steps with
• They set daily objectives specific deadlines
• They modify plans if required, to achieve • They continually review long term
better results goals
• They are flexible and open-minded • They think of alternate solutions if and
when required
• They inform people in advance if their
help will be required • They ask for help when required
• They know how to say no • They create backup plans
Effective Time Management Techniques

You can manage your time better by putting into practice certain time management techniques.
Some helpful tips are:
• Plan out your day as well as plan for interruptions. Give yourself at least 30 minutes to
figure out your time plan. In your plan, schedule some time for interruptions.
• Put up a “Do Not Disturb” sign when you absolutely have to complete a certain amount
of work.
• Close your mind to all distractions. Train yourself to ignore ringing phones, don’t reply to
chat messages and disconnect from social media sites.
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• Delegate your work. This will not only help your work get done faster, but will also show
you the unique skills and abilities of those around you.
• Stop procrastinating. Remind yourself that procrastination typically arises due to the fear
of failure or the belief that you cannot do things as perfectly as you wish to do them.
• Prioritize. List each task to be completed in order of its urgency or importance level. Then
focus on completing each task, one by one.
• Maintain a log of your work activities. Analyze the log to help you understand how efficient
you are, and how much time is wasted every day.
Create time management goals to reduce time wastage.
!
Tips
• Always complete the most important tasks first.
• Get at least 7 – 8 hours of sleep every day.
• Start your day early.
• Don’t waste too much time on small, unimportant details.
• Set a time limit for every task that you will undertake.
• Give yourself some time to unwind between tasks.
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9.1.7 Anger Management: What is Anger Management

Anger management is the process of:
1. Learning to recognize the signs that you, or someone else, is becoming angry
2. Taking the best course of action to calm down the situation in a positive way
Anger management does not mean suppressing anger.
Importance of Anger Management

Anger is a perfectly normal human emotion. In fact, when managed the right way, anger can be
considered a healthy emotion. However, if it is not kept in check, anger can make us act
inappropriately and can lead to us saying or doing things that we will likely later regret.
Extreme anger can:
• Hurt you physically:: It leads to heart disease, diabetes, a weakened immune system,
insomnia, and high blood pressure.
• Hurt you mentally: It can cloud your thinking and lead to stress, depression and mental
health issues.
• Hurt your career: It can result in alienating your colleagues, bosses, clients and lead to the
loss of respect.
• Hurt your relationships: It makes it hard for your family and friends to trust you, be honest
with you and feel comfortable around you.
This is why anger management, or managing anger appropriately, is so important.
Anger Management Strategies

Here are some strategies that can help you control your anger:
Strategy 1: Relaxation
Something as simple as breathing deeply and looking at relaxing images works wonders in
calming down angry feelings. Try this simple breathing exercise:
1. Take a deep breath from your diaphragm (don’t breathe from your chest)
2. Visualize your breath coming up from your stomach
3. Keep repeating a calming word like ‘relax’ or ‘take it easy’ (remember to keep breathing
deeply while repeating the word)
4. Picture a relaxing moment (this can be from your memory or your imagination)
Follow this relaxation technique daily, especially when you realize that you’re starting to feel angry.
Strategy 2: Cognitive Restructuring
Cognitive restructuring means changing the manner in which you think. Anger can make you curse,
swear, exaggerate and act very dramatically. When this happens, force yourself to replace your angry
thoughts with more logical ones. For instance, instead of thinking 'Everything is ruined' change your
mindset and tell yourself 'It's not the end of the world and getting angry won't solve this'.
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Strategy 3: Problem Solving

Getting angry about a problem that you cannot control is a perfectly natural response. Sometimes, try
as you may, there may not be a solution to the difficulty you are faced with. In such cases, stop focusing
on solving the problem, and instead focus on handling and facing the problem. Remind yourself that
you will do your best to deal with the situation, but that you will not blame yourself if you don't get the
solution you desire.
Strategy 4: Better Communication
When you're angry, it is very easy to jump to inaccurate conclusions. In this case, you need to force
yourself to stop reacting, and think carefully about what you want to say, before saying it. Avoid saying
the first thing that enters your head. Force yourself to listen carefully to what the other person is
saying. Then think about the conversation before responding.
Strategy 5: Changing Your Environment
If you find that your environment is the cause of your anger, try and give yourself a break from your
surroundings. Make an active decision to schedule some personal time for yourself, especially on days
that are very hectic and stressful. Having even a brief amount of quiet or alone time is sure to help calm
you down.
Tips for Anger Management

• The following tips will help you keep your anger in check:
• Take some time to collect your thoughts before you speak out in anger.
• Express the reason for your anger in an assertive, but non-confrontational manner once
you have calmed down.
• Do some form of physical exercise like running or walking briskly when you feel yourself
getting angry.
• Make short breaks part of your daily routine, especially during days that are stressful.
Focus on how to solve a problem that’s making you angry, rather than focusing on the fact
that the problem is making you angry.
!
Tips
• Try to forgive those who anger you, rather than hold a grudge against them.
• Avoid using sarcasm and hurling insults. Instead, try and explain the reason for your
frustration in a polite and mature manner.
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9.1.8 Stress Management: What is Stress

We say we are 'stressed' when we feel overloaded and unsure of our ability to deal with the pressures
placed on us. Anything that challenges or threatens our well-being can be defined as a stress. It is
important to note that stress can be good and bad. While good stress keeps us going, negative stress
undermines our mental and physical health. This is why it is so important to manage negative stress
effectively.
Causes of Stress
Stress can be caused by internal and external factors.
Internal causes of stress
• Constant worry • Pessimism
• Rigid thinking • Negative self-talk
• Unrealistic expectations • All in or all out attitude
External causes of stress
• Major life changes • Difficulties at work or in school
• Difficulties with relationships • Financial difficulties
• Having too much to do • Worrying about one’s children and/or family
Symptoms of Stress
Stress can manifest itself in numerous ways. Take a look at the cognitive, emotional, physical
and behavioral symptoms of stress.
Cognitive Symptoms Emotional Symptoms

• Memory problems • Depression
• Concentration issues • Agitation
• Lack of judgement • Irritability
• Pessimism • Loneliness
• Anxiety • Anxiety
• Constant worrying • Anger
Physical Symptoms Behavioral Symptoms

• Aches and pain • Increase or decrease in appetite
• Diarrhea or constipation • Over sleeping or not sleeping enough
• Nausea • Withdrawing socially
• Dizziness • Ignoring responsibilities
• Chest pain and/or rapid heartbeat • Consumption of alcohol or cigarettes
• Frequent cold or flu like feelings • Nervous habits like nail biting, pacing etc.
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Tips to Manage Stress

The following tips can help you manage your stress better:
• Note down the different ways in which you can handle the various sources of your stress.
• Remember that you cannot control everything, but you can control how you respond.
• Discuss your feelings, opinions and beliefs rather than reacting angrily, defensively or passively.
• Practice relaxation techniques like meditation, yoga or tai chi when you start feeling stressed.
• Devote a part of your day towards exercise.
• Eat healthy foods like fruits and vegetables. Avoid unhealthy foods especially those
containing large amounts of sugar.
• Plan your day so that you can manage your time better, with less stress.
• Say no to people and things when required.
• Schedule time to pursue your hobbies and interests.
• Ensure you get at least 7-8 hours of sleep.
• Reduce your caffeine intake.
• Increase the time spent with family and friends.
!
Tips
• Force yourself to smile even if you feel stressed. Smiling makes us feel relaxed and happy.
• Stop yourself from feeling and thinking like a victim. Change your attiude and focus on
being proactive.
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9.2. Digital Literacy: A Recap

Unit Objectives
1.Identify the basic parts of a computer
2.Identify the basic parts of a keyboard
3.Recall basic computer terminology
4.Recall basic computer terminology
5.Recall the functions of basic computer keys
6.Discuss the main applications of MS Office
7.Discuss the benefits of Microsoft Outlook
8.Discuss the different types of e-commerce
9.List the benefits of e-commerce for retailers and customers
10.Discuss how the Digital India campaign will help boost e-commerce in India
11.Describe how you will sell a product or service on an e-commerce platform
6.2.1 Computer and Internet basics:

Basic Parts of a Computer
Monitor
Power
Button
Mouse
Keyboard
Basic Parts of a Keyboard

Caps Backspace
Shift Space Enter Arrow Keys
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• Central Processing Unit (CPU): The brain of the computer. It interprets and carries out
program instructions.
• Hard Drive: A device that stores large amounts of data.
• Monitor: The device that contains the computer screen where the information is visually
displayed.
• Desktop: The first screen displayed after the operating system loads.
• Background: The image that fills the background of the desktop.

• Mouse: A hand-held device used to point to items on the monitor.
• Speakers: Devices that enable you to hear sound from the computer.
• Printer: A device that converts output from a computer into printed paper documents.
• Icon: A small picture or image that visually represents something on your computer.
• Cursor: An arrow which indicates where you are positioned on the screen.
• Program Menu: A list of programs on your computer that can be accessed from the Start
menu.
• Taskbar: The horizontal bar at the bottom of the computer screen that lists applications
that are currently in use.
• Recycle Bin: A temporary storage for deleted files.
Basic Internet Terms

• The Internet: A vast, international collectionof computer networks that transfers information.
• The World Wide Web: A system that lets you access information on the Internet.
• Website: A location on the World Wide Web (and Internet) that contains information
about a specific topic.
• Homepage: Provides information about a website and directs you to other pages on that
website.
• Link/Hyperlink: A highlighted or underlined icon, graphic, or text that takes you to another
file or object.
• Web Address/URL: The address for a website.
• Address Box: A box in the browser window where you can type in a web address.
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Basic Computer Keys

• Arrow Keys: Press these keys to move your cursor.
• Space bar: Adds a space.
• Enter/Return: Moves your cursor to a new line.
• Shift: Press this key if you want to type a capital letter or the upper symbol of a key.
• Caps Lock: Press this key if you want all the letters you type to be capital letters. Press it
again to revert back to typing lowercase letters.
• Backspace: Deletes everything to the left of your cursor.
Tips !
• When visiting a .com address, there no need to type http:// or even www. Just type the
name of the website and then press Ctrl + Enter. (Example: Type ‘apple’ and press Ctrl +
Enter to go to www.apple.com)
• Press the Ctrl key and press the + or - to increase and decrease the size of text.
• Press F5 or Ctrl + R to refresh or reload a web page.
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9.2.2 MS Office and Email: About MS Office

MS Office or Microsoft Office is a suite of computer programs developed by Microsoft. Although
meant for all users, it offers different versions that cater specifically to students, home users and
business users. All the programs are compatible with both, Windows and Macintosh.
Most Popular Office Products

Some of the most popular and universally used MS Office applications are:
• Microsoft Word: Allows users to type text and add images to a document.
• Microsoft Excel: Allows users to enter data into a spreadsheet and create calculations and
graphs.
• Microsoft PowerPoint: Allows users to add text, pictures and media and create slideshows
and presentations.
• Microsoft Outlook: Allows users to send and receive email.
• Microsoft OneNote: Allows users to make drawings and notes with the feel of a pen on
paper.
• Microsoft Access: Allows users to store data over many tables.
Why Choose Microsoft Outlook

A popular email management choice especially in the workplace, Microsoft Outlook also includes an
address book, notebook, web browser and calendar. Some major benefits of this program are:
• Integrated search function: You can use keywords to search for data across all Outlook
programs.
• Enhanced security: Your email is safe from hackers, junk mail and phishing website email.
• Email syncing: Sync your mail with your calendar, contact list, notes in One Note and…your
phone!
• Offline access to emai:l No Internet? No problem! Write emails offline and send them
when you’re connected again.
Tips !
• Press Ctrl+R as a shortcut method to reply to email.

• Set your desktop notifications only for very important emails.
• Flag messages quickly by selecting messages and hitting the Insert key.
• Save frequently sent emails as a template to reuse again and again.
• Conveniently save important emails as files.
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9.2.3 E-Commerce: What is E-Commerce

E-commerce is the buying or selling of goods and services, or the transmitting of money or data,
electronically on the internet. E-Commerce is the short form for “electronic commerce.”
Examples of E-Commerce
Some examples of e-commerce are:
• Online shopping • Electronic payments
• Online auctions • Internet banking
• Online ticketing
Types of E-Commerce
E-commerce can be classified based on the types of participants in the transaction. The main types
of e-commerce are:
• Business to Business (B2B): Both the transacting parties are businesses.
• Business to Consumer (B2C): Businesses sell electronically to end-consumers.
• Consumer to Consumer (C2C): Consumers come together to buy, sell or trade items to other
Consumers.
• Consumer-to-Business (C2B): Consumers make products or services available for purchase to
companies looking for exactly those services or products.
• Business-to-Administration (B2A): Online transactions conducted between companies and
public administration.
• Consumer-to-Administration (C2A): Online transactions conducted between individuals and
public administration.
Benefits of E-Commerce
The e-commerce business provides some benefits for retailers and customers.
Benefits for retailers :
• Establishes an online presence
• Reduces operational costs by removing overhead costs
• Increases brand awareness through the use of good keywords
• Increases sales by removing geographical and time constraints
Benefits for customers:
• Offers a wider range of choice than any physical store
• Enables goods and services to be purchased from remote locations
• Enables consumers to perform price comparisons
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Digital India Campaign

Prime Minister Narendra Modi launched the Digital India campaign in 2015, with the objective of
offering every citizen of India access to digital services, knowledge and information. The campaign
aims to improve the country's online infrastructure and increase internet connectivity, thus boosting
the e-commerce industry.
Currently, the majority of online transactions come from tier 2 and tier 3 cities. Once the Digital India
campaign is in place, the government will deliver services through mobile connectivity, which will help
deliver internet to remote corners of the country. This will help the e-commerce market to enter
India's tier 4 towns and rural areas.
E-Commerce Activity
Choose a product or service that you want to sell online. Write a brief note explaining how you will use
existing e-commerce platforms, or create a new e-commerce platform, to sell your product or service.
Tips !
• Before launching your e-commerce platform, test everything.

• Pay close and personal attention to your social media.
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9.3: Money Matters

Unit Objectives
1. Discuss the importance of saving money
2. Discuss the benefits of saving money
3. Discuss the main types of bank accounts
4. Describe the process of opening a bank account
5. Differentiate between fixed and variable costs
6. Describe the main types of investment options
7. Describe the different types of insurance products
8. Describe the different types of taxes
9. Discuss the uses of online banking
10. Discuss the main types of electronic funds transfers
6.3.1 Personal Finance – Why to Save:

Importance of Saving
We all know that the future is unpredictable. You never know what will happen tomorrow, next week
or next year. That's why saving money steadily through the years is so important. Saving money will
help improve your financial situation over time. But more importantly, knowing that you have money
stashed away for an emergency will give you peace of mind. Saving money also opens the door to
many more options and possibilities.
Benefits of Saving
Inculcating the habit of saving leads to a vast number of benefits. Saving helps you:
• Become financially independent: When you have enough money saved up to feel secure
you can start making your choices, from taking a vacation whenever you want, to switching
careers or starting your own business.
• Invest in yourself through education: Through saving, you can earn enough to pay up for
courses that will add to your professional experience and ultimately result in higher paying
jobs.
• Get out of debt: Once you have saved enough as a reserve fund, you can use your savings
to pay off debts like loans or bills that have accumulated over time.
• Be prepared for surprise expenses : Having money saved enables you to pay for unforeseen
expenses like sudden car or house repairs, without feeling financially stressed.
• Pay for emergencies: Saving helps you deal with emergencies like sudden health issues or
emergency trips without feeling financially burdened.
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• Afford large purchases and achieve major goals:: Saving diligently makes it possible to
place down payments towards major purchases and goals, like buying a home or a car.
• Retire: The money you have saved over the years will keep you comfortable when you no
longer have the income you would get from your job.
Tips !
• Break your spending habit. Try not spending on one expensive item per week, and put the
money that you would have spent into your savings.
• Decide that you will not buy anything on certain days or weeks and stick to your word.
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9.3.2 Types of Bank Accounts, Opening a

Bank Account: Types of Bank Accounts
In India, banks offer four main types of bank accounts. These are:
• Current Accounts
• Savings Accounts
• Recurring Deposit Accounts
• Fixed Deposit Accounts
Current Accounts
Current accounts offer the most liquid deposits and thus, are best suited for businessmen and
companies. As these accounts are not meant for investments and savings, there is no imposed limit on
the number or amount of transactions that can be made on any given day. Current account holders are
not paid any interest on the amounts held in their accounts. They are charged for certain services
offered on such accounts.
Savings Accounts
Savings accounts are meant to promote savings, and are therefore the number one choice for salaried
individuals, pensioners and students. While there is no restriction on the number and amount of
deposits made, there are usually restrictions on the number and amount of withdrawals. Savings
account holders are paid interest on their savings.
Recurring Deposit Accounts
Recurring Deposit accounts, also called RD accounts, are the accounts of choice for those who want to
save an amount every month, but are unable to invest a large sum at one time. Such account holders
deposit a small, fixed amount every month for a pre-determined period (minimum 6 months).
Defaulting on a monthly payment results in the account holder being charged a penalty amount. The
total amount is repaid with interest at the end of the specified period.
Fixed Deposit Accounts
Fixed Deposit accounts, also called FD accounts, are ideal for those who wish to deposit their savings
for a long term in return for a high rate of interest. The rate of interest offered depends on the amount
deposited and the time period, and also differs from bank to bank. In the case of an FD, a certain
amount of money is deposited by the account holder for a fixed period of time. The money can be
withdrawn when the period expires. If necessary, the depositor can break the fixed deposit
prematurely. However, this usually attracts a penalty amount which also differs from bank to bank.
Opening a Bank Account

Opening a bank account is quite a simple process. Take a look at the steps to open an account
of your own:
Step 1: Fill in the Account Opening Form
This form requires you to provide the following information:
• Personal details (name, address, phone number, date of birth, gender, occupation, address)
• Method of receiving your account statement (hard copy/email)
• Details of your initial deposit (cash/cheque)
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• Manner of operating your account (online/mobile banking/traditional via cheque, slip books)
Ensure that you sign wherever required on the form.
Step 2: Affix your Photograph
Stick a recent photograph of yourself in the allotted space on the form.
Step 3: Provide your Know Your Customer (KYC) Details
KYC is a process that helps banks verify the identity and address of their customers. To open an
account, every individual needs to submit certain approved documents with respect to photo identity
(ID) and address proof. Some Officially Valid Documents (OVDs) are:
• Passport
• Driving License
• Voters’ Identity Card
• PAN Card
• UIDAI (Aadhaar) Card
Step 4: Submit All your Documents
Submit the completed Account Opening Form and KYC documents. Then wait until the forms are
processed and your account has been opened!
Tips !
• Select the right type of account.

• Fill in complete nomination details.
• Ask about fees.
• Understand the rules.
• Check for online banking – it’s convenient!
• Keep an eye on your bank balance.
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9.3.3 Costs: Fixed vs Variable: What are Fixed and

Variable Costs
Fixed costs and variable costs together make up a company’s total cost. These are the two
types of costs that companies have to bear when producing goods and services.
A fixed cost does not change with the volume of goods or services a company produces. It
always remains the same.
A variable cost, on the other hand, increases and decreases depending on the volume of goods
and services produced. In other words, it varies with the amount produced.
Differences Between Fixed and Variable Costs

Let’s take a look at some of the main differences between fixed and variable costs:
Criteria Fixed Costs Variable Costs

Meaning A cost that stays the same, regardless A cost that changes when the
of the output produced. output changes.
Nature Time related. Volume related.
Incurred Incurred irrespective of units being Incurred only when units are produced.
produced.
Unit cost Inversely proportional to the number of Remains the same, per unit.
units produced.
Examples Depreciation, rent, salary, insurance, Material consumed, wages, commission
tax etc. on sales, packing expenses, etc.
Tips !
• When trying to determine whether a cost is fixed or variable, simply ask the following
question: Will the particular cost change if the company stopped its production activities? If
the answer is no, then it is a fixed cost. If the answer is yes, then it is probably a variable cost.
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9.3.4 Investment, Insurance and Taxes:

Investment
Investment means that money is spent today with the aim of reaping financial gains at a future time.
The main types of investment options are as follows:
• Bonds: Bonds are instruments used by public and private companies to raise large sums of
money – too large to be borrowed from a bank. These bonds are then issued in the public
market and are bought by lenders.
• Stocks: Stocks or equity are shares that are issued by companies and are bought by the
general public.
• Small Savings Schemes: Small Savings Schemes are tools meant to save money in small
amounts. Some popular schemes are the Employees Provident Fund, Sukanya Samriddhi
Scheme and National Pension Scheme.
• Mutual Funds: Mutual Funds are professionally managed financial instruments that invest
money in different securities on behalf of investors.
• Fixed Deposits: A fixed amount of money is kept aside with a financial institution for a
fixed amount of time in return for interest on the money.
• Real Estate: Loans are taken from banks to purchase real estate, which is then leased or
sold with the aim of making a profit on the appreciated property price.
• Hedge Funds: Hedge funds invest in both financial derivatives and/or publicly traded
securities.
• Private Equity: Private Equity is trading in the shares of an operating company that is not
publicly listed and whose shares are not available on the stock market.
• Venture Capital: Venture Capital involves investing substantial capital in a budding
company in return for stocks in that company.
Insurance
There are two types of insurance – Life Insurance and Non-Life or General Insurance.
Life Insurance
Life Insurance deals with all insurance covering human life.
Life Insurance Products
The main life insurance products are:
• Term Insurance: This is the simplest and cheapest form of insurance. It offers financial
protection for a specified tenure, say 15 to 20 years. In the case of your death, your family
is paid the sum assured. In the case of your surviving the term, the insurer pays nothing.
• Endowment Policy: This offers the dual benefit of insurance and investment. Part of the
premium is allocated towards the sum assured, while the remaining premium gets invested
in equity and debt. It pays a lump sum amount after the specified duration or on the death
of the policyholder, whichever is earlier.
• Unit-Linked Insurance Plan (ULIP): Here part of the premium is spent on the life cover,
while the remaining amount is invested in equity and debt. It helps develop a regular
saving habit.
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• Money Back Life Insurance:While the policyholder is alive, periodic payments of the
partial survival benefits are made during the policy tenure. On the death of the insured,
the insurance company pays the full sum assured along with survival benefits.
• Whole Life Insurance:It offers the dual benefit of insurance and investment. It offers
insurance cover for the whole life of the person or up to 100 years whichever is earlier.
General Insurance
General Insurance deals with all insurance covering assets like animals, agricultural crops,
goods, factories, cars and so on.
General Insurance Products
The main general insurance products are:
• Motor Insurance: This can be divided into Four Wheeler Insurance and Two Wheeler
Insurance.
• Health Insurance: The main types of health insurance are individual health insurance, family
floater health insurance, comprehensive health insurance and critical illness insurance.
• Travel Insurance: This can be categorised into Individual Travel Policy, Family Travel Policy,
Student Travel Insurance and Senior Citizen Health Insurance.
• Home Insurance: This protects the house and its contents from risk.
• Marine Insurance: This insurance covers goods, freight, cargo etc. against loss or damage
during transit by rail, road, sea and/or air.
Taxes
There are two types of taxes – Direct Taxes and Indirect Taxes.
Direct Tax
Direct taxes are levied directly on an entity or a person and are non-transferrable.
Some examples of Direct Taxes are:
• Income Tax: This tax is levied on your earning in a financial year. It is applicable to both,
individuals and companies.
• Capital Gains Tax: This tax is payable whenever you receive a sizable amount of money.
It is usually of two types – short term capital gains from investments held for less than 36
months and long term capital gains from investments held for longer than 36 months.
• Securities Transaction Tax: This tax is added to the price of a share. It is levied every time
you buy or sell shares.
• Perquisite Tax: This tax is levied is on perks that have been acquired by a company or used
by an employee.
• Corporate Tax: Corporate tax is paid by companies from the revenue they earn.
Indirect Tax
Indirect taxes are levied on goods or services.
Some examples of Indirect Taxes are:
• Sales Tax: Sales Tax is levied on the sale of a product.
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• Service Tax: Service Tax is added to services provided in India.

• Value Added Tax: Value Added Tax is levied at the discretion of the state government. The
tax is levied on goods sold in the state. The tax amount is decided by the state.
• Customs Duty & Octroi: Customs Duty is a charge that is applied on purchases that are
imported from another country. Octroi is levied on goods that cross state borders within India.
• Excise Duty: Excise Duty is levied on all goods manufactured or produced in India.
Tips !
• Think about how quickly you need your money back and pick an investment option
accordingly.
• Ensure that you are buying the right type of insurance policy for yourself.
• Remember, not paying taxes can result in penalties ranging from fines to imprisonment.
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9.3.5 Online Banking, NEFT, RTGS etc.: What is

Online Banking
Internet or online banking allows account holders to access their account from a laptop at any
location. In this way, instructions can be issued. To access an account, account holders simply need to
use their unique customer ID number and password.
Internet banking can be used to:
• Find out an account balance

• Transfer amounts from one account to another
• Arrange for the issuance of cheques
• Instruct payments to be made
• Request for a cheque book
• Request for a statement of accounts
• Make a fixed deposit
Electronic Funds Transfers

Electronic funds transfer is a convenient way of transferring money from the comfort of one's own
home, using integrated banking tools like internet and mobile banking.
Transferring funds via an electronic gateway is extremely convenient. With the help of online banking,
you can choose to:
• Transfer funds into your own accounts of the same bank.

• Transfer funds into different accounts of the same bank.
• Transfer funds into accounts in different banks, using NEFT.
• Transfer funds into other bank accounts using RTGS.
• Transfer funds into various accounts using IMPS.
NEFT
NEFT stands for National Electronic Funds Transfer. This money transfer system allows you to
electronically transfer funds from your respective bank accounts to any other account, either in the
same bank or belonging to any other bank. NEFT can be used by individuals, firms and corporate
organisations to transfer funds between accounts.
In order to transfer funds via NEFT, two things are required:
• A transferring bank
• A destination bank
Before you can transfer funds through NEFT, you will need to register the beneficiary who will be
receiving the funds. In order to complete this registration, you will require the following information:
• Recipient’s name • Recipient’s bank’s name

• Recipient’s account number • Recipient’s bank’s IFSC code
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RTGS
RTGS stands for Real Time Gross Settlement. This is a real time funds transfer system which enables
you to transfer funds from one bank to another, in real time or on a gross basis. The transferred
amount is immediately deducted from the account of one bank, and instantly credited to the other
bank's account. The RTGS payment gateway is maintained by the Reserve Bank of India. The
transactions between banks are made electronically.
RTGS can be used by individuals, companies and firms to transfer large sums of money. Before
remitting funds through RTGS, you will need to add the beneficiary and his bank account details via
your online banking account. In order to complete this registration, you will require the
following information:
• Name of the beneficiary • Beneficiary’s account number
• Beneficiary’s bank address • Beneficiary’s bank’s IFSC code
IMPS
IMPS stands for Immediate Payment Service. This is a real-time, inter-bank, electronic funds transfer
system used to transfer money instantly within banks across India. IMPS enables users to make instant
electronic transfer payments using mobile phones through both, Mobile Banking and SMS. It can also
be used through ATMs and online banking. IMPS is available 24 hours a day and 7 days a week. The
system features a secure transfer gateway and immediately confirms orders that have been fulfilled.
To transfer money through IMPS, the you need to:

• Register for IMPS with your bank
• Receive a Mobile Money Identifier (MMID) from the bank
• Receive a MPIN from the bank
Once you have both these, you can login or make a request through SMS to transfer a particular
amount to a beneficiary.
For the beneficiary to receive the transferred money, he must:
1. Link his mobile number with his respective account

2. Receive the MMID from the bank
In order to initiate a money transfer through IMPS, you will need to enter the following
information:
1. The beneficiary’s mobile number 2. The beneficiary’s MMID
3. The transfer amount 4. Your MPIN
As soon as money has been deducted from your account and credited into the beneficiary's account,
you will be sent a confirmation SMS with a transaction reference number, for future reference.
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Differences Between NEFT, RTGS & IMPS

Criteria NEFT RTGS IMPS
Settlement Done in batches Real-time Real-time
Full form National Electronic Real Time Gross Immediate Payment
Fund Transfer Settlement Service
Timings on 8:00 am – 6:30 pm 9:00 am – 4:30 pm 24x7
Monday – Friday
Timings on 8:00 am – 1:00 pm 9:00 am – 1:30 pm 24x7
Saturday
Minimum amount `1 ` 2 lacs `1
of money transfer
limit
Maximum amount ` 10 lacs ` 10 lacs per day ` 2 lacs
of money transfer
limit
Maximum charges Upto 10,000 – ` 2.5 above 2 – 5 lacs – Upto 10,000 – ` 5
as per RBI above 10,000 – 1 lac ` 25 above 10,000 – 1 lac
–`5 –`5
above 5 – 10 lacs –
above 1 – 2 lacs – above 1 – 2 lacs –
` 50
` 15 ` 15
` 25
` 25
Tips !
• Never click on any links in any e-mail message to access your online banking website.
• You will never be asked for your credit or debit card details while using online banking.
• Change your online banking password regularly.
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9.4. Preparing for Employment & Self

Employment
Unit Objectives
1. Discuss the steps to prepare for an interview
2. Discuss the steps to create an effective Resume
3. Discuss the most frequently asked interview questions
4. Discuss how to answer the most frequently asked interview questions
5. Discuss basic workplace terminology
6.4.1 Interview Preparation: How to Prepare

for an Interview
The success of your getting the job that you want depends largely on how well your interview for that
job goes. Therefore, before you go in for your interview, it is important that you prepare for it with a
fair amount of research and planning. Take a look at the steps to follow in order to be well prepared for
an interview:
1. Research the organisation that you are having the interview with.
• Studying the company beforehand will help you be more prepared at the time of the
interview. Your knowledge of the organisation will help you answer questions at the
time of the interview, and will leave you looking and feeling more confident. This is sure
to make you stand out from other, not as well informed, candidates.
• Look for background information on the company. Ty and find an overview of the
company and its industry profile.
• Visit the company website to get a good idea of what the company does. A company
website offers a wealth of important information. Read and understand the company’s
mission statement. Pay attention to the company’s products/services and client list. Read
through any press releases to get an idea of the company’s projected growth and stability.
• Note down any questions that you have after your research has been completed.
2. Think about whether your skills and qualifications match the job requirements.
• Carefully read through and analyze the job description.
• Make a note of the knowledge, skills and abilities required to fulfill the job requirements.
• Take a look at the organisation hierarchy. Figure out where the position you are applying
for fits into this hierarchy.
3. Go through the most typical interview questions asked, and prepare your responses.
• Remember, in most interviews a mix of resume-based, behavioral and case study
questions are asked.
• Think about the kind of answers you would like to provide to typical questions asked in
these three areas.
• Practice these answers until you can express them confidently and clearly.
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4. Plan your attire for the interview.

• It is always safest to opt for formal business attire, unless expressly informed to dress in
business casual (in which case you should use your best judgement).
• Ensure that your clothes are clean and well-ironed. Pick neutral colours – nothing too
bright or flashy.
• The shoes you wear should match your clothes, and should be clean and suitable for
an interview.
• Remember, your aim is to leave everyone you meet with the impression that you are a
professional and highly efficient person.
5. Ensure that you have packed everything that you may require during the interview.
• Carry a few copies of your resume. Use a good quality paper for your resume print outs.
• Always take along a notepad and a pen.
• Take along any information you may need to refer to, in order to fill out an application
form.
• Carry a few samples of your work, if relevant.
6. Remember the importance of non-verbal communication.
• Practice projecting confidence. Remind yourself to smile and make eye contact. Practice
giving a firm handshake.
• Keep in mind the importance of posture. Practice sitting up straight. Train yourself to stop
nervous gestures like fidgeting and foot-tapping.
• Practice keeping your reactions in check. Remember, your facial expressions provide a
good insight into your true feelings. Practice projecting a positive image.
7. Make a list of questions to end the interview with.
• Most interviews will end with the interviewer(s) asking if you have any questions. This
is your chance to show that you have done your research and are interested in learning
more about the company.
• If the interviewer does not ask you this question, you can inform him/her that you have
some queries that you would like to discuss. This is the time for you to refer to the notes
you made while studying the company.
• Some good questions to ask at this point are:
• What do you consider the most important criteria for success in this job?
• How will my performance be evaluated?
• What are the opportunities for advancement?
• What are the next steps in the hiring process?
• Remember, never ask for information that is easily available on the company website.
Tips !
• Ask insightful and probing questions.

• When communicating, use effective forms of body language like smiling, making eye
contact, and actively listening and nodding. Don’t slouch, play with nearby items, fidget,
chew gum, or mumble.
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9.4.2 Preparing an Effective Resume: How to

Create an Effective Resume
A resume is a formal document that lists a candidate's work experience, education and skills. A good
resume gives a potential employer enough information to believe the applicant is worth interviewing.
That's why it is so important to create a résumé that is effective. Take a look at the steps to create an
effective resume:
Step 1: Write the Address Section
The Address section occupies the top of your resume. It includes information like your name, address,
phone number and e-mail address. Insert a bold line under the section to separate it from rest of your
resume.
Example:
Jasmine Watts
Breach Candy, Mumbai – India
Contact No: +91 2223678270
Email: jasmine.watts@gmail.com
Step 2: Add the Profile Summary Section

This part of your resume should list your overall experiences, achievements, awards,
certifications and strengths. You can make your summary as short as 2-3 bullet points or as
long as 8-10 bullet points.
Example:
Profile Summary
• A Content Writer graduated from University of Strathclyde having 6 years of experience
in writing website copy.
• Core expertise lies in content creation for e-learning courses, specifically for the K-12
segment.
Step 3: Include Your Educational Qualifications

When listing your academic records, first list your highest degree. Then add the second highest
qualification under the highest one and so on. To provide a clear and accurate picture of your
educational background, it is critical that include information on your position, rank, percentage
or CPI for every degree or certification that you have listed.
If you have done any certifications and trainings, you can add a Trainings & Certifications section
under your Educational Qualifications section.
Example:
Educational Qualifications
• Masters in International Management (2007) from Columbia University with 8.8 CPI.
• Bachelor of Management Studies (2004) from Mumbai University with 87% marks.
• 10+2 with Math, Stats (2001) from Maharashtra Board with 91% marks.
• High School (1999) from Maharashtra Board with 93% marks.
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Step 4: List Your Technical Skills

When listing your technical skills, start with the skills that you are most confident about. Then add the
skills that you do not have as good a command over. It is perfectly acceptable to include just one skill, if
you feel that particular skill adds tremendous value to your résumé. If you do not have any technical
skills, you can omit this step.
Example:
Technical Skills
• Flash
• Photoshop
Step 5: Insert Your Academic Project Experience
List down all the important projects that you have worked on. Include the following information
in this section:
• Project title • organisation • Platform used
• Contribution • Description
Example:
Academic Projects
Project Title: Different Communication Skills
organisation : True Blue Solutions
Platform used: Articulate
Contribution: Content writing and graphic visualization
Description: Development of storyboards for corporate induction & training programs
Step 6: List Your Strengths
This is where you list all your major strengths. This section should be in the form of a bulleted list.
Example:
Strengths
• Excellent oral, written and presentation skills
• Action-oriented and result-focused
• Great time management skills
Step 7: List Your Extracurricular Activities

It is very important to show that you have diverse interests and that your life consists of more than
academics. Including your extracurricular activities can give you an added edge over other candidates
who have similar academic scores and project experiences. This section should be in the form of a
bulleted list.
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Example:
Extracurricular Activities
• Member of the Debate Club
• Played tennis at a national level
• Won first prize in the All India Camel Contest, 2010
Step 8: Write Your Personal Details

The last section of your résumé must include the following personal information:
• Date of birth • Gender & marital status
• Nationality • Languages known
Example:
Personal Details
• Date of birth: 25th May, 1981
• Gender & marital status: Female, Single
• Nationality: Indian
• Languages known: English, Hindi, Tamil, French
Tips !
• Keep your resume file name short, simple and informational.

• Make sure the resume is neat and free from typing errors.
• Always create your resume on plain white paper.
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9.4.3 Interview FAQs

Take a look at some of the most frequently asked interview questions, and some helpful tips on
how to answer them.
Q1. Can you tell me a little about yourself?
Tips to answer:
• Don’t provide your full employment or personal history.
• Offer 2-3 specific experiences that you feel are most valuable and relevant.
• Conclude with how those experiences have made you perfect for this specific role.
Q2. How did you hear about the position?
Tips to answer:
• Tell the interviewer how you heard about the job – whether it was through a friend
(name the friend), event or article (name them) or a job portal (say which one).
• Explain what excites you about the position and what in particular caught your eye
about this role.
Q3. What do you know about the company?
Tips to answer:
• Don’t recite the company’s About Us page.
• Show that you understand and care about the company’s goals.
• Explain why you believe in the company’s mission and values.
Q4. Why do you want this job?
Tips to answer:
• Show that you are passionate about the job.
• Identify why the role is a great fit for you.
• Explain why you love the company.
Q5. Why should we hire you?
Tips to answer:
• Prove through your words that you can not only do the work, but can definitely deliver
excellent results.
• Explain why you would be a great fit with the team and work culture.
• Explain why you should be chosen over any other candidate.
Q6. What are your greatest professional strengths?
Tips to answer:
• Be honest – share some of your real strengths, rather than give answers that you think
sound good.
• Offer examples of specific strengths that are relevant to the position you are applying for.
• Provide examples of how you’ve demonstrated these strengths.
Q7. What do you consider to be your weaknesses?
Tips to answer:
• The purpose of this question is to gauge your self-awareness and honesty.
• Give an example of a trait that you struggle with, but that you’re working on to improve.
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Q8. What are your salary requirements?

Tips to answer:
• Do your research beforehand and find out the typical salary range for the job you are
applying for.
• Figure out where you lie on the pay scale based on your experience, education, and skills.
• Be flexible. Tell the interviewer that you know your skills are valuable, but that you want
the job and are willing to negotiate.
Q9. What do you like to do outside of work?
Tips to answer:
• The purpose of this question is to see if you will fit in with the company culture.
• Be honest – open up and share activities and hobbies that interest and excite you.
Q10. If you were an animal, which one would you want to be?
Tips to answer:
• The purpose of this question is to see if you are able to think on your feet.
• There’s no wrong answer – but to make a great impression try to bring out your strengths
or personality traits through your answer.
Q11: What do you think we could do better or differently?
Tips to answer:
• The purpose of this question is to see if you have done your research on the company,
and to test whether you can think critically and come up with new ideas.
• Suggest new ideas. Show how your interests and expertise would help you execute
these ideas.
Q12: Do you have any questions for us?
Tips to answer:
• Do not ask questions to which the answers can be easily found on the company website
or through a quick online search.
• Ask intelligent questions that show your ability to think critically.
Tips !
• Be honest and confident while answering.

• Use examples of your past experiences wherever possible to make your answers more
impactful.
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9.4.4 Work Readiness – Terms & Terminologies:

Basic Workplace Terminology
Every employee should be well versed in the following terms:
• Annual leave: Paid vacation leave given by employers to employees.
• Background Check: A method used by employers to verify the accuracy of the information
provided by potential candidates.
• Benefits: A part of an employee’s compensation package.
• Breaks: Short periods of rest taken by employees during working hours.
• Compensation Package: The combination of salary and benefits that an employer provides
to his/her employees.
• Compensatory Time (Comp Time): Time off in lieu of pay.
• Contract Employee: An employee who works for one organisation that sells said employee’s
services to another company, either on a project or time basis.
• Contract of Employment: When an employee is offered work in exchange for wages or
salary, and accepts the offer made by the employer, a contract of employment exists.
• Corporate Culture: The beliefs and values shared by all the members of a company, and
imparted from one generation of employees to another.
• Counter Offer/Counter Proposal: A negotiation technique used by potential candidates to
increase the amount of salary offered by a company.
• Cover Letter: A letter that accompanies a candidate’s resume. It emphasizes the important
points in the candidate’s resume and provides real examples that prove the candidate’s
ability to perform the expected job role.
• Curriculum Vitae (CV)/Resume: A summary of a candidate’s achievements, educational
background, work experience, skills and strengths.
• Declining Letter: A letter sent by an employee to an employer, turning down the job offer
made by the employer to the employee.
• Deductions: Amounts subtracted from an employee’s pay and listed on the employee’s
pay slip.
• Discrimination: The act of treating one person not as favourably as another person.
• Employee: A person who works for another person in exchange for payment.
• Employee Training: A workshop or in-house training that an employee is asked to attend
by his or her superior, for the benefit of the employer.
• Employment Gaps: Periods of unemployed time between jobs.
• Fixed-Term Contract: A contract of employment which gets terminated on an agreed-upon
date.
• Follow-Up: The act of contacting a potential employer after a candidate has submitted his
or her resume.
• Freelancer/Consultant/Independent Contractor: A person who works for him or herself
and pitches for temporary jobs and projects with different employers.
• Holiday: Paid time-off from work.
• Hourly Rate: The amount of salary or wages paid for 60 minutes of work.
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• Internship: A job opportunity offered by an employer to a potential employee, called an

intern, to work at the employer’s company for a fixed, limited time period.
• Interview: A conversation between a potential employee and a representative of an
employer, in order to determine if the potential employee should be hired.
• Job Application: A form which asks for a candidate’s information like the candidate’s name,
address, contact details and work experience. The purpose of a candidate submitting a job
application, is to show that candidate’s interest in working for a particular company.
• Job Offer: An offer of employment made by an employer to a potential employee.
• Job Search Agent: A program that enables candidates to search for employment
opportunities by selecting criteria listed in the program, for job vacancies.
• Lay Off: A lay off occurs when an employee is temporarily let go from his or her job, due to
the employer not having any work for that employee.
• Leave: Formal permission given to an employee, by his or her employer, to take a leave of
absence from work.
• Letter of Acceptance: A letter given by an employer to an employee, confirming the offer
of employment made by the employer, as well as the conditions of the offer.
• Letter of Agreement: A letter that outlines the terms of employment.
• Letter of Recommendation: A letter written for the purpose of validating the work skills
of a person.
• Maternity Leave: Leave taken from work by women who are pregnant, or who have just
given birth.
• Mentor: A person who is employed at a higher level than you, who offers you advice and
guides you in your career.
• Minimum wage: The minimum wage amount paid on an hourly basis.
• Notice: An announcement made by an employee or an employer, stating that the
employment contract will end on a particular date.
• Offer of Employment: An offer made by an employer to a prospective employee that
contains important information pertaining to the job being offered, like the starting date,
salary, working conditions etc.
• Open-Ended Contract: A contract of employment that continues till the employer or
employee terminates it.
• Overqualified: A person who is not suited for a particular job because he or she has too
many years of work experience, or a level of education that is much higher than required
for the job, or is currently or was previously too highly paid.
• Part-Time Worker: An employee who works for fewer hours than the standard number of
hours normally worked.
• Paternity Leave: Leave granted to a man who has recently become a father.
• Recruiters/Headhunters/Executive Search Firms: Professionals who are paid by employers
to search for people to fill particular positions.
• Resigning/Resignations: When an employee formally informs his or her employer that he
or she is quitting his or her job.
• Self-Employed: A person who has his or her own business and does not work in the
capacity of an employee.
• Time Sheet: A form that is submitted to an employer, by an employee, that contains the
number of hours worked every day by the employee.
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9.5. Understanding Entrepreneurship

Unit Objectives
1. At the end of this unit, you will be able to:
2. Discuss the concept of entrepreneurship
3. Discuss the importance of entrepreneurship
4. Describe the characteristics of an entrepreneur
5. Describe the different types of enterprises
6. List the qualities of an effective leader
7. Discuss the benefits of effective leadership
8. List the traits of an effective team
9. Discuss the importance of listening effectively
10. Discuss how to listen effectively
11. Discuss the importance of speaking effectively
12. Discuss how to speak effectively
13. Discuss how to solve problems
14. List important problem solving traits
15. Discuss ways to assess problem solving skills
16. Discuss the importance of negotiation
17. Discuss how to negotiate
18. Discuss how to identify new business opportunities
19. Discuss how to identify business opportunities within your business
20. Understand the meaning of entrepreneur
21. Describe the different types of entrepreneurs
22. List the characteristics of entrepreneurs
23. Recall entrepreneur success stories
24. Discuss the entrepreneurial process
25. Describe the entrepreneurship ecosystem
26. Discuss the government’s role in the entrepreneurship ecosystem
27. Discuss the current entrepreneurship ecosystem in India
28. Understand the purpose of the Make in India campaign
29. Discuss the relationship between entrepreneurship and risk appetite
30. Discuss the relationship between entrepreneurship and resilience
31. Describe the characteristics of a resilient entrepreneur
32. Discuss how to deal with failure
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9.5.1 Concept Introduction, (Characteristic

of an Entrepreneur, types of firms / types of
enterprises): Entrepreneurs and Entrepreneurship
Anyone who is determined to start a business, no matter what the risk, is an entrepreneur.
Entrepreneurs run their own start-up, take responsibility for the financial risks and use creativity,
innovation and vast reserves of self-motivation to achieve success. They dream big and are
determined to do whatever it takes to turn their idea into a viable offering. The aim of an entrepreneur
is to create an enterprise. The process of creating this enterprise is known as entrepreneurship.
Importance of Entrepreneurship
Entrepreneurship is very important for the following reasons:
1. It results in the creation of new organisations
2. It brings creativity into the marketplace
3. It leads to improved standards of living
4. It helps develop the economy of a country
Characteristics of Entrepreneurs
All successful entrepreneurs have certain characteristics in common.
They are all:
• Extremely passionate about their work
• Confident in themselves
• Disciplined and dedicated
• Motivated and driven
• Highly creative
• Visionaries
• Open-minded
• Decisive
Entrepreneurs also have a tendency to:
• Have a high risk tolerance
• Thoroughly plan everything
• Manage their money wisely
• Make their customers their priority
• Understand their offering and their market in detail
• Ask for advice from experts when required
• Know when to cut their losses
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Examples of Famous Entrepreneurs

Some famous entrepreneurs are:
• Bill Gates (Founder of Microsoft)
• Steve Jobs (Co-founder of Apple)
• Mark Zuckerberg (Founder of Facebook)
• Pierre Omidyar (Founder of eBay)
Types of Enterprises
As an entrepreneur in India, you can own and run any of the following types of enterprises:
Sole Proprietorship
In a sole proprietorship, a single individual owns, manages and controls the enterprise. This type of
business is the easiest to form with respect to legal formalities. The business and the owner have no
separate legal existence. All profit belongs to the proprietor, as do all the losses - the liability of the
entrepreneur is unlimited.
Partnership.
A partnership firm is formed by two or more people. The owners of the enterprise are called partners.
A partnership deed must be signed by all the partners. The firm and its partners have no separate legal
existence. The profits are shared by the partners. With respect to losses, the liability of the partners is
unlimited. A firm has a limited life span and must be dissolved when any one of the partners dies,
retires, claims bankruptcy or goes insane.
Limited Liability Partnership (LLP).
In a Limited Liability Partnership or LLP, the partners of the firm enjoy perpetual existence as well as
the advantage of limited liability. Each partner's liability is limited to their agreed contribution to the
LLP. The partnership and its partners have a separate legal existence.
Tips !
• Learn from others’ failures.

• Be certain that this is what you want.
• Search for a problem to solve, rather than look for a problem to attach to your idea.
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9.5.2 Leadership & Teamwork:

Leadership and Leaders
Leadership means setting an example for others to follow. Setting a good example means not asking
someone to do something that you wouldn't willingly want to do yourself. Leadership is about figuring
out what to do in order to win as a team, and as a company. Leaders believe in doing the right things.
They also believe in helping others to do the right things. An effective leader is someone who:
• Creates an inspiring vision of the future.
• Motivates and inspires his team to pursue that vision.
Leadership Qualities That All Entrepreneurs Need

Building a successful enterprise is only possible if the entrepreneur in charge possesses excellent
leadership qualities. Some critical leadership skills that every entrepreneur must have are:
1. Pragmatism: This means having the ability to highlight all obstacles and challenges, in
order to resolve issues and reduce risks.
2. Humility: This means admitting to mistakes often and early, and being quick to take
responsibility for your actions. Mistakes should be viewed as challenges to overcome, not
opportunities to point blame.
3. Flexibility: It is critical for a good leader to be very flexible and quickly adapt to change. It
is equally critical to know when to adapt and when not to.
4. Authenticity: This means showing both, your strengths and your weaknesses. It means
being human and showing others that you are human.
5. Reinvention: This means refreshing or changing your leadership style when necessary. To
do this, it’s important to learn where your leadership gaps lie and find out what resources
are required to close them.
6. Awareness: This means taking the time to recognize how others view you. It means
understanding how your presence affects those around you.
Benefits of Effective Leadership

Effective leadership results in numerous benefits. Great leadership leads to the leader successfully:
• Gaining the loyalty and commitment of the team members
• Motivating the team to work towards achieving the company’s goals and objectives
• Building morale and instilling confidence in the team members
• Fostering mutual understanding and team-spirit among team members
• Convincing team members about the need to change when a situation requires adaptability
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Teamwork and Teams

Teamwork occurs when the people in a workplace combine their individual skills to pursue a common
goal. Effective teams are made up of individuals who work together to achieve this common goal. A
great team is one who holds themselves accountable for the end result.
Importance of Teamwork in Entrepreneurial Success

For an entrepreneurial leader, building an effective team is critical to the success of a venture.
An entrepreneur must ensure that the team he builds possesses certain crucial qualities, traits
and characteristics. An effective team is one which has:
1. Unity of purpose: All the team members should clearly understand and be equally
committed to the purpose, vision and goals of the team.
2. Great communication skills: Team members should have the ability to express their
concerns, ask questions and use diagrams, and charts to convey complex information.
3. The ability to collaborate: Every member should feel entitled to provide regular feedback
on new ideas.
4. Initiative: The team should consist of proactive individuals. The members should have the
enthusiasm to come up with new ideas, improve existing ideas, and conduct their own
research.
5. Visionary members: The team should have the ability to anticipate problems and act on
these potential problem before they turn into real problems.
6. Great adaptability skills: The team must believe that change is a positive force. Change
should be seen as the chance to improve and try new things.
7. Excellent organisational skills: The team should have the ability to develop standard work
processes, balance responsibilities, properly plan projects, and set in place methods to
measure progress and ROI.
Tips !
• Don’t get too attached to your original idea. Allow it to evolve and change.
• Be aware of your weaknesses and build a team that will complement your shortfalls.
• Hiring the right people is not enough. You need to promote or incentivize your most
talented people to keep them motivated.
• Earn your team’s respect.
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9.5.3 Communication Skills: Listening & Speaking:

The Importance of Listening Effectively
Listening is the ability to correctly receive and understand messages during the process of
communication. Listening is critical for effective communication. Without effective listening skills,
messages can easily be misunderstood. This results in a communication breakdown and can lead to
the sender and the receiver of the message becoming frustrated or irritated.
It's very important to note that listening is not the same as hearing. Hearing just refers to sounds that
you hear. Listening is a whole lot more than that. To listen, one requires focus. It means not only paying
attention to the story, but also focusing on how the story is relayed, the way language and voice is
used, and even how the speaker uses their body language. The ability to listen depends on how
effectively one can perceive and understand both, verbal and non-verbal cues.
How to Listen Effectively

To listen effectively you should:
• Stop talking
• Stop interrupting
• Focus completely on what is being said
• Nod and use encouraging words and gestures
• Be open-minded
• Think about the speaker’s perspective
• Be very, very patient
• Pay attention to the tone that is being used
• Pay attention to the speaker’s gestures, facial expressions and eye movements
• Not try and rush the person
• Not let the speaker’s mannerisms or habits irritate or distract you
How to Listen Effectively

How successfully a message gets conveyed depends entirely on how effectively you are able to get it
through. An effective speaker is one who enunciates properly, pronounces words correctly, chooses
the right words and speaks at a pace that is easily understandable. Besides this, the words spoken out
loud need to match the gestures, tone and body language used.
What you say, and the tone in which you say it, results in numerous perceptions being formed. A
person who speaks hesitantly may be perceived as having low self-esteem or lacking in knowledge of
the discussed topic. Those with a quiet voice may very well be labelled as shy. And those who speak in
commanding tones with high levels of clarity are usually considered to be extremely confident. This
makes speaking a very critical communication skill.
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How to Speak Effectively

To speak effectively you should:
• Incorporate body language in your speech like eye contact, smiling, nodding, gesturing etc.
• Build a draft of your speech before actually making your speech.
• Ensure that all your emotions and feelings are under control.
• Pronounce your words distinctly with the correct pitch and intensity. Your speech should
be crystal clear at all times.
• Use a pleasant and natural tone when speaking. Your audience should not feel like you are
putting on an accent or being unnatural in any way.
• Use precise and specific words to drive your message home. Ambiguity should be avoided
at all costs.
• Ensure that your speech has a logical flow.
• Be brief. Don’t add any unnecessary information.
• Make a conscious effort to avoid irritating mannerisms like fidgeting, twitching etc.
• Choose your words carefully and use simple words that the majority of the audience will
have no difficulty understanding.
• Use visual aids like slides or a whiteboard.
• Speak slowly so that your audience can easily understand what you’re saying. However, be
careful not to speak too slowly because this can come across as stiff, unprepared or even
condescending.
• Remember to pause at the right moments.
Tips !
• If you’re finding it difficult to focus on what someone is saying, try repeating their words
in your head.
• Always maintain eye contact with the person that you are communicating with, when
speaking as well as listening. This conveys and also encourages interest in the conversation.
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9.5.4 Problem Solving & Negotiation skills:

What is a Problem?
As per The Concise Oxford Dictionary (1995), a problem is, “A doubtful or difficult matter
requiring a solution”
All problems contain two elements:
1. Goals 2. Obstacles
The aim of problem solving is to recognize the obstacles and remove them in order to achieve
the goals.
How to Solve Problems

Solving a problem requires a level of rational thinking. Here are some logical steps to follow
when faced with an issue:
Step 1: Identify the problem Step 2: Study the problem in detail
Step 3: List all possible solutions Step 4: Select the best solution
Step 5: Implement the chosen solution Step 6: Check that the problem has really been solved
Important Traits for Problem Solving

Highly developed problem solving skills are critical for both, business owners and their employees.
The following personality traits play a big role in how effectively problems are solved:
• Being open minded • Asking the right questions
• Being proactive • Not panicking
• Having a positive attitude • Focusing on the right problem
How to Assess for Problem Solving Skills

As an entrepreneur, it would be a good idea to assess the level of problem solving skills of
potential candidates before hiring them. Some ways to assess this skill are through:
1. Application forms: Ask for proof of the candidate’s problem solving skills in the application
form.
2. Psychometric tests: Give potential candidates logical reasoning and critical thinking tests
and see how they fare.
3. Interviews: Create hypothetical problematic situations or raise ethical questions and see
how the candidates respond.
4. Technical questions: Give candidates examples of real life problems and evaluate their
thought process.
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What is Negotiation?
Negotiation is a method used to settle differences. The aim of negotiation is to resolve differences
through a compromise or agreement while avoiding disputes. Without negotiation, conflicts are
likely to lead to resentment between people. Good negotiation skills help satisfy both parties and
go a long way towards developing strong relationships.
Why Negotiate
Starting a business requires many, many negotiations. Some negotiations are small while others are
critical enough to make or break a startup. Negotiation also plays a big role inside the workplace. As an
entrepreneur, you need to know not only know how to negotiate yourself, but also how to train
employees in the art of negotiation.
How to Negotiate
Take a look at some steps to help you negotiate:
Step 1: Pre-Negotiation Agree on where to meet to discuss the problem, decide who all will
Preparation be present and set a time limit for the discussion.
Step 2: Discuss the This involves asking questions, listening to the other side, putting
Problem your views forward and clarifying doubts.
Step 3: Clarify the Ensure that both parties want to solve the same problem and reach
Objective the same goal.
Step 4: Aim for a Try your best to be open minded when negotiating. Compromise
Win-Win Outcome and offer alternate solutions to reach an outcome where both
parties win.
Step 5: Clearly Define When an agreement has been reached, the details of the
the Agreement agreement should be crystal clear to both sides, with no scope for
misunderstandings.
Step 6: Implement the Agree on a course of action to set the solution in motion
Agreed Upon Solution
Tips !
• Know exactly what you want before you work towards getting it
• Give more importance to listening and thinking, than speaking
• Focus on building a relationship rather than winning
• Remember that your people skills will affect the outcome
• Know when to walk away – sometimes reaching an agreement may not be possible
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9.5.5 Business Opportunities Identification:

Entrepreneurs and Opportunities
“The entrepreneur always searches for change, responds to it and exploits it as an opportunity.”
Peter Drucker
The ability to identify business opportunities is an essential characteristic of an entrepreneur.
What is an Opportunity?
The word opportunity suggests a good chance or a favourable situation to do something offered
by circumstances.
A business opportunity means a good or favourable change available to run a specific business
in a given environment, at a given point of time.
Common Questions Faced by Entrepreneurs

A critical question that all entrepreneurs face is how to go about finding the business opportunity
that is right for them.
Some common questions that entrepreneurs constantly think about are:
• Should the new enterprise introduce a new product or service based on an unmet need?
• Should the new enterprise select an existing product or service from one market and offer
it in another where it may not be available?
• Should the enterprise be based on a tried and tested formula that has worked elsewhere?
It is therefore extremely important that entrepreneurs must learn how to identify new and
existing business opportunities and evaluate their chances of success.
When is an Idea an Opportunity?

An idea is an opportunity when:
• It creates or adds value to a customer
• It solves a significant problem, removes a pain point or meets a demand
• Has a robust market and profit margin
• Is a good fit with the founder and management team at the right time and place
Factors to Consider When Looking for Opportunities

Consider the following when looking for business opportunities:
• Economic trends • Market trends
• Changes in funding • Changes in political support
• Changing relationships between vendors, • Shift in target audience
partners and suppliers
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Ways to Identify New Business Opportunities

1. Identify Market Inefficiencies
When looking at a market, consider what inefficiencies are present in the market. Think
about ways to correct these inefficiencies.
2. Remove Key Hassles
Rather than create a new product or service, you can innovatively improve a product,
service or process.
3. Create Something New
Think about how you can create a new experience for customers, based on existing business
models.
4. Pick a Growing Sector/Industry
Research and find out which sectors or industries are growing and think about what
opportunities you can tap in the same.
5. Think About Product Differentiation
If you already have a product in mind, think about ways to set it apart from the existing ones.
Ways to Identify Business Opportunities Within

Your Business
1. SWOT Analysis
An excellent way to identify opportunities inside your business is by creating a SWOT
analysis. The acronym SWOT stands for strengths, weaknesses, opportunities, and threats.
SWOT analysis framework:
STRENGTH WEAKNESSES
What are your strengths? What are your weaknesses?
What unique capabilities do What do your competitors do
you posses? better than you?
What do you do better than
others?
What do others percieve
as your strengths? S W
OPPORTUNITIES O T THREATS
What Trends may positively Do you have solid financial
impact you? support?
What oppprtunities are What trends may negatively
available to you? impact you?
Consider the following when looking for business opportunities:

By looking at yourself and your competitors using the SWOT framework, you can uncover
opportunities that you can exploit, as well as manage and eliminate threats that could derail
your success.
2. Establishing Your USP
Establish your USP and position yourself as different from your competitors. Identify why
customers should buy from you and promote that reason.
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Opportunity Analysis
Once you have identified an opportunity, you need to analyze it.
To analyze an opportunity, you must:
• Focus on the idea
• Focus on the market of the idea
• Talk to industry leaders in the same space as the idea
• Talk to players in the same space as the idea
Tips !
• Remember, opportunities are situational.

• Look for a proven track record.
• Avoid the latest craze.
• Love your idea.
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9.5.6 Entrepreneurship Support Eco - System:

What is an Entrepreneur?
An entrepreneur is a person who:
• Does not work for an employee
• Runs a small enterprise
• Assumes all the risks and rewards of the enterprise, idea, good or service
Types of Entrepreneurs
There are four main types of entrepreneurs:
1. The Traditional Entrepreneur: This type of entrepreneur usually has some kind of skill –
they can be a carpenter, mechanic, cook etc. They have businesses that have been around
for numerous years like restaurants, shops and carpenters. Typically, they gain plenty of
experience in a particular industry before they begin their own business in a similar field.
2. The Growth Potential Entrepreneur: The desire of this type of entrepreneur is to start an
enterprise that will grow, win many customers and make lots of money. Their ultimate aim
is to eventually sell their enterprise for a nice profit. Such entrepreneurs usually have a
science or technical background.
3. The Project-Oriented Entrepreneur: This type of entrepreneur generally has a background
in the Arts or psychology. Their enterprises tend to be focus on something that they are
very passionate about.
4. The Lifestyle Entrepreneur: This type of entrepreneur has usually worked as a teacher or
a secretary. They are more interested in selling something that people will enjoy, rather
than making lots of money.
Characteristics of an Entrepreneur
Successful entrepreneurs have the following characteristics:
• They are highly motivated
• They are creative and persuasive
• They are mentally prepared to handle each and every task
• They have excellent business skills – they know how to evaluate their cash flow, sales and
revenue
• They are willing to take great risks
• They are very proactive – this means they are willing to do the work themselves, rather
than wait for someone else to do it
• They have a vision – they are able to see the big picture
• They are flexible and open-minded
• They are good at making decisions
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Entrepreneur Success Stories

Dhiru Bhai Ambani
Dhirubhai Ambani began his entrepreneurial career by selling “bhajias” to pilgrims in MountGirnar on
weekends. At 16, he moved to Yemen where he worked as a gas-station attendant, and as a clerk in an
oil company. He returned to India with Rs. 50,000 and started a textiletrading company. Reliance went
on to become the first Indian company to raise money inglobal markets and the first Indian company
to feature in Forbes 500 list.
Dr. Karsanbhai Patel
Karsanbhai Patel made detergent powder in the backyard of his house. He sold his product door-to-
door and offered a money back guarantee with every pack that was sold. He charged Rs. 3 per kg when
the cheapest detergent at that time was Rs.13 per kg. Dr. Patel eventually started Nirma which became
a whole new segment in the Indian domestic detergent market.
The Entrepreneurial Process

Let’s take a look at the stages of the entrepreneurial process.
Stage 1: Idea Generation. The entrepreneurial process begins with an idea that has been
thought of by the entrepreneur. The idea is a problem that has the potential to be solved.
Stage 2: Germination or Recognition. In this stage a possible solution to the identified problem
is thought of.
Stage 3: Preparation or Rationalization. The problem is studied further and research is done to
find out how others have tried to solve the same problem.
Stage 4: Incubation or Fantasizing. This stage involves creative thinking for the purpose of
coming up with more ideas. Less thought is given to the problem areas.
Stage 5: Feasibility Study: The next step is the creation of a feasibility study to determine if the
idea will make a profit and if it should be seen through.
Stage 6: Illumination or Realization. This is when all uncertain areas suddenly become clear.
The entrepreneur feels confident that his idea has merit.
Stage 7: Verification or Validation. In this final stage, the idea is verified to see if it works and
if it is useful.
Take a look at the diagram below to get a better idea of this process.
Idea Germination
Generation (Recognition)
Preparation
(Rationalisation)
Incubation
(Fantasising)
Fasibility
Study
Illumination Varification
(Realisation) (Validation)
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What is an Entrepreneur?
The entrepreneurship support ecosystem signifies the collective and complete nature of
entrepreneurship. New companies emerge and flourish not only because of the courageous, visionary
entrepreneurs who launch them, but they thrive as they are set in an environment or 'ecosystem'
made of private and public participants. These players nurture and sustain the new ventures,
facilitating the entrepreneurs' efforts.
An entrepreneurship ecosystem comprises of the following six domains:

1. Favourable Culture: This includes elements such as tolerance of risk and errors, valuable
networking and positive social standing of the entrepreneur.
2. Facilitating Policies & Leadership: This includes regulatory framework incentives and
existence of public research institutes.
3. Financing Options: Angel financing, venture capitalists and micro loans would be good
examples of this.
4. Human Capital: This refers to trained and untrained labour, entrepreneurs and
entrepreneurship training programmes, etc.
5. Conducive Markets for Products & Services: This refers to an existence or scope of
existence of a market for the product/service.
6. Institutional & Infrastructural Support: This includes legal and financing advisers,
telecommunications, digital and transportation infrastructure, and entrepreneurship
networking programmes.
These domains indicate whether there is a strong entrepreneurship support ecosystem and what
actions should the government put in place to further encourage this ecosystem. The six domains and
their various elements have been graphically depicted.
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Leadership
Early Customers Government
• Unequivocal support • Institutions • Research institutes
• Early adopters for proof-of-concept
• Social legitimacy e.g. Investment, support
• Expertise in productizing
• Reference customer
• Open door for advocate
• Financial support • Venture-friendly
• First reviews • Entrepreneurship strategy e.g. for R&D, jump start funds legislation
• Distribution channels • urgency, crisis and challenge
Regulatory framework • e.g. Bankruptcy,
incentives contract enforcement, pro-
Networks
e.g. Tax benifits perty rights, and labour
• Entrepreneure’s networks Policy
• Diaspora networks Financial Capital
• Multinational corporations • Micro-loans • Venture capital funds
Market Finance • Angel investors, fri- • Private equity
Labour ends and family • Public capital markets
• Zero-stage venture • Debt
• Skilled and unskilled
Entrepreneurship capital
• Serial entrepreneures
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• Later generation family Success Stories
Human • Visible successes
Educational Institutions Culture
General degrees (professional and academic)
Capital • Wealth generation for founders
Specific entrepreneurship training • International reputation
Supports Societal norms
Infrastructure
• Tolerance of risk, mistakes, failure
• Telecommunications • Innovation, creativity, experimentation
• Transportation & logistics • Social status of entrepreneur
• Energy • Wealth creation
• Zones, incubation centers, clusters Non-Government Institution • Ambition, drive, hunger
• Entrepreneurship • Conferences
Support Professions promotion in
• Legal non-profits
• Accounting • Business plan • Entrepreneur- fri-
• Investment bankers contests endly association

Every entrepreneurship support ecosystem is unique and all the elements of the ecosystem are
interdependent. Although every region's entrepreneurship ecosystem can be broadly described by
the above features, each ecosystem is the result of the hundred elements interacting in highly
complex and particular ways.
Entrepreneurship ecosystems eventually become (largely) self-sustaining. When the six domains are
resilient enough, they are mutually beneficial. At this point, government involvement can and should
be significantly minimized. Public leaders do not need to invest a lot to sustain the ecosystem. It is
imperative that the entrepreneurship ecosystem incentives are formulated to be self-liquidating,
hence focusing on sustainability of the environment.
Government’s Role in the Entrepreneurship

Ecosystem
Encouraging new ventures is a major focus for policymakers. Governments across the world are
recognizing that new businesses flourish in distinctive types of supportive environments.
Policymakers should study the scenario and take into account the following points whilst they
formulate policies and regulations that enable successful entrepreneurship support ecosystems.
1. Policymakers should avoid regulations that discourage new entrants and work towards
building efficient methods for business startups. Policies and regulations that favour
existing, dominant firms over entrepreneurial ventures, restrict competition and obstruct
entry for new companies.
2. Instead of developing policies conceptually intended to correct market failures,
policymakers should interact with entrepreneurs and understand the challenges faced
by them. The feedback should be used to develop policies that incite idea exploration,
product development and increased rates of deal flow.
3. Entrepreneurial supporters should create a database that enables identifying who the
participants in the ecosystem are and how they are connected. These ecosystem maps are
useful tools in developing engagement strategies.
4. Disruptions are unavoidable in economic and social life. However, it’s important to note
that economic disruption gives rise to entrepreneurial opportunities. Architects of the
entrepreneurship ecosystems (entrepreneurs, mentors, policymakers and consumers,)
should anticipate these dips, thus capitalizing on the opportunities they create.
The need for effective strategies to enable local entrepreneurship support ecosystems is a practical
one. Better understanding of the actual ecosystems provides a framework within which policy makers
can ask relevant questions, envisage more efficient approaches, and assess ensuing outcomes.
Snapshot of the Entrepreneurship Ecosystem in India

Entrepreneurship has earned a newfound respect in India. Many Indians, with exposure to the world
of business, who traditionally would have opted for a job, are setting up their own ventures. Many
elements of the entrepreneurship ecosystem are beginning to come together. For example, increase
in venture capitalists, government schemes and incubators, academia industry linkages, and
emerging clusters and support to rural economy. All these initiatives are effective but there is a need to
scale up and enrich the ecosystem further in the following ways:
1. We need to review our attitude towards failures and accept them as learning experiences.
2. We must encourage the educated to become entrepreneurs and provide students in
schools and colleges with entrepreneurship skills.
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3. Universities, research labs and the government need to play the role of enablers in the
entrepreneurship support ecosystem.
4. Policymakers need to focus on reducing the obstacles such as corruption, red tape and
bureaucracy.
5. We need to improve our legal systems and court international venture capital firms and
bring them to India.
6. We must devise policies and methods to reach the secondary and tertiary towns in India,
where people do not have access to the same resources available in the cities.
Today, there is a huge opportunity in this country to introduce innovative solutions that are
capable of scaling up, and collaborating within the ecosystem as well as enriching it.
Make in India Campaign

Every entrepreneur has certain needs. Some of their important needs are:
• To easily get loans
• To easily find investors
• To get tax exemptions
• To easily access resources and good infrastructure
• To enjoy a procedure that is free of hassles and is quick
• To be able to easily partner with other firms
The Make in India campaign, launched by Prime Minister Modi aims to satisfy all these needs
of young, aspiring entrepreneurs. Its objective is to:
• Make investment easy
• Support new ideas
• Enhance skill development
• Safeguard the ideas of entrepreneurs
• Create state-of-the-art facilities for manufacturing goods
Tips !
• Research the existing market, network with other entrepreneurs, venture capitalists, angel
investors, and thoroughly review the policies in place to enable your entrepreneurship.
• Failure is a stepping stone and not the end of the road. Review yours and your peers’ errors
and correct them in your future venture.
• Be proactive in your ecosystem. Identify the key features of your ecosystem and enrich
them to ensure self-sustainability of your entrepreneurship support ecosystem.
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9.5.7 Risk Appetite & Resilience:

Entrepreneurship and Risk
Entrepreneurs are inherently risk takers. They are path-makers not path-takers. Unlike a normal,
cautious person, an entrepreneur would not think twice about quitting his job (his sole income) and
taking a risk on himself and his idea.
An entrepreneur is aware that while pursuing his dreams, assumptions can be proven wrong and
unforeseen events may arise. He knows that after dealing with numerous problems, success is still not
guaranteed. Entrepreneurship is synonymous with the ability to take risks. This ability, called risk-
appetite, is an entrepreneurial trait that is partly genetic and partly acquired.
What is Risk Appetite?

Risk appetite is defined as the extent to which a company is equipped to take risk, in order to achieve
its objectives. Essentially, it refers to the balance, struck by the company, between possible profits and
the hazards caused by changes in the environment (economic ecosystem, policies, etc.). Taking on
more risk may lead to higher rewards but have a high probability of losses as well. However, being too
conservative may go against the company as it can miss out on good opportunities to grow and reach
their objectives.
The levels of risk appetite can be broadly categorized as “low”, “medium” and “high.” The company's
entrepreneur(s) have to evaluate all potential alternatives and select the option most likely to
succeed. Companies have varying levels of risk appetites for different objectives.
The levels depend on:
• The type of industry
• Market pressures
• Company objectives
For example, a startup with a revolutionary concept will have a very high risk appetite. The startup can
afford short term failures before it achieves longer term success. This type of appetite will not remain
constant and will be adjusted to account for the present circumstances of the company.
Risk Appetite Statement

Companies have to define and articulate their risk appetite in sync with decisions made about their
objectives and opportunities. The point of having a risk appetite statement is to have a framework that
clearly states the acceptance and management of risk in business. It sets risk taking limits within the
company. The risk appetite statement should convey the following:
• The nature of risks the business faces.
• Which risks the company is comfortable taking on and which risks are unacceptable.
• How much risk to accept in all the risk categories.
• The desired tradeoff between risk and reward.
• Measures of risk and methods of examining and regulating risk exposures.
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Entrepreneurship and Resilience

Entrepreneurs are characterized by a set of qualities known as resilience. These qualities play an
especially large role in the early stages of developing an enterprise. Risk resilience is an extremely
valuable characteristic as it is believed to protect entrepreneurs against the threat of challenges and
changes in the business environment.
What is Entrepreneurial Resilience?

Resilience is used to describe individuals who have the ability to overcome setbacks related to their
life and career aspirations. A resilient person is someone who is capable of easily and quickly
recovering from setbacks. For the entrepreneur, resilience is a critical trait. Entrepreneurial resilience
can be enhanced in the following ways:
• By developing a professional network of coaches and mentors
• By accepting that change is a part of life
• By viewing obstacles as something that can be overcome
Characteristics of a Resilient Entrepreneur

The characteristics required to make an entrepreneur resilient enough to go the whole way in
their business enterprise are:
• A strong internal sense of control • Ability to diversify and expand
• Strong social connections • Survivor attitude
• Skill to learn from setbacks • Cash-flow conscious habits
• Ability to look at the bigger picture • Attention to detail
Tips !
• Cultivate a great network of clients, suppliers, peers, friends and family. This will not only
help you promote your business, but will also help you learn, identify new opportunities
and stay tuned to changes in the market.
• Don’t dwell on setbacks. Focus on what the you need to do next to get moving again.
• While you should try and curtail expenses, ensure that it is not at the cost of your growth.
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9.5.8 Success & Failures: Understanding

Successes and Failures in Entrepreneurship
Shyam is a famous entrepreneur, known for his success story. But what most people don’t
know, is that Shyam failed numerous times before his enterprise became a success. Read his
interview to get an idea of what entrepreneurship is really about, straight from an entrepreneur
who has both, failed and succeeded.
Interviewer: Shyam, I have heard that entrepreneurs are great risk-takers who are never afraid
of failing. Is this true?
Shyam: Ha ha, no of course it’s not true! Most people believe that entrepreneurs need to
be fearlessly enthusiastic. But the truth is, fear is a very normal and valid human reaction,
especially when you are planning to start your own business! In fact, my biggest fear was the
fear of failing. The reality is, entrepreneurs fail as much as they succeed. The trick is to not
allow the fear of failing to stop you from going ahead with your plans. Remember, failures are
lessons for future success!
Interviewer: What, according to you, is the reason that entrepreneurs fail?
Shyam: Well, there is no one single reason why entrepreneurs fail. An entrepreneur can fail due
to numerous reasons. You could fail because you have allowed your fear of failure to defeat
you. You could fail because you are unwilling to delegate (distribute) work. As the saying goes,
“You can do anything, but not everything!” You could fail because you gave up too easily –
maybe you were not persistent enough. You could fail because you were focusing your energy
on small, insignificant tasks and ignoring the tasks that were most important. Other reasons for
failing are partnering with the wrong people, not being able to sell your product to the right
customers at the right time at the right price… and many more reasons!
Interviewer: As an entrepreneur, how do you feel failure should be looked at?
Shyam: I believe we should all look at failure as an asset, rather than as something negative.
The way I see it, if you have an idea, you should try to make it work, even if there is a chance
that you will fail. That’s because not trying is failure right there, anyway! And failure is not the
worst thing that can happen. I think having regrets because of not trying, and wondering ‘what
if’ is far worse than trying and actually failing.
Interviewer: How did you feel when you failed for the first time?
Shyam: I was completely heartbroken! It was a very painful experience. But the good news is,
you do recover from the failure. And with every subsequent failure, the recovery process gets
a lot easier. That’s because you start to see each failure more as a lesson that will eventually
help you succeed, rather than as an obstacle that you cannot overcome. You will start to
realize that failure has many benefits.
Interviewer: Can you tell us about some of the benefits of failing?
Shyam: One of the benefits that I have experienced personally from failing is that the failure
made me see things in a new light. It gave me answers that I didn’t have before. Failure can
make you a lot stronger. It also helps keep your ego in control.
Interviewer: What advice would you give entrepreneurs who are about to start their own
enterprises?
Shyam: I would tell them to do their research and ensure that their product is something that
is actually wanted by customers. I’d tell them to pick their partners and employees very wisely
and cautiously. I’d tell them that it’s very important to be aggressive – push and market your
product as aggressively as possible. I would warn them that starting an enterprise is very
expensive and that they should be prepared for a situation where they run out of money.
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I would tell them to create long term goals and put a plan in action to achieve that goal. I would
tell them to build a product that is truly unique. Be very careful and ensure that you are not
copying another startup. Lastly, I’d tell them that it’s very important that they find the right
investors.
Interviewer: That’s some really helpful advice, Shyam! I’m sure this will help all entrepreneurs
to be more prepared before they begin their journey! Thank you for all your insight!
Tips !
• Remember that nothing is impossible.

• Identify your mission and your purpose before you start.
• Plan your next steps – don’t make decisions hastily.
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9.6: Preparing to be an Entrepreneur

Unit Objectives
1. Discuss how market research is carried out
2. Describe the 4 Ps of marketing
3. Discuss the importance of idea generation
4. Recall basic business terminology
5. Discuss the need for CRM
6. Discuss the benefits of CRM
7. Discuss the need for networking
8. Discuss the benefits of networking
9. Understand the importance of setting goals
10.Differentiate between short-term, medium-term and long-term goals
11.Discuss how to write a business plan
12.Explain the financial planning process
13.Discuss ways to manage your risk
14.Describe the procedure and formalities for applying for bank finance
15.Discuss how to manage your own enterprise
16.List important questions that every entrepreneur should ask before starting an enterprise
9.6.1 Market Study / The 4 Ps of Marketing /

Importance of an IDEA: Understanding Market
Research
Market research is the process of gathering, analyzing and interpreting market information on
a product or service that is being sold in that market. It also includes information on:
• Past, present and prospective customers
• Customer characteristics and spending habits
• The location and needs of the target market
• The overall industry
• Relevant competitors
Market research involves two types of data:
• Primary information. This is research collected by yourself or by someone hired by you.
• Secondary information. This is research that already exists and is out there for you to find
and use.
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Primary research
Primary research can be of two types:
• Exploratory: This is open-ended and usually involves detailed, unstructured interviews.
• Specific: This is precise and involves structured, formal interviews. Conducting specific
research is the more expensive than conducting exploratory research.
Secondary research
Secondary research uses outside information. Some common secondary sources are:
• Public sources: These are usually free and have a lot of good information. Examples are
government departments, business departments of public libraries etc.
• Commercial sources: These offer valuable information but usually require a fee to be paid.
Examples are research and trade associations, banks and other financial institutions etc.
• Educational institutions: These offer a wealth of information. Examples are colleges,
universities, technical institutes etc.
The 4 Ps of Marketing
The 4 Ps of marketing are Product, Price, Promotion and Place. Let’s look at each of these 4 Ps
in detail.
Product
A product can be:
• A tangible good • An intangible service
Whatever your product is, it is critical that you have a clear understanding of what you are
offering, and what its unique characteristics are, before you begin with the marketing process.
Some questions to ask yourself are:
• What does the customer want from the product/service?
• What needs does it satisfy?
• Are there any more features that can be added?
• Does it have any expensive and unnecessary features?
• How will customers use it?
• What should it be called?
• How is it different from similar products?
• How much will it cost to produce?
• Can it be sold at a profit?
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Price
Once all the elements of Product have been established, the Price factor needs to be considered. the
price of a Product will depend on several factors such as profit margins, supply, demand and the
marketing strategy.
• What is the value of the product/service to customers?
• Do local products/services have established price points?
• Is the customer price sensitive?
• Should discounts be offered?
• How is your price compared to that of your competitors?
Promotion
Once you are certain about your Product and your Price, the next step is to look at ways to promote it.
Some key elements of promotion are advertising, public relations, social media marketing, email
marketing, search engine marketing, video marketing and more. Some questions to ask yourself are:
• Where should you promote your product or service?

• What is the best medium to use to reach your target audience?
• When would be the best time to promote your product?
• How are your competitors promoting their products?
Place
According to most marketers, the basis of marketing is about offering the right product, at the right
price, at the right place, at the right time. For this reason, selecting the best possible location is critical
for converting prospective clients into actual clients.
• Will your product or service be looked for in a physical store, online or both?
• What should you do to access the most appropriate distribution channels?
• Will you require a sales force?
• Where are your competitors offering their products or services?
• Should you follow in your competitors’ footsteps?
• Should you do something different from your competitors?
Importance of an IDEA
Ideas are the foundation of progress. An idea can be small or ground-breaking, easy to accomplish or
extremely complicated to implement. Whatever the case, the fact that it is an idea gives it merit.
Without ideas, nothing is possible. Most people are afraid to speak out their ideas, out for fear of being
ridiculed. However, if is an entrepreneur and want to remain competitive and innovative, you need to
bring your ideas out into the light.
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Some ways to do this are by:

• Establishing a culture of brainstorming where you invite all interested parties to contribute
• Discussing ideas out loud so that people can add their ideas, views, opinions to them
• Being open minded and not limiting your ideas, even if the idea who have seems ridiculous
• Not discarding ideas that you don’t work on immediately, but instead making a note of
them and shelving them so they can be revisited at a later date
Tips !
• Keep in mind that good ideas do not always have to be unique.

• Remember that timing plays a huge role in determining the success of your idea.
• Situations and circumstances will always change, so be flexible and adapt your idea
accordingly.
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9.6.2 Business Entity Concepts:

Basic Business Terminology
If your aim is to start and run a business, it is crucial that you have a good understanding of
basic business terms. Every entrepreneur should be well versed in the following terms:
• Accounting: A systematic method of recording and reporting financial transactions.
• Accounts payable: Money owed by a company to its creditors.
• Accounts Receivable: The amount a company is owed by its clients.
• Assets: The value of everything a company owns and uses to conduct its business.
• Balance Sheet: A snapshot of a company’s assets, liabilities and owner’s equity at a given
moment.
• Bottom Line: The total amount a business has earned or lost at the end of a month.
• Business: An organisation that operates with the aim of making a profit.
• Business to Business (B2B): A business that sells goods or services to another business.
• Business to Consumer (B2C): A business that sells goods or services directly to the end user.
• Capital: The money a business has in its accounts, assets and investments. The two main
types of capital are debt and equity.
• Cash Flow: The overall movement of funds through a business each month, including
income and expenses.
• Cash Flow Statement: A statement showing the money that entered and exited a business
during a specific period of time.
• Contract: A formal agreement to do work for pay.
• Depreciation: The degrading value of an asset over time.
• Expense: The costs that a business incurs through its operations.
• Finance: The management and allocation of money and other assets.
• Financial Report: A comprehensive account of a business’ transactions and expenses.
• Fixed Cost: A one-time expense.
• Income Statement (Profit and Loss Statement): Shows the profitability of a business during
a period of time.
• Liabilities: The value of what a business owes to someone else.
• Marketing: The process of promoting, selling and distributing a product or service.
• Net Income/Profit: Revenues minus expenses.
• Net Worth: The total value of a business.
• Payback Period: The amount of time it takes to recover the initial investment of a business.
• Profit Margin: The ratio of profit, divided by revenue, displayed as a percentage.
• Return on Investment (ROI): The amount of money a business gets as return from an
investment.
258
9.6.2 Contd....
• Revenue: The total amount of income before expenses are subtracted.
• Sales Prospect: A potential customer.
• Supplier: A provider of supplies to a business.
• Target Market: A specific group of customers at which a company’s products and services
are aimed.
• Valuation: An estimate of the overall worth of the business.
• Variable Cost: Expenses that change in proportion to the activity of a business.
• Working Capital: Calculated as current assets minus current liabilities.
259
9.6.3 CRM & Networking: What is CRM?

CRM stands for Customer Relationship Management. Originally the expression Customer
Relationship Management meant managing one's relationship with customers. However, today it
refers to IT systems and software designed to help companies manage their relationships.
The Need for CRM

The better a company can manage its relationships with its customers, the higher the chances of the
company's success. For any entrepreneur, the ability to successfully retain existing customers and
expand the enterprise is paramount. This is why IT systems that focus on addressing the problems of
dealing with customers on a daily basis are becoming more and more in demand.
Customer needs change over time, and technology can make it easier to understand what customers
really want. This insight helps companies to be more responsive to the needs of their customers. It
enables them to modify their business operations when required, so that their customers are always
served in the best manner possible. Simply put, CRM helps companies recognize the value of their
clients and enables them to capitalize on improved customer relations.
Benefits of CRM
CRM has a number of important benefits:
• It helps improve relations with existing customers which can lead to:
• Increased sales
• Identification of customer needs
• Cross-selling of products
• It results in better marketing of one’s products or services
• It enhances customer satisfaction and retention
• It improves profitability by identifying and focusing on the most profitable customers
What is Networking?
In business, networking means leveraging your business and personal connections in order to bring in
a regular supply of new business. This marketing method is effective as well as low cost. It is a great
way to develop sales opportunities and contacts. Networking can be based on referrals and
introductions, or can take place via phone, email, and social and business networking websites.
The Need for Networking

Networking is an essential personal skill for business people, but it is even more important for
entrepreneurs. The process of networking has its roots in relationship building. Networking results in
greater communication and a stronger presence in the entrepreneurial ecosystem. This helps build
strong relationships with other entrepreneurs.
260
Business networking events held across the globe play a huge role in connecting like-minded
entrepreneurs who share the same fundamental beliefs in communication, exchanging ideas and
converting ideas into realities. Such networking events also play a crucial role in connecting
entrepreneurs with potential investors. Entrepreneurs may have vastly different experiences and
backgrounds but they all have a common goal in mind – they all seek connection, inspiration, advice,
opportunities and mentors. Networking offers them a platform to do just that.
Benefits of Networking
Networking offers numerous benefits for entrepreneurs. Some of the major benefits are:
• Getting high quality leads
• Increased business opportunities
• Good source of relevant connections
• Advice from like-minded entrepreneurs
• Gaining visibility and raising your profile
• Meeting positive and enthusiastic people
• Increased self-confidence
• Satisfaction from helping others
• Building strong and lasting friendships
Tips !
• Use social media interactions to identify needs and gather feedback.

• When networking, ask open-ended questions rather than yes/no type questions.
261
9.6.4 Business Plan: Why Set Goals

Setting goals is important because it gives you long-term vision and short-term motivation.
Goals can be short term, medium term and long term.
Short-Term Goals
• These are specific goals for the immediate future.
Example: Repairing a machine that has failed.
Medium-Term Goals
• These goals are built on your short term goals.
• They do not need to be as specific as your short term goals.
Example: Arranging for a service contract to ensure that your machines don’t fail again.
Long-Term Goals
These goals require time and planning.
They usually take a year or more to achieve.
Example: Planning your expenses so you can buy new machinery
Why Create a Business Plan

A business plan is a tool for understanding how your business is put together. It can be used to monitor
progress, foster accountable and control the fate of the business. It usually offers a 3-5 year projection
and outlines the plan that the company intends to follow to grow its revenues. A business plan is also a
very important tool for getting the interest of key employees or future investors.
A business plan typically comprises of eight elements.
Elements of a Business Plan

Executive Summary
The executive summary follows the title page. The summary should clearly state your desires as the
business owner in a short and businesslike way. It is an overview of your business and your plans.
Ideally this should not be more than 1-2 pages.
Your Executive Summary should include:
• The Mission Statement: Explain what your business is all about.
Example: Nike’s Mission Statement
Nike’s mission statement is “To bring inspiration and innovation to every athlete in the
world.”
• Company Information: Provide information like when your business was formed, the
names and roles of the founders, the number of employees, your business location(s) etc.
• Growth Highlights: Mention examples of company growth. Use graphs and charts where
possible.
• Your Products/Services: Describe the products or services provided.
• Financial Information: Provide details on current bank and investors.
• Summarize future plans: Describe where you see your business in the future.
262
Business Description
The second section of your business plan needs to provide a detailed review of the different
elements of your business. This will help potential investors to correctly understand your
business goal and the uniqueness of your offering.
Your Business Description should include:
• A description of the nature of your business
• The market needs that you are aiming to satisfy
• The ways in which your products and services meet these needs
• The specific consumers and organisations that you intend to serve
• Your specific competitive advantages
Market Analysis
The market analysis section usually follows the business description. The aim of this section is
to showcase your industry and market knowledge. This is also the section where you should lay
down your research findings and conclusions.
Your Market Analysis should include:
• Your industry description and outlook
• Information on your target market
• The needs and demographics of your target audience
• The size of your target market
• The amount of market share you want to capture
• Your pricing structure
• Your competitive analysis
• Any regulatory requirements
organisation & Management
This section should come immediately after the Market Analysis.
Your organisation & Management section should include:
• Your company’s organisational structure
• Details of your company’s ownership
• Details of your management team
• Qualifications of your board of directors
• Detailed descriptions of each division/department and its function
• The salary and benefits package that you offer your people
• The incentives that you offer
Service or Product Line
The next section is the service or product line section. This is where you describe your service
or product, and stress on their benefits to potential and current customers. Explain in detail
why your product of choice will fulfill the needs of your target audience.
263
Your Service or Product Line section should include:

• A description of your product/service
• A description of your product or service’s life cycle
• A list of any copyright or patent filings
• A description of any R&D activities that you are involved in or planning
Marketing & Sales
Once the Service or Product Line section of your plan has been completed, you should start on
the description of the marketing and sales management strategy for your business.
Your Marketing section should include the following strategies:
• Market penetration strategy: This strategy focuses on selling your existing products or
services in existing markets, in order to increase your market share.
• Growth strategy: This strategy focuses on increasing the amount of market share, even if
it reduces earnings in the short-term.
• Channels of distribution strategy: These can be wholesalers, retailers, distributers and
even the internet.
• Communication strategy: These can be written strategies (e-mail, text, chat), oral strategies
(phone calls, video chats, face-to-face conversations), non-verbal strategies (body language,
facial expressions, tone of voice) and visual strategies (signs, webpages, illustrations).
Your Sales section should include the following information:
• A salesforce strategy: This strategy focuses on increasing the revenue of the enterprise.
• A breakdown of your sales activities: This means detailing out how you intend to sell your
products or services – will you sell it offline or online, how many units do you intend to sell,
what price do you plan to sell each unit at, etc.
Funding Request
This section is specifically for those who require funding for their venture.
The Funding Request section should include the following information:
• How much funding you currently require.
• How much funding you will require over the next five years. This will depend on your long-
term goals.
• The type of funding you want and how you plan to use it. Do you want funding that can be
used only for a specific purpose, or funding that can be used for any kind of requirement?
• Strategic plans for the future. This will involve detailing out your long-term plans – what
these plans are and how much money you will require to put these plans in motions.
• Historical and prospective financial information. This can be done by creating and
maintaining all your financial records, right from the moment your enterprise started, to
the present day. Documents required for this are your balance sheet which contains details
of your company’s assets and liabilities, your income statement which lists your company’s
revenues, expenses and net income for the year, your tax returns (usually for the last three
years) and your cash flow budget which lists the cash that came in, the cash that went out
and states whether you had a cash deficit (negative balance) or surplus (positive balance)
at the end of each month.
264
Financial Planning
Before you begin building your enterprise, you need to plan your finances. Take a look at the
steps for financial planning:
Step 1: Create a financial plan. This should include your goals, strategies and timelines for
accomplishing these goals.
Step 2: Organize all your important financial documents. Maintain a file to hold your investment
details, bank statements, tax papers, credit card bills, insurance papers and any other financial
records.
Step 3: Calculate your net worth. This means figure out what you own (assets like your house,
bank accounts, investments etc.), and then subtract what you owe (liabilities like loans, pending
credit card amounts etc.) the amount you are left with is your net worth.
Step 4: Make a spending plan. This means write down in detail where your money will come
from, and where it will go.
Step 5: Build an emergency fund. A good emergency fund contains enough money to cover at
least 6 months’ worth of expenses.
Step 6: Set up your insurance. Insurance provides long term financial security and protects you
against risk.
Risk Management
As an entrepreneur, it is critical that you evaluate the risks involved with the type of enterprise
that you want to start, before you begin setting up your company. Once you have identified
potential risks, you can take steps to reduce them. Some ways to manage risks are:
• Research similar business and find out about their risks and how they were minimized.
• Evaluate current market trends and find out if similar products or services that launched a
while ago are still being well received by the public.
• Think about whether you really have the required expertise to launch your product or
service.
• Examine your finances and see if you have enough income to start your enterprise.
• Be aware of the current state of the economy, consider how the economy may change over
time, and think about how your enterprise will be affected by any of those changes.
• Create a detailed business plan.
Tips !
• Ensure all the important elements are covered in your plan.

• Scrutinize the numbers thoroughly.
• Be concise and realistic.
• Be conservative in your approach and your projections.
• Use visuals like charts, graphs and images wherever possible.
265
9.6.5 Procedure and Formalities for Bank Finance:

The Need for Bank Finance
For entrepreneurs, one of the most difficult challenges faced involves securing funds for startups.
With numerous funding options available, entrepreneurs need to take a close look at which funding
methodology works best for them. In India, banks are one of the largest funders of startups, offering
funding to thousands of startups every year.
What Information Should Entrepreneurs Offer

Banks for Funding?
When approaching a bank, entrepreneurs must have a clear idea of the different criteria that banks
use to screen, rate and process loan applications. Entrepreneurs must also be aware of the importance
of providing banks with accurate and correct information. It is now easier than ever for financial
institutions to track any default behaviour of loan applicants. Entrepreneurs looking for funding from
banks must provide banks with information relating to their general credentials, financial situation
and guarantees or collaterals that can be offered.
General Credentials
This is where you, as an entrepreneur, provide the bank with background information on
yourself. Such information includes:
• Letter(s) of Introduction: This letter should be written by a respected business person
who knows you well enough to introduce you. The aim of this letter is set across your
achievements and vouch for your character and integrity.
• Your Profile: This is basically your resume. You need to give the bank a good idea of your
educational achievements, professional training, qualifications, employment record and
achievements.
• Business Brochure: A business brochure typically provides information on company
products, clients, how long the business has been running for etc.
• Bank and Other References: If you have an account with another bank, providing those
bank references is a good idea.
• Proof of Company Ownership or Registration: In some cases, you may need to provide the
bank with proof of company ownership and registration. A list of assets and liabilities may
also be required.
Financial Situation
Banks will expect current financial information on your enterprise. The standard financial
reports you should be prepared with are:
• Balance Sheet • Profit-and-Loss Account
• Cash-Flow Statement • Projected Sales and Revenues
• Business Plan • Feasibility Study
Guarantees or Collaterals
Usually banks will refuse to grant you a loan without security. You can offer assets which the
bank can seize and sell off if you do not repay the loan. Fixed assets like machinery, equipment,
vehicles etc. are also considered to be security for loans.
266
The Lending Criteria of Banks

Your request for funding will have a higher chance of success if you can satisfy the following
lending criteria:
• Good cash flow
• Adequate shareholders’ funds
• Adequate security
• Experience in business
• Good reputation
The Procedure
To apply for funding the following procedure will need to be followed.
1. Submit your application form and all other required documents to the bank.
2. The bank will carefully assess your credit worthiness and assign ratings by analyzing your
business information with respect to parameters like management, financial, operational
and industry information as well as past loan performance.
3. The bank will make a decision as to whether or not you should be given funding.
Tips !
• Get advice on funding options from experienced bankers.

• Be cautious and avoid borrowing more than you need, for longer than you need, at an
interest rate that is higher than you are comfortable with.
267
9.6.6 Enterprise Management - An Overview:

How to Manage Your Enterprise
To manage your enterprise effectively you need to look at many different aspects, right from
managing the day-to-day activities to figuring out how to handle a large scale event. Let's take a look at
some simple steps to manage your company effectively.
Step 1: Use your leadership skills and ask for advice when required.
Let's take the example of Ramu, an entrepreneur who has recently started his own enterprise. Ramu
has good leadership skills – he is honest, communicates well, knows how to delegate work etc. These
leadership skills definitely help Ramu in the management of his enterprise. However, sometimes
Ramu comes across situations that he is unsure how to handle. What should Ramu do in this case? One
solution is for him to find a more experienced manager who is willing to mentor him. Another solution
is for Ramu to use his networking skills so that he can connect with managers from other
organisations, who can give him advice on how to handle such situations.
Step 2: Divide your work amongst others – realize that you cannot handle everything yourself.
Even the most skilled manager in the world will not be able to manage every single task that an
enterprise will demand of him. A smart manager needs to realize that the key to managing his
enterprise lies in his dividing all his work between those around him. This is known as delegation.
However, delegating is not enough. A manager must delegate effectively if he wants to see results.
This is important because delegating, when done incorrectly, can result in you creating even more
work for yourself. To delegate effectively, you can start by making two lists. One list should contain the
things that you know you need to handle yourself. The second list should contain the things that you
are confident can be given to others to manage and handle. Besides incorrect delegation, another
issue that may arise is over-delegation. This means giving away too many of your tasks to others. The
problem with this is, the more tasks you delegate, the more time you will spend tracking and
monitoring the work progress of those you have handed the tasks to. This will leave you with very little
time to finish your own work.
Step 3: Hire the right people for the job.
Hiring the right people goes a long way towards effectively managing your enterprise. To hire the best
people suited for the job, you need to be very careful with your interview process. You should ask
potential candidates the right questions and evaluate their answers carefully. Carrying out
background checks is always a good practice. Running a credit check is also a good idea, especially if
the people you are planning to hire will be handling your money. Create a detailed job description for
each role that you want filled and ensure that all candidates have a clear and correct understanding of
the job description. You should also have an employee manual in place, where you put down every
expectation that you have from your employees. All these actions will help ensure that the right
people are approached for running your enterprise.
Step 4: Motivate your employees and train them well.
Your enterprise can only be managed effectively if your employees are motivated to work hard for
your enterprise. Part of being motivated involves your employees believing in the vision and mission
of your enterprise and genuinely wanting to make efforts towards pursuing the same. You can
motivate your employees with recognition, bonuses and rewards for achievements. You can also
motivate them by telling them about how their efforts have led to the company's success. This will
help them feel pride and give them a sense of responsibility that will increase their motivation.
268
Besides motivating your people, your employees should be constantly trained in new practices and
technologies. Remember, training is not a one-time effort. It is a consistent effort that needs to be
carried out regularly.
Step 5: Train your people to handle your customers well.
Your employees need to be well-versed in the art of customer management. This means they should
be able to understand what their customers want, and also know how to satisfy their needs. For them
to truly understand this, they need to see how you deal effectively with customers. This is called
leading by example. Show them how you sincerely listen to your clients and the efforts that you put
into understand their requirements. Let them listen to the type of questions that you ask your clients
so they understand which questions are appropriate.
Step 6: Market your enterprise effectively.
Use all your skills and the skills of your employees to market your enterprise in an effective manner.
You can also hire a marketing agency if you feel you need help in this area. Now that you know what is
required to run your enterprise effectively, put these steps into play, and see how much easier
managing your enterprise becomes!
Tips !
• Get advice on funding options from experienced bankers.

• Be cautious and avoid borrowing more than you need, for longer than you need, at an
interest rate that is higher than you are comfortable with.
269
9.6.7. 20 Questions to Ask Yourself Before Considering

Entrepreneurship
1. Why am I starting a business?
2. What problem am I solving?
3. Have others attempted to solve this problem before? Did they succeed or fail?
4. Do I have a mentor1 or industry expert that I can call on?
5. Who is my ideal customer2?
6. Who are my competitors3?
7. What makes my business idea different from other business ideas?
8. What are the key features of my product or service?
9. Have I done a SWOT4 analysis?
10.What is the size of the market that will buy my product or service?
11.What would it take to build a minimum viable product5 to test the market?
12.How much money do I need to get started?
13.Will I need to get a loan?
14.How soon will my products or services be available?
15.When will I break even6 or make a profit?
16.How will those who invest in my idea make a profit?
17.How should I set up the legal structure7 of my business?
18.What taxes8 will I need to pay?
19.What kind of insurance9 will I need?
20.Have I reached out to potential customers for feedback?
Tips !
• It is very important to validate your business ideas before you invest significant time,
money and resources into it.
• The more questions you ask yourself, the more prepared you will be to handle to highs and
lows of starting an enterprise.
Footnotes:
1. A mentor is a trusted and experienced person who is willing to coach and guide you.
2. A customer is someone who buys goods and/or services.
3. A competitor is a person or company that sells products and/or services similar to your
products and/or services.
4. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. To conduct a SWOT
analysis of your company, you need to list down all the strengths and weaknesses of your
company, the opportunities that are present for your company and the threats faced by
your company.
270
5. A minimum viable product is a product that has the fewest possible features, that can be
sold to customers, for the purpose of getting feedback from customers on the product.
6. A company is said to break even when the profits of the company are equal to the costs.
7. The legal structure could be a sole proprietorship, partnership or limited liability
partnership.
8. There are two types of taxes – direct taxes payable by a person or a company, or indirect
taxes charged on goods and/or services.
9. There are two types of insurance – life insurance and general insurance. Life insurance
covers human life while general insurance covers assets like animals, goods, cars etc.
271
Notes
272
Abbreviation and Acronyms

ACI - Air Cargo, Inc
ACL - Allowable Cabin Load
ACR - Air Cargo Resource, Inc.
AEV - Articles of Extraordinary Value
AMF - Airport Mail Facility
AOG - Aircraft on Ground
ATA - Air Transport Association of America
ATPCO - Airline Tariff Publishing Company
AWB - Air Waybill
CAB - Civil Aeronautics Board (Defunct)
CIF - Cost Insurance and Freight
COD - Collect on Delivery
COMAT - Company-Owned Material
CWT - Hundredweight
DGI - Dangerous Goods International
DOT - Department of Transportation
EDI - Electronic Data Interchange
ETA - Estimated Time of Arrival
FAA - Federal Aviation Administration
FAS - Free Along Side
FTK - Freight Tonne Kilometer
FOB - Free on Board
GCR - General commodity Rates
GMY - Greenwich Mean Time
HAZMAT - Hazardous Materials
IATA - International Air Transport Association
ICAO - International Civil Aviation Organisation
ISO - International Organisation for Standardization
JIT - Just in Time
KG - Kilogram
LC - Letter of Credit
LTL - Less Than Truck Load
NES - Not elsewhere Specified
273
Abbreviation and Acronyms

NTSB - National Transportation Safety board
OAG - Official Airline Guide
ORM - Other Regulated Material
PAX - Passenger(s)
PU&D - Pick-up and delivery
RFS - Road Feeder Service
SCR - Specific Commodity Rate
SED - Shipper's Export Declaration
TACM - Transit Air Cargo Manifest
TACT - The Air Cargo Tariff
ULD - Unit Load Device
UTC - Coordinated Universal Time
WAD - World Aviation Directory
LUC - Load Unit Control
AHM - Airport Handling Manual
IGOM - IATA Ground Operations Manual (IGOM)
ASRA - Aircraft Stand Restricted Area.
SPX - Meaning Safe For Passenger, All-Cargo And All-Mail Aircraft
SCO - Meaning Safe For All-Cargo And All-Mail Aircraft Only
SHR - Meaning Safe For Passenger, All-Cargo And All-Mail Aircraft In Accordance With High Risk
Requirements
274
AASSC
Address : Hindustan Aeronautics Limited, Suranjan Das Road, Bengaluru - 560017. Karnataka.
Email : Contact@aasc.com
Web : www.aassc.in
Phone : +91 80-22323357
CIN No : 00000000
Price: `

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AASSC

Aerospace & Aviation

Airline Customer Service

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Skilling is building a better India.

Shri Narendra Modi

About this Book

The symbols used in this book are described below.

2. Follow Safety and Security Procedures (AAS/N0502) 21

3. Passenger Check-In (AAS/N0301) 67

4. Passenger Boarding (AAS/N0303) 85

5. Manage Lounge Services (AAS/N0302) 111

6. Manage Passenger Complaints at Airport (AAS/N0304) 121

7. Take Action to Deal with Incidents, Accidents and Emergencies in the

8. Work Effectively in A Team (AAS/N0503) 159

9. Employability & Entrepreneurship 183

AASSC Unit 1.1 - About the Programme

Key Learning Outcomes

At the end of this programm, you will be able to;

1. Understand safety and security procedures.

Unit 1.1: About the Programme

1. Understand about training programme.

1.1.1 Overview of the book

1. Handle the organisational and customer service functions sensibly.

3. Help passengers before and after the flight.

5. Acquire basic communication skills and good inter-personal skills.

1.1.2 Knowing Each Other

2. List out two names who is from the same place/district/state.

1.1.3 Expectation Mapping

UNIT 1.2: About the Job Role-Airlines Customer Service

1. Know about customer service.

1.2.1 Brief Introduc on of Customer Service

Fig. 1.2.1 (a) Customer Service

1.2.1 Brief Introduction of Customer Service

1.2.2 Develop a Customer Friendly Approach

Fig. 1.2.2 (a) Customer Friendly Approch

1.2.3 Professional Qualities in Customer Service

Fig. 1.2.3 (a) Six Pillars of Customer Service

Fig. 1.2.3 (b)

1.2.3 Professional Qualities in Customer Service

1.2.4 Major Do's and Don'ts of Customer Service

I understand your frustrations You were right this is bad

Let me see what we can do about this That’s not my fault

I will try my best You want it by when

I am sorry Calm down

I will be with you in just a moment I am busy right now

Rules and Regulations

Fig. 1.2.4 (a)

UNIT 1.3: About QP-NOS

1.3.1 Performance criteria

Fig. 1.3.1 (a) Performance Criteria

Knowledge is a familiarity, awareness, or understanding of someone or something, such as facts,

Fig. 1.3.2 (a) Knowledge

Fig. 1.3.3 (a) Skills

Fig. 1.3.4 (a) Complete cycle of QP-NOS

1.3.5 Key Learning outcomes

Ÿ Posses sufficient knowledge specified in the QP-NOS.

Ÿ Perform the activities listed in the QP-NOS.

1.3.6 Various NOS of Customer Service Executive

Sl.No Unit Code AAS/N0502

NOS-Title Following safety and security procedures

This unit is about following of safety and security procedures as defined

This Occupational Standard unit/task covers the following:

Sl.No Unit Code AAS/N0301