memorandum to sixth cpc
TRANSCRIPT
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CHAPTER -I
HISTORY AND PRESENT PROFILE OF INDIA POST
1:1 Historically, the postal service is known for its high standards of efficiency. The
Roman boasted their postal system, curses publicans, could deliver message
over distances upto 170 miles in 24 hours! Post Office is the only institution in the
country touching every person's life.
1:1:2 In the late sixth century B.C., Confucius is quoted to have said, "The influence of
the righteous travels faster than a royal edict by post-station service."
1:1:3 While tracing out the History of Indian Post, a regular Postal Service in India was
established by the East India Company in 1766. It was, however run by Private
Agencies. The East India Company, by an Act No. XVII of 1837, nationalised the
Postal Services and brought it under the monopoly of the Government.
Thereafter, in 1854, separate Postal Department was established and the First
Postage Stamp was introduced. The First Railway Mail Service was established
in 1863. First Sorting Section was between Allahabad and Kanpur.
1:1:4 Thus, the Postal Department is one of the oldest departmentally run Public
Service departments of the Government of India. Its legislative basis is the
Indian Post Office Act, 1898. The Department of Posts is committed to fulfil the
universal services obligation in terms of providing basic postal services
throughout the country, irrespective of terrain at an affordable price.
1:1:5 The postal system in this country can truly be regarded as indispensable for
social development and commitment of the country. Our Late Prime Minister Sri
Pandit Jawaharlal Nehru said "Among the necessary things, good or bad, that
the Modern World had produced, only the postal system which covers the world
is one of its most beneficent activities. The postal system is a necessary and
important public institution. It is one of the public institutions which are most
intimately bound up with the human relations than other Government
departments; for it deals with messages, helps to connect people and makes
communication between human beings possible at all levels through the letters."
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1:1:6 India has the largest number of post offices in the world. At the time of
Independence, the number of post offices were 23,344. Now the number of post
offices has been expanded to 1,55,516 as on 31-03-2005 of which 1,25,148 are
in rural areas and as an average, a post office serves an area of 21.13 sq. km
and population of 6615. Mail processing, transmission and delivery are the core
activities. Mail is collected from 5,84,006 letter boxes in the country. This is
processed by a network of 460 RMS offices. During 2004-2005 the Department
of Posts handled 7630.36 million articles including 214.18 million registered
articles. It also handled 120.65 million of money orders amounting to Rs.
70521.65 millions.
1:2 The Department of Posts operates Savings Bank on behalf of Ministry of
Finance. The accumulated savings deposits as on 2004-2005 amounts to over
rupees three lakhs seventy five thousand crores, which is almost equivalent to
the deposit of a leading nationalised bank in India. Thus the Post Office Savings
Bank is the oldest and largest banking institution in the country. It operates
about 140 million Savings Accounts. The POSB is an agency function performed
by the Department of Posts on behalf of Ministry of Finance, Government of
India.
1:2:2 The PO Savings Bank provides an avenue to the customers through the network
of 1,54,000 post offices. During 2004-05, the department earned an approximate
revenue of Rs. 20,300 million as remuneration for the Savings Bank work.
1:2:3 The POSB is having a customer base of 140 million account holders with annual
deposits exceeding 10,00,000 million. The outstanding balance under all
Nationalised Savings Schemes in post offices is over 3,750,000 million.
SAVINGS BANK – A PROFILE AS ON 31-03-2005
Sl.
No.
Name of the Scheme No. of Accounts Total Amount Deposited
(In Millions)
1. Savings Accounts (SB) 61990467 152981.0
2. RD Accounts 64475526 412931.2
3. TD Accounts 7892478 320607.3
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4. MIS Accounts 22599857 1515735.7
5. NSS Accounts (87 & 92) 808666 42332.8
6. PPF Accounts 1873726 148298.1
7. Senior Citizen 164257 87839.2
(Annual Report : 2005-2006)
1:2:4 The following is the revenue figures of the postal department earned from its
traditional service.
Particulars Rs. (in Million)
Sale of Stamps 79986.58
Postage realised in cash 12971.13
Commission on M.O & IPOs etc. 3268.94
Remuneration on SB / SC work 18610.00
Other receipts 1481.82
44318.47
Note:- 'Other receipts' includes service charges retained by the Department of Posts
from Sale of Passport Application Form, Pass Port Fee Stamps, CRF stamps, receipts
from other postal administration etc.
1:3 The major operation in Insurance Sector is the PLI / RPLI which is now run by
the department itself and it has 23,91,662 & 37,38,798 polices in PLI and RPLI
respectively with an aggregate assured sum of Rs. 1,91,054.30 millions &
1,85,209.30 millions respectively as on 31-03-2005. It had a deposit of Rs. 89330
million & Rs. 16240 million as deposits with Government of India as on 31-03-
2006. Postal Life Insurance (PLI) operated by the Department of Posts is one of
the oldest welfare schemes for Government employees. It was introduced in the
year 1884 for the postal employees as a welfare measure and it today covers
employees of Central & State Governments, the Armed Forces personnel,
employees of Central and State Public Sector Undertakings, employees of
Autonomous bodies, Financial Institutions, Nationalised Banks, Local Bodies,
Universities and Government aided educational institutions. In the address of the
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Hon'ble President of India Dr. A.P.J. Abdul Kalam at the inauguration of the
sesquicentennial celebrations of India Post held on 04-10-2004, informed the
nation that in the insurance front, the postal department is planning to offer new
products such as Group Premium Policy, Pension Schemes and Term Policy.
From 28 policies and a business of Rs. 6,13,000 in 1884, the PLI has grown to
handle 23,91,662 policies and total business of Rs. 1,91,054.30 millions at the
end of 2004-05.
1:4 The erstwhile P&T department was bifurcated as Department of Posts and
Department of Telecom in January 1985 and since then, the entire work being
performed at post offices are under the control of Department of Posts. The
maintenance, operation and development of the post is being controlled by the
Department of Posts throughout the country.
1:4:2 In the Annual Report of the Department of Posts of 2004-2005, the objectives of
the department have been described as below:-
Ensure availability of basic postal services in all parts of the country, including
tribal, hilly and remote areas;
Provide efficient, reliable and economic service;
Provide value-added services according to market requirements;
Modernise the services to handle the growing volume of work with efficiency and
thereby enhance customer and employees satisfaction;
Be a forward-looking organisation, and;
Generate more resources and improve financial performance.
1:4:3 The normal postal operation of handling letters like sorting, transmission
and delivery of mails and traditional functions like registration, money
order, postal order etc., even though maintained efficiently and effectively
has now given second line and the agency work like SB, NSC, TD etc. and
the Business activities have given a new face for the India Post. There are
various business activities now introduced in the India Post.
1:4:4 The Department of Posts, introduced Speed Post service which carried
10,89,000 articles and earned a revenue of Rs. 3.17 crore in 1987-88 has grown
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about twenty times and earn a revenue of Rs. 3541.60 millions during 2004-
2005.
1:4:5 Satellite Post, earlier known as Hybrid Mail was started in 1995 which does away
with physical transmission and substantially reduces the time lag between
sending of a message and its delivery. It takes advantage of and optimises the
use of an infrastructure of V-SATs. The Post becomes the highest E-Mail
operator in the country.
1:5 As a result of Malhotra's Committee recommendations, its mandate was enlarged
in 1995 to cover the general populace in rural areas in the name of Rural Postal
Life Insurance. Now it operates 37,38,798 policies with an aggregate assured
sum of Rs. 1,85,209.30 millions.
1:6 The Department of Posts also performs other items of work like payment of
Military Pension, Coal Miner's Pension, EPF, and Family Pension, Railway,
Telecom Pension etc. for which it gets mutually agreed remuneration from the
respective principals.
1:7 The post office is undergoing vast changes supplementing the traditional postal
activities by its various new services. A number of new products and services
were introduced to meet the requirements of customers and modernise the
postal operation through induction of technology.
1:7:2 The value added postal services now offered by the India Post in recent years
include Speed Post, Business Post, Express Parcel Post, Greetings Post, Data
Post, Speed Post Passport Service, Bill Mail Post, E-Post, and E-Bill Post.
Besides these the India Post has ventured into various financial services which
include International Money Transfer, Electronic Fund Transfer, Electronic
Clearance Services, Warrant Payment, Sale of Mutual Funds and Bonds etc.
There are services like Direct Post, Express Parcel Post, Media Post, Meghdoot
Post Card, Logistics Post, Retail Post, Bill Mail Services introduced by the
Business Directorate. Thus the India Post has diversified the postal operations
into different areas through the business development.
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1:7:3 The Department of Posts has a tie up with the Western Union which provides the
facility of receiving remittances from more than 196 countries on a real time
basis. The service is currently available from more than 6800 post offices.
Remittances to the extent of more than the value of 298 millions US Dollars have
been delivered through this service since April 2001. The service has sought in
remittances worth 170 million US Dollars from April 2004 to March 2005 and has
generated revenue of Rs. 110 millions. India Post has increased its meagre
share of Western Union transactions from 22% in 2004 to 30.9% in 2005.
1:7:4 At this juncture, it is pertinent to mention that all these new services were
introduced with the existing staff and in particular, all of them are being
carried out very efficiently and effectively by the Group 'C' staff even
though there are inadequacy in the training. The skills and capabilities of
the existing Postal Assistants are being extracted without granting any
higher pay for such technical work or granting any incentive / honorarium.
1:7:5 Due to introduction of various new schemes and tying up with UTI, Oriental
Insurance Scheme, Clearance of cheques for various private companies like
TVS, Bajaj Auto, HDFC Bank, verification of address proof for Hutch and BSNL,
Direct Posts and other schemes, the Postal Assistants are put into enormous
pressures. There is also a huge task of filing TDS returns to the Income Tax
returns, Acceptance of IT returns etc., now shouldered by the Postal Assistants.
Apart from these, several services were introduced depending on the local needs
like "Sabrimala Prasadams", Sales of Christmas cake, Haleem Tea Masala,
Herbal Products etc. The verification compilation work which is a laborious job
was now looked after by the Head Offices instead of Director of Postal Accounts.
All these extra works are being shouldered by the existing staff even after a
drastic staff cut exercised in the post office of more than 17% while comparing
the figures from 2000-01 to 2004-05.
1:7:6 The following is the statistics furnished from the Annual Report of Department of
Posts from the year 2001-02 to 2005-07.
DECLINE IN NON-GAZETTED STAFF
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Year Group 'C'
including
Postman
Gr. D Total
2000-2001 228579 52292 = 280871
2001-2002 220448 49773 = 270221
2002-2003 212021 48036 = 260057
2003-2004 201421 46523 = 247944
2004-2005 200302 43656 = 243958
1:7:7 For Gazetted, the position is different
Both Group A + B
2000-2001 2738
2001-2002 2737
2002-2003 2695
2003-2004 2770
2004-2005 2720
There is no reflection of staff cut in respect of Group A & B cadres.
1:7:8 As on 31-03-99, the department had 2,92,672 full time regular employees and
3,09,915 Extra Departmental Employees and this has been shrunk to the extent
of 2,43,958 & 2,93,656 as on 01-03-2005 respectively in both the categories. The
postal employees are being overburdened and facing untold miseries every day.
1:8 The Postal Department is headed by a Secretary who is also the Chairman of the
Postal Services Board and also the Director General of Postal Services. There
are 22 postal circles headed by Chief Postmaster General or Principal Chief
Postmaster General as the case may be. Each circle is co-terminus with a state
except Gujarat circle which includes Daman & Diu, Dadra & Nagar Haveli; Kerala
Circle includes the Union Territory of Lakshadweep; Maharashtra Circle includes
Goa; North Eastern Circle consists of Arunachal, Manipur, Meghalaya, Mizoram,
Nagaland and Tripura; Punjab Circle includes the union territory of Chandigarh;
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Tamil Nadu Circle includes Pondicherry; West Bengal Circle includes Sikkim &
the Union Territory of Andaman and Nicobar Islands.
1:8:2 Each circle is divided into regions comprising groups of field units, called
divisions (Postal / RMS Divisions). Each region is headed by a Postmaster
General and assisted by a Director of Postal Services. Each division is headed
by Senior Superintendent of Post Offices / Superintendent of Post Offices.
1:8:3 Post Offices in the country are categorised as Head Post Office; Sub Post Office
and Branch Post Office. The Branch Post Offices are manned by the Gramin
Dak Sevaks earlier called as Extra Departmental employees. Such offices are
opened for three hours in rural areas. The Sub and Head Offices are the
departmental offices.
1:8:4 "India, during the past hundred years, has built up a great postal system of her
own" – Pandit Jawaharlal Nehru said in October 1954. The strength of the post
office lies in its connectivity to each and every village and personal knowledge of
the delivery staff of every house in the village. The strength of the India Post is
its staff.
1:8:5 Post office of India is the biggest postal system in the world. There had been a
massive expansion. The post office is now modernised and technologically
updated to meet the requirements.
1:8:6 As on the day, the postal service has reached every nook and corner of the
country and there is no village not covered by the postal department. This is why
the postal service is known as second line of defence. This service of National
Importance is mainly rendered by the Postal Assistants and Supervisors.
1:9 POSTAL ACT 1898 - AMENDMENT
1:9:1 It is most pertinent to place before that even though the legal monopoly of the
postal department still exists, this has been eroded illegally on the ground of
eruption of mushroom growth of couriers who had taken away a good proportion
of the higher revenue yielding traffic from the state owned monopoly operator of
Department of Posts. The amendment to the Post Office Act 1898 which
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provides a legal basis to private couriers and legal protection of monopoly over
letters upto 300 grams service with the Department of Posts is still pending
consideration of the Parliament.
1:9:2 The Post Office Act 1898, (Section 4) conferred upon the Central Government
the exclusive privilege of conveying by post all letters and of performing all the
incidental services of receiving, collecting, sending, dispatching and delivering all
letters except in the following three cases:-
(i) Letter sent by a private friend in his way, journey or travel, to be delivered by him
to the person to whom they are directed, without hire, reward or other profit or
advantages for receiving, carrying or delivering them;
(j) letters solely concerning the affairs of the sender or receiver thereof, sent by a
messenger on purpose; and
(k) letters solely concerning goods or property, sent either by sea or by land to be
delivered with the goods or property which the letter concern, without hire,
reward of other profit or advantage for receiving, carrying or delivering them;
1:9:3 While the Act has included postcards within the definition of letters, the term
'letters' has not been defined in law. This lacuna and imprecision in law along
with the exceptions provided in law has led to the large number of private
couriers conveying letters purportedly as documents which "concerns the affairs
of the sender or receiver, sent by a messenger on purpose."
1:9:4 The Department of Posts, knowing well that this interpretation and the mushroom
growth of couriers over two decades has failed to arrest the menace which
cornered high revenue and the Department of Posts as a part of its universal
service obligation left with low revenue and the amendment to Postal Act remains
in the consideration of the Parliament over five years.
1:9:5 It is most apt to mention that the following countries have complete monopoly of
letter mails.
1. USA
2. France
3. China
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4. Brazil
5. Hongkong
6. Malaysia
7. Thailand
8. Bangladesh
9. Pakistan
10. Sri Lanka
1:9:6 Even countries like Australia, Canada, Czech Republic, Netherlands, Switzerland
etc. are having complete monopoly of letter mails upto 2000 grams. Most of the
advanced countries are having weight restriction in various forms whereas the
Indian Postal Service has been shattered by the illegal presence of 2500 national
and international private courier services existing over 26 years.
1:9:7 The misuse of the Section 4 (j) of the Post Office Act 1898 should be arrested
forthwith. The monopoly of the postal services be restored from the clutches of
the mushroom growth of couriers which will alone ensure security besides better
service to the public for which the bill has to be passed in the Parliament. The
Unions already suggested to raise the monopoly of 300 grams to 1 kg at least as
is in existence in various countries. Similarly the sub clause of exceeding 2 ½
times of postage stamp value providing to couriers to handle even less than 300
grams letters should be deleted from the proposed postal amendment bill. The
monopoly of delivery of letters should be ensured. The traditional mails of the
postal department should be saved from the couriers who are handling the letters
illegally only in major cities / towns and the traditional postal service should not
be shrunk to the rural villages alone.
CHAPTER -II
POSTAL IS A SOCIAL SERVICE
2:1 Most of the genuine demands of the postal employees are being denied as if the
department is a loss-making organisation of the Central Government
organisations. The facts had not been given due credence and even an
imaginary and illusory picture has been stapled in the mindsets.
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2:1:1 The post office should be looked upon as public utility office and is essential and
important from the point of view of the community.
2:2 India Post being a member of Universal Postal Union since 1976 had its
obligations termed as the universal service obligation and the loss sustained
shall be subsidised by the Government of India. In 2004-2005, it has subsidised
Rs. 1382 crores for different postal tariff but the same was debited from postal
budget. The following Cost of Services as published in the Annual Report 2004-
2005 will prove that how much of lower cost is prescribed for the traditional posts
in the Department of Posts which is incurring perennial loss.
COST OF SERVICES
Sl. No.
Name of Service 2004-2005 (Projection)
Average Cost Average Revenue
1. Post Card 6.96 0.50
2. Printed Post Card 6.88 6.00
3. Competition Card 5.09 10.00
4. Letter Card (Inland Letter) 6.97 2.50
5. Letter 8.43 10.04
6. Regd. Newspaper – Single 9.72 0.39
7. Redg. Newspaper – Double 17.03 0.79
8. Book Post, Book Pattern & Sample Parcels
10.78 7.27
9. Book Post – Printed Book 14.95 4.37
10. Book Post – Other Periodicals 14.97 9.44
11. Acknowledgement 6.17 3.00
12. Parcel 66.47 57.17
13. Registration 33.57 17.00
14. Speed Post 45.88 36.08
15. Value Payable Post 23.55 4.07
16. Insurance 45.06 53.21
17. Money Order 57.61 27.37
18. Telegraph Money Order 75.91 29.37
19. Indian Postal Order 24.24 2.18
20. Foreign Mail 20.40 35.56
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2:2:1 A perusal of the losses sustained by the postal will reveal that provisions of these
services at uneconomic rates inevitably leads to losses. It is therefore absolutely
necessary to demarcate those services and brought out of postal finance as an
essential public service. Moreover being public utility service, it cannot have
overriding influence on economic considerations in the matter of fixing the tariffs.
2:2:2 Since the Department of Posts is committed for universal postal organisation and
the cost above the revenue on the items prescribed should be subsidised, the
department should not bring the loss under postal budget. In 2005-2006, the net
loss due to rural postal network was more than Rs. 600 crores which is
compulsory as the service provided to rural people by the Government.
2:2:3 It is a paradoxical to note that the pensionary expenses being paid for the postal
department pensioners which was Rs. 1207.94 crores last year has also been
brought under the postal budget which ought to have been borne by the Ministry
of Finance, Government of India from the consolidated fund of India as in vogue
for other Central Government departments. This is because the Department of
Posts is being projected as a loss-making organisation. It is needless to mention
that it is not only in India, most of the state run postal services in the world are
subsidised.
2:2:4 The following comparative study among the Universal Postal Union countries,
their social structure will throw light into the weakness of the postal system in the
days of globalisation of Indian Postal System.
2:3 SOCIAL STRUCTURE OF UPU COUNTRIES – A COMPARATIVE STUDY
2:3:1 Out of 192 countries under UPU, 112 countries of the world are having less than
one crore population – that is each of those countries are even smaller than our
State Jammu & Kashmir. 26 countries are even smaller than our "Chhattisgarh".
Each of the other set of 15 countries are even smaller than State of Kerala
(population – 3,18,41,374). Each of another set of 15 countries are even smaller
than our Gujarat. 12 countries, each of them is having population varying
between 5 crore plus to less than 10 crore. Only 4 countries of the Universal
Postal Union are having more than 20 crore of population—China tops the list
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(131 crore). India follows China (110 crore). Next USA –30 crore, difference
between India (2nd) and USA (3rd) is whopping figure of more than 80 crore.
2:3:2 People of 122 UPU countries each of them speak in 1,2 or maximum 3
languages. Indian people speak in 20 major languages and 1600 dialects.
2:3:3 So far as the literacy is concerned, 93 UPU countries are having 90 to 100
percent literacy. In literacy rate India is trailing behind even countries like
Uganda, papua New Guinea, Nicaragua, Ghana, Nigeria, Madagascar etc.
2:4 POSTAL STRUCTUE – A COMPARTIVE STUDY OF UPU COUNTRIES
2:4:1 Out of 192 UPU countries there are 132 UPU countries each of which are having
less than even 1000 permanent post offices. 36 UPU countries are having
permanent post offices varying between 1000 to below 4000 post offices. Only
16 UPU countries are having more than 10,000 permanent post offices.
2:4:2 So far as the number of permanent post offices are concerned, China has nearly
67,000 permanent post offices, France serves through nearly 17000 post offices,
Germany has more than 13000 post offices, U.K. has nearly 15000 post offices
(14609). Italy has nearly 14000 post offices. Indonesia serves its people
through 19,632 post offices. Poland has almost 11000 post offices. Japan has
24,678 post offices. Russian Federation has more than 40,000 post offices.
USA serves its people through 37,159 post offices.
2:4:3 So far as the number of mobile post offices are concerned, USA has 62,762
mobile post offices and Ukraine has 31,010 mobile post offices and even a small
country like Czech Republic with a little more than 1 crore population has 10,370
mobile post offices.
2:4:4 India's Geographical locations, ecological systems and vast area including
5,93,643 villages demand that we should have more and more permanent and
mobile post offices whereas India has only 30,368 permanent post offices.
2:5 COMPARISON OF INDIAN POSTAL SERVICE WITH THE MOST
PRESTIGIOUS G-8 COUNTRIES
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2:5:1 Germany and Japan have no temporary and part-time workers. Canada has only
14.5 percent part time postal workers. Italy has only 2.4 percent part time
workers. USA has only 12.4 percent temporary postal workers, such percentage
in case of UK is 17.75 and France has 17.9 percent temporary work force
whereas India has 54.35 percent part time work force (GDS) serving the vast
postal network of 1,55, 415 post offices throughout the country.
2:5:2 If we compare Indian Postal Service with Germany in light of population,
then India should have 49,37,764 permanent postal workers and 4,16,247
post offices. Comparison with UK means India should have 27,06,660
permanent, 5,83,992 part time postal workers and 2,62,998 permanent post
offices. If USA is taken into account, India should have 28,29,940
permanent, 400444 part time postal workers and 3,99,684 post offices. If
France is in the comparison, India should have 41,40,828 permanent,
9,05,058 part-time postal workers and 3,05,046 post offices. In the light of
Japan, India Post should have 9,13,264 permanent postal workers and
1,97,488 post offices. Considering Italy, India Post should have 27,99,726
permanent and 69,787 part time postal workers and 2,64,461 post offices,
whereas India has only 2,46,678 permanent staff, who run 30,366
Departmental Post Offices and 2,93,656 part time staff (GDS), serve
1,25,148 branch post offices.
2:6 INDIA'S GEOGRAPHICAL CHARACTERISTICS
2:6:1 India is world's seventh largest country in terms of area. India has 28 States and
2 Union Territories. India has, according to latest census 2,86,120 towns with
urban population of 27.82 percent and 5,93,643 villages with rural population of
72.18 percent.
2:6:2 Thus, this comparative survey proves that even in these days of
globalisation Indian Postal System is very-very weak and has wide scope
for extension.
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2:6:3 To describe the deficits in the postal budget as 'losses' is wholly wrong and
irrational. The post offices are maintained to serve a social purpose mainly as an
infrastructure for development and administration of the country.
2:6:4 It is most unfortunate that the Government / Department harps on the theme of
postal losses and looks at the problems and demands of the postal staff and for
special and economic betterment with jaundiced eyes.
2:6:5 In view of the circumstances detailed above, whatever may be the revenue and
expenditure account of postal, the postal employees should be treated as one
belonging to the essential public utility service and remunerated adequately by
raising status at par with similarly situated persons working in the Central / Public
Sector Undertakings.
CHAPTER -III
EVOLUTION OF THE HIGHER PAY TO POSTAL ASSISTANTS
3:1 The Postal Clerical employees constitute the nerve of the Postal Administration
and the nature of work assigned to them spreads over long hours besides
shouldering heavy responsibilities including monetary and otherwise.
3:1:1 Postal Assistant is the main functionary in the Postal Network and translate the
policies and planning into practice. He is the first Public Relation Officer of the
department who has direct dealings with the members of public and transacts
with them at the counters. He is the main link behind the delivery of all postal
mails and articles. The Postal Assistants are regarded as the symbol of 'Service
Before Self!'
3:2 The history of the recommendations of the earlier committees considering the
pay of the Postal Assistants is furnished in gist.
3:2:1 The first committee presided over by Mr. H.N. Haseltine in 1920 enquired into in
the conditions of service of the non-gazetted supervisory, clerical, sorting,
delivery and menial establishments employed in the postal branch with special
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reference to their rates of pay and allowances, the hours of duty and the
principles which have been laid down for fixing the staff strength.
3:2:2 The committee came to the irresistible conclusion after an elaborate investigation
and recognised that the Postal Clerk performs duties of a special nature although
the remuneration did not commensurate.
3:2:3 The Committee further observed that "the conditions of service of postal clerks
differ very much from those of ordinary clerks of the Government offices, their
hours of work are longer and much more irregular beginning in some cases at
5:00 AM and ending at 10:00 PM.
3:2:4 The subsequent committee appointed in the 1940's headed by Sir Gurunath
Bewoor while making his report on Time Test observed interalia:-
3:2:5 "It is necessary to point out here the peculiar conditions of work in other offices.
In an ordinary administrative office if the staff cannot finish the day's work, the
unfinished work is left over for the next day……… in the post offices, the
accumulation of arrears is not possible. Day's mail must be delivered the same
day and despatched on the same day."
3:2:6 "The accounts and abstracts must be adjusted the same day and returns to the
audit office must be sent on due dates. The staff of post offices cannot leave
office unless all this work is completed. If the staff is inadequate it might work
beyond the fixed hours of duty and late in the night to finish the work."
3:2:7 Sir Gurnath Bewoor envisaged that to cope with the intensity of the postal work,
the only other alternative for the Postal Clerk is to ignore the rules and get
through the work somehow or other. But it invariably leads to losses,
commission of errors, resulting in punishments and recoveries from the staff.
3:2:8 After considering the Bewoor observations, the P&T Department sanctioned
relief exclusively for the Postal Clerks in 1946 vide letter No. A17-8/46 dated 04-
08-46 which reads as follows:-
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3:2:9 "Taking into consideration also the nature and conditions of work of the P&T
employees, as special measure of relief for them, Government decided to
increase the "Good Conduct Pay" and the quantum of this special pay was also
enhanced subsequently."
3:2:10 Thus, it is very clear that the Postal Clerks were treated as superiors when
compared to other employees in the Government of India and granted with
special pay considering their hard work and responsibilities.
3:2:11 Meanwhile, the Retrenchment Committee headed by Sir Gowasjee Jehangir
suggested a combination of graded pay and thus introduced the time scale
system for clerical cadres. This was the starting point provided for the reduction
of the status of the Postal Clerk since they were equated with other clerks in the
Government service.
3:2:12 The scale of pay of the other Government departments should not be considered
as a criterion for fixing the scales of pay of Postal Clerks who stand on a different
footing altogether.
3:2:13 The 1st Pay Commission has pointed out in their report, "that the work of the post
office clerk which involves split duty, contact with the public and heavy financial
responsibilities is of a more onerous character. The post offices clerks should be
equated on a pay with the Civil Accounts and currency office clerks who perform
more or less identical and similar duties."
3:3 The Postal Assistants performs a variety of duties and shoulders heavy
responsibility in handling valuables besides the cash and currency. Unless one is
fully conversant with the rules and regulations which are changing every day and
month, efficient discharge of duties cannot be expected of him.
3:3:1 The Postal Assistant who is incharge of post offices also performs a variety of
works. He acts as a liaison with the public and ensures secrecy, security and
confidence of the people. He should possess thorough knowledge in the matter
of various rules and regulations and should have abundant, resourceful
intelligence to tackle the customers – the public.
18
3:3:2 The Postal Assistant is not doing a "Sedentary Type" of job in the general run of
the category of clerks. He is responsible for all the transactions that take place
both before and after the incidence since he is liable to make good the losses
suffered by the department under the nomenclature of "Contributory Negligence."
3:3:3 In case of loss or fraud or misappropriation the liability thereof is squarely put on
the shoulders of the post office clerk whatever be the circumstances, whether
fortuitous or deliberate. Besides, he is also subjected to disciplinary action and
awarded with severe punishments for such acts even after making good the loss
sustained by the department.
3:3:4 The Postal Assistant is made to work under unhygienic conditions. The location
of post office buildings in dilapidated conditions, inadequacy of space are the
glaring examples to quote at many levels.
3:3:5 The Postal Assistants are performing more volume of work as compared to the
other Government Administrative Offices. The comparative figures between other
Government Administrative Offices and post offices will prove that both should
not be equated with the volume of work done qualitatively and quantitively.
Operative Staff in Post
Offices
Other Government
Administrative Offices
Holidays (effective) 18 days 18 days
Casual Leave & RH 10 days 10 days
Saturdays 0 52 days
Weekly Off / Sundays 52 days 52 days
Total in a year 80 days 132 days
Working days in a year 285 days 233 days
One year 365 days 365 days
19
Working hours converted
into hours for Postal
Assistants
285 X 8 hours = 2280 hours
Working days converted
into hours for Assistants
working in Administrative
Offices
233 X 8 ½ hours = 1980.5 hours
Excess of work hours for
Postal Assistant
2280-1980.5 = 299.5 (i.e.) 300 hours
3:3:6 Thus it could be seen that the Postal Assistant working in post offices is
doing 300 hours extra work in a year for that additional work he has not
been properly compensated.
3:4 The working condition of the postal service is entirely different from the
employees of the other Central Government Services.
(i) The postal staff are subjected to prolonged over inconvenient hours of
attendance. They could leave the office only after the works of the day
completed. Sometimes they are involving attendance in split duty barring
them to attend their homely needs and other social obligations;
(ii) They have to shoulder heavy monetary and financial responsibility;
(iii) They are required to perform duties of a very arduous nature;
(iv) The postal officials are required to put in longer hours of duty i.e. 48 hours
weekly duty instead of 42 hours in other Government departments;
(v) The PO is now engaging various business activities and required to do
much more work apart from their conventional work of transmission
and delivery of articles.
3:5 The Postal Assistant in the postal department does the work of all other
departments while no other department does the work of the post office. The
Postal Assistant,
(i) Does the work of 'Bank' involving huge monetary responsibility in the Postal
Savings Bank, deals in savings certificates, time deposits, senior citizen
20
schemes, public provident fund, monthly income scheme and also sale of
debentures, share certificates etc. etc.
(ii) Does the work of 'Insurance Department' as the postal department itself runs
the PLI / RPLI and knows the different rules and regulations on the subject.
Besides does the work related to Oriental Insurance Company and
implementing their scheme through post office;
(iii) Does the work of 'passport' Department by accepting the passport application
forms across the counters and processing the same;
(iv) Does the work of 'Pension Payment' work of other departments as well like
Railway, Telecom, EPF etc.;
(v) Does the work of 'Telecom Assistant' by booking, transmitting, receiving,
delivering telegrams and also booking trunk calls and accepting telephone
revenue collections, etc. entailing the 'know how' of the 'Rules and
Procedures';
(vi) Does the work of Police in issuing identity cards;
(vii) Does the work of various branches like mail and sorting, Delivery and
Deposit, Registration and Parcel, Money Orders, Indian Postal Orders, British
Postal Orders etc.
(viii) Does the work of enquiry clerk; enquiry covering multifarious subjects;
(ix) Does the work of 'Treasurer';
(x) Does the work of an 'Accountant';
(xi) Does the work of a 'Counter clerk';
(xii) Does the work of 'Correspondence clerk';
(xiii) Does the work of an Auditor, a Typist, Despatcher and correspondence clerk
when posted in a divisional office;
(xiv) Does the work of an Accounts clerk;
(xv) Does the work of 'Promoter' in various financial schemes developed in the
Business tie up;
(xvi) Handles lakhs of rupees worth insured / foreign articles daily involving great
risks;
(xvii) Helps the Excise department in checking & transmission of contraband
goods;
(xviii) Has direct contact and moves with different types of public;
(xix) Expected to know thousands of rules running in several volumes. Breach of
any rule is attracted to with the severe punishment;
21
(xx) Has to be conversant not only with the Indian Postal business but
complicated Foreign Postal business as well;
(xxi) Will not be let off even after 8 hours of work but will have to work till accounts
for the day tally which in most cases result in long hours;
(xxii) Must be conversant with hundreds of Multiple letters, circulars etc. issued by
the divisional heads, circle heads and the Director General which will be
changing every day;
(xxiii) Involves great attention, concentration and intelligence even in ordinary 'mail
branch'. If a tag is mislabelled, thousands of letters will be delayed for more
than a day;
(xxiv) Not only his work is brain killing and nerve eating, he should also be very
honest in word and deed.
(xxv) Due to introduction of various new schemes and tying up with UTI, Oriental
Insurance Scheme, Clearance of cheques for various private companies like
TVS, Bajaj Auto, HDFC Bank, verification of address proof for Hutch and
BSNL, Direct Posts and other schemes, the Postal Assistants are put into
enormous pressures. There is also a huge task of filing TDS returns to the
Income Tax returns, Acceptance of IT returns etc., now shouldered by the
Postal Assistants. Apart from these, several services were introduced
depending on the local needs like "Sabrimala Prasadams", Sales etc. The
verification / compilation work which is a laborious job was now looked after
by the HO instead of Director of Postal Accounts. Now the Postal Assistants
are entrusted with the work of Electoral verification, driving licence verification
work, loan payments through post offices like NABARD. They are now
working as System Engineer and Marketing Executives. In quarters post
offices they are guarding the properties of post offices as Night Watchman
too since they are bound to sleep in the office as per the rules on the subject.
All these extra works are being shouldered by the existing staff even
after a drastic staff cut exercised in the post office for more than 17%
while comparing the figures from 2000-01 to 2004-05.
3:6 The first and foremost principle which should be ensured is that the Central
Government should be the model employer of the country and the employees
should have a pride and proud of their job. It is very much essential that the
Postal Assistant should receive salary much higher than the counterparts of the
22
other Public Sector Undertaking considering the multifarious activities of
profound by the Postal Assistant.
3:6:1 Though five pay commissions have submitted their reports, this vital aspect has
not been duly considered. The condition of living of the Postal Assistant has
been deteriorating due to inflationary spiral soaring up everyday. The
Government all along comes up with the plea that the state of finance does not
admit to increase the wage expenses to the Government employees. Resultantly
several fringe benefits recommended by the earlier pay commissions have not
been implemented.
3:6:2 The Fourth Central Pay Commission in its report observed in chapter 10 para
10.56 that the postal services and personnel management may be reviewed by a
committee to be specially set up for the purpose so that it may be possible to
achieve postal excellence and give satisfaction to those employed in the vast
infrastructure of the department.
3:7 In pursuant to the recommendation stated in para supra, the Government has set
up an 'Expert Committee on Excellence in Postal Services in 1987. The
committee in its interim report (December 1988)" Quest for Postal Excellence",
observed that almost 86% of the population is quite satisfied regarding timely
opening of post offices. (5-1 Appendix IV).
3:7:1 It further observed that "this seems to be a strong point for postal employees with
about 92% of the sample population being quite positively oriented as far as
honesty of postal employees is concerned. Educational institutions and banks
are more satisfied with honesty of employees than other Government institutions.
(Appendix IV . 6 (a)
While elaborating the sincerity of the Postal employees, it observed that "Postal
employees are seen to be quite sincere in their work by the general public. Only
12% of the sample population has any serious doubts about sincerity of postal
employees. (Appendix IV. 6 (b))
3:7:2 The following tabulation observed in the said Excellence Committee will exhibit
the personal traits of the postal employees working in the Department of Posts.
23
Personal Traits of Postal Employees % shows level of population satisfied.
Trait Satisfied
(In % age)
Partially Satisfied
(In % age)
Dissatisfied
(In % age)
Honesty 73 25 2
Courtesy 57 38 5
Helpfulness 56 38 6
Patience 52 41 7
Efficiency 53 42 5
Knowledge-ability 52 43 5
Skill at Handling
Complaints
52 40 8
Sincerity 59 36 5
Hardworking 64 31 5
(Consumer Survey – Appendix IV Para 6)
3:7:3 Such being the performance of the postal employees , they are still denied
and deprived of their due pay and perks. The said committee in its 'quest for
Postal Excellence observed that' the postal service suffers from:-
(a) Failure to attune itself to the changing needs of the various segments of
postal users;
(b) Failure to increase the productivity of postal employees in the context of
increasing manpower costs and availability of new technology;
(c) Insensitivity to the low morale of the postal employees who do routine
manual jobs which offer no chance for upgradation of their skill and self
development. (Chapter VI para 6.2)
3:7:4 Based on the recommendations of the committee, there was vast changes in the
operation as detailed in various paras. The department had launched an
extensive modernisation covering all facets of its activities like counter, mail, SAT
MOs, MIS SB, PLI and for various business activities including money transfer
service. Similarly there was a drastic staff cut exercised unscientifically; whereas
24
the dire need of extending more promotional avenues had been totally ignored
and denied.
3:8 Considering all these aspects, the Department of Posts also in its
memorandum to 5th Pay Commission has requested to consider higher pay
to Postal Assistant at par with Bank and Insurance Organisations. It also
recommend to grant pay scale atleast at par with the employees of Postal
Accounts Organisation. The excerpts of the observation is furnished
hereunder for the kind consideration.
3:8:1 "Both in terms of number of the personnel employed and cost, in reference to
total establishment of the Central Government, the department has exercised
strict economy in use of the manpower by optimising human resources. During
this period the staff has offered higher productivity, but for which it would not
have been possible to handle higher work load with decreasing manpower base.
At the same time, during this period there has been ban on sanction of additional
posts, justified or in the basis of approved norms. Introduction of technology for
modernisation of postal services has been taken place without offering any
economic package to its employees, as has been done in the case of banking
and insurance industries.
3:8:2 For computerisation of banks, the employees were offered pension, wage rise
and cash incentives. The staff side while accepting the need for modernisation
of the services to maintain its edge in the communication market have been
demanding share of the fruits of technology induction for upgrading services.
There is a force in the demand made by the staff side and the department
submits to the commission for favour of sympathetic consideration of this
demand."
3:8:3 "That apart, introduction of modern technologies and consequent all round
upgradation of skills of the postal employees calls for re-categorisation of the
postal operative and supervisory cadres which were hitherto being treated as
clerical cadres. Having regard to the nature of their functions, the postal
employees in the front offices should be equated with EDP personnel in the
Central Government and the back room operators with the employees of the
25
banks / insurance companies or the employees of Postal Accounts
Organisation." (Para 3.6 of the report)
3:8:4 Even though, the 5th Pay Commission had considered the plight of the
Postal Assistants at par with UDC, the justified upgradaton of pay scales
considering the multifarious functions have not been recommended.
3:9 It is most apt to see the nature of job performed by the Postal Assistants drafted
to the divisional offices. The Postal Assistants from the post offices are being
drafted to man the different branches of the Postal Superintendent's office for a
tenure period of 4 years. The administrative work in the office of the
Superintendent of Post Offices is of a very high order.
3:9:1 The correspondence work of high calibre has necessarily to be performed by the
divisional office assistants. They have to be thorough with the rules of the P&T
Department and the various orders issued from time to time. The nature of work
in the divisional office is such as to demand a high intellectual standard;
patience, willingness to overwork and the capacity to face arduous work are the
other qualities expected of a clerk in the divisional office.
3:9:2 The Postal Assistants attached to the divisional offices perform the following
administrative duties.
Maintenance of the personal files of entire staff, grant of leave, issue of leave
orders, arrangements of substitutes, maintenance of gradation lists in each
categories, appointment and confirmation of staff, arrangement for holding
departmental examination, recruitment, matter relating to GDS, collection of
pension papers, rotational transfer, leave roasters, reservation roaster, grant of
advance of pay, GPF, advances like cycle, scooter, festival etc. Adequate
proposals for opening and grading of offices, redeployment / relocation of post
offices augmentation of staff on the basis of statistical data compiled, review of
establishment, revision and fixation of stationary charges, grant of cycle
allowance etc.
3:10 Apart from this, these Postal Assistants have to attend complaints, mail
arrangements, follow up action on inspection reports, issue of sanctions relating
26
to SB / SC claims, all matters relating to surcharge / supply of articles of stock /
forms, sanction of all bills etc. planning, preparation of budget estimates etc. The
duties performed in this divisional office is more skilled and highly responsible
while comparing the work in the other administrative offices.
3:10:1 The complaint section in the divisional office has to maintain a very great
vigilance and extreme efficiency. A perusal of the list of duties performed by the
Postal Assistants in the divisional office will speak for itself. Now on introduction
of Right to Information Act, the complaints clerk work is not only confined to the
postal services to the customer but also involves a wider ramifications of work
and knowledge consuming a lot of time to trace, consolidate and present the
information required by any members of public, not necessarily the consumer.
Sometimes, the information required under RTI act relates many decades back
and the work cannot be completed within the assigned date as enshrined in the
act. Officials try to avoid a transfer to the divisional office all along because they
are denied compensation for shouldering such a heavy responsibility and further
they have to move to a station where the cost of living is high since the divisional
offices are located only in big towns.
3:10:2 It is pertinent to mention that many items were not covered under the norms and
no incentive or extra duty allowance has been paid to them since they are not
being granted Overtime Allowance. The following items are the examples about
non-fixation of norms.
3:11 Recently, the PLI/ RPLI work has again been decentralised, involving more and
more workforce at divisional level. Even in the existing circumstances, the RPLI
work and other newly introduced financial services are handled by the officials
drafted from operative work force without provision of any special establishment
and budgetary allotment etc.
3:11:1 The present formula for clerical strength of Divisional office is evolved on the
basis of SIU standard of 1986. While computing the workload of complaints only
Cpt. 21 and search bills relating to Registration, Parcels and Money Orders are
taken into account. The following items are omitted for inclusion.
(a) Inward references relating to Money Orders, Registration, Parcels.
27
(b) Audit objections.
(c) Allotment of Post Boxes and renewal.
(d) Recall of articles.
(e) Mail arrangements and schedules.
(f) Buildings and wirings.
(g) Work relating to service union matters.
(h) Dealing of public complaints.
3:12 In respect of recruitment at divisional level, since its introduction so many
recruitments have been taken place without provision of any additional
manpower. Apart from this, the bulk of SBCO staff and its administration have
been transferred to divisional office and the staff clerks being very much
overloaded are unable to release even normal leave orders, resulting delay in
settlement of personal claims like pension etc.
3:13 The following items of work are not covered under SIU Formula consequent on
decentralisation of works to divisional level.
1. Recruitment of Postal Assistants since 1979;
2. Dealings relating to SDPAs / RTPs
3. Triennail revision of allowance to GDS;
4. Sanction of PCO allowance to BPMs;
5. Review of workload of EDBOs ;
6. Split Duty allowances;
7. Authorisation of Payment of DCRG and Commutation of Pension;
8. Process of IR;
9. Investigation of loss or fraud consequent to enhancement of limit;
10. Work relating to SB claims consequent to raising of limit;
11. Sanction of honorarium to IVP discharge & MIS work;
12. Claims relating to NS / MIS work;
13. Franking Machine work;
14. Registration of newspapers;
15. Sanction of GPF to all officials;
16. Sanction of all kinds of advances;
17. Sample mails, survey;
18. Reimbursement of Tuition fees;
28
19. TBOP scheme work relating thereto convening of DPC etc.
20. Best Postman award, Meghdoot award work;
21. Encashment of Leave Salary;
22. Absorption of ED outsiders and Casual Labour Problems;
23. SBCO staff matters;
24. Speed Post dealings like BNPL, Franking Machine & Calculation of
Rebates etc.
25. FRAC conduction for enhancement;
26. Group Insurance Scheme including EDAs;
27. Cash Allowance for SPMs;
28. Statements for all financial activities like Western Union Money Transfer,
E-trading, Mutual Funds, Unit Trust, Micro Credit loans etc.
29. Retail services work;
3:14 Apart from above, various new services were launched and resultantly the Dealing
Assistant has to collect daily statistics on each and every item and submit a bundle
number of returns / statements every day, weekly, fortnightly and monthly. The
work is very cumbersome and with all difficulties, they are attending such returns.
3:14:1 This is most pertinent to mention that the department in its submission to 5th Pay
Commission observed interalia:-
"The minimum educational qualification for the post of Postal Assistant is Higher
Secondary (10+2). In practice, it is found that suitable number of direct recruits
have higher qualifications, many of them being graduates or above."
(Para No. 5.3)
3:14:2 We are also of the firm opinion that the minimum educational qualification
for the Postal Assistant may be enhanced as graduation with computer
knowledge and the Postal Assistants may be granted in the existing pay
scale of Rs. 5000-8000 since the post requires more knowledge, skill &
talent to tackle the situations after the face lift the Department of Posts was
changed from the traditional service.
3:15 After the computerisation of the post offices, the nature of job of the Postal
Assistant has been changed thoroughly and his work is more or less equal to
EDP personnels. The Department of Posts in its report to 5th Pay Commission
29
while recommending higher pay to Postal Assistants at par with Bank / LIC
organisations and also postal accounts staff, requested the Pay Commission to
consider for the payment of 'qualification pay' for handling computers at an
attractive rates. The following is the extracts from the report of the postal
department on the issue.
3:15:1 "The operation in post offices, RMS offices, Stores Department and
Administrative offices is undergoing a qualitative change and Postal and Sorting
Assistants handling computerised operations are performing higher skilled job
rather than conventional clerical work."
3:15:2 "To encourage the employees to acquire appropriate technical skill either through
departmental training or from outside by personal efforts and to motivate them for
computerised operation, appropriate incentive may be provided. It is suggested
that for acquiring necessary qualification to handle computerised operation, an
employee should be paid qualification pay as it is admissible to some categories
of staff.
3:15:3 "For example, an employee, after qualifying in the Junior Accounts officer
examination in Accounts organisation like CGA, CGDA etc. is entitled to get a
special pay of Rs. 40/- p.m. in the first year and Rs. 70/- p.m. from the second
year onwards till he gets his promotion as Junior Accounts Officer. The provision
of such an incentive will motivate employees to acquire technical qualification
and upgrade their skill. Once these employees are posted in the positions to
handle computerised operation they should be paid a special pay. At present, a
Postal Assistant working in computerised counters is being paid a special pay of
Rs. 100/- p.m. This may be appropriately enhanced to make it attractive to the
operative staff. In addition, the special pay should be made applicable to all the
staff handling computerised operation in post office. The employees acquiring
EDP qualification should be paid qualification pay. In addition, trade allowance
should be paid to personnel who actually handle computerised operations."
3:15:4 However, the 5th Pay Commission did not consider about the grant of
qualification pay. However the computerisation has taken place vastly in the
Department of Posts and all Head Post Offices were already computerised.
Some of the sub offices are also now computerised. In the long run every SO is
30
being computerised. The officials deployed at the computers are not being
compensated.
3:16 It is therefore requested to consider the following based on the facts and figures
furnished above.
1. The Postal Assistants may be granted with higher pay and perk. Considering
their multifarious duties with higher skills and responsibilities, the Postal
Assistants may be granted higher pay scale in the existing pay scale of Rs. 5000-
150-8000 duly enhancing the minimum educational qualification as graduation.
According to the pay scale demanded by the staff side JCM, the pay scale of the
Postal Assistant may be considered in the scale of pay starting with minimum of
Rs. 23000 with annual increment of Rs. 1150 p.m.
2. The Postal Assistants may be granted with 'qualification pay' as recommended
earlier by the department to 5th Pay Commission for skill, talents being spent on
computer operations. The 'qualification pay' may at least be equal to one
advance annual increment atleast.
3. Similar qualification may also be extended to AMFI qualified officials.
CHAPTER –IV
TBOP (LSG), BCR (HSG.II)
4:0 The Department of Posts introduced a promotional scheme called "Time Bound
One Promotion Scheme" (TBOP) in the year 1983 after reaching an agreement
signed between the Staff Side and the Official Side of the JCM Departmental
Council on 19-12-83. (Copy Enclosed) (Annexure-I)
4:0:1 The said TBOP Scheme came into operation from 30-11-83. The purport of the
said scheme was stated that all officials belonging to basic grades in Group 'C'
and Group ' D' belonging to Operative Cadres who have completed 16 years of
service in that grade will be placed in the next higher grade.
31
4:0:2 For the grant of that TBOP promotion, the Operative Staff bear the staff cut of
15% in Supervisory plus 5% in Operative Cadres i.e. LSG. After introduction of
the TBOP scheme, the Supervisory allowance, charge allowances to SPMs /
Postmasters etc. were withdrawn in token of additional item on matching savings.
It was stated that the promotion granted under TBOP scheme is equivalent to the
grant of LSG. Therefore, no one was promoted to LSG after 1983 onwards by
convening DPC since the TBOP promotion was declared as LSG promotion in
various communication of the Department of Posts.
4:0:3 After the introduction of TBOP promotion on completion of 16 years service as
the only channel for LSG promotion, the department divisionalised the LSG cadre
with effect from 18-12-85.
4:0:4 It is most apt to mention that in various letters, orders and instructions emanating
from the Postal Department on TBOP / LSG, both the TBOP and LSG were
equated as one and the same and it will be most appropriate to furnish some of
the contents in the Directorate letters for the kind notice of the 6th Pay
Commission.
4:0:5 (i) "Para –2: The issue regarding divisionalisation of LSG cadre has been under
consideration in the Directorate for a long time with effect from 30-11-83, a
decision was taken to promote officials in the grade of Postal Assistant in the
LSG on completion of 16 years of service."
4:0:6 "The officials in LSG holding Supervisory Posts were to perform operative duties
even after promotion to the LSG under TBOP scheme."
4:0:7 "Further promotions of officials to the higher grades viz. HSG.II and HSG.I will
continue to be dealt with at the circle level. For purpose of promotion to the
higher selection grades, the seniority of officials in the T/S will be the basis for
such promotions at circle level even after promotion to the LSG under TBOP
scheme."
(DG (P) letter dated 18-12-85)
4:0:8 (ii) Query No. 2: Who will issue orders for posting of LSG officials promoted
under TBOP against vacant LSG supervisory posts?
32
4:0:9 Query No. 4: Whether transfer of LSG officials just promoted under TBOP and
posted against the upgraded LSG posts is permissible at their own request?
(DG (P) letter No. 6-19/82-SPB.II dated 02-06-86)
4:0:10 Para 1: "That consequent upon divisionalisation of LSG cadre as corollary to the
TBOP scheme, the promotion to LSG officials to HSG.II and then to HSG.I will
continue to be dealt with at circle level for the purpose of promotion to HSG.II
and HSG.I, the seniority of officials in the T/S would be the basis even after
promotion to LSG under the TBOP scheme."
4:0:11 (iii) Para 1 (b) reply: While discussing how to fix seniority on LSG, it was stated
that "their seniority in the combined gradation list (LSG plus TBOP) for the
purpose of selection to HSG.II will remain unaffected."
4:0:12 Para 3. Reply: "In other words, seniority of LSG officials fixed on circle basis
before the introduction of TBOP scheme shall remain undisturbed. The seniority
of the LSG officials promoted under TBOP scheme shall remain undisturbed and
determined.
(DG (P) letter No. 6-19/82-SPB.II dated 13-03-86)
4:0:13 (iv) Para (iii): "Since for purposes of promotion under the TBOP scheme what is
to be counted is the total length of service whether in one division or in different
divisions, the condition that the transferees under Rule 38 will rank junior most in
the new division will have effect only to the extent that seniority of such an official
in the divisional LSG will be below the officials of that division promoted during
the year in question."
(DG (P) letter No. 6-19/82-SPB.II (PT) dated 06-06-90)
4:0:14 (v) Para 1 (x):"As a result of the grant of Time Bound One Promotion, a large
number of LSG officials will be available for deployment. These officials may be
posted in smaller SBCOs which are at present under the charge of a UDC. The
Supervisory Allowance will, however, not be admissible to such LSGs incharge of
SBCOs."
(DG (P) letter No. 20-2/88-PE.I dated 26-07-91)
33
4:01 From reading the above mentioned orders, it would be very clear that the TBOP
promotion was equated with LSG and the next promotion for TBOP will be the
HSG.II and HSG.I and also about maintaining of seniority list i.e. Gradation List
of LSG (TBOP) at circle level.
4:01:1 Thereafter, the department introduced another scheme called as "Biennial Cadre
Review" shortly known as BCR by which the officials who had completed 26
years of service would be eligible for BCR promotion which is equated with
HSG.II. A Matching Savings of 5% in Supervisory Cadre and 1% in Operative
Cadre has been given by the Staff. (Annexure - 2)
4:01:2 In Para 2 (x) of the said introductory orders, it was stated as interalia:-
"It is expected that those who are promoted to HSG.II scale under this scheme
on completion of 26 years would take over the supervisory responsibilities likely
to be performed by the LSG Supervisor."
4:01:3 The department has issued various clarifications on BCR promotion and in
almost all the clarifications, the BCR promotion was equated with HSG.II.
The following are few examples:-
(i) Para 2:- "the officials who became HSG.II as a result of Biennial Cadre
Review."
(DG (P) letter No. 4-4/PE.SPB.II dated 30-03-92)
(ii) "All norm based HSG.II posts should be filled up with HSG.II (BCR) officials in
the manner as ordered earlier."
(DG (P) letter No. 4-4/PE.SPB.II dated 05-08-92)
(iii)"the officials promoted under BCR scheme, is deemed to have become
HSG.II."
(DG (P) letter No. 4-54/91-SPB.II dated 15-09-92)
4:01:4 (iv)
34
(a) Whether the regular LSG officials
promoted to BCR will be considered
senior to those question of promoted
from PA or LSG.
The officials will get HSG.II. BCR on
completion of 26 years of service in PA /
LSG cadres.
(DG (P) letter No. 22-1/89-PE.I dated 10-12-93)
(v) "BCR officials working on a non functional post would be required to be
shifted to a norm based LSG / HSG.II posts on the basis of their seniority even if
they had not completed 10 years. Posting of BCR officials to all Norm Based
HSG.II posts should be ordered."
(DG (P) letter No. 137-55/96-SPB.II dated 11-12-97)
4:02 From the above, it could be seen that in various letters and correspondences, it
is made clear that officials who were granted promotion under TBOP scheme
and BCR scheme have automatically become LSG and HSG.II respectively.
These promotions were granted to the officials after reducing the staff strength to
the extent of 20% in Supervisory and 6% in Operative Cadres as matching
savings as per the agreement made with the Staff Side in the JCM Departmental
Council.
4:02:1 Meanwhile, the 5th Pay Commission recommended Assured Career Progression
scheme (ACP) for all Central Government employees guaranteeing two
promotions to Group 'C' employees on completion of 10 and 20 years of service
without any matching cost and the same has been accepted by the Government
by altering the years as 12 and 24 retrospectively for 1st and 2nd ACP.
4:02:2 However, the 5th Pay Commission under Para 62-11, did not recommend any pay
scale for TBOP/LSG and BCR/HSG.II, but suggested as interalia:-
"We have recommended the implementation of the Assured Career Progression
Scheme which is in tune with the present two time-bound promotions. The
schemes of One Time Bound Promotion (OTBP) and Biennial Cadre Review
(BCR) will accordingly be replaced by this scheme in its general applicability. We
therefore do not recommend any change in the scales of pay for the time-bound
35
promotions. The scale of pay of Rs. 1400-2300 will be the first ACP scale and
Rs. 1600-2660 the second."
4:02:3 There was a glaring anomaly that has been risen after the department has
extended only ACP pay scales to TBOP & BCR in the new pay scales on the
following reasons:-
(i) ACP I and II are Assured Career Progression on completion of 12 and 24
years respectively. Whereas TBOP & BCR are LSG & HSG.II respectively
which are the Supervisory posts required more skill for effective supervision;
(ii) ACP I and II are granted to officials on completion of 12 and 24 year.
Whereas the TBOP (LSG) is accorded on completion of 16 years and BCR
after 26 years. As such this cannot be equated with;
(iii) ACP has been granted without any Matching Savings. Whereas for the grant
of TBOP (LSG) & BCR (HSG.II), the staff cut of 20% in Supervisory and 6%
in Operative in the total establishment had been implemented as Matching
Savings;
(iv) The 5th Pay Commission had not dealt about LSG, HSG.II posts which are
carrying higher responsibilities (The details furnished in Separate Chapter)
and the importance of its functions in post offices.
4:03 The recommendations of the 5th Pay Commission have seriously disturbed the
long existing relativities, both horizontally and vertically, leading to grave
dissatisfaction, despondency lowering the morale of the LSG and HSG.II and
HSG.I officials. Resultantly, after several round of negotiations with the
department and authorities, a committee was set up to deal the anomalies under
the Chairman of Sri S.C. Dutta, Member, Postal Services Board.
4:03:1 The following equations and justifications were put forth before S.C. Dutta
Committee for higher pay to LSG and HSG.II (TBOP & BCR).
36
1. The LSG (OTBP), HSG.II (BCR) and HSG.I officials are the supervisors, group
leaders, guides and motivators at the ground level with added responsibility, risks
and skill with assumption of higher grades i.e. from LSG (TBOP) to HSG.II (BCR)
& HSG.II (BR) to HSG.I – the responsibilities and skills are being equal to that of
Senior Postmaster in Group 'B' class.
2. The 3rd Central Pay Commission observed in Para 97 at Page 50 chapter V, Vol.
I of its report that "The responsibility of an employee also depends upon the
degree of supervision exercised over him and the consequences of his action. In
framing pay scales we have gone primarily by the existing duties and
responsibilities attached to the post under consideration." The LSG (TBOP),
HSG.II (BCR) and HSG.I officials provide proper supervision as group leaders
and supervisors over the staff including Postal Assistants, Postmen, Group 'D'
and ED agents.
3. Consequent upon the upgradation of Postal Assistant scale on account of
qualification, skill and knowledge in computer operations, the supervisory cadres
i.e. LSG, HSG.II and HSG.I have undergone a change and they are required to
upgrade their skill for better supervision.
4. The LSG (TBOP), HSG.II (BCR) and HSG.I are the practical leadership in
execution of various schemes and functions. They are unparalleled in
maintenance of public relations. They have the maximum accountability to the
public and experts in personnel management and better utilisation of staff.
5. These cadres come forward to implement the various new schemes in SB and
Certificate, Speed Post, metro Mails, Hybrid Mails, V-SAT Mos, Express Parcel
Service, Corporate Money transfer Business Mails & other Business activities
etc. The success of new schemes could only be feasible due to proper
motivation, leadership and guidance provided by the ground level supervisors of
LSG (TBOP), HSG.II (BCR) and HSG.I officials by upgrading their skills &
experience.
6. Functional responsibilities, on the spot supervision, personal utilisation,
accounting liabilities, day-to-day supervisions in functions and accounts of
subordinate offices, cash and treasury functions and liabilities, quality control and
37
utilisation, public complaints and on the spot settlement by the supervisors are
unparalleled. No other official works at any level with such liabilities, risks and
responsibilities.
7. The LSG (TBOP), HSG.II (BCR) and HSG.I officials have equal share of
responsibilities with each Postal Assistant under their control. After introduction
of technology, they are now functioning with the skills of EDP Managers to
supervise and guide their subordinates.
8. They are the appointing and disciplinary authorities to Postman, Group 'D' and
ED staff in the office which are the recruiting units and discharge regulatory /
statutory functions. They are the custodian and guardians of efficiency, discipline
and productivity of the department. They serve as the link between the other
staff and higher-level authorities.
9. The duties, responsibilities, skills, leadership, motivation and supervision
exercised by LSG (TBOP) are of higher calibre and more arduous than those of
IPOs / IRMs and of HSG.II (BCR) staff are higher than those of ASPOs / ASRMs
and of HSG.I is equal to those of officers in PSS Group 'B'.
4.04 Apart from the above, the following horizontal and vertical relativities were
maintained by the different Central Pay Commissions.
(a) The 1st and the 4th Central Pay Commission recommended the same
scale of pay for the LSG officials in general line and the IPOs / IRMs.
However, the 2nd and 3rd Central Pay Commission recommended a slight
higher maximum for IPOs / IRMs than the LSG. The statement showing
the relativities between the scales of LSG vs. IPO & HSG.II vs. ASPOs is
furnished in the Annexure.
(b) The Varadhachariar Commission has recommended that the IPOs / IRMs
should continue to be graded with LSG in the general line and the
recommendation had been accepted by the Government. (Para 46, Page
302. Vol. II of the report of the 2nd Pay Commission.)
38
(c) The following relativities were maintained by the 1st, 2nd, 3rd and 4th
Central Pay Commissions
INCREASE
OVER THE
PAY SCALES
1ST CPC 2ND CPC 3RD CPC 4TH CPC
LSG over
Postal
Assistants /
Sorting
Assistants
166.66% 90.90% 63.46% 43.58%
IPO / IRM
over Postal
Assistants /
Sorting
Assistants
-do- -do- -do- -do-
HSG over
LSG
56.00 59.52 HSG cadre
reorganised as
HSG.II and
HSG.I
-----
HSG over
IPOs / IRMs
-do- -do- ----- ------
ASPOs /
ASRMs over
HSG
Same Scale Same Scale ------ ------
3rd CPC 4th CPC
HSG.II over LSG /
IPOs / IRMs
HSG.II and HSG.I
were created by the
3rd CPC
----- 14.28%
ASPOs / ASRM
over HSG.II
were in the scale of
Pay with same
same minimum 2.5%
39
minimum
HSG.I over HSG.II HSG.II and HSG.I
were created by 3rd
CPC
27.27% 25%
HSG.I over ASPOs
/ ASRMs
---------------------- 27.27% 22%
4:04:1 The 5th Central Pay Commission's recommendations seriously disturbed the
above relativities horizontally and vertically as detailed below:-
Between LSG & PA
/ SAs
(+) 12.5%
IPOs /AIRs & PAs
/SAs
(+) 37.5%
LSG / IRMs & PAs /
SAs
(-) 22.00%
HSG.II & LSG (+) 11.11%
HSG.II & IPO /
IRMs
(-) 10% HSG had all
along been
above the IPOs /
IRMs and till late
70s had been
promotion scale
for IPOs.
ASPOs & HSG.II (+) 30%
HSG.I & HSG.II (+) 30%
HSG.I & ASPOs /
ASRMs
Same Scale HSG.I is the
promotional
cadre for ASPOs
/ ASRMs &
HSG.II.
40
4:04:2 A definition of anomaly was arrived in the Group of Minister and JCM (Staff Side)
meeting held on 6,7,9 and 10th September 1997 and as per Department of
Personnel and Training OM No. 19/1/97-JCA dated 06-02-98, the Anomaly
Committee should have been constituted since the vertical / horizontal relativities
have been disturbed as a result of the 5th Central Pay Commission report. The
Departmental Anomaly Committee has not been set up in the Department of
Posts.
4:04:3 The Staff Unions placed the above said arguments and also requested the
committee to mitigate the anomaly with the following upgraded scales w.e.from
01-01-96 which are essential and imperative.
LSG (TBOP) Rs. 5500-175-9000
HSG.II (BCR) Rs. 6500-200-10500
HSG.I Rs. 7450-225-11500
4:04:4 After examining the various aspects arising out of implementation of 5th Central
Pay Commission recommendations, the S.C. Dutta Committee released its report
vide OM No. 23-108/98-PE.I/PCC dated 17-09-98 and 05-08-98.
(Annexure – 3)
4:04:5 The final observation of the report is reproduced below as this is most pertinent
to decide the merits and justification in this case.
"The staff representatives maintained that with introduction of technology and
modernisation the supervisory responsibilities of LSG / TBOP & HSG.II / BCR
are enhanced proportionately. They reiterated that the LSG / HSG.II officials
actually discharge real managerial responsibilities at the grass root level by
proper regulation of the personnel / utilisation and the functions to match the
requirement of the public with an eye on proper financial management of the
office and SOs or BOs under them along with treasury liabilities of the office
which an IPOs / IRMs or ASPOs / ASRM is not required to do. They reiterated
that though the promotions under TBOP / BCR schemes were time bound, these
were on matching cost by surrender of posts in entry and supervisory cadres –
the entry grade posts which would have been in the scale of Rs. 4000-6000 if not
41
abolished. They maintained that it was on this count that the pre—5th Pay
Commission scales of entry grade LSG (TBOP): HSG.II (BCR) stood at Rs. 975-
1400-1600 which roughly works out to 1:1.43:1.64. With the entry scale now
being Rs. 4000-6000 the TBOP and BCR scales justify the scales Rs. 5500-9000
and Rs. 6500-10500.
Recognising that pay scales are matters for consideration, by pay commission
and percentage difference between respective scales getting reduced as a result
of exercise carried out by 5th Pay Commission which may operate adversely in
the successive higher scales in TBOP / BCR scheme, the committee is of the
view that the following scales for LSG & HSG.II have merit for recommending.
LSG ---- 5500-8650
HSG.II --- 6500-9500
HSG.I – The next level of promotion for BCR / HSG.II officials and ASPOS is
HSG.I. With identical scales for HSG.I and ASP and considering the functional
responsibilities of HSG.I there is complete justification for upgradation of the
scale of HSG.I cadre. The Committee, therefore, feels the scale of Rs. 7450-
11500 for this cadre has merits for recommending."
4:04:6 However, the recommendations of the Dutta Committee had not been
implemented by the department till February 2000. The staff unions issued a
strike notice on 24-03-2000 intimating their proposal to go indefinite strike from
02-05-2000 in which the implementation of the Dutta Committee is one of the
demands.
4:04:7 The strike was called off before it began, as the Minister of Communications
appealed the Staff Side leaders on 28-04-2000 and assured to consider the
upgradation of pay scale to TBOP / BCR as agreed upon and these demands (i)
which are unique to the Department of Posts and will therefore have no impact
outside the department. (ii) which are in the nature of anomaly as per definition
laid down by the Department of Personnel and Training.
4:04:8 As per the settlement document dated 01-05-2000, stated in para supra, signed
by the Staff Side and Department, the Government has constituted an Internal
42
Departmental Committee under the Chairmanship of Sri S.C. Dutta, Member (P)
vide OM No. 25-6/2000-PE.I dated 21-07-2000 with six members, four from
Department of Posts, one from Department of Personnel and Training and one
from Department of Expenditure.
4:04:9 The committee was to identify cadres which would be considered unique to the
Department of Posts and will not have any impact outside the department. In the
said meeting the representatives of the department have categorically
emphasised that "ACP provides upgraded scales after 12 and 24 years of service
without any reduction of establishment, but in TBOP / BCR scheme of the
Department of Posts, upgraded scales of pay are available only after 16 and 26
years and the scheme was introduced with matching savings provided through
appropriate reduction of establishment. Thus, the scales of pay for TBOP / BCR
levels ought to be better than scales available under the ACP scheme."
4:04:10However, the representatives of the Department of Personnel and Training and
Department of Expenditure felt that there was no case for any modification in pay
scales on the plea that the TBOP /BCR pay scales recommended by the earlier
Committee i.e. Rs. 5500-8650 and Rs. 6500-9500 respectively are new pay
scales and introduction of any new scale at this juncture is not possible nor
justified as it would lead to similar demands from various categories of
employees.
4:04:11The two members further hypothetically observed "At the time of introduction of
TBOP / BCR schemes in the Department of Posts, other departments did not
have similar time bound promotion schemes and the Department of Posts gave
savings to achieve a benefit which was not available to others. Therefore, the
ground advanced that matching savings were offered under the TBOP / BCR
schemes which are not being insisted upon the ACP scheme has to be viewed in
the context of special dispensation granted to them. The Department of Posts
has not switched over to the ACP scheme though an option was available. This
indicates that even now the TBOP / BCR scheme in spite of having longer
residency periods i.e. 16/26 years as against 12/24 years is still more beneficial."
4:04:12Due to their objection, the committee could not reach any unanimity of view of
this issue and Justice was denied to the TBOP / BCR officials, even though
43
majority members of the committee advocated the genuine acceptance of the
demand. (Annexure –4)
4:05 The concept of financial upgradtaion is a misnomer for TBOP and BCR schemes
which amount to promotion and not a simple financial upgradation as in the case
of ACP. TBOP / BCR schemes are not substituted / alternative schemes for
ACP. Whereas the concept of financial upgradation and ACP is a novel concept
introduced in the 5th Pay Commission, the schemes of TBOP / BCR are unique
obtained on matching savings basis. Though these schemes (TBOP / BCR)
were not reasonably discussed simply advising to opt for ACP by the 5th Pay
Commission, the issues are not properly addressed by the nodal department and
Department of Expenditure. When they considered these schemes are unique
once comparing to other departments then there is every justification to treat
them uniquely. Rather it is very paradoxical to note that promotion orders are
issued to BCR officials to a lower pay scale of LSG.
4:05:1 The said committee did not see the probabilities that the TBOP & LSG are
one and the same and also the BCR & HSG.II are also one and the same.
The committee did not value the tasks and responsibilities being carried
out by the cadres while working as Supervisors and Postmasters. The
duties of the Head Postmaster headed by HSG.I / HSG.II (BCR) cannot be
compared with any posts of the Central Government organisations and
they are unique, with higher responsibilities and risks.
4:05:2 A Head Post Office is the primary accounting unit and responsible for controlling
and regulating accounts of sub offices under its jurisdiction. This office is being
maintained by HSG.I / HSG.II Postmasters. Their responsibilities and duties can
be described as below:-
1) He is responsible for drawing funds from Bank and remitting surplus cash to
Banks involving huge financial responsibility; Actually a Head postmaster is a
local treasury officer (vide P&T FHB Vol. I) for the department of post.
2) He is the drawing and disbursement officer for drawal of pay and allowances of
all staff working under his accounts jurisdiction;
3) He is maintaining service records of the entire staff of his jurisdiction;
44
4) His prime responsibility is to render Accounts in consolidation to General
Manger, Postal Accounts;
5) He is incharge to monitor the supply of funds including stamps to sub offices and
branch offices and remove surplus cash from those offices;
6) The Head Postmaster is personally responsible for controlling all the functions in
a Head Post Office;
7) He has to exercise supervision over 40 to 200 staff consisting of various
categories like HSG.II, LSG, PA, Overseer, Sorting Postman, Postmen, Group
'D', GDS in his office;
8) His personal duties as listed in Financial Hand Book Volume II under Chapter IV
and the following are most important:-
(i) To check up the Daily Accounts of sub offices;
(ii) To check up the Daily Accounts of branch offices;
(iii) To check up SO and BO summaries and maintain transit entries of
cash and stamps with SOs / BOs;
(iv) To check up the excess cash retained by sub offices;
(v) To check all vouchers in support of payments at various offices and
head office;
(vi) To check the Treasurers Cash Book and HO Summary;
(vii) To write to the Postmaster's Balance Sheet in the HO Cash Book;
(viii) To carry out physical verification of cash and stamps of the close of
each day;
(ix) To exercise the financial powers, delegated;
(x) To see that the works are carried out by different branches as per
rules;
(xi) To see that due returns are submitted to the Audit / Accounts;
(xii) To assist / carry Administrative, Audit, Internal Check Organisation
(SBCO) Inspection / Verification;
9) He is the Joint Custodian of cash and stamps and other valuables with the
Treasurer involving several lakhs;
10) As administrator, he is the appointing authority in respect of Postmen and Group
'D' officials and also the leave sanctioning authority for other staff also;
11) He is the Disciplinary authority vested with powers to impose minor penalty;
45
12) In a nutshell, he functions as a Manager, Public Relation Officer, Bank Officer,
Welfare Officer and also a good administrator. He has been vested with many
powers and duties for that he requires to acquaint himself with all Departmental
Rules and Procedures.
4:05:3 Similarly, the duties and responsibilities of TBOP (LSG) officials are very arduous
in nature. The following are very few:-
4:05:4 The TBOP (LSG) / BCR (HSG.II) officials have been posted to work as
Supervisors, Sub Postmasters in the offices like LSG, 'A' class, 'B' class or 'C'
classes and they are shouldering more responsibilities while working as Head of
the office like Postmasters. They are the pillars of the department and are to
excel in man-management so that the image of the department is well
maintained.
4:05:5 These officials should be well versed with the up-to-date rulings and P&T
Manuals, so that they could guide not only their subordinates but also the
members of public. The customers' satisfaction is supreme in the Department of
Posts where public utility is more, in which case the role of LSG officials should
be very high.
4:05:6 The duties to be supervised by these officials are as below:-
1. Supervision over the opening / closing of mailbags / regd. and parcel bags.
2. Taking special care in closing / opening insured letter / parcels.
3. Regulating funds for his office and other sub offices.
4. Supervising SB, MIS , RD deposits / withdrawals including time deposits.
5. Supervising both issue and discharge of all kinds of savings certificate;
6. Supervising MO issue / payments.
7. Supervising Deficiency of postage paid.
8. Supervising Sorting Work.
9. Supervising Delivery work – booking / delivery of registered letters, parcels and
VP articles.
10. Supervising premature closure of RD accounts.
46
11. Supervising his subordinates such as PAs, Postman, Group 'D' and EDAs works
as an administrator to grant leave to his subordinates and acts as a disciplinary
authority in disc cases
12. Supervising telegraph branch.
13. Supervising settlement of public complaints.
14. Supervising settlement of audit objections.
15. Supervising settlement of objections made by SBCO.
16. Supervising issue of duplicate passbooks.
17. Supervising settlement of claim cases (deceased) in respect of SB / MIS etc.
18. Joint custodian of cash and valuables.
19. Acquaint himself to the new schemes implemented by Government of India such
as IVP/KVP/MIS/SCSS and MSY.
20. Resetting franking machines.
21. Supervising over prepaid articles.
22. Maintenance of stock registers.
4:05:7 Apart from the above, there are many more works now entrusted after venturing
into business activities by the Department of Posts.
4:05:8 Supervision in the post office is not nominal. Every item of work, entries in the
various books and registers, calculations in various books etc. have to be
actually examined in order to ensure that errors do not go undetected before the
close of each day's accounts. Every item of such entries has to be checked and
countersigned.
4:05:9 The duties performed and the responsibilities shouldered by the supervisory staff
in the post office are of a high order which cannot be found in comparable cadres
in any other department. Time and again only in the postal wing the strange
anomaly of supervision of one category by an official of the same category is to
be found (A & B class post offices). In every rule in the P&T Manuals, the
supervisory officials are held responsible for each and every transaction taking
place in the post office.
4:05:10It is pertinent to mention that "Unique" means being the only one of its
kind, having no like or equal or parallel. The demand of upgradation of pay
47
scale to TBOP / BCR is also unique to the jobs performed by the LSG and
HSG.II officials.
4:05:11TBOP & BCR promotions in the Department of Posts and also in the Department
of Telecom are the only time bound promotions which have been granted to the
employees offering matching savings on the basis of specific ratio between the
basic (entry) grade TBOP & BCR (Supervisory) grades. Thus these promotions
are unique only to the Department of Posts or to the erstwhile P & T.
4:06 In the Department of Telecommunications, the TBOP & BCR scales for
restructured cadres / Sr. TOAs are in the basic of Rs. 5000-8000 and Rs. 5500-
9000 respectively. But here 16 years of service is computed on the basis of total
services rendered in the pre-structured scale of Rs. 3200-4900 and restructured
scale of Rs. 4000-6000. Orders to this effect had been issued vide D.O. (T) letter
No. 1-38/98-MAP dated 20-04-99 to implement the agreement between the
Department of Telecommunications and the Telecom Federation which reads:-
4:06:1 "9-A (I). An official who after getting qualified and trained enters the re-structured
cadre before completion of 16 years of service in the pre-structured feeder cadre
shall be placed in the TBOP scale of the restructured cadre recommended by the
5th CPC on completion of 16 years of total service including that rendered in the
pre-structured cadre provided he / she has put in a minimum of 4 years of service
including the officiating spell in the restructured scale."
4:06:2 Subsequently, this condition of four years service in the re-structured scale of Rs.
4000-6000 has also been removed vide DOT No. 1-38/98-MPP dated 20-09-99
which reads interalia:-
"The matter has been considered and it has been decided to remove the
condition of minimum of four years service in the re-structured cadre for such
officials."
4:06:3 Thus the TBOP / BCR promotions in the Department of Telecom are given on
total service rendered in pre-structured scale of Rs. 3200-4900 and restructured
scale of Rs. 4000-6000.
48
4:06:4 In the Department of Posts, on the other hand, TBOP promotions is accorded on
completion of 16 years of service in the entry scale of Rs. 4000-6000. Thus the
TBOP promotion in the Department of Posts granted on completion of 16 years
of service in exclusive scale of Rs. 4500-7000 on matching savings offered on
the basis of a specific ratio between the entry (basic) grade scale and TBOP
scale is unique only to the Department of Posts. This cost offered has been
cumulative for ever and perpetual. The cuts of staff strength have not been
restored.
4:06:5 Similarly BCR promotion granted on completion of 26 years of service out of
which 16 years must be in the scale of Rs. 4000-6000 and ten years thereafter in
the TBOP cadre is unique to the Department of Posts and by all probabilities, the
recommendation of Dutta Committee in the scale of Rs. 6500-9500 is justified. If
such pay scale has not been prescribed, the committee would have
recommended the pay scale of Rs. 6500-10500 for BCR which is just short of
five increments in the maximum prescribed by the Dutta Committee. In the said
committee, only two members out of seven including the Chairman have a
differing view and that too on very untenable grounds explained earlier.
4:07 It is nothing but a farce and also a fate that the genuine demand of
upgraded pay scale to TBOP (LSG), BCR (HSG.II) and HSG.I which are
unique to the Department of Posts in the scale of pay of Rs. 5500-9000;
6500-10500 and 7450-11500 respectively has been denied repeatedly till
date either on one pretext or the other.
1. The pay scales prescribed by the 5th CPC have been amended in several cases.
To cite an instance, in the Railway which is also governed by the
recommendations of the 5th CPC, a separate scale of Rs. 6000-9800 has been
introduced. Several new pay scales were also introduced after 4th CPC which
can be seen from the list of pay scales existing at the time of 5th CPC;
2. The 5th CPC has only prescribed pay scales for ACP.I – and ACP II which are to
be granted on lesser residency of service in the basic cadre and without any
matching cost. The need for the demand of constitution of Dutta Committee
arose because the Pay Commission omitted to prescribe pay scales for TBOP
49
(LSG) and BCR (HSG.II) in case the same were to be retained in the Department
of Posts.
3. The department retained the scheme of TBOP and BCR which are equal to LSG
and HSG.II probably because on implementation of ACP scheme, they would be
required to restore the matching cost taken and revive the posts already
abolished which they were not in position to do but arbitrarily retained the ACP
pay scales for TBOP and BCR. This half backed proposition is without any
principle. The word "Therefore" used by the 5th CPC itself denotes that in case of
TBOP / BCR schemes of promotion were to be retained, there was a case for
higher pay scale which proposition the Dutta Committee has completed.
4. The differing members have also agreed in toto that there was or is no such
scheme of promotion like TBOP / BCR on matching cost in any other department
and hence the cadres are unique to the Department of Posts and have no effect
any where outside the department, as there is no such promotion any where but
these differing members have knowingly ignored that in that case the demand or
the recommendations of Dutta Committee has to be implemented in view of the
agreement at the instance of two ministers signed on 01-05-2000.
5. The contention of the two differing members that the TBOP / BCR is better
despite longer residency period and lesser pay scales is without any basis,
explanation or facts and so cannot be accepted.
6. The comparison with the re-structuring of cadres is a different scheme and
cannot be compared with the TBOP /BCR scheme. The TBOP / BCR officials
should get the benefits equal or matching to the cost given and on that score the
pay scales recommended by Dutta Committee are totally justified.
7. It is pertinent to note that Dutta Committee is a committee of professional
experts knowing very well about the anomaly and its settlements.
8. After inter changeably used the terms TBOP /BCR as LSG / HSG.II and
extracted the work of similar status for longer years, cleverly inventing the phrase
of Financial Upgradation which the 5th CPC introduces for the pay scales of
50
upgradation under ACP at 12 years and 24 years is nothing but a farce and to
deny the dues to the entitled officials.
4:07:1 Because of this genuine demand of higher pay scale of TBOP /BCR has been
denied, the All India Postal Employees Union Group ‘C’ agitated the cause in the
Central Administrative Tribunal Principal Bench, Delhi under OA No. 1582/2002
and unfortunately the case was dismissed on the following grounds and also by
citing the Hon'ble Supreme Court judgement in the case of "Union of India and
Anr. vrs. P.V. Hariharen and Anr (1997 SCC (L & S) 838).
4:07:2 "Quite often the Administrative Tribunals are interfering with pay scales without
proper reasons and without being conscious of the fact that fixation of pay is not
their function. It is the function of the Government which normally acts on the
recommendations of a Pay Commission. Change of pay scale of a category has
a cascading effect. Several other categories similarly situated, as well as those
situated above and below, put forward their claims on the basis of such change.
The Tribunal should realize that interfering with the prescribed pay scales is a
serious matter. The Pay Commission, which goes into the problem at great
depth and happens to have a full picture before it, is the proper authority to
decide upon the issue. Unless a clear case of hostile discrimination is made out,
there would be no justification for interfering with the fixation of pay scales."
4:07:3 "As regards the judgments cited by the learned counsel for the applicants over
the concept of doctrine of legitimate expectation, merely because Dutta
Committee had given certain recommendations, that does not give any legitimate
expectation to the applicants nor does it make the applicants to alter their
position. The denial of expectation for implementation of the recommendations
made by Dutta Committee does not by itself create any right, which may be
arbitrary or unreasonable and not in public interest because it is well settled
principle that the recommendations of the Expert Committees dealing with pay
scale matters, merely recommendatory in nature and ought to have been
accepted by the Government taking into consideration various other factors. In
this case, the Government has taken into consideration various other factors that
it will disturb the relativity between cadres of the PAs / SAs with similarly Group
51
'C' employees of the Department, which seems to be sound reasoning to deny
the acceptance of recommendations made by the Dutta Committee…."
4:07:4 "The counsel for applicant also argued that in the inter Departmental Committee
majority had recommended to give benefit to applicants and majority decision
should prevail. In our view this contention also have no merits because it is not
obligatory even to accept unanimous report. As the Government has still to
examine the report from various angles and also to examine its repercussions on
other services. In this case since it affects other group 'C' employees both inside
and outside the department, so Government is justified in not accepting the
majority decision of inter Departmental Committee."
4:07:5 "We are also of the considered opinion that the applicants have failed to establish
as to how they have been treated in a manner of hostile discrimination. Rather
the applicants, who enjoying TBOP and BCR benefits, are better placed than
those who are given ACP benefits after Vth CPC. In view of our above
discussions, we do not find any ground to interfere particularly when there is no
case of hostile discrimination. As such, OA being bereft of any merits is hereby
dismissed."
4:07:6 The copy of the Judgment pronounced in the case stated in para supra is
enclosed for the kind notice. This arguments, averments and justification has not
been given any credence and this union perforced to agitate again in the High
Court against such pronouncements as no other remedy could find for this
genuine demand of the LSG & HSG.II officials. This union will withdraw the case
at any juncture in case of any agreed settlement arrived in mitigating the genuine
demand hanging over nine years.
(Annexure –5)
4:08 Meanwhile, all the Staff Unions under the banner of the Postal Joint Council of
Action had given strike notice for indefinite strike w.e.from 15-03-2005 in which
the higher pay scale for TBOP / BCR is one of the demands. After the Minister of
Communications & IT had an interview with the Staff Side representatives on 14-
03-2005, the strike was called off after signing an agreement by both Official and
Staff Side on 14-03-2005, in which the Official Side agreed to process and
recommend the case of upgradation of TBOP / BCR / HSG.I pay scales to the
52
next Pay Commission (i.e. 6th CPC). We are confident that the department which
is from the beginning accepted the injustice met by the TBOP / BCR officials will
forward due proposals to the Pay Commission on the subject elaborately.
(Annexure –6)
4:08:1 It is most pertinent to place before the commission that the proportion of pay
between the entry scale and two promotional scales (i.e) TBOP & BCR prior to
the implementation of 5th Pay Commission was 142% and 164% respectively.
ENTRY SCALE - 975-1660
TBOP - 1400-2300 (142%)
BCR - 1600-2660 (164%)
4:08:2 The 5th Pay Commission did not cater any recommendations for TBOP & BCR
but mentioned the pay scales for two ACP promotions in which the proportion
was 112.5% and 125% respectively.
ENTRY SCALE - 4000-6000
I ACP - 4500-7000 (112.5%)
II ACP - 5000-8000 (125%)
4:08:3 The above proportion did not reflect or respond to the matching savings
offered by staff surrendering 6% operative & 20% supervisory posts to
avail TBOP / BCR promotions which require a longer service than
prescribed for ACP (i.e) 16/26 years instead of 12/24 years. Moreover if an
official entered in the scale of pay of Rs. 4000-6000 will draw Rs. 5600/-
after completion of 16 years and the prescribed scales are not in
consonance with any rational or ethical sense.
4:08:4 Based on the proportion as prevailed in the Fourth CPC, the following pay scales
will alone correspond to the cost already given.
ENTRY SCALE - 4000-6000
TBOP - 5500-9000 (137%)
(5% Less than by comparing 142% in the IV CPC)
BCR - 6500-10500 (162%)
53
(2% Less than by comparing 164% in the IV CPC)
4:08:5 Since there is no such promotion on matching savings anywhere else and
especially after 16 years of service in the scale of Rs. 4000-6000 this will have no
impact anywhere outside the postal department also.
4:08:6 The demand for higher pay to TBOP / BCR is totally just and reasonable.
4:08:7 It is most pertinent to submit that the National Labour Commission has rightly
observed as follows:-
"Promotion means movement of a worker to a position of higher responsibility
and consequential improvement in the emoluments. It is reward of his hard work
and an incentive to give of his best to the employer. It also serves to maintain
the requisite morale among the workers. Promotion provides a stimulus to the
employees to cultivate, the qualities that are necessary for advancing in life.
While such encouragement is important in all employments, it acquires a special
significance in the public sector where management finds for reasons explained
elsewhere that it cannot reward a worker in other ways."
4:08:8 In the service carrier, it is legitimate aspiration for the employees to expect
promotion to higher grade at reasonable intervals and if such avenues for
promotion are not provided, but the employees are made to retire in the same
grade at their entry, naturally they lose interest therein. While considering this
aspect, the Second Pay Commission made the following observations:-
"Where there is an adequate promotional outlet that would provide necessary
incentive; and so also would be provision of selection grade. But where there is
neither, the employee may feel frustrated and become apathetic."
4:08:9 Accordingly the promotions are the best encouragements to the employees and
the TBOP, BCR promotions were introduced in the Department of Posts on
matching savings by staff cut to the extent of 20% supervisory and 6% operative
only to accord promotional avenues to the frustrated employees who did not get
LSG, HSG.II promotions even till retirement. The postal department, all along
54
equating TBOP with LSG & BCR with HSG.II suddenly declared that both the
TBOP & BCR are only financial upgradations.
4:08:10The Department of Posts in a mess of various changes in the TBOP /
LSG/BCR/HSG.II etc. subsequently introduced new Recruitment Rules for LSG /
HSG.II vide its letter No. 4-16/2002-SPB.II dated 26-02-2002 in which a new
scheme of Fast Track Promotion Scheme was introduced.
4:08:11The Fast Track Promotion Scheme was as follows:-
(i) On all LSG/HSG.II categories 33.34% on the basis of selection-cum-seniority
and;
(ii) 66.66% by means of promotion through Departmental Merit Examination /
Aptitude Test relating to functional needs.
4:08:12The postal department has further clarified vide its letter dated 12-11-2002 that
norm-based LSG / HSG.II posts may be filled up notionally in terms of the
relevant Recruitment Rule. (1976 LSG / HSG Recruitment Rules) from the year
1983 when the norm based LSG / HSG.II promotions were stopped due to
introduction of TBOP scheme & BCR schemes and also promotions to the HSG.I
could be made in accordance with Recruitment Rules from amongst those
formally appointed in HSG.II with the requisite 3 years actual / notional service in
the grade as the case may be.
4:08:13It is the department which had discontinued promotions to LSG / HSG.II norm
based posts all these years since 1983 after declaring TBOP is equal to LSG
promotion and BCR is equal to HSG.II and promotion to HSG.I will be accorded
as per the BCR seniority resulting which all the norm based LSG / HSG.II posts
were occupied by the senior BCR as per the orders in existence. Without
minding the position and realities the department resorted action to replace the
seniors who occupied the Supervisory Posts by conducting the Fast Track
Promotions in 2003 & 2004. The paradox in this episode is that officials in BCR
cadre which is in the scale of pay of Rs. 5000-8000 were asked to write for the
LSG examination for the pay scale to Rs. 4500-7000 since the department has
declared that LSG is the only channel of promotion to HSG.II / HSG.I
55
4:08:14Resultantly, the aggrieved officials approached Central Administrative Tribunal,
Chennai under OA 679/2003 which had given the verdict in favour of officials with
the following observations.
"5. Heard the learned counsels for both sides in extenso and perused the
records.
6. A careful reading of the various Annexures appended by the applicants clearly
brings out the fact that the department had consciously wanted to provide atleast
two promotions to the employees in a career of 30 years. Initially based on the
1976 RRs, a competitive examination was held to fill up LSG posts (1/3rd ) and by
seniority-cum-fitness under 2/3rd quota. This scheme was working till 1981/1982.
The admn. found certain difficulties in this scheme because they did not get the
desired level of efficiency in the supervisory cadre posts. It is obvious from the
reply that the employees were only interested in getting salary, but were not
prepared or inclined to shoulder higher responsibilities in the supervisory cadre.
The respondents were confronted with this problem since 1983 and had
therefore resorted to making adhoc / notional promotions of persons through a
different scheme which came into operation viz. TBOP / BCR from 1983 and
1991 respectively. Apart from introduction of this scheme , we are not aware as
to whether the department took any further institutional methods like inductment
of modern methods of office management, training and providing of latest
equipments etc. If so, to what extent, it has the impact on the employees are all
not known. However, it is stated that since 1995, discussions were held with the
various employees representatives to evolve a scheme and ultimately they could
announce a scheme in 2002 what has come to be known as FTPS. Without
casting any aspersions, we are disappointed to note that the so-called FTPS has
really been moving on a slow track mode, than anticipated. In other words it had
taken seven long years to finalise the scheme when the department was
concerned with the day to day administration of work. Here, it is relevant to
mention that after bringing the scheme into force and without putting the
applicants on notice, the department had changed their dates of promotion in the
HSG.II from 1991 to 2002. The only answer which we have, been told is that the
earlier promotions are only in the nature of financial upgradations and cannot be
termed as 'promotion' in the sense of the term it connotes, or understood.
56
7. On going through the facts, we do not subscribe to this reply of the
respondents. As mentioned earlier, in all correspondences and letters issued by
the respondents 1991 to 1993 it has been specifically mentioned that OTBP/BCR
are promotions and they correspond to LSG and HSG.II. There was not even a
whisper as to the fact that the so called promotions were only financial
upgradations. What we can infer now is that, the respondents have invented the
term 'financial upgradations' now and want to apply this term in retrospect effect
of the promotions given to the applicants way back in 1991. In our opinion, such
actions on the part of the respondents is totally illegal and is incorrect. They
cannot change the nomenclature, viz. 'promotions' made already to that of
'financial upgradations' and deny the consequential benefits after a lapse of 11
years and that too without putting the applicants on notice. It is by now well
settled that in matters relating to seniority, settled issues should not be disturbed
/ distorted after a long lapse of time. When the respondents gave the date of
promotions to the HSG.II in the year 1992, the applicants have a legitimate
expectation which they have been nurturing since 1992. Now that the settled
position cannot be unsettled in the year 2002 and without any reasons and, the
contention of the respondents that the promotions given earlier are to be
construed only as financial upgradations in our considered view cannot be
accepted as the same is unreasonable and such an argument goes against the
letter and spirit of the communications issued by the respondents themselves
from 1991 to 1993. Therefore, this argument put forward by the respondents has
to fail.
8. It is true that the respondents may have problems relating to appointment of
proper persons to man the supervisory posts. But at the same time, the
respondents by their own letters have communicated that an employee is entitled
for a minimum of two promotions in the manner it is required. Therefore there is
no use of mixing up of the promotional problem and placement aspects and
these are totally unrelated and are guided by different norms. Further, as the
respondents have brought out the new RRs 2002, it goes without saying that
these rules will be effective prospectively. There is no scope for retrospectivity
with regard to application of the RRs which came in 2002. On the other hand, the
1976 Rules have been in operation all along and the respondents have no other
option but only to follow these Rules till they were properly amended or replaced.
The action of the respondents in trying to find solution to solve the problem
57
relating to promotion and placement of employees in supervisory posts by
juxtaposing the RRs and administrative instructions cannot be sustained. As
mentioned earlier, the RRs will have to acted upon strictly, as they are framed.
On the other hand, there is enough scope for placement of appropriate officers to
man the jobs after suitable training etc,, through administrative means. There is
no point in mixing up both and trying to find a solution.
9. In the light of the discussion above, we hold that the applicants have made out
a case for themselves and in the result they succeed and the ends of justice
would be met if the following orders are passed:-
(a) The impugned order dated 14-07-2003 is quashed.
(b) The respondents are directed to consider the case of the applicants for further
promotion and this exercise will be completed within three months of receipt of a
copy of this order by the respondents. (Annexure –7)
4:08:15The Department had filed a writ petition against this judgement in the High Court
of Madras which has also been dismissed by the lordships and upheld the
decision of the Central Administrative Tribunal Madras. Now the Department has
filed a SLP in the Supreme Court against the decision of the High Court Madras.
4:08:16Meanwhile, the Department after experimenting the Fast Track Promotion and its
after effects, has again modified the recruitment rules of the LSG / HSG.II and
restored the original position of selections to LSG / HSG.II by dropping the Fast
Track Promotion vide its notification dated 18-05-2006.
4:08:17Under these circumstances, we respectfully request to consider the entire
matters and decide on the following demands of our organisation.
1. TBOP and BCR were introduced after 16 years & 26 years of service on
Matching Savings to the extent of 20% in Supervisory and 6% in Operative and
equated with LSG & HSG.II all along till 1998 which may be confirmed once
again as LSG & HSG.II. TBOP & BCR should not be termed as ACP promotions;
2. The nomenclature of TBOP & BCR should be changed as if it is denotes the
work of the Postal Assistant even though these officials are doing supervisory
duties. The nomenclature of TBOP may be termed as Supervisor and the BCR
58
may be designated as Senior Supervisor / Deputy Postmasters if he works under
the Postmaster. If he is the Postmaster, he may be termed as Postmaster,
Grade.II / Grade. I like wise;
3. There is no need to keep HSG.II & HSG.I. There was no HSG.II promotion prior
to Fourth Pay Commission. Both the posts may be amalgamated or keeping
them by granting master scale as if granted by the Punjab, Himachal Pradesh &
Kerala State Governments;
4. There is no need to keep the four nomenclatures like TBOP, LSG, BCR & HSG.II
as in existence today only two designation with Supervisor & Senior Supervisor
will be sufficient by continuing the time bound promotion.
5. The Pay Scale of the two supervisory cadre may be fixed as follows:-
EXISTING PROPOSED
NOMENCLATURE
PROPOSED PAY SCALE
(EXISTING)
(In Rs.)
TBOP / LSG SUPERVISOR 6500-200-10500
BCR /HSG.II SENIOR SUPERVISOR 7500-275-12500
Accordingly, the pay scale of LSG may be fitted with Staff Side demand of Rs.
30,000 in the minimum pay scale with an annual increment of Rs. 1500 p.m.
Similarly the HSG.II / BCR may be granted with the proposed minimum scale of
Rs. 37000 with an annual increment of Rs. 1850 p.m.
Annexure –8 to this chapter brings out the 'Internal Relativities Among LSG,
IPOs / IRMS and ASPOs/ASRMs' with reference to five pay commissions.
So also Annexure –9 to this chapter brings out the Relativities Between THE
SCALE OF LSG (TBOP) Vs. IPOs/IRMs AND HSG.II / BCR vs. ASPOS / ASRMs
with reference to five pay commission.
The discussion with facts and comparison justifies our reasonableness in
demanding higher scales to TBOP (LSG) and BCR (HSG.II)
CHAPTER - V
59
HIGHER SELECTION GRADE
5:00 The Higher Selection Grade officials are Head Postmasters of non-gazetted
Head Post Offices or Deputy Postmasters in Gazetted / Non-Gazetted offices.
They are also in-charge of very large sub post offices. The Higher Selection
Grade Head Postmasters and Sub Postmasters have under their control upto 74
Postal Assistants, 10 Lower Selection Grade Supervisors besides scores of
Postmen, Group 'D', Stamp Vendors and Gramin Dak Sevaks.
5:01 QUALIFICATION OF A POSTMASTER
The qualification set down for a Postmaster in the departmental volume runs as
follows and is correctly summarised below.
5:01:1 "The Postmaster should be a man of business habits and understand account
keeping. He should be thoroughly acquainted with the rules of the post office as
laid down in the volumes of the P&T Manual and also with the rules of the public
as published in the P&T Guide. He should be familiar with the objects and use of
all the forms prescribed for the post office. He should be able efficiently to
supervise the work done by the clerks and to maintain strict discipline in his
office. He should be energetic and intelligent and able to act with judgment and
promptitude in cases of robbery, fraud etc. He should show tact and courtesy in
his dealings with the public transacting business with the post office."
5:01:2 The Postmaster's duties relating to accounts are mentioned in Chapter IV of P&T
Financial Hand Book Vol. II
5:02 DUTIES ASSIGNED TO HEAD POSTMASTER
5:02:1 Supervision over drawal of cash and stamp from Bank and Treasuries, supply to
subordinate offices under his accounting jurisdiction and supply to Head Post
Offices in non-treasury stations are some of his important duties.
5:02:2 With a large contingent of staff, he is personally responsible for the management
of the men under him and for efficient service to the public. He is jointly
responsible with the treasurer of his office for holding cash and stamps including
60
certificates, Indian Postal Orders and other stocks etc. He has to sanction and
pay bills in a number of cases. He has to decide the claims in respect of Savings
Bank Accounts and cash certificates standing in the name of deceased persons.
5:03 CONTROL OVER STAFF
5:03:1 He has to exercise full administrative control over the Postman and Group 'D'
staff in his office. He is expected to posses the management technique and
supervisory skill in conducting the affairs of his office. As Head of Office he has
to look after the management of staff, attend to enquiries by members of the
public, guide the supervisory staff working under him and perform all the
personal duties for himself. It is a common sight to see the Head Postmaster in
the Higher Selection Grade working late in the office checking cash, stamps and
insured articles in the safe custody.
5:03:2 This Higher Selection Grade is recruited from the HSG.II / LSG Grade officials
only when they have a handful of years of service for superannuation from the
department. Some even decline this promotion because they are liable to
transfer to any station outside and the remuneration is not sufficient enough to
cover two establishments one at the former headquarters and the other at the
station to which they are posted. The arduous responsibilities shouldered by this
cadre did not receive a fair and just dispensation so far in all the five pay
commissions.
5:04 The staff side demanded higher pay in the scale of Rs. 7450-225-11500 which
had not been considered by the department. The Dutta Committee which
recommended Rs. 7450-11500 pay scale to HSG.I observed interalia:-
"HSG.I – The next level of promotion for BCR / HSG.II officials and ASPOs in
HSG.I. With identical scales for HSG.I and ASP and considering the functional
responsibilities of HSG.I, there is complete justification for upgradation of the
scale of HSG.I cadre. The committee, feels the scale of Rs. 7450-11500 for this
cadre has merits for recommending."
61
5:04:1 However, the recommendations were rejected on the plea that out of six
members, two members did not agree for the proposal in the Inter Departmental
Committee constituted for this purpose. This is a clear injustice met out to HSG.I
official.
5:04:2 A scrutiny of the standard pay scales of the 5th Pay Commission reveals that in a
vertical hierarchical promotions for any individual cadre has a minimum starter
benefit of Rs. 1000/- (For example:- While IPO scale starts with Rs. 5500, the
ASPOs scale starts with Rs. 6500/- & Group B scale starts with Rs. 7500/- in the
Department of Posts).
5:04:3 On these same analogy the Time scale clerical cadre with minimum start of scale
of Rs. 4000/- should atleast have Rs. 5000/- in the TBOP (LSG) and Rs. 6000/-
in the BCR (HSG.II) and Rs. 7000/- for HSG.I. Since there is no standard pay
scales starting with Rs. 6000/- or Rs. 7000/- naturally the scales should have
been Rs. 6500/- and Rs. 7450/- for BCR & HSG.I respectively.
5:04:4 While the 5th CPC has deliberated much about the time scale pay linking with
revised Recruitment Rules fixing minimum academic qualification of plus 2 with
computer appreciation etc., it has simply left the TBOP & BCR cadres with no
further deliberations suggesting alternative adoption of ACPs. Even suggesting
for ACP, the 5th CPC has categorically justified upgradation of these scales
provided the department has not switched over the ACP.
5:04:5 While the Department of Posts has adopted ACP for those who are not covered
under TBOP /BCR scheme, it has not only failed to come up for any revision in
the TBOP /BCR scales but also left the issue in cold storage.
5:04:6 After much struggles by the service unions, Dutta Committee has been appointed
which has recommended upgraded pay scales for both these categories, besides
suggesting a separate upgraded scale for HSG.I. Had the report of the Dutta
Committee been implemented, the relativity among Time Scale LSG, HSG.II &
HSG.I would have been maintained.
5:04:7 In no other cadre the minimum starter in the next promotional post is Rs. 500/-.
It, itself is an evidence of gross injustice in not maintaining the justified relativity
62
among these cadres. This disturbs the work ethics & morale of the employees
not prepared to accept any promotion.
5:04:8 The following table brings out how the relativity has been very much eroded by
the 5th CPC from the earlier CPCs.
1st CPC 2nd CPC 3rd CPC 4th CPC 5th CPC
Clerks
(PA)
60-170 110-240 260-480 975-1660 4000-6000
HSG.II --------- --------- 550-750 1600-2660 5000-8000
HSG.I 250-325 335-425 700-900 2000-3200 6500-10500
(i) After the 1st Pay Commission, the ratio between the initial pay of the Postal
Assistant with the basic pay of HSG.I in the minimum scale of pay 1:4.5 (Rs. 60/-
& Rs. 250/-)
(ii) Whereas in the 2nd Pay Commission it was 1:3 (Rs. 110 & Rs. 335)
(iii) In the 3rd Pay Commission, the relativity was maintained at the ratio of 1:2.6
(Rs. 260 & Rs. 700)
(iv) The relativity in the 4th Pay Commission was at the ratio of 1:2.05 (Rs. 975 &
Rs. 2000/-)
(v) The ending of ratio since first to fourth pay commissions has further been
eroded to the worst sence 1:1.6 (Rs. 4000 & Rs. 6500)
5:04:9 Atleast, the average relativity maintained by the earlier pay commissions brings
some solace to the much affected officials in selection grades.
5.05 Since the functional difference between HSG.I post and ASP has been taken
away by upgrading scale of ASP (from 1640-2000 to 2000-3200 pre-revised),
they are made interchangeable with no fixation benefit, all such HSG.I posts may
be earmarked for general line officials. The present day experience is that as
mostly senior most officials in ASP cadre are posted to HSG.I postmaster, Group
63
'B' superintendents find very difficult to exercise proper administrative control
over these ASPOs working as HSG.I postmasters. Hence the demand for 100%
earmarking of HSG.I to general line officials is justified on administrative angle
also.
5:05:1 With long residency period, no eligible HSG.II officials are made available to work
against HSG.I posts. Of late most of such HSG.I posts are occupied by BCR
officials, the fixation benefit of which is objected to by the Audit. Hence it is right
time to amalgamate both the scales into one running master scale. As and when
an official happens to work against HSG.I posts, his existing pay may be got
jumped by a certain percentage say 10%. An elongated running scale (pre-
revised) is suggested, as per the existing 7450 & 7500 scales amalgamated both
for HSG.II. As per the suggestions of the Staff Side JCM the minimum pay for
HSG.II may be ensured in the scale of pay of Rs. 37000 with an annual
increment of Rs. 1850 and while officiating in HSG.I post 10% of the pay may be
added as special pay for all purposes. The point to point fixation will alone
mitigate the problems. We fervently request to consider the point to point fixation
and protect the interest of senior employees who are facing erosion of wages in
every pay commissions.
CHAPTER VI
PO AND RMS ACCOUNTS & APM ACCOUNTS
6:00 In all the Head Post Offices, there are Accounts branches to consolidate different
types of accounts done not only at the Head Post Offices but also in the sub and
branch offices placed in account with them. The Head Post Office is the
controlling, administering, supervising and maintenance base of the entire
financial transactions in the postal branch.
6:00:1 The Head Post Office compiles its own accounts and the accounts of each and
every sub and branch offices in its jurisdiction and submits the periodical returns
to the postal accounts and postal audit.
64
6:00:2 Most of the duties of the Head Postmasters relating to financial matters as
enumerated in the Financial Hand Books and other P&T manuals are performed
in the Accounts branch. The Head Office in fact performs the initial audit which is
an important as the final one.
The Head office is also entrusted with the responsibility of interpretating the
various financial rules and orders to the sub and branch offices and also offers
interpretation to the postal accounts and audit.
6:00:3 The Head Post Office accounts branch prepares and compiles the data
necessary for the postal budget. The onerous responsibilities of preparing the
pay bills, maintaining the service books, leave accounts, security bonds, health
certificates etc. of the hundreds of employees of the Head Post Offices in the
accounts jurisdiction of the Head Post Office rests with the accounts branch.
6:00:4 In nutshell, it functions as a drawing, disbursing, accounting and auditing unit of
the postal branch. The PO and RMS Accountants are the main pillars upon
whom the entire structure of Postal Accounting System rest. They play pivotal
roles in management of postal finances from the micro level to the top level by
incorporating monetary transactions with proper classifications, apart from
maintaining accounts of revenue receipts and expenditures and also monitoring
overall state of financial health of the departmental offices like HOs, SOs &
Branch offices. There are many more items of work performed by the accounts
branch.
6:01 The Accountants and APM Accounts are the incharge of the Accounts branch
and they are solely responsible for the accounting works, returns, and also the
settlement of personal claims like pay, allowance, leave, pension etc. of the
officials etc. They are the basic advisors in the matter of postal finances and the
architects of the preparation of budgetary proposals of the departement.
6:01:1 The Accountants posts were also created for the Divisional offices since 1st April
1967 to manage the Budget section. The very important work of scrutinising and
passing of TA bills, OTA bills, OSA bills, Night Halt Allowance bills, medical bills,
contingent bills etc., checking of memo of disbursement of pay and allowances
received from the Head Post Offices, preparation of revised and budget
65
estimates, anticipated final grants, statements showing the variations between
the budget grant and expenditure etc. is being performed by the Accountant of
the divisional office besides the other work of routine nature assigned to him.
6:01:2 The special officer appointed to go into the question of "duties and standards' for
the accounts branch in the Head Offices and Head Record offices has rightly
observed in his report as follows:-
6:01:3 "Accounts branches dealing as they do with the pay and allowances of the staff
are subjected to great disturbance in their work by enquiries from officials
regarding leave due, drawal of increments, arrears etc. Though not officially the
Accountant and his staff are also disturbed on various matter regarding rules and
their interpretation even though their branch may not be concerned. It is due to
the fact that these officials are better informed in rules and procedures."
6:01:4 The Postal Assistants / Sorting Assistants who qualify in an examination of tough
nature in Accounting duties and functions are alone posted as accountants in the
respective HPO / HRO. Their duties are of a very high order. Nevertheless, they
have so far received a raw deal and placed them in the doldrums with bundle of
transactions.
6:02 The syllabus for the PO and RMS Accountants Exam is so tough rather than IPO
and other departmental examination. The syllabus broadly comprises:-
(i) Fundamental Rules;
(ii) Supplementary Rules;
(iii) Leave Rules;
(iv) Pension Rules;
(v) Rules relating to Pay & Allowances;
(vi) Budget Estimates and Control (P & T Manual Vol. II)
(vii) P&T Manual Volume IV.
(viii) Sub Account and Accounts in Sub Post Offices (P&T Manual vol. VI-Part III)
(ix) P&T Financial Hand Book – Vol. I
(x) P&T Financial Hand Book – Vol. II and
(xi) All other Accounting rules issued from time to time.
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6:03 After the computerisation of the works and changing environment, these officials
upgraded their service to the requirement for the accounting work due to various
business activities etc. and work as a leader and guide to the Postal Assistants
working in Accounts Branch.
6:03:1 It is a paradoxical to note that except in the case of PO and RMS Accountants,
all other cadres who upgrade their skill by qualifying exam like IPO, JAOs etc.
have been elevated to the higher scale of pay.
6:03:2 Unfortunately, the Accountants have not been given a scale despite the fact that
the 3rd Pay Commission recognised the higher skill and responsibilities but did
not recommend a higher pay (Chapter 23, para 101 of 3rd CPC report page 49).
6:03:3 It had granted special pay of Rs. 45/- to Accountants and Rs. 35/- to Assistants
Accountants. The para is reproduced hereunder:-
"We anticipated practical difficulties in the formation of a separate cadre for the
category. The number of posts in each division being few, only a circle cadre will
ensure reasonable promotion prospects. This will, however, involve transfer
liabilities over a wider area. Also as corollary the Accountants would have to
forego the common promotional avenue now available to them to LSG / HSG
general line supervisory posts. Their promotional opportunities to HSG grade
would be very limited and there would be none at all to gazetted grade.
6:03:4 During evidence the departmental witnesses informed us that it was proposed to
take over postal accounting work from the audit department and the entire future
set up of the account organisation in the postal branch was likely to undergo a
structural changes. They thought that it was inopportune to consider any
changes in the existing arrangements at this stage. We agree with the view and
accordingly do not recommend any change in the existing position. As regards
demand for abolition of the distinction between Accountants and Asstt.
accountants on the ground that their duties are more or less identical, we
understand that the accountants do shoulder higher responsibilities. In the
circumstances, we think that the present two levels should remain. We
recommend a special pay of Rs. 45/- p.m. for Accountant and Rs. 35/- p.m. for
the Asstt. Accountants."
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6:03:5 The Department after discussions with the Staff Side, granted an upgraded new
pay scale to the PO and RMS Accountants in the scale of Rs. 380-12-440-EB-
15-560-EB-20-620 w.e.from 01-11-1978 without any special pay.
6:03:6 This new pay scale become defunct after the introduction of Time Bound One
Promotion (LSG ) scheme w.e. from 30-11-83 and most of the Accountants opted
to Time Scale in order to avail the LSG promotion (TBOP) on completion of 16
years service in the basic cadre.
6:04 After the implementation of 5th Pay Commission, the special scale introduced
earlier for the Accountants had been withdrawn and the special allowance has
been restored. The special pay which was granted to accountants equal to two
increments i.e. Rs. 90/- prior to 5th Pay Commission has been doubled and fixed
as Rs. 180/- called as special allowance.
6:04:1 But to the dismay, the special pay of Rs. 90/- attached to the Postal Assistant
granted in lieu of a higher scale of pay has been renamed as Special Allowance
after the implementation of 5th Pay Commission. Resultantly the quantum of
Special Allowance is not being counted towards fixation of pay on promotion,
there is a great injustice rendered to the PO and RMS Accountants even though
the conditions prescribed for special pay in F.R. has not been amended.
6:04:2 As such, the PO and RMS Accountants even after qualifying in the exam and
deployed, they are entitled the meagre benefit of Rs. 180/- as Special Allowance
which has not been taken into fixation of pay at the time of TBOP / LSG
promotion.
6:04:3 The demand for taking the special allowance for pay fixation into account
has been tossed pillar to post between nodal ministries over eight years
and no fruitful decision has so far been taken in respect of PO and RMS
Accountants. Whereas it is pertinent to mention that the special allowance
granted to JAO qualified officials has now been taken into account for pay
fixation on promotion vide Department of Posts letter No. 8 (1) 2004/PA-
Admn/501 to 544dated 29-10-2006.
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6:04:4 This order was issued by the Department after getting concurrence from
Department of Personnel and Training and to our dismay the case of PO and
RMS Accountants is still hanging and not disposed so far.
6:04:5 At this juncture, this union desires to submit that the accountants performing
similar duties in Railways, Audit and Accounts and Postal Accounts were granted
higher scale of pay with effect from 01-01-96 vide Government of India OM No.
F. NO. 6/82/E.III (B)/91 of Ministry of Finance & Company Affairs dated 28-02-
2003. However, the said order has not been implemented for the case of
Accountants working in Head Post Offices and Divisional Offices in the
Department of Posts.
6:04:6 It will be most apt to mention that the following works performed by the post
office / Divisional office Accountants are one and the similar of the works
performed by the Junior / Senior Accountants working in other departments
including Postal Accounts and Audit and accounts:-
1) Maintenance of Service book and service rolls;
2) Maintenance of Leave Accounts;
3) Preparation of Increment Certificate & Absentee Statements;
4) Maintenance of cash book and cash abstracts;
5) Issuing Last Pay certificates;
6) Assessment of income tax and submission of income tax returns;
7) Maintenance of security bond register;
8) Processing of Pension in respect of Group 'C' and Group 'D' officials;
9) Maintenance of GPF ledger, calculation of interest and final settlement of GPF
accounts in respect of Group 'D' officials;
10) Scrutiny of NPC bills, acquittance rolls, memorandum of pay and allowance;
11) Drawal of pension to those who have opted for payment at HO and subordinate
offices;
12) Processing of all personal claims such as TA, LTC and medical for submission to
Divisional Superintendents for further disposal;
13) Verification of service with pay bills;
14) Maintenance of registers of drawings from bank and remittance to bank and
watching the receipt of bank scrolls;
15) Maintenance of establishment registers;
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16) Preparation of budget estimates and revised estimates and control over
expenditure under various heads;
17) Attending ICIR / audit paras;
18) Processing of RTF claims, leave encashment cases, CGEGIS cases, Ex-gratia
and severance amount payment to GDS;
19) Preparation of statement for payment of P&T pension, Railway pension, EPF and
Telecom pension;
20) Fixation of pay on promotion under TBOP / BCR/LSG/HSG.II and HSG.I etc.;
21) Preparation of pay fixation memo consequent on implementation of pay
commission report and drawal of arrears thereafter;
22) Transfer of pension payment order from one office to another within circle and
outside circle;
23) Preparation of cash account;
24) Submission of audit returns to accounts office;
6:04:7 The nature of job of the Accountant is so arduous and they are not being
remunerated adequately. The examination pertaining to this cadre is so tough
comparing the other departmental examinations having enormous volumes,
FHBs and practical solutions.
6:04:8 In fact several items of work performed by the officials working in accounts
branches of Head Post Offices are not brought into the norms either by the
Madan Kishore Committee and also the subsequent S.I.U. revision conveyed
vide DG (P) No. 31-25/84-PE.I dated 06-07-93. The following works which are
performed in routine are not given any time factor so far.
(i) Cash Account;
(ii) The work relating to drawal, remittance and allied works;
(iii) All schedules like UCR, UCP, OHO, PLI payments, CD, PL, CDL, Post Box,
Bulk Bag etc.
(iv) Non payable contingent Bills;
(v) FHR, Electricity charges etc.
(vi) All kinds of pensions like GF, GR, QF, Railway EPF etc.
(vii) Works relating to Budget Estimate, Revised Estimates, Fixed and fluctuating
charges statement etc.
(viii) Forwarding returns to Audit.
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(ix) Works relating to ICIR & Audit Objections.
(x) Schedules and works relating to franking machines, post boxes, posts bags,
Earnest Money Deposits and Refunds;
(xi) Works relating to casual labour, part time casual labour, contingent staff and
canteen staff;
(xii) Works relating to SAs Authorised Agents Commission.
(xiii) Outward and inward late fee bills to Signallers and cooly;
(xiv) In respect of APM A/C. (Supervisors) the work relating to cash book posting
has been omitted to be taken into account while assessing workload.
6:05 The DG, P&T vide his letter No. 9/4/80-SPB.II dated 21-01-80 had categorically
mentioned that since examination for the appointment of PO & RMS Accountant
is competitive, merit list should be prepared only against the actual vacancies
notified in each division. Now this order has been sidelined and ignored. The
PO and RMS Accountants are totally denied of their dues.
6:05:1 The 5th Central Pay Commission had dealt a body blow to the PO and RMS
Accountants. It had eclipsed all the concessions, though at nominal rate, given
by earlier pay commissions to this cadre. The commission had altered the
nomenclature of special pay as special allowance to Rs. 180/-. It viewed the PO
and RMS Accountants only as a little elevated PA and failed to recognise and
acknowledge the services, which are at par with the accountants working in other
departments and also in the postal department.
6:05:2 One of the fallouts of these negative recommendations was that many officials
had deserted the accounts line and opted to general line at the time of TBOP
(LSG) promotion. Now the department could not find suitable hands to man the
posts throughout the country. Fresh candidates are not appearing in the PO and
RMS Accountants exam as it has lost its identity. Resultantly, the department is
now recalling the officials who had opted out from accounts line and deploying
them compulsorily as Accountants. All these had resulted in the demoralisation
of the staff working in the accounts branch which in turn had affected the quality
of the accounting work.
6:05:3 LDCs working in the postal accounts and audits and accounts departments with
the scale of pay of Rs. 3050-75-3950-80-4590 when posted as Junior Accountant
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on their passing the qualifying examinations are placed in the scale of pay of Rs.
4500-125-7000 which is equivalent to the LSG scale in the Department of Posts.
6:05:4 Whereas the Postal Assistant drawing in the scale of pay of Rs. 4000-100-6000,
after passing the Accountant examination has given only Rs. 180/- extra as
special allowance and no enhanced pay is provided. They have to satisfy with
the Rs. 180/- for qualifying such a tough examination and adoring more
responsible duties. This is a clear injustice met out to the PO and RMS
Accountants. The PO and RMS Accountants had clear justification to place them
in the scale of pay of Rs. 5500-175-9000.
6:06 The Government of India had approved grant of higher scales for the
Accountants working in organised accounts on notional basis w.e.from 01-01-96
vide OM No. F.No. 6/82/E-III (B) Branch dated 29-02-2003 of Ministry of Finance
and Company Affairs, DoE as under:-
Designation Pay scale prior to
01-01-96
Existing pay scale Pay scale revised
with 01-01-96
(notionally and
actual payment
prospectively)
Auditor /
Accountant
1200-30-1560-40-
2040
4000-100-6000 4500-125-7000
Sr. Auditor / Sr.
Accountants
1400-40-1600-50-
2300-60-2600
5000-150-8000 5500-175-9000
Section Officer 1640-60-2600-75-
2900
5500-175-9000 6500-200-10500
(Copy of the OM is enclosed for ready reference) (Annexure –10)
6:07 From the above, it is evident that the nature of duties of the APM Accounts can
be equated with the Section Officer and more or less their works are in identical
in nature, there is every justification to grant the existing pay scale of Rs. 6500-
200-10500 to the APM Accounts.
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6:07:1 It is our firm opinion that the Accounts line in the post office should be declared
as separate cadre and the total number of such posts will not be more than 6000
throughout the post offices in the country. They should be given a fair deal. The
Accountants should be placed with the Senior Accountants working in Postal
Accounts / Audit and Accounts of the department and the APM Accounts should
be treated at par with the Section Officers.
6:07:2 With similar designations as Jr. / Sr. Accountants as available in the organised
accounts, the minimum academic qualifications as graduation suggested for
Postal / Sorting Assistants will meet the basic condition of Recruitment Rules.
6:07:3 Multifarious financial activities recently introduced and proposed to be introduced
require skills for more object classification and control and HPO as a primary
accounting unit can be managed with highly skilled resource personnel like
accountants.
6:07:4 Now electronic disbursement of pay and allowances and other services etc.
require more and more modern skilful knowledge not only on written manuals but
also on computer unit softwares.
6:07:5 Accordingly the PO and RMS Accountants should be declared equal to LSG and
their pay scales be fixed as suggested by the JCM staff side in the pay scale of
Rs. 30,000 with an annual increment of Rs. 1500 p.m. Similarly further promotion
to the Accountants can be under the ratio of 40:40:20 in three grades and
granted the scale of pay applied to HSG.II and HSG.I and Group 'B' depending
upon the nature of charge held by the Accountants. A separate channel for
advancement of their carrier should be considered and opened.
6:08 Notwithstanding our claim to open separate channel of promotion for
accountants, the injustice rendered to this cadre in the past after 5th Central Pay
Commission should be set aside.
(i) The Special Allowance granted to PO and RMS Accountants may be taken
as Special Pay and counted towards fixation of pay on promotion with effect
from 01-01-96 and set aside the anomalies existing;
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(ii) Since the department has declared the APM Accounts (LSG Accountants) as
circle cadre / divisional cadre and now as circle cadre and also stated as the
TBOP, BCR are only financial upgradations and not LSG and HSG.II,
respectively, the options obtained at the time of TBOP should be declared
void and accountants who opted out earlier during TBOP should be given a
chance for reoption to join the stream of accounts line as per the Directorate
earlier orders contained in the letter No. 6/15/60-SPB.II dated 16-06-60 read
with letter No. 6/1/59-SPB dated 08-05-59, the option prematurely taken from
officials may be withdrawn and the officials concerned may be allowed to
exercise an option only when their turn for promotion to either times comes in
future.
6:08:1 This union requests that separate channel of promotion for accountants will
motivate them for better efficiency and advancement of accounting work etc.
CHAPTER - VII
PUBLIC RELATION INSPECTORS
7:00 The posts of Public Relation Inspectors are attached to Head Post Offices and
other bigger HSG.II & LSG offices in big cities and towns. The officials promoted
to LSG are appointed to work as PRI (P) for a tenure of four years.
While the work of exercising supervision over the delivery staff, when they are
inside the post offices, is done by the postmaster / assistant postmaster, the work
of exercising supervision over them, when they are actually on their beats, is
entrusted to the Public Relation Inspectors of the post offices.
7:01 In addition to the work of exercising supervision over the delivery staff viz.
postmen and LB peon, the PRI (P) is required to attend to the following items of
work:-
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(i) He has to post test cards / letters to verify punctual clearance of street letter
boxes in the area under his jurisdiction;
(ii) He has to maintain a schedule of clearance of street letter boxes and to
exercise supervision over the movements of letter box peons. This work is of
great importance to avoid public complaints regarding early or late clearance
from street letter boxes;
(iii) He has to inspect the condition of each and every letter boxes in his area and
suggest to the postmaster whether any repairs etc. are called for in respect of
any letter box, he has to watch the repainting of letter boxes in his area;
(iv) He is required to re-set the franking machines supplied by various
manufacturing companies to the firms etc. under a proper licence. This is an
important item of work connected with collection of revenues of the
department;
(v) He is required to promptly enquire into the complaints from the public, made
over to him by the postmaster or the divisional head;
(vi) He is required to verify the stamp balances with the stamp vendors by
exercising surprise checks;
(vii) He is required to verify cash and stamp balances of 'C' class SOs as
frequently as possible;
(viii) He should assist / carry with the duties of carrying out of inspection of post
offices allotted to him by the Superintendent of Post Offices;
(ix) He has to verify payment of atleast 100 money orders in a month by way of
exercising check over payments of money orders by the paying postmen;
(x) He is required to collect competitive estimates for local purchases of articles
etc.
(xi) He has to attend to the work of transferring excess cash lying in post offices
to the cash offices or Head Office;
(xii) He is to attend the work of conveying cash bags from HO to sub post offices
in cases of emergency;
(xiii) He has to attend to the work of delivery of special bags of VIPs;
(xiv) He is expected to be able to take charge of any post office at a short notice;
(xv) He has to contact mercantile people and firms for procuring business to
speed post, and also bulk mails;
(xvi) He has to attend to all the instructions of the divisional head for procurement
of business like RPLI, Media Post, E-Post etc.
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(xvii) He has to verify all heavy withdrawals in Savings Accounts (at present it is
Rs. 5000/- and above) carried out in single handed and branch offices.
7:02 From the above, it could be seen that the Public Relation Inspector is a
Mobile Executive who maintains a liaison between the Postal
Administration and public in general. They should possess a proper
knowledge of the character of delivery staff and exercise vigil over the
outdoor staff.
7:03 The PRI (P)s are not entitled to earn any overtime even if they have to remain on
duty for longer hours on many occasions. Their duties are thus so arduous.
7:04 The special pay paid considering their nature of job has been discontinued after
the Third Pay Commission and now the post is brought under LSG. They should
be equated with the Public Relation Officer in the Central / State Government
organisations.
7:05 Their nature of job is so risky, arduous and hard in nature requiring more
skill and abilities, there is every justification to restore the special pay
granted earlier. At least a special pay equivalent to the minimum of two
advance increments may please be recommended as special pay to the PRI
(P) in token of recognition of their hard nature of job.
CHAPTER – VIII
SYSTEMS ADMINISTRATORS
8:00 The face of the postal department has been vastly changed with the introduction
of new technology and computerisation of postal operations.
8:00:1The department has computerised all the 839 Head Post Offices and also 1533
Sub Post Offices in 2004-2005. The department has proposed to computerize
the remaining (6861-1533) i.e. 5328 Sub Post Offices as targeted in the 10th Plan
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during the remaining period of 10th Plan. The department has placed orders to
computerise 2860 more Sub Post Offices during 2005-2006.
8:00:2The department is also working towards networking of post offices by setting up a
National Data Centre in National Informatics Centre (NIC) during this plan period.
Similarly, it modernised 29 mail offices and 10 HRO were computerised in the
RMS wing.
8:00:3Even though the computerisation has been made in most of the post offices,
the required posts for the personnels for handling the software and
hardware problems have not been created so far in the Department of
Posts. The existing Postal Assistants of the post offices who know very
well about the systems operations were designated as System
Administrators and are being entrusted with lot of responsibilities and
duties for which no extra remuneration is paid so far.
8:00:4The designation of System Administrator has been coined, created and came into
existence by the multi-national companies for the person who takes care of the
hardware, operating systems and software problems etc. of their organisations.
8:00:5The same nomenclature has been christened to the Postal Assistants who are
deploying for the same purpose in the post offices without any extra
remuneration. From various circulars / orders the department has prescribed
that each division should have one Dy. Systems Manager and each HO at least
two Systems Administrators. The Systems Managers main concentrations are :-
(i) Overall techno supervision of the division;
(ii) Warranty / AMC details with stock of every electronic peripherals
(iii) Getting periodical backups and to keep them in secured places
(iv) Local purchase of electronic items within the powers of divisional Head
(v) Assisting inspectorial officers with regard to electronic transactions;
8:01 The sphere of duty also tends to expand in proportion to expansion of
electronic functions of the department. Whereas the Systems Administrators
are at each HO, the primary accounting and control unit for his own office as
well as SOs under it their main sphere of duty is time to time attending faults
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arising during operational work mass generation of daily reports schedules
etc. obtaining electronic files from computerised SOs by way of CD / floppies
attending smaller rectifiable faults at computerised POs. At regional / circle
level System Managers are there to control over all the general activities like
:-
I. Procurement of peripherals
II. Getting a preservation of periodical backups
III. Maintenance of stock
IV. Follow up warranty and AMC work
V. Centralised purchase of consumables and spares
VI. Coordination among Dy. System Managers and Systems
Administrators
8:01:1 The broad description of duties as performed by the Systems Administrators
are enumerated below:-
(i) They are the incharge of all the hardware problems of the systems provided
in the post offices which require a high level skill in hardware maintenance;
(ii) They are incharge of all operating system problems which require a high level
skill set in the server operating systems (e.g. windows 2000, windows 2003
etc.) & client operating systems (e.g. windows 2000 professional, windows
XP etc.) The problems require detailed troubleshooting and in turn requires in
depth knowledge in both the operating systems.
(iii) They are incharge of all the software used in the department. There are 11
modules used in the Meghdoot Millennium Software, Sanchay Post for SB
LAN, SBCO Software, MIS for divisional offices, HOTPS Software for RPLI,
'E' Payment Software, Speed Net etc. Under different platforms such as
Windows based, DOS based Fox Pro, Oracle etc. Approximately, there are
around 20 software being used in the department and the Systems
Administrator should have an in-depth knowledge in all these software.
Every software has separate module for supervisors and operators, but the
Systems Administrators need to have a thorough knowledge of both the
modules in each and every software.
(iv) They are also functioning the duties of TESTERS. The software released
after a thorough testing by the developers has to put into on site testing
where the tester be present in the point of implementation for a week or so to
check the performance of the software using live and real data. The
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software, thereafter will be put into use. As the above process could not be
adhered in several post offices due to practical difficulties and installed
directly, all the problems being faced / expected to be faced by the testers are
now being tackled by the System Administrators with the added responsibility
of securing the live data as well.
(v) They are also incharge of maintaining all the databases in the office. There
are around 40 databases in Head Post Offices and around 10 databases in
the sub offices. The responsibility of the System Administrators includes
back up, shrinking and the total maintenance of all the above said databases.
This requires in depth knowledge of RDBMS (Microsoft SQL Server) used in
the systems. Many times it is required to write small programmes in the form
of stored procedures and queries in the back-end i.e. server in the
occurrence of errors. This is the exact job of a DBA (Data Base
Administrator) which is a separate job profile.
(vi) They are incharge of all the network problems encountered in offices which
requires a thorough knowledge in the networking, which is also a separate
job profile which includes maintaining physical connectivity devises such as
switch, cables, patch cords etc., and software networking parts such as
configuring Internet Protocol Addresses (address given for identifying a
computer on the network) installing protocols etc., and enabling and ensuring
network securities. The above said job profile comes under the designation
as Network Administrator.
(vii) They are maintaining the security of the network in the office by providing
adequate passwords to the operating system, to the databases and enabling
tracking tools for any mischievous activities in the offices which will have
adverse and serious impact on the carrier of System Administrator.
(viii) They are incharge of all the installations. This includes installation of
operating systems, RDBMS packages and all the required prerequisites and
of course all the departmental software. This is also a separate job profile
known as Installation Engineer.
(ix) They are also incharge of imparting training in computers as well as the
departmental software. This again may be split into two where the training is
imparted in the work place training centres in the regions and on site training
in the offices while implementation.
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(x) They also need to engage themselves in the so-called ergonomics of the
working environment such as installation of Modular Counters, fixing UPS
and other electrical points for computers, etc.
8:01:2 From the above, it could be evident that the job profile of the
Systems Administrators of the postal department includes the job
profiles of Hardware Engineer, Systems Administrator, Database
Administrator, Network Administrator, Installation Engineer,
Programmers to small extent etc.
8:01:3 The Systems Administrator Job is highly responsible consisting of
hardware maintenance, operating systems maintenance, departmental
software maintenance, RDBMS packages and the networking tools etc.
They have to clear all the doubts of the officials over phone even while on
leave with the lost privacy.
8:01:4 Further more, the System Administrators need to accompany the
Inspecting Authorities during inspections of computerised post offices and
has to assist in investigation of frauds and malfunctioning in the
computerised offices to fetch the required data in the required format from
the sever.
8:01:5 The responsibilities of Systems Administrator will not end after the
preparation and despatch of daily accounts by the Postmasters and they
have to generate all the daily accounts of the computerised offices in their
division which is not less than 30 offices in every divisions in bigger cities
and 15 to 20 in rural divisions.
8:01:6 At present, in almost all places, the Systems Administrators are
maintaining the stock of the computers; maintain history sheets even
though there is no specific instructions on the subject. Besides they have
to maintain record of warranty AMCs for all systems and peripherals
including gengets, UPS as the Postmasters are not having or expected to
have adequate technological know how. As any query relating to
technology from the higher ups are being straightway referred to these
Systems Administrators. Similarly they are forced to send proposals on
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technology and obtain quotations for the peripherals. They are ordered to
attest all the quotations and bills pertaining to all related to technology.
8:01:7 There is no working hours prescribed so far and the Systems
Administrators are working more than ten to twelve hours daily. As most
of the problems occur in the closing hours, they are to attend the
problems in the closing hours and in many days they have to stay in the
offices at night if the problems occur at Head Post Offices.
8:01:8 If any installation process with regard to upgradation begins, that could be
done only after office hours and end in the midnight. No honorarium or
no compensation has so far been granted for such work. Similarly, as
new version is released for the software once in four months, and to
attend atleast 20 software installed in the post offices, and also the time
involved for the upgradation around five hours for each office, these
officials are forced to work continuously with heavy risk and responsibility.
No compensation has so far been granted for the excess work, they are
shouldering all along.
8:01:9 Above all, the System Administrator has to travel a lot which has become
part of his job for which no conveyance allowance as entitled has been
granted. These officials have not been provided with phone facilities like
mobile and they are incurring more expenses personally while attending
their work.
8:02 In nutshell, the Systems Administrators are the exploited employees
amidst Postal Assistants. Therefore, this union submits to consider their
plights based on the facts furnished above and request to cause
recommendation on the following:-
(i) Augment a new establishment with a nomenclature of 'Systems
Engineer';
(ii) 100% posts should be filled by conducting a competitive trade test
among the qualified officials working as Postal Assistants and declared
as a promotional cadre to Postal Assistant.
81
(iii) The Educational Qualification may be fixed according to job like
Graduation with Computer Applications. However, the existing System
Administrators may be declared as Ex. Cadre posts taking into account
the practical knowledge, they may be considered 3 years of field
experience for doing away with any trade test. Training for periodical
upgradation of skills may be explored.
(iv) They may please be placed in the existing pay scale of Rs. 6500-200-
10500 considering their arduous nature of job and qualification.
Accordingly the pay scale of System Engineer may be fixed as Rs.
30,000 pay scale with an annual increment of Rs. 1500 p.m. as per the
pay scales suggested by the JCM staff side.
(v) The System Engineer may be declared as a separate cadre in the
Department of Posts at par with other institutions and their promotional
avenues in the cadre shall be fixed at the ratio of 40:40:20 as in the case
of stenographers;
(vi) These higher posts at the ratio of 40 and 20% may be decided
considering the number of systems they handled during the course of
the day.
(vii) The Systems Engineer may be provided with mobile phone at
department cost and they may be granted with conveyance allowance
as per the orders on the subject;
(viii) The Systems Engineer may be granted with adequate compensation for
the excess work, they are performing while upgradation, installation of
systems etc.
CHAPTER - IX
BUSINESS ACTIVITIES AND PLIGHT OF MARKETING
EXECUTIVES
9:00 The Business Development and Marketing Directorate was reorganised into
Business Development and Marketing Directorate in the year 2004-2005 to
provide a sharper focus on marketing. Thereafter similar structures have also
been formed at circle, regional and the divisional level.
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9:01 According to the Directorate report, the revenue from the premium products
handled by the Business Development and Marketing Directorate continue to
grow and the revenue for 2005-2006 stood at 1202 crores compared to Rs.
953.31 crore in 2003-2004, a growth at 26.01% . The net revenue addition over
the revenue earned last year was Rs. 248.79 crore. The target for 2006-2007 is
an ambitious Rs. 1700 crores.
Revenue performance of most premium products has shown a continuous
increase over the year, as can be seen from the table below.
REVENUE PERFORMANCE OF PREMIUM PRODUCTS
Rs. in crore
Sl Product
Year
2000-
2001
2001-
2002
2002-
2003
2003-
2004
2004-
2005
2005-
2006
Premium
Products
1 Speed
Post
151.45 196.27 243 298.36 354.16 408.42
2 Business
Post
111.66 166.29 276.86 365.11 473.06 610.05
3 Bill Mail
Service
------ ---- ---- 5.84 23.09 33.10
4 Direct
Post
------ ----- ---- ---- ---- 0.85
5 Total 263.11 362.56 519.86 669.31 850.31 1052.42
Premium
Parcel
Products
6 EPP 10.52 19.31 26.10 31.45 37.70 45.76
7 Logistics
Post
---- ----- ----- ---- ------ 0.47
8 Total 10.52 19.31 26.10 31.45 37.70 46.23
eProducts 9 ePost ------ ---- ----- ---- ---- 0.30
10 ePayment ----- ---- ----- ----- 0.93 1.26
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11 Total ----- ----- ----- ------ 0.93 1.56
Other
Premium
Products
12 Retail
Post
1.21 2.16 7.87 33.65 50.50 65.11
13 Media
Post
6.05 5.81 5.96 5.75 6.36 28.07
14 Others 1.03 43.96 3.85 7.09 7.54 8.71
15 Total 8.29 52.08 17.68 46.49 64.40 101.89
16 Grand
Total
281.92 433.95 563.64 747.25 953.34 1202.10
9:01:01 The Speed Post is the premium express mail service from India Post. It
offers a time bound and assured delivery service for letters, documents
and parcels upto 35 kgs in weight. This service has been steadily
growing at an impressive rate at Rs. 408.42 crore in 2005-2006.
9:01:02 The Pre-Mailing and Mailing Services offered by the India Post have been
branded as Business Post. This is the top performing premium product.
Out of the total revenue of Rs. 1202.1 crores in 2005-2006, from premium
products, revenue from Business Post come to Rs. 610.05 crores. This is
Rs. 137.05 crore more than the revenue of last year i.e. 2004-2005.
9:01:03 Media Post is a range of media and opportunities offered by India Post for
advertisement of products and services of messages by the corporate
businesses, Government Departments and organisations, international
bodies, as also NFOs, charities and individuals. Advertisements are
accepted on postal stationery, letter boxes, hoardings / posters in postal
premises etc. At Rs. 28.06 crore in 2005-2006, Media Post revenue was
Rs. 21.28 crore more than last year, registering an increase of 313.86%.
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9:01:04 Bill Mail Service was introduced with effect from 15th September 2003 to
provide a cost effective solution for mailing of periodic communications in
the nature of financial statements, bills, monthly accounts bills or other
such items of similar nature, which may be posted by service providers to
their customers. The periodicity prescribed for the communications to be
eligible under the Bill Mail Service is 90 days. At Rs. 33.10 Crore in 2005-
2006, Bill Mail Service revenue was Rs. 13.75 Crore more than last year,
registering an increase of 71.06%.
9:01:05 ePost is a message that is transmitted as an email, but can be delivered
as email to an email inbox anywhere in the world, and / or be printed and
delivered to a postal address anywhere in India as a letter. ePost
revenue in the year 2005-06 was registered at Rs, 62.58 lakhs which is
Rs. 32.17 lakhs more than the previous year.
9:01:06 ePayment Post allows bill connection etc. from a large number of
customers of utilities etc., web based consolidation and transfer of the
amount to the utilities etc. Revenue generation from ePayment during the
year 2005-06 was Rs. 126 lakhs which is Rs. 33.76 lakhs more than the
previous year.
9:01:07 Direct Post is the un-addressed component of Direct Mail, and would
comprise of un-addressed postal articles like letters, cards, brochures,
questionnaires, pamphlets, samples, promotional items like CDs / floppies
and Cassettes etc,, coupons, posters, mailers or any other form of printed
communication that is not prohibited by the Indian Post Office Act 1898 or
Indian Post Office Rules 1933. Revenue generation from Direct Post
from its launch in July 2005 to 31st March 2006 was Rs. 85.34 lakhs.
9:01:08 Logistics Post: So far, the post offices could book only individual parcels
weighing upto 35 kgs. under different parcel services offered by India
Post, like ordinary parcels, registered parcels, insured parcels, and
parcels under Speed Post and Express Parcel Post. Logistics Post
provides for booking of higher loads, even consignment loads. The
service offered include pick up, booking, insurance consignment and
delivery. The whole value chain of logistics is covered. Revenue
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generation from Logistics Post during the year 2005-06 was Rs. 0.46
crore.
9:01:09 Express Parcel Post earned a revenue of Rs. 45.76 crore in 2005-06 and
registering an increase of 21.37%. Similarly the Retail Post has
contributed Rs. 65.11 crore in 2005-2006 registering an increase of
29.82% over the last year.
9:01:10 The Retail Post refers to the service offered by the Department of Posts
leveraging its rest retail and delivery net week. The service include:-
� Acceptance of payment of bills e.g. utilities like Electricity Boards, Telecom
Companies, Gas Supply Companies;
� Sales of various forms, e.g. for UPSC, AFMC, SSC, CAT;
� Sale of various products, e.g. recharge cards of Mobile Phones and sale of
Kodak Products;
� Acceptance of loan applications, disbursement of loans for companies like GE
Money;
� Collection of Data e.g., for Municipal Corporation of Delhi and Registrar General
of India;
� Market Surveys and;
� Verification of addresses for Telecom Companies, Election Commission of India
and others.
� Microcredit on behalf of NABARD.
9:01:11 Acceptance of Income Tax returns in Post Offices- India Post is in the
process of positioning Post Offices as the 'front office' of the Government.
As a part of this effort, in a major tie up, India Post and Department of
Revenue entered into an arrangement for acceptance of Income Tax
returns in Post Offices. The arrangement came into place from 26th July
2006. In the 6 days of July 2006 itself over 3.75 lakh income tax returns
were accepted in post offices, bringing in additional revenue of over Rs.
3.75 crore.
9:01:12 Thus the postal department has ventured business activities and given a
new face-lift for the service. For developing the business activities, a
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Business Directorate has been formed and several JTS / STS level
officers posts have been created. More number of Group 'B' posts were
deployed for the business activities.
9:01:13 Whereas not even a single post has so far been created for the business
activities at grass root level. The Postal Assistants working in other
branches were taken for this purpose and christened them as Marketing
Executives without any remuneration, perks or incentives.
The business expansion in the postal has been established due to the
untired work of these Marketing Executives. It require more skills in
canvassing business for speed post, business post and media post and
the existing Marketing Executives are doing an excellent job resulting to
earn a sizable revenue to the department.
9:02 Under these circumstances, this union put forth the following for your kind
consideration:-
(i) Right now the Postal Assistants academic qualifications in Commerce,
Business Administration (Diploma / Degree) or AMFI qualified officials may
be utilised. In future irrespective of academic qualifications, any officials
qualified in AMFI like examinations. Insurance business may be assigned /
chosen for the job. According to need based level, we can even resort to
imparting training by an recognised and reputed 'B' schools.
(ii) The pay scale of Marketing Executive be fixed as Rs. 6500-200-10500
considering their qualification, skill requirements for the marketing.
Accordingly the pay scales with minimum of Rs. 30,000 with an annual
increment of Rs. 1500 p.m. may be considered as per the scales suggested
by JCM staff side.
(iii) The Marketing Executive may be kept as a separate cadre and promotions in
higher grades may be granted with the ratio of 40:40:20.
(iv) For promoting business at counter level, the incentive / honorarium may be
granted to the staff deployed at the counters for the works for which time
factors have not been assessed like Western Union Money Transfer, Retail
Post etc.
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CHAPTER - X
PROMOTIONS
10:00 Promotional avenues in the Postal Assistant cadre in the Department of Posts is
not attractive as in the case of other Central Government departments like
Railway, Central Excise & Income Tax Customs etc.
10:01 At the best, a Postal Assistant begins his carrier with the existing basic pay of Rs.
4000/- could get his first promotion after 16 years of service in the pay scale of
Rs. 4500-125-7000 and second promotion after completion of 26 years of service
in the pay scale of Rs. 5000-150-8000 . Only few officials could be elevated to
the third promotion of HSG.I.
10:02 It is strongly felt that much injustice is done to the Postal Assistants in as much
as promotions concerned. Therefore, the postal officials should be given atleast
three promotions in their service like LSG after completion of 10 years service;
HSG.II after completion of 20 years service and HSG.I after completion of 25
years of service.
10:03 Similarly more number of HSG.I posts atleast by 20% considering the needs and
developments be identified and upgraded as Group B posts and the same may
be ensured as the next promotion to the HSG.I officials.
10:04 Since the introduction of Selection Grades Rules of 1976 in the Department of
Posts, various schemes like 20% LSG, 2/3rd LSG, 1/3rd LSG, TBOP / BCR and
Fast Track Promotion have not at all yielded the desired promotion avenues to
the clerical cadre. Various attempts to prescribe examination oriented
promotions like 1/3rd LSG, the recently abolished 2/3rd FTP have all proved futile
resulting detrimental to the senior officials. Hence with the recent abolition of Fast
Track Promotion, the normal line of hierarchical promotion for this cadre is
confined to awarding post based selection grades at various levels of services.
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10:05 To mitigate the hardships of the very senior officials not able to get post based
promotions, the existing channel of promotions like LSG, HSG.II are available at
present.
10:06 Before the 4th CPC, for general line officials promotion to PSS Group 'B'
(Gazetted) was available. With implementation of 4th CPC, these promotions to
Group B has been made examination oriented and 6% of the Group 'B' of
superintendents are earmarked. Later on, the IPO & IRMs have also been
allotted 19% of examination oriented promotion to Group B. Till 2003, a
considerable number of general line officials in TBOP / BCR were able to get
promoted by duly qualifying in the Group B examination. The Department of
Posts, all of a sudden without any rhyme and reason has stipulated that TBOP &
BCR officials are not eligible to sit for Group B examination.
10:07 Now with the opening of direct recruitment for Inspector posts / RMS, the Postal
Assistants who have hitherto enjoyed the full cent percent of the inspectorial
cadres by writing examination after earning a minimum qualifying service of five
years is deprived of the percentage of post earmarked for direct recruitment.
10:08 However, since more and more graduates and post graduates are getting
recruitment for Time Scale clerical posts, they are also taking up such direct
recruitment posts by writing the examination conducted by Staff Selection
Commission. In the changed scenario as discussed above, they may not be any
far to the Time Scale clerks to appear for examination based promotions for PSS
Group B or Inspectors.
10:09 In respect of promotion to JAO cadres, those qualified even fifteen years back
are still in the waiting list drawing a meagre amount of special pay in the time
scale cadre. Many of such qualified JAOs after spending too much of money,
time and energy already retired without getting any chance of promotion to JAO
cadre. Unless the system of accounting restructured, right from the post offices
there is no hope of existence of such cadre in future. This union has elsewhere
in the report suggested for putting up such of those wait listed qualified officials in
the primary accounting units of the department. In case, this is accepted, an
immediate requirements of very good number of JAO qualified officials will arise.
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There may be chances for many more examination oriented promotions. In this
way to some extent we can meet the aspirations of the younger generations.
CHAPTER - XI
FOREIGN POST ADMINISTRATION
11:00 Foreign Post Exchange Administration is special organisation functioning
within the inland postal service, unlike the overseas communication
services. There are four major foreign post offices functioning at Delhi,
Mumbai, Kolkata and Chennai with smaller offices in a few other places.
All postal articles, parcels, postal orders and money orders coming into
the country by sea, air for land from foreign countries and despatches
made to foreign countries from India are dealt with in those offices.
11:00:1 With the growth of commerce and industry and development of tourism,
the importance of the Foreign Exchange Postal Administration has also
grown. The Department has introduced changes in the set up and
organisation to keep abreast of the requirements. Previously, the foreign
exchange offices were part and parcel of the Presidency Post Offices of
Kolkata, Mumbai, Chennai and Delhi. To meet the growing requirements
and to specialise the work connected with foreign exchange of mails,
these have been constituted into independent organisations. From time
to time changes in the operations have been introduced in conformity with
the conventions of the Universal Postal Union and with bilateral
agreements with foreign countries.
11:00:2 The Foreign Exchange offices have not only to ensure the proper
handling and disposal of mails received from and despatched to foreign
countries, but also to work fully cooperating with the Customs Department
in checking goods and materials prohibited from export or import and also
in assessing duties on postal articles containing diamonds, gold
ornaments, cheques, currency notes, postal orders, most sophisticated
and complicated miniature machinery parts either to personal use or for
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aviation research, defence, etc. They have to correspond with all
countries with which we have agreements for exchange of postal articles.
11:00:3 The Foreign Exchange office is also required to handle the mails for
diplomats and foreigners in the country. Special process has to be
adopted in handling these mails and particular care and attention is
necessary as it will have reflection on the country and its postal service.
11:00:4 India has concluded separate bilateral agreements with many countries in
respect of the value payable systems for both the letter and parcel post
and agreements concerning the cash-on-delivery system also with some
common wealth countries. A special procedure has been prescribed for
dealing with Foreign Post which is of a high order.
11:00:5 The service rendered by the Foreign Post organisation is different and
wide in repercussion. The staff working in these offices have not only to
be efficient, judicious in handling the articles, watchful, but also possess
high integrity, considering these factors and some special consideration
by nature of work or additional responsibilities entrusted with, the officials
handling these branches may be paid with special pay which is not less
than the quantum of two increments.
11:01 (I) Parcel and Letter Article Assessment
It is the rule and an accepted fact that even unregistered, ordinary foreign
letters, parcels and packets are to be treated as quasi – insured articles
since considerable portion of these articles have been found to contain
valuable articles, currency notes, etc. on examination, some of these
articles contain diamond and gold. Even though there are prohibitions to
send or receive certain goods and articles through foreign post, yet even
explosives, matches and acids are being sent through parcels. These
have to be detected and separated with risk. Because of long transit
parcels containing inflammable goods or dangerous acids get damaged
and they have to be handled with care, opened with caution, packed with
meticulous attention and transmitted. The Postal Assistants working in
these departments have also to face grave health hazards when parcels
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containing old and soiled apparels for distribution to the poor. Whenever
such parcels and letter mail articles are opened, a complete inventory of
the contents has to be prepared to help the customs authorities to assess
duties and then treat such unregistered articles as registered ones. If the
contents of the said articles requires insurance compulsory, then such
articles are being insured for further disposal.
11:01:1 Considering the responsibilities and health hazards, we propose that the
Postal Assistants working in Parcel and Letter Mail Article Assessment
branch in the Foreign Post be granted a special pay of minimum to the
extent of equivalent to two increments per month proposed in the Postal
Assistant cadre.
11:02 (ii) Parcel and Letter Mail Articles Opening and Closing
The work in the Import and Export sections of the parcel and letter mail
departments entails the opening and closing of the Foreign Bags
containing parcel and letter mail articles. In the process, so much of dust
and dirt emanate that the staff working in these branches are coated with
dust and dirt and they have also to inhale the dust causing deleterious
effect on their health. The officials working in these departments are
liable to contract occupational disease such as sinuses and fall sick. In
the performance of their duties, the Postal Assistants have to watch for
the various documents such as despatch notes, customs declarations
forms, Bank guarantees and PP forms that should accompany the parcels
for despatch to foreign countries.
11:02:1 Articles received damaged have to be separated, contents sorted out and
re-packed in such a manner as to be fit for onward transmission. In such
cases a complete inventory of the contents has also to be prepared.
Whenever there is any irregularity or omission, verification note should be
prepared which require timely and follow up action. In case of delay or
failure, the loss sustained to the department may be fixed against the
official as his responsibility. The work in these departments is not only
strenuous but also of higher responsibility and with hazards to health.
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11:02:2 In respect of returned parcels, the foreign administration claims return
charges in SDR (Special Drawing Rights) which is equivalent to Rs. 70/-
approximately. The same SDR should be calculated and returned on the
returned parcel for collection of amount from the sender. If any lapses, in
these process, the onus of responsibilities be fixed on the PA who
attended the work.
11:02:3 In consideration of these factors, we suggest that the Postal Assistants
working in these departments be granted a special pay equivalent to two
advance increments.
11:03 (iii) Mail Department
The nature of work in Foreign Mail Department is of a different nature
than the work performed in the mail department of the inland post offices.
The receipt and despatch of mails are irregular depending on the arrival
and departure of streamers at the port.
11:03:1 Sometimes. more number of streamers arrive at the same time at
different wharfs and discharge heavy load of mails. At times, mails will be
discharged by the streamers berthed out the moorings of the harbour and
the Postal Assistants of the mail department have to receive them even at
odd hours and irrespective of the weather at the convenience of the
shipping agents. They have to work at the harbour and on board the
vessels to receive the mails and sometimes stay overnights.
11:03:2 They have also to be alert and tactful in moving with the officers in the
vessel and move with courtesy and persuasion. In case of damage to
mail bags or seals of the bags or any other condition which may create
suspicion either to their condition or their contents, they should be alert
and careful to make suitable reports to the concerned officers, otherwise
the liability for the damage or loss of contents will be theirs.
11:03:3 Considering these, we suggest that the Mail Assistants doing multifarious
work should be granted a special pay equivalent to two advance
increments subject to a minimum of Rs. 500/- for month.
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11:04 (iv) Strong Rooms
All letters and parcels containing precious stones, currency and other
valuable goods and articles are kept in deposit in the strong rooms till
they are despatched. Letters and parcels worth lakhs of rupees are in
their custody.
11:04:1 They have to keep account of the articles received, issued and in deposit.
The act of any miscreant will lend them in trouble and the nature of job is
very risky and responsible.
11:04:2 In view of the heavy responsibility, all the Assistants deployed in strong
rooms may be granted with special pay to the extent of two advance
increments.
11:05 (v) Administrative Staff
Apart from routine functions as required for the administrative set up of
Department of Posts, the following additional works are being carried out by the
staff deployed in the administrative office at Foreign Post:-
(i) The dealings with regard to Foreign enquires and claims;
(ii) Settlement of all claims;
(iii) Maintenance and settlement of accounts with various Foreign Postal
administrations;
11:05:1 Some kind of special pay or incentive may be paid to the officials who deals
such type of most important and specialised duty.
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CHAPTER - XII
RETURNED LETTER OFFICES
12:00 The Returned Letter Offices which were earlier called as 'Dead Letter
Offices' are functioning under the direct control of the Head of the Circle
but considered as administrative – cum-executive units. They are
independent units.
12:00:1 The functions of the RLO are two fold. Firstly, it functions as an inquiry
office and deals with articles, the delivery of which to the addresses, it is
possible to effect. Secondly, it deals with articles which cannot be
delivered to the addressees or the senders functioning as a deposit office.
12:00:2 Articles remaining undelivered by the post offices are forwarded to the
Returned Letter Offices for disposal. Such articles may be broadly
classified into three groups, viz.
(i) Articles, the delivery of which is possible to effect by due / subsequent enquiries;
(ii)Articles, the delivery of which is possible while on retrial after close examination;
and
(iii) Articles, the delivery of which is impossible and have, therefore, to be kept in
deposit pending lodging of claims or complaints by the concerned parties, and are
eventually treated in the prescribed manner.
12:00:3 The staff working in the RLOs are required to put in their best to ensure
delivery of articles to the addresses by securing all obtainable details from
various books of references. They should open the closed articles,
examine the contents, read the communications and with the knowledge
they gained due to the above process, dispose the articles for effecting
delivery. It is only as a last resort, that articles are to be returned to
senders.
12:00:4 The staff working in the RLOs are bound by the Act of Secrecy in
accordance with Section 38 (i) (b) of the Post Offices Act. They are, as a
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matter of rule, required to commit to memory, the list of Indian Post
Offices in the circle.
12:00:5 Besides having knowledge of all the rules in the various P&T Manuals,
the staff working in the RLO are required to consult Directories, Army
Lists, Civil Lists, Distribution Lists and several other publications brought
out by the states containing information which can be of help in the
disposal of postal articles.
12:00:6 As per Rule 415 of Vol. VIII, the staff in the RLOs are expected to know
many languages as possible. With a view to enthuse the employees of
the RLOs to learn Indian and Foreign languages in the interest of quick
disposal of articles, a language allowance at the rate of Rs. 50/- p.m. Per
additional language (barring the English, Regional and Hindi) was paid to
RLO employees. The staff should be trust worthy and should possess a
good knowledge in English.
12:00:7 For the effective discharge of the functions, the RLO has to remain as an
Information Bureau. The RLO is supplied with all books of P&T
references. Directories, Guides, Sorting Orders etc., Army List, Civil List,
Year-books, Guides and reference books etc. published by various
authorities public and private. As far as the formation so gathered is
maintained in a readily accessible codified form for frequent references.
12:00:8 As the "Public Information" is a too vast field and the compendium in the
RLOs is not up to the mark. Resultantly, the staff deployed in RLO has to
keep themself equipped with current events in all fields of activity in public
life and apply this knowledge frequently while discharging the duties.
12:00:9 The duties (operative and supervisory) in RLO are performed by the
Assistants and Supervisors in LSG, HSG.II and HSG.I. By far the most
important duty performed and responsibility shouldered by the staff are of
a very high order with regard to final disposal of articles treated as
undelivered.
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12:00:10 Unregistered articles undelivered have to be sorted in an alphabetical
order in accordance with the name of the addressee and after the
expiration of one month following the month of receipt have to be
destroyed by burning. The supervisor has to take care that articles likely
to be delivered are not destroyed. Cash and currency notes after entry of
all particulars in RLO records are to be made over to the post office at
Headquarter for credit under 'unclassified receipts' and accounted for.
Postage stamps, court fee and other stamps have to be affixed to error
books after entering full particulars, and obliterated.
12:00:11 British and Indian Postal orders have to be forwarded to the Audit office
after preparing relevant records. Hundis, Bank Drafts, and cheques have
to be destroyed by being burnt after preparing the necessary documents
of particulars for records. All other articles of value must be disposed of
by public auction through recognised agencies and duly accounted for.
12:01 OUR DEMAND
In order to improve the efficiency in the functioning of RLOs, where promotional
avenues are at present meagre the following proposals are made
(i) All posts of Managers should be in HSG.I;
(ii) Considering the strength and to have effective supervision, at least two /
three posts of Dy. Manager in HSG.II be created;
(iii) The Time Factor for sanction of Postal Assistant in RLO should be liberalised
taking into consideration the actual time required for the performance of
several items of work;
(iv) The staff shall be adequately augmented considering the statistical figures
provided in the rules and not as per the observation made by the officers from
the circle office;
(v) The language allowance be revived and improved at least with the minimum
equivalent to one annual increment.
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CHAPTER – XIII
POSTAL STORES DEPOT AND STAMP DEPOT
13:00 Based on the recommendations of P&T Forms Committee of 1957, Regional
Postal Stores Depot were established in July 1962 as separate units placed
under the charge of Superintendent of Post Offices, and, the functions of the
Stock Depots and Forms Stores were transferred to the newly established
"Postal Stores Depot".
13:01 The main function of the PSD is to procure, store and distribute more than 1200
types of forms which are being used in the post office and also to maintain stock
of stationeries, and equipments. There are 46 Postal Stores Depot in existence.
13:02 Similarly for procuring stamps and postal stationeries (printed in Government
Security Presses) and for their distribution to different post offices, Circle Stamp
Depots were established at circle level. There are 22 such stamp depots. The
main duties of the Postal Assistant in the stamp depot are to supply stamps and
stationery in closed bags / sealed bags, account for the supply and submit
statements. Crores of rupees worth of stamps etc. are handled. The special pay
granted to them is meagre and considering the heavy responsibilities risk and
arduous nature of job, the cash handling allowance may be paid equal to double
the rate prescribed for cash handling allowance by the Pay Commission.
13:03 It is most pertinent to submit that no recruitment has so far been made in the
stores depot / stamps depots exclusively. Postal Assistants from neighbouring
divisions are being posted on deputation resulting shortage in their parent
section. Originally, separate independent recruitment for Group 'D' had been
made for PSD and in respect of clerical cadre required officials had been drafted
from the headquarters division which used to notify vacancies inclusive of staff
requirement of PSD. Then all of a sudden, an order for drafting officials from
various postal division to work at PSD / CSD was issued by the postal
Directorate, resulting without any recruitment, the requirements of PSD / CSD
are fulfilled. The postal divisions also spare such officials from their own
establishment of staff strength. Resultantly the sufferings of every such division
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with more and more shortage of staff is visible. Hence status-quo ante by
drafting officials from headquarters division may be restored. Any individual
request to work at PSD / CSD may be considered on merits of each case.
CHAPTER – XIV
GRANT OF RISK ALLOWANCE FOR SUB POSTMASTERS IN TIME
SCALE
14:00 A vast number of Postal Assistants are working as Sub Postmasters in
the Sub Post Offices with two Postal Assistants, one PA and without a
Postal Assistant. In post offices with two Postal Assistants and one clerk,
they have definite supervisory work over the clerks and other staff like
Postmen, Group 'D' and Gramin Dak Sevaks. Even in respect of an office
without a Clerk, otherwise called as single handed 'C' class sub office, the
Sub Postmaster is expected to exercise control and supervise over the
work of Postmen, Group 'D' and Gramin Dak Sevaks.
14:00:1 Thus the Sub Postmasters working in these offices called 'A', 'B' and 'C'
depending upon the number of Assistants working under them performing
operative duties as well as supervisory work. They are also responsible
to the Divisional administration, Head Office and the members of the
public in the matter of implementing various schemes of department just
like the Postmaster of higher post offices. These A, B and C offices are
generally located in small towns and as adjuncts to higher offices in cities,
the SPMs have further to bestow much attention and time in their
dealings with the public whose demands for satisfaction now-a-days are
really exacting.
14:00:2 In fact, the Sub Postmasters have become a part and parcel of the life of
the community and in fact he is the Public Relation Officer, the liaison
between the state and the people. They are either jointly or individually
held responsible for the cash, postal stationery, valuable and other
articles of stock in the custody of the post office.
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14:00:3 A large number of rural post offices called Branch Post Offices are placed
under their jurisdiction. Every transaction done in the Branch Offices has
to be carefully scrutinised by the Sub Postmasters and incorporated in
their office accounts. Effective control over the cash and stamp balances
held by the Branch Postmasters under him is one of the important duties
of the Sub Postmaster. It is his responsibility to regulate and keep a
watch over the cash and stamp remittances between the sub office and
the branch offices and vice-versa. In this regard the SPM should function
like HPM with reference to cash remittances, consolidation of preparation
of BO account etc.
14:00:4 Thus the Sub Postmasters are called upon to perform all the multifarious
duties attached to all the branches of a post office.
14:01 Considering the responsibilities of the Sub Postmaster, the Sub
Postmasters were granted a sum of Rs. 10/- called 'Charge Allowance'
with effect from 01-04-1967 to compensate the supervisory duties. This
was subsequently revised as Rs. 20/ & Rs. 25/- after the implementation
of Third Pay Commission.
14:01:1 The Charge Allowance granted to these Sub Postmasters were taken
back as matching savings for the grant of TBOP (LSG) promotion w.e.
from 30-11-1983 apart from the staff cut of 5% in operative and 15% in
supervisory cadre. There is a vast change in the TBOP / LSG position
and now the TBOP has been termed as Financial Upgradation just as
ACP extended to other Central Government employees. In the absence
of any recognition for the extra responsibilities being shouldered, now
there could not be found enough volunteers to man the posts.
14:01:2 In the recent past the whole chunk of RD, MIS & Senior Citizen schemes
work has been decentralised to SOs level. Besides in respect of
centralised items of work like Savings Account, TD etc. more powers
have been delegated to SOs. For example, issue of duplicate passbooks,
premature closure of RD accounts, the unlimited power of acceptance
and closure of senior citizen accounts etc.
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14:01:3 Notwithstanding the clearance of arrears posting of RD and MIS ledgers,
the premature closure of RD accounts consumes a lot of work and time
for calculating interest bearing balances for so many years and months
and application of various rates of SB accounts from time to time. With
no provision of revision of establishments and addition of time factors for
all the above works, the SPMs are burdened with not only the additional
work but also additional and sensitive accountability which were not in
vogue at the time of existence of charge allowances etc.
14:01:4 Even before decentralisation of above categories to SOs from 01-05-2000
onwards all SOs were burdened with payment of commissions to agents
at source and deduction of Income Tax at source and maintenance of
relevant records for all these items.
14:01:5 The hectic popularisation of RPLI, involves the preparation and issue of
receipts, securities, accounting etc. for which no norms are fixed and
most of the time, the SPMs are involved to popularise RPLI with specific
target to accomplish out of their normal working hours.
14:01:6 Therefore since the traditional concept of charge allowance has
undergone a sea change and withdrawal of such charge allowance under
TBOP scheme has no any direct nexus with the present day increase of
additional workload on financial accountability, we, therefore, propose
that the Sub Postmasters working in all post offices should be granted
with 'Risk Allowance' which was earlier treated as special pay for all
purposes at the following rates.
Sub Postmasters in HSG Rs. 750/- p.m.
Sub Postmasters in LSG Rs. 600/- p.m.
Sub Postmasters in 'A' class Rs. 500/- p.m.
Sub Postmasters in 'B' class Rs. 400/- p.m.
Sub Postmasters in 'C' class Rs. 300/- p.m.
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CHAPTER – XV
PLIGHT OF JUNIOR ACCOUNTS OFFICER EXAM PASSED
OFFICIALS
15:00 After the decentralisation of accounts come into effect in the Department of Posts
w.e. from 01-04-1976, the department conducts Junior Accounts Officer
Examination for promotion to the grade of JAO. The Postal Assistant, Sorting
Assistants working in the PO and RMS offices and administrative offices are
eligible for appearing in the said exam. These posts of JAO in postal accounts
organisation is comparable in all respects with the JAOs of other Accounts
organisations in Central Government organisations like Defence, Railways,
Telecom etc.
15:01 There are many officials awaiting for their absorption as JAOs after
qualifying the examinations some fifteen years before. The Government
had granted a special allowance equal to two increments in the cadre
presently held by the qualified official to those candidates was passed the
said exam and awaiting for the promotions.
15:02 This special allowance is also taken into account for fixation of pay on promotion
vide Directorate letter No. 8(1)/2004/PA-Admn/1/ 501 to 544 dated 28-10-2006.
This will not mitigate the real problem of the qualified officials in expertise exam
in accounting and awaiting for regular absorption. They may be utilised as JAOs
by creating posts for Business Directorate including Speed Post and also in PLI
Directorate for the activities of PLI / RPLI. They may be deployed in regional
offices and SBCO for instant accounting. If this has been not considered and
protracted on one pretext or the other, the well-qualified candidates are
becoming frustrated. This may be given due consideration.
CHAPTER – XVI
POSTAL SIGNALLER
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16:00 Even though, the work of receiving, transmitting and delivery of telegrams was
the concern of the Department of Telecom, there are many combined post offices
doing telegraph work. The post office clerk who man the telegraph work is called
as Postal Signaller.
16:01 The Signallers in the postal branch are chosen for special, long and exhaustive
training in telegraphy in all its complicated aspects and they were granted
advance increments for the training. They are also called as combined hands.
16:02 At times, when such combined hands are not available for manning the telegraph
branches in post offices which requires a special skill and knowledge, the other
Postal Assistants are deployed in telegraph branch to receive and transmit
telegrams over phones. But they have not been given any incentive / special pay
so far.
16:03 The demand of granting a special pay of Rs. 60/- p.m. for such officials on the
analogy of the special pay granted to phonogram operators in telegraph offices
was placed in the Departmental Council JCM and it was agreed to remit the
issue for the consideration of 5th Pay Commission.
16:04 The department, instead of recommending the issue has taken a negative stand
and denied the justified demand. The risk and responsibility over receiving and
transmitting telegrams had not taken note of. When the job of a technically
qualified official is being performed by an unqualified official, there is every
justification to grant special pay duly satisfying the conditions laid down in FR 9
(25) on the ground of specially arduous nature of duties and shouldering
additional responsibilities.
16:05 It is therefore requested to consider the nature of job and risk and recommend a
special pay of Rs. 500/- p.m. atleast to the Postal Assistants deployed in the post
of combined hand.
16:06 Now, it is the time for popularisation of e-post, a very good substitute for telegram
since more and more state Governments are also moving towards e-governance.
Moreover with the successful implementation of IMO, we can very well
discontinuance the concept of TMO. Till such time a complete switching over to
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electronic handling of these items of work we request to consider and
recommend a special pay of Rs. 500/- p.m. to those deployed for such work.
CHAPTER – XVII
TREASURERS AND ASSISTANT TREASUERES /
CASH HANDLING ALLOWANCE
17:00 The Postal Assistants with not less than ten years of unblemished record of
service and integrity only are posted as Treasurers and Assistant Treasurers on
tenure basis. They have to furnish a security of Rs. 3000 during their tenure.
Because of the heavy cash handled and stamps responsibility, their tenure has
been fixed only for two years.
17:01 The Treasurers and Assistant Treasurers working in Head Post Offices and large
sub offices are saddled with heavy cash and stamp responsibilities as can be
ascertained by a perusal of the duties performed by them. Some of their very
important duties alone are enumerated below:-
(i) To hold Joint Custodian / Charge with the Postmasters and Sub Postmasters
not only for cash, stamps but also for the insured articles of the letter and
parcel mail in deposit and also keep secured of Indian Postal Orders, all
Cash Certificates and all saleable items under his custody.
(ii) To effect payment of all sums of money due to the members of the public by
way of bills, PLI, Policy dues, house rent etc.
(iii) To effect payment of all sums of money due to the members of the public by
way of bills, PLI dues etc.
(iv) To effect payment of pension, gratuity, commutation amount, GPF,
accumulations and advances etc.
(v) To remit and receive cash and stamps from the subordinate offices.
(vi) To disburse cash to the postman and GDS MDS for payment of Money
Orders and collect the cash from them in respect of unpaid money orders.
(vii) To collect cash from the postman and GDS MD towards the unpaid articles
entrusted to them and also receive the collections on account of parcel
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postage and customs duty towards inward foreign letter and parcel mail
articles.
(viii) To supply cash to the counter clerks for disbursing payments to the public
and to clear the cash collections from the counter clerks periodically to
ensure that heavy cash is not left with the counter clerks.
(ix) To draw cash from the Bank / Sub Treasureries and remittance of surplus
cash in the same way.
(x) To place indents on stamp depot for supply of postage stamps and other
postal stationery.
(xi) To receive from the Postmaster and several departments of the office all the
treasury and bank receipts and vouchers, receipts forming part of the cash
balance and all other articles, documents and property to be kept in his
charge.
(xii) Apart from this the problems being faced due to fake notes by these officials
result heavy loss every month. There is no proper training to detect fake
notes.
(xiii) Preparation of postmaster cheque for any payment of Rs. 20000/- and above
by HO and all SOs;
(xiv) Performance of clearing house duties which are time sensitive and financial
risky. In most of the stations two time attendances are prescribed. Even
otherwise as the DG's instructions issued in 1997, two times attendance for
clearing house should be ensured;
(xv) To maintain stock and sale of application forms for UPSC, State Public
Service Commissions, Universities and Colleges etc;
(xvi) To stock and sale of CRF stamp;
17:03 The cashiers in Administrative offices whose duty is only to disburse cash for the
bills were granted special pay as per the Fifth Pay Commission
recommendations under para 62.13 which is interalia.
Amount of Cash Handled Rate of Special Pay
Upto Rs. 50,000 Rs. 75 per month
Above Rs. 50001 and upts 2 lakhs Rs. 150 per month
Above Rs. 2 lakhs and upto 5 lakhs Rs. 200 per month
Above Rs. 5 lakhs and upto Rs. 10 lakhs Rs. 250 per month
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Above Rs. 10 lakhs Rs. 300 per month
17:04 Even though there was the heavy responsiblity on account of cash, stamps, and
other valuables on the Treasurer and the Asstt. Treasurer in post offices, the
department did not recognise their hard services and appreciate.
17:05 To our dismay, the recommendations were implemented for the cahiers working
in Administrative offices and RMS offices and the Treasurer working in the post
offices are being paid with only Rs. 120/- & Rs. 160/- only doubling the allowance
paid prior to the implementation of 5th Pay Commission.
17:06 The irony in this is the cashiers of RMS offices received the remittance of cash
required for their offices only from the adjacent or nearby post offices. The
Treasurer of post offices thus handles more cash than his counter part in RMS
called cashiers. This is nothing but an anomaly and unjust which this union
requests to quash. There should be only one nomenclature as cashier or
treasurer which may please be decided to end this discrimination.
17:07 There is another anomaly existed in the grant of cash handling allowance. The
officials handling cash at 'A' class offices by maintaining TCB are not being
granted with Treasury allowance even though those offices fulfil the condition
and the requirement of cash handling. The cash handling allowance, thus to be
granted to the officials handling cash at 'A' class offices.
17:08 Similarly, all the SPMs working in 'B' & 'C' class offices may also be granted cash
handling allowance if they fulfil the minimum prescribed in the rates of cash
handling allowance.
17:09 Further present practice of obtaining fidelity / security bond from employees for
handling cash should be dispensed.
17:10 It is further requested that the nomenclature of cash handling allowance may be
changed as special pay and included for all benefits like DA etc.
17:11 It is requested that at least the quantum of special pay should be equivalent to
that of two advance annual increments.
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CHAPTER – XVIII
CASH ALLOWANCE TO SUB POSTMASTERS PERFORMING
TREASURY WORK
18:00 The Staff Side placed in the Departmental Council JCM to grant cash allowance
to the Sub Postmasters in single handed and double handed post offices for
handling cash in the absence of any designated treasurer. Since no agreement
could be reached on this demand, a disagreement was recorded and the staff
side went for arbitration. The terms of reference for arbitration was "Grant of
Special Pay to Sub Postmaster for performing duties of cashiers."
18:01 After the process of arbitration, the Board of Arbitration gave the award in CA
reference no. 1 of 1990 as below:-
"Having carefully considered the material on the record and the merits of the
case and having given our careful consideration to the arguments advanced by
the parties representatives and having taken into account all other relevant facts
bearing on the matter in issue between the parties, we give the following award:-
18:01:1Sub Postmaster in single / double handed post offices responsible for handling /
custody of cash shall be paid the following special pay:-
Amount of cash handled on an average
per days (In Rs.)
Special Pay (Rs. per month)
10,001 to 20,000 20/-
20,001 to 50,000 25/-
50,001 to 1,00,000 30/-
Above 100,000 35/-
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This award shall take effect from 13th Day of May 1989. Dated this the 7th Day of
March 1991."
18:02 The Government accepted the award and has granted cash allowance to Sub
Postmasters in single and double handed post offices vide Postal Directorate
letter No. 6-4/80-PAP dated 25-02-92.
18:03 Whereas the similar allowance has not been granted to the Sub Postmasters of
other SOs where there is no treasurer and the Sub Postmaster himself has to
handle and function as Treasurer in addition to his own duties. The demand of
the staff side for consideration of deserving demand in extending the similar
benefits to other Sub Postmasters working without designated treasurer has
been protracted or denied on one pretext or the other.
18:04 It is therefore suggested to consider to extend the benefits to all Sub
Postmasters for handling cash at the rate fixed for cash handling allowance to
cashiers / treasurers and remove the anomaly which is in existence from 1991.
CHAPTER - XIX
COUNTING OF PAST SERVICES OF RTP
(RESERVED TRAINED POOL)
19:00 With a view to meeting the shortage of staff due to absentees and other
causes and also to manage the increased flow of traffic and also to curtail
expenditure on overtime, the P&T Department has introduced the RTP
(Reserved Trained Pool) Scheme vide its No.60-36/80-SPB dated
30.10.1980.
(Annexure-11)
19:01 The Main criteria & condition of the scheme was as follow: -
"At the time of each recruitment, after the select list is drawn up, an
additional list of candidates know as Part 'B' or Part II is prepared for each
recruiting Unit. The Part 'B" or Part II list is meant for filling the drop outs
in the main selection list'. In addition, a further list of candidates uoto 50%
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of the number of candidates in the main list, is to be drawn up which is
which is called Reserved Trained Pool.
19:01:1 All these candidates will be imparted 'training and after training, they will
be utilized for maximum of 8 hours per day on daily wages (on hourly
basis). Their eventual absorption as regular staff will, however, be in the
order of merit and they will be absorbed in regular vacancies after the
absorption of the select candidates at the 'main list' of the batch. The
RTPs will be given priority of absorption against vacancies for next
recruitment. Thus, the main select list subsequent recruitment will be
listed below the 'RTP's of the previous recruitment.
19:01:2 The P&T Department has subsequently caused orders restricting the RTP
selection vide its letter No.60-31/81-SPB I dated 13.6.82 in which the
additional list of RTPs to be drawn was restricted to 15% of clerical
sanctioned strength of the Division.
19:01:3 Later this 'scheme' was extended to LDC and Postman cadres in August
'82 and March '85 respectively. Ultimately the 'RTP' scheme was
discontinued in March 1986 vide DG P&T No.60-31/91-SPB-I dated
4.3.1986.
19:01:4 Thus the P&T Dept. stood to gain by utilising the RTP services at cheaper
cost though they were full-fledged trained staff and performing their duties
and responsibilities on par with regular Postal Assistants / Sorting
Assistants but without any other normal benefits, as for regular staff.
19:01:5 They were paid at the hourly rate for not exceeding 8 hours duly per day
on monthly basis. Between 1980 and 1983, there were six half yearly
recruitment. In 1983, the department has taken one policy decision of
granting one Time Bound Promotion to the operative cadres resulting in
reduction of 5% in the total strength of clerical and 15% in supervisory
cadre with immediate effect, vide its order No. 31-26/83-PE.I dated 17-12-
83.
19:01:6 Similarly, the department has started abolition of running RMS sections
and also concentration of mail handling in Stationary Mail / Sorting Offices
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by Day-sets, almost eliminating Night Sorting Offices in 1983, in the same
year resulting surplus staff in the RMS. This resulted in reduction of posts
of Sorting Assistants in great numbers. The sudden implementation of
these two decisions by Government and consequent ban on recruitment,
non-filling of vacancies including existing, future, retirement and
promotional adversely affected the prospect of regular absorption of the
RTPs for a long time. But they were utilised as Short Duty Staff
continuously. Virtually affecting the absorption of RTPs as SAs in RMS
Divisions.
19:01:7 The position of permanent absorption caused to some extent in 1986 and
they could be absorbed as Postal Assistant / Sorting Assistants in small
numbers and final batch of about 2900 RTPs were absorbed in January
1990 on the directions of the Supreme Court.
19:01:8 In effect, such RTPs had become the victim. Most of them had become
over aged and orders of the competent authority viz. DG (P) were
obtained for relaxation of age limit for their appointment.
19:01:9 A random check of the Service record of the erstwhile RTPs thus
appointed as Postal Assistants / Sorting Assistants will show that about
50% of them would be ineligible for Full Pensionary benefits as their
qualifying service would be less than 33 years at the time of their
superannuation. Consequently their family pension will also be less when
it becomes due.
19:01:10 Therefore the staff side put the demand time and again and in all the
Periodical Meeting to count the past services of RTP for the limited
purposes of promotion and pensionary benefits which would not be
detrimental to the interest of any other staff.
19:01:11 The said demand is being rejected on the following grounds regularly.
(i) In the meeting held with Minister on 23-10-2001, Member (P) informed that
the demand could not be accepted since the RTP Recruitments were made
outside the Recruitment Rules.
110
(ii) The Directorate in its letter NO. 10-7/2003/SR dated 04-11-2003, while
communicating the stage of progress of various demands, it is informed that
the demand of the union being contrary to the judgment of the Apex Court
(S.C. Judgment dated 01-08-1997 in OA Nos 30-123 of 1996) is not
acceptable and the case closed.
(iii) In the periodical meeting of JCM (Departmental Council) held on 18-11-2003,
while discussing this issue under item No. 9, the similar reply citing S.C.
Judgment was given to the staff side.
19:01:12 The department has closed its mind in this issue without minding various
developments taken place after the issue of Supreme Court judgment on 01-
08-97.
19:01:13 The Supreme Court judgment pertains mainly to the absorption of all
erstwhile RTPs and against various pronouncement in CATs in favour to RTP
Personnel.
19:01:14 In the said judgment the remark passed on the counting of past services is
restricted to appear in the departmental examination only. There was no
mention for Promotion & Pension benefits. The extract portion is furnished
interalia:-
"In C.A. Nos. 127-130 of 1996, the RTPs who have been regularly
absorbed in the year 1988 have been given the benefit of counting their
service as RTPs for the purpose of their eligibility to appear for the
departmental examination. The relevant rules provides that the
candidates must have put in atleast 5 years continuous satisfactory
service in one or more eligible cadres before they can appear for the
examination.
19:01:15 The eligibility is related to five years service in the cadre. Any service
which was, rendered prior to regular appointment in the cadre cannot
count for the purpose of this rules because it cannot be considered as
service in the eligible cadre. The Tribunal was therefore wrong in granting
RTPs the benefit of service rendered by them prior to their regular
111
appointment, for the purpose of their eligibility to appear for the
departmental promotion examination".
19:02 It is pertinent to place before the 6th Central Pay Commission about the
correct position and justification of our demand for kind consideration.
19:02:1 The RTP candidates were recruited only on observing the recruitment
procedures outlined in DG P&T letter No. 60/36/30-SPB.I dated 30-10-
1980, as applicable to regular employees and utilised as Short Duty Staff
and ultimately given appointment as Postal Assistants.
19:02:2 The Apex Court's judgment in the O.A. Nos. 80-123/1996 etc. is quite
different except the above observation stated in para supra and mainly
dealt with the claim of all privileges as was extended to casual labourer.
The above was the casual mention and not relation to main O.A.
19:02:3 Under Article 368 of CSRs (Rule 14 of CCS (Pension) Rules 1972),
periods of service paid from contingencies do not count as qualifying
service for pension. In some cases, employees paid from contingencies
are employed in types of work requiring services of whole time worker
and are paid on monthly rates of pay or daily rates computed and paid on
monthly basis and on being found fit, brought on to regular establishment.
In pursuance of the recommendations of the council, it has been decided
that half the service paid from contingencies will be allowed to count
towards pension at the time of absorption in regular employment.
19:02:4 Such being the case for contingent staff, the RTPs utilized as 'SDC'
performed all the duties and responsibilities as Postal Assistants / Sorting
Assistants with their duty period extended upto 8 hours per day and
wages on prorata to PA cadre for the period of duty computed and paid
on monthly basis, are therefore, on a much worse footing than the
contingent staff, and extending the benefit of the period spent by them as
'SDC' to count for 'Qualifying Service' would be fair, reasonable and
justified.
112
19:02:5 Similarly extending the benefit of their duty as RTP towards qualifying
service also deserves consideration on the analogy of
(i) Rule 22 of CCS (Pen)
Rules 1972
Period spent on training 3 months
(ii) Rule 48-B of CCS (Pen)
Rule 1972
On voluntary retirement Up to 5 years
(iii) Rule 21 of CCS (Pen)
Rules 1972
EOL on MC Maximum at a time 5 years
(A period of shortfall to maximum qualifying service of 33 years, subject to a
maximum of 5 years)
19:02:6 When Rules 48B & 21 provide periods not covered by actual performance
of duty as qualifying period for pension etc., non-extending similar
concessions to RTP who actually performed work of the department is
against natural justice.
19:02:7 During 1960s, officials with the designation as "Learner' were recruited
and subsequently regularised as Postal Clerks. Their past service as
Learner were taken as Qualifying service in the department. The similar
analogy may be applied to this RTP personnel also.
19:02:8 The S.C. Judgment pronounced in R.K. Pande & Others Vs. Steel
Authority of India & Others (1994-4. Sec. 304) may be applied to the
RTPS also by regularising their services from the date of joining.
19:02:9 Hon'ble Principal Bench of CAT ordered to extend service, pensionary
benefits to the Non-Statutory Departmental Canteen employees in OA
Nos. 572/96 & 2136/98. Resultantly the benefits of entire past service
prior to the declaration of Departmental Canteen employees (as
Government servants) for counting towards pensionary benefits have
been given to them vide the Do P&T in its OM No. 12/9/2000-Dir (C)
dated 08-11-2000.
113
19:02:10 Such being the case, the service rendered in private canteens were taken
as qualifying service, why not the service rendered as RTP when similar
to Postal Assistant be extended to them for Pensionary & other benefits.
19:02:11 Hon'ble CAT, Ernakulam Bench adjudged in the OA No. 1410 of 1995 in
favour of RTPs to count the period of service as Qualifying service for
promotion, Pension and Back wages.
19:02:12 Even after the Supreme Court casual observation in the OA No. 127-130
on 01-08-1997 the CAT, Hyderabad pronounced a judgment ordering to
count the past services of RTP for all purposes in its OA No. 798/97 & RA
No. 83/98.
19:02:13 All the postal federation in order to mitigate this issue which is prolonging
over one decade, has included the demand as one of the item in the
charter of demands in the proposed strike w.e.f. 15-03-2005. During the
conciliation meeting, the Secretary, Department of Posts agreed to re-
examine the issue as per rules and also keeping in view the judgment of
the Apex Court in such cases.
19:02:14 The Secretary has agreed to review their plight only in consonance with
the Apex Court judgment pronounced in the favour of P & T Canteen
employees and their past service in private employment has now been
taken for calculation of the pensionary benefits.
19:02:15 Based on the same, the Secretary, Department of Posts has referred this
matter and recommended to Department of Personnel and it was once
again rejected by the Department of Personnel.
19:02:16 The extract portion of the JCM Departmental Council Meeting for the
meeting held in 2004.
Item No. 9:Treating the services rendered as RTP
Reply:The matter was taken up with the Department of Pension &
Pensioners Welfare, Ministry of Personnel, Public Grievances and
Pensions requesting to examine the matter regarding counting of the
service rendered as RTP at least for Pensionary Purpose. The
114
Department of Pension and Pensioners Welfare, Ministry of Personnel
and Public Grievances and Pensions has informed that it is evident that
the RTP was a standing pool of trained reserve candidates for Post and
RMS offices to meet short term recruitment needs relating to shortage of
staff due to absenteeism and other reasons. They were engaged
according to the needs subject to maximum of eight hours per day and
were to be paid wages at hourly rates fixed from time to time. They were
given priority against the vacancies for subsequent recruitment. In view
of above, it is very clear that RTP was a pool to keep a list of candidates
for short-term needs and who were paid on hourly basis. Service
rendered on hourly basis cannot be equated with regular or even adhoc
service. Further, these employees have already agitated their case upto
the highest court of the country and there does not seem to be any case
to agree to their demand, which is totally against the laid down rules,
which are applicable uniformly to all employees of Government of India.
(F.No. 37-19/2003-SPB.I)
19:02:17 The Department of Personnel while disposing the recommendation of
department at least to include the service for pensionary purpose has not
considered the various precedences, court verdicts etc. and only with the
closed mind, it disposed the life of the 50% employees who could not get
full pension due to want of qualifying service.
19:02:18 Having rendered service almost identical to regular Postal Assistants /
Sorting Assistants but on daily wages only and ultimate lesser pensionary
benefits because of such a long prolongation for their actual absorption,
their cause is reasonable and justified deserving for consideration as one
time settlement.
19:02:19 We request the 6th Central Pay Commission to consider and render
justice to the deserving genuine case of RTPs only taking their past RTP
services as Qualifying services for all purposes.
CHAPTER - XX
GRANT OF SUMPTUARY ALLOWANCE TO POSTMASTERS
115
20:00 The Postmasters by virtue of the post they held, have to interact and entertain
VIPs representing public, professional bodies, institution & service officers for
business activities in their day-to-day official life.
20:01 In order to maintain prestige of the post, it becomes very essential at least to
offer a cup of tea / coffee to the visitors as a matter of courtesy and in this way,
the postmasters are spending huge money ranging from Rs. 200/ - to Rs. 500/-
per month depending upon the size of the post office and other factors.
20:02 The postmasters are not well paid staff and and their pay and allowances are
also not in consonance with the duties and responsibilities entrusted to them.
20:03 In these circumstances, it is requested to grant sumptuary allowance to the
postmasters depending upon the size and grade of the office.
C, B & A Class Rs. 300/- per month
LSG / HSG.II Rs. 450/- per month
HSG Rs. 600 per month
20:04 This gesture will go a long way in uplifting the morale of the postmasters in the
eyes of public which is most important.
CHAPTER - XXI
LEAVE RESERVE
21:00 The existing sanctioned strength of Leave Reserve Clerks for post offices to the
extent of 11% is found to be quite inadequate. Consequently the inconvenience
caused to the operative staff to manage the shortage of staff prevailing to the
extent of more than 30% and in the matter of timely relief whenever they need
leave on any kinds for even emergencies and also to the administration in
arranging relief are indescribable.
116
21:01 All LSG, A & B classes are kept short handed over years and the existence of
leave reserve had lost its significance. This throws additional work not only on
the rest of the staff but also on the postmaster and supervisory staff who are
obliged to do the duties of the Postal Assistants at the counters everyday, leaving
their legitimate duties to be attended to at late hours.
21:02 It is the fact to be admitted that on account of the inadequacy of the staff, the
services rendered to the public cannot be maintained at the peak level of
efficiency and this will ultimately result in the prestige of the department being
lowered.
21:03 More and more influx of women folk in the department burdens with more and
more social obligations with better environment. Availment of leave with or
without pay is on the increase and natural bio composition for ladies require more
absence of active work. With heavy shortage of staff, it is impossible to go for
combination of duties to carry out the absentees' work. Hence there is a clear
justification for increase of leave reserve to 20%.
21:04 It is most pertinent to mention that the Fifth Pay Commission in its
recommendations stated that 'all the ministries having a higher concentration of
women employees may consider to provide for higher leave reserve'. But this has
not been carried in the Department of Posts.
21:05 The percentage of leave reserve in post offices was fixed many decades ago
with the expansion of postal services and ventured various business activities
and works, it is not possible to cope up with the increased workload.
21:06 It is therefore suggested that the percentage of the Leave Reserve Postal
Assistants in the post offices should be raised to 20 percent.
CHAPTER – XXII
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Scrapping of Screening Committee & Restoring Recruitment Powers
to the Circle Heads
22:00 The Ministry of Personnel, PG & Pensions in its OM No. 2/8/2001/plg
dated 04-05-2001 stated interalia:-
"The Finance Minister while presenting the budget for 2001-02 has stated
that all requirements of recruitment will be scrutinised to ensure that fresh
recruitment is limited to 1 percent of total civilian staff strength. As about
3 percent of staff retire every year, this will reduce the manpower by 2
percent per annum thereby achieving a reduction of 10 percent in five
years as announced by the Prime Minister."
22:00:1 Based on the decision, each Ministry has formulated a concept of Annual
Direct Recruitment plans through the mechanism of screening
committees. The power to fill up the vacant posts as and when available
by the Circle Head (i.e.) Chief Postmaster General, etc. has been frozen
and the Head of Circles are required to submit proposals for filling up
posts to the Screening Committee of the Department.
22:00:2 The Screening Committee is taking its own time and meanwhile the
resultant shortage in the postal divisions exceeds 25 percent of the staff
strength both in the Postal Assistant (Operative) and Supervisory cadres.
22:00:3 Though orders are there to fill up the vacancies earmarked for
promotional quota in Postal Assistant cadre, most of the vacancies are
not being filled up due to the tough syllabus, which the Postmen and
Group 'D' officials could not compete. With a net result Postal Assistant
vacancies are kept unfilled up over five years as residual vacancies.
22:00:4 Even though there is a slight decrease in the volume of mails handled,
there is enormous increase in the other areas of postal operations. The
work in SB & RD has been increased manifold, which the present staff
could not cope up with the backlog and arrears of work, therefore become
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inevitable with an indirect impact of frauds going on undetected besides
lethargic service to public.
22:00:5 Besides the existing staffs are being diverted from the Central
establishment without minding the workload to attend the services of
VSAT, Speed Post, Express Parcel, Mass Mail, SB LAN, Marketing
Executives, E-mailing, System Manager, Project Officers etc.
22:00:6 There are several new schemes introduced in the Department of Posts in
the recent past like issue of TVS hire purchase, Western Union IMT,
Passport, IDBI, SBI Mutual Fund, UTI, Oriental Insurance, Payment of
Pension through SB for EPF, Sale of Magazines like Vasan Publications,
Kumudam, and commodities like Sri Krishna Sweets, Arockia Milk,
Aravanai Payasam, Kaveri Theertham etc. Besides the Rural PLI policies
were procured four times above while comparing 2000-01.
22:01 This union neither oppose the new schemes nor hesitate to work beyond
the clock in the interest of the Department. However, it is the fact that the
staff are over burdened and unable to carry the service with more
enthusiasm. Adequate staff are not augmented so far. The proposals for
augmentation of 5000 Postal Assistant posts exclusively for the RPLI
work had been turned down by the Planning Commission in 1998.
Unmindful of the workload and the declining efficiency of the department
not even a single post has been created for RPLI work. The business
against 91054.30 millions of PLI, the RPLI business has grown to the
extent of 1,85,209.30 millions for which not even a single staff is
augmented.
22:01:1 A sizeable number of operative staff are deputed to PLI / RPLI without
creation of justified posts for this work (PLI / RPLI). Likewise for units like
PSDs (Postal Stores Depots) the entire clerical staffs are drafted from
other postal operative offices; in early years, clerical staff for PSDs were
used to be recruited and kept with the parent division where the PSDs are
functioning. By a mere executive order for drafting clerical staff from
adjoining divisions, so many number of posts at all these PSDs are
manned without any recruitment in any divisions.
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22:01:2 It is pertinent to submit that the Department of Posts had also informed
the Ministry of Personnel & MOF about its inability in reduction of
establishment as more number of posts were already surrendered for
TBOP, BCR, HSG.I promotions etc. as matching savings and further
deputation will deteriorate the service. This has been summarily rejected
by the earlier Government and the bureaucrats. Especially in rural areas,
the reduction will result closure and sometimes withdrawal of services.
22:01:3 Apart from abolition of 2 posts against 3 vacancies, MOF orders issued
much earlier around 1994 for abolition of a post automatically when it is
kept unfilled for more than a year is also a bolt from blue. Moreover on
scrapping clerical recruitment twice in a year and irregularity in
conducting departmental promotion examinations, in most of the cases, it
is not practically possible to fill up a vacant post within a year.
22:01:4 A review of the demands for grants, presented in the parliament along
with Budget for the year 2004-05 revealed that 14,095 staff are going to
be axed in the postal department alone, whereas the total strength of CG
employees taken together in all the 53 ministries under GOI is going to be
reduced by 10,094 officials only. It is not out of place to mention here that
in the postal department has already surrendered 20% of supervisory
posts and 6% of operative posts to get the benefit of TBOP / BCR
scheme. The irony is that the GOI itself has introduced two-promotion
scheme under the 'ACP" on the same line with out TBOP /BCR during
1999 without any reduction of staff. Thus the staff of postal department
are unnecessarily axed and reduced.
22:01:5 Further more, it is pertinent to submit that the Time factors (norms) were
fixed for each items of work on scientific norms in the Department of
Posts for operative posts. As such the axing of 2/3rd number of operative
posts without applying any norms and without minding the existence of
work will further deteriorate the services resulting drop in efficiency.
22:01:6 It is therefore requested to consider and recommend to grant exemption
to Postal Department from the purview of Screening Committee /
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Reduction of Posts and lift the ban on creation etc. Adequate number of
Postal Assistant posts based on the requirement be ensured by due
augmentation. This will alone improve the service and relieve the
personnel toiling from dawn to dusk in the absence of adequate
manpower despite peak growth of postal business.
CHAPTER - XXIII
SB ALLOWANCE
23:00 While commenting on functions of the Savings Bank, the Social Audit
Panel headed by Justice P.N. Baghwati has observed, " After prolonged
discussions on the agency functions of the postal department, more
specifically the savings bank functions, the SAP recommendations that
the postal department should be allowed to operate its own 'Postal Bank'.
In fact, SAP wonders why, it has been hither to deprived of such a
privilege with all its strength, advantages and merits which Government
could allow so many others of all sorts……."
The SAP complements the postal department for providing such complex
agency services on such a wide scale and relatively on a least service
cost basis (as compared to the nationalised banking system). The Panel
feels highly about the contribution being made by the postal department
with respect to the agency services like the National Savings, Public
Provident Fund, Postal Insurance, and a boast of such savings, which
cater to a large segment of weaker sections of public, both in urban and
rural India, as well as certain tax payers. Postal System in the country
today has some 100 million accounts in all the mobilise nearby Rs.
56,000 crores as savings in one form or other. This accounts to nearly
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one-third of total savings through banking system in the country. The
bonus on Postal Life Insurance is even higher than what LIC pay."
23:00:1 The observation of the Social Audit Panel on Postal department is a direct
compliment and appreciation of the complex work done by the Postal
Assistants and Supervisors in the Savings Bank and PO Certificates,
Postal Savings Bank is the higher investing institution of this country at
the lowest cost.
23:02 The duties and skill of the Postal Assistants / Supervisors working in
Savings Bank and certificate are of tremendous importance and
responsibility. It may be worthwhile to place on record that the
punishments on account of contributory factors in form of recoveries from
the pay of the officials working in SB & SC branch is the maximum. The
Postal Assistants / Supervisors are required to have themselves totally
acquainted with the rules and procedures of different schemes being
frequently introduced in the department.
23:02:1 In recognition of the special skill and responsibility required to work in
Post Office Savings Bank (POSB), the department sanctioned Savings
Bank Allowance to the Postal Assistants working in POSB branches in
accordance with Ministry of Finance I.D. Note No. F2/23/88/NS II dated
09-03-1999. At the time of introduction, the rate of SB allowance has
been fixed as Rs. 60/- & Rs. 80/- per month depending on whether a
Postal Assistant is fully or partly engaged in the Savings Bank work.
23:02:2 As per the scheme, the Postal Assistants who are selected for SB work
after qualifying in an Aptitude Test are entitled for such allowance.
However, there is no sufficient number of volunteers who have passed
the SB Aptitude Test since the benefits for shouldering such extraneous
and arduous nature of job is very meagre.
23:02:3 As a result, a large number of Postal Assistants working in SB branches
did not qualify in the SB aptitude test and they are not being paid with SB
allowance. There is a clear discrimination and injustice caused to such
officials even though they are performing the same work and shouldering
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responsibility at par with the SB aptitude qualified officials. It is most
pertinent to mention that such officials unwilling to write SB Aptitude
Exam are forced to work in SB branches without any remuneration.
23:02:4 Therefore the issue was earlier taken up with the department in the
Departmental Council JCM and pleaded that the theme behind payment
of SB allowance is strenuous and complicated nature of SB work and
there is no reason to discriminate between those who have passed the
aptitude test and those who have not. Further they raised that all APM
incharge who perform supervision work is not paid any allowance and a
great anomaly arises at time and the Postal Assistant drawing more
wages than the APM.
23:02:5 The issue was remitted to 5th Pay Commission with the recommendations
that either the scheme of Aptitude Test may be dispensed with so that all
the Postal Assistants working in SB will be entitled to get the SB
allowance or the allowance be made more attractive to draw sufficient
number of volunteers to take aptitude test and qualify consequently.
23:02:6 In respect of payment of the SB allowance to Assistant Postmasters, the
postal department's recommendations to 5th Pay Commission are
reproduced inter alia:-
"The Staff Side has requested for granting SB allowance to Supervisors,
who are supervising the work of the Postal Assistants. In this regard, it
may be stated that prior to introduction of SB allowance scheme, Bonus
Incentive Scheme was in operation. In the Bonus Incentive scheme, the
supervisors were getting a quantitative allowance of Rs. 30/- p.m. and a
qualitative allowance of Rs. 400/- per year which now stands
discontinued. Besides, the traditional supervisory allowance which was
being given in post office has been discontinued as a measure of
matching savings after the introduction of Time Bound Promotion for the
cadre.
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In the above context, the demand of the Staff Side to grant SB allowance
to all the operative and supervisory staff in Savings Bank and SBCO may
please be considered."
23:02:7 Now the department has installed 'Sanchay Post' Software in SB
operations throughout the country for which the officials are being
deputed for imparting training. Resultantly only the computer skilled
officials are deployed in the SB / SC counters.
23:02:8 It is therefore suggested that the Postal Assistant & Supervisors
working in the SB / SC department should be paid an incentive
amount equal to two advance increments of their cadre. The system
of aptitude tests which did not serve any useful purpose be
dispensed with.
CHAPTER – XXIV
OVERTIME ALLOWANCE
24:01 Only after a century and one decade, the Government introduced the
system of overtime compensation in the case of postal clerks and to other
higher categories of employees in the postal branch.
24:01:1 The orders on the subject issued in 1964 impose several conditions and
restrictions with the result that employment as overtime so far it concerns
the postal employees, is alone very seldom. Even while passing the very
few bills submitted, it is not only the quantum of work put in by the clerk
claiming OT allowance but also the work of the entire office is computed
with a view to reject the claim.
24:01:2 In Rule 6 of the Over Time Allowance Rules issued by the P & T
Department vide DG P&T Memo dated 12-02-64 as amended reads as
under:-
"…… wherein special circumstances, it does become necessary to
perform overtime work, the competent authority may authorise such
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overtime work for good and sufficient reasons, after satisfying itself that
the work is of such an urgent nature that it cannot be postponed in public
interest till the next working day. The competent authority shall as far as
possible, specify before hand the time upto which a Government servant
may be required to perform overtime work."
24:01:3 This has been taken a ruse to deny the legitimate earning of overtime
allowance for the work rendered beyond the duty hours. It is most
pertinent to note that this rule does not cover the shortage of staff
prevalent always in the postal department. By misinterpreting the words
in the para supra i.e. 'the works of urgent nature and that cannot be
postponed' against the staff, the subordinate officers of the postal
department are refusing OTA since it does not mention about the
shortage of staff anywhere in the rulings.
24:01:4 The Sub Postmasters including those in the Lower Selection Grade as a
class have been debarred from OTA concession on the ground that their
work cannot be measured and supervised. it is a clear injustice in
denying OTA for the excess work simply because they are called as
'incharge' of offices.
24:01:5 Similarly in two handed post office, if one of them goes on leave or is on
deputation to another office without a substitute being posted in his place
which is a common feature in the postal arm, then neither of them is
granted with OTA whatever be the workload or detention in the office to
complete the work of the day as the sole man left in the office is treated
as 'head of the office'. This nothing but ignoring the findings of the 2nd
Pay Commission reproduced below:-
"For instance why should workers in the factories, telephonists,
telegraphists get compensation for overtime but not Postmasters, Clerks
or Typists."
………………….Para 54. Chapter XXXV
24:01:6 Meanwhile, it is most pertinent to mention that the recommendations of
the overtime committee regarding the payment of 'Excess Work
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Allowance' in post offices had not been implemented and the gist of the
recommendations is as follows:-
"Broadly speaking the clerical staff in the post offices have to perform
extra work or to put in labour till late hours. In such cases the committee
recommended that the post office clerks should be compensated by way
of an 'Excess Work Allowance' to be described in the subsequent paras.
(i) Detention in offices due to late receipt of mails, posting of large bulk of
articles towards the close of the office, visit of a VIP, late return of
postmen;
(ii) Working on Sundays and holidays;
(iii) Usually heavy pressure of work of an occasional or seasonal
character to cope with which no additional staff has been sanctioned;
(iv) Absenteeism on account of casual leave or other leave;
(v) Established shortage of staff, such as, when the justification for
additional staff has been accepted by the sanctioning authority
pending formal appointment or sanctioned posts remaining unfilled;
(vi) Work hours of a post office being in excess of the staff hours but not
justifying the sanction of additional clerks."
…. (Para 18 & 19)
(vii) When the excess work is performed by the operative staff, the
quantum of supervisory work also increases to same extent. It would,
therefore, be reasonable to compensate purely supervisory staff.
………(Para 22)
24:01:7 The incidents stated above are still in existence and neither OTA nor Excess
Work Allowance is granted so far for the excess work performed by the SPMs
/ Postal Assistants beyond their working hours.
24:01:8 There is no reason why the employees should be made to overwork and
shoulder heavy burden of work beyond the average mental and physical
capacities.
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24:01:9 Not only because of the understaffing but also because of situations of
sudden pressures of work, absenteeism and inadequacy of the
percentage of leave reserve which was reduced from 17 percent of the
establishment structure to 10 percent, some expenditure on overtime is
inevitable.
24:01:10 But so far as the post offices are concerned, the department has been
pursuing through its subordinate officers a stringent check and review, a
policy of spending as little as possible on overtime. The legitimate over time
duty is not ordered and the employees are compelled to work for beyond duty
hours and also the overtime bills for over time duty performed under the
orders of the competent authority are being rejected without rhyme or reason.
It appears that funds for overtime in respect of postal employees alone are
subjected to stringent economic conditions.
24:02 The existing restrictions in the matter of overtime duty and drawal of overtime
allowance should be removed so that the officials may not be deprived of
their legitimate claim. Similarly, the orders of the DG P&T that the staff
working in Accounts branch should not be permitted to do OTA in other
branches of the post offices be withdrawn as it amounts to discrimination.
The Office Assistant working in the divisional office also be granted OTA by
prescribing a standard out turn.
24:02:1 The officials called upon to perform invigilation work or hall attendance in
connection with departmental examinations held on Sundays and Holidays be
paid only OTA for their actual hours of attendance instead of honorarium as
at present.
24:01:2 It is, further, requested to consider that the overtime rates during the
normal days should be double the average hourly emoluments of the
employees and on weekly off, Sundays or holidays, it should be double
the ordinary OTA rates.
CHAPTER - XXV
127
MATTERS MERITING NOTICE OF THE PAY COMMISSION
25:01 1.Special Duty Allowance to postal employees of North Eastern &
Assam circle and Andaman Nicobar Islands.
Considering the all out problems including high cost of living,
communication bottleneck and peculiar inaccessible geographical
condition, the Government of India granted Special Duty Allowance w.e.
from 01-11-1983 to Group A & B officers having All India Transfer
liabilities with an animus to attract the outside officers to the region. Thus
the same has been continued to be paid thereby erecting a concrete wall
of discrimination between Group A & B officers being posted from outside
the region and the Group C & D staff working in that region. After
sustained struggles, the postal employees have been paid the SDA upto
May 2002 and the same has been discontinued following a
pronouncement of the Hon'ble Supreme Court.
25:01:1 However in other departments like CPWD, Metrological Survey of India,
Telecom and many other Central Government departments are still
paying SDA to their employees; the postal officials are alone
discriminated. A justice is sought for to end the discrimination and the
postal employees of NE & Assam Circles be granted with SDA with
retrospective effect from June 2002.
25:01:2 Similarly the staff deployed in Government duty at Andaman & Nicobar
Islands may also be granted special duty allowance considering the
migration after Tsunami effect. The Special Duty allowance which was
granted to the staff working in these islands were stopped from 01-09-83.
After the Tsunami effect, the employees may be given an encouraging
allowance for their inhabitation in the midst of risk of Tsunami threats.
25:02 2. Waival of outstanding dues / recoveries like HBA from the Family
Pensioners of the deceased employees
The loss of the head of the family normally upsets the balance of a family
which would be engulfed with mental agony as well as financial hardship.
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Further eroding their economy through recovery of dues would further
push them into doom. Taking into account of this pitiable plight of these
families, State Governments like West Bengal have exempted them from
the recovery from 1981 onwards and such welfare measure is in
operation. In states like Tamil Nadu amount of instalment as on element
of insurance to offset the outstanding loan of the deceased employee. It is
suggested to extend similar concessions to the deceased officials' family
by waival of outstanding dues.
25:03 3. Grant of Naxalist Threat Area
According to O.M. No. 2003/5/90-E.II (B) dated 27-01-93 of Ministry of
Finance, the compensatory allowance shall be paid to Central
Government employees during which he serves the tribal areas and the
orders shall remain in operation upto the date of withdrawal of such
allowance by the State Government. Accordingly the allowance was in
operation till 31-03-2002 and the postal officials were paid with Tribal
Area Allowance.
25:03:1 After 31-03-2002, the State Governments like Maharashtra discontinued
the payment of Tribal Area Allowance to their employees working in
Chandrapur and Gadchiroli districts and granted Naxalist Threat Area
Allowance at the rate of 15% of the basic pay subject to a maximum of
Rs. 1500/- per month.
25:03:2 The same allowance has not been paid to the postal officials who are
working in these and inaccessible forests and facing the horrified
problems as in the case of State Government employees.
The same is the position in respect of Andhra Circle and the areas like
Guntur, Vishakatnam, West Godavari, Warrangal, Karimnagar,
Nizambad, Adilabad, Mahaboobnagar, Ongole etc., the threat is visible.
In respect of Jharkhand, the areas like Palamu, Singhbum, Giridih,
Hazaribag, some part of Ranchi and Dhanbad should be identified as
Naxalist threat area and should be granted with such allowance.
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In Orissa Circle, the areas like Sambalpur, Sundergarh, Koraput should
be declared and compensated properly.
25:03:3 It is suggested that the Naxalist Threat Area Allowance which is nothing
but a replica of Tribal Compensatory Allowance may be paid to the
officials working in the above places throughout the country duly
identifying the areas.
25:04 4. Printing of Postal Manuals & Volumes
The existing manuals and volumes are printed in 1970s and no updated
volumes, manuals & guides are available at the workspot duly
incorporating all the corrections and deletions. This should be printed &
supplied and also ensured to reprint the P&T Manuals once in every three
years with updated correction for the amendments made in the rules.
The officials are put into lot of inconvenience in the absence of updated
Manuals & Rules.
25:05 5. PROFICIENCY PAY
Now, better-educated candidates are taking up employment in the Postal
Department. The promotional avenues for them are very remote. They
feel disappointed that there is no recognition of their talents.
25:05:1 Therefore, proficiency pay should be granted to those who possess
higher educational qualifications in the PA cadres similar to the scheme
now available in many Banks and Insurance Sector.
25:06 SPLIT DUTY ALLOWANCE
The 2nd Pay Commission made specific observation on Split Duty. "We,
however, feel that the case of staff liable to split duty requires special
consideration." The matter has been taken in the Departmental Council
and after disagreement this was referred to Board of Arbitration. On the
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basis of the Arbitration Award, the split duty allowance is granted @ Rs.
50/- p.m. if the residence is beyond 5 k.m. and the break in attendance is
2 hours or more from 1990. The rate was revised as Rs. 100 after the 5th
Pay Commission. The condition of living within the same municipality may
be relaxed and the villages close to the cities in short, when an official
brought on split duty who lives in any place for which city HRA is
applicable may be construed as falling within the city / working place and
split duty allowance may be paid. Split Duty Allowance may please be
fixed at the rate not less than Rs. 300/- p.m.
25:07 Increment falling due on the day / date following the date of
retirement shall be counted for the purpose of retirement benefits
25:07:1 In accordance with the provisions of FR-26 (a), a Government Servant
earns an increment after rendering one (1) year of Qualifying Service, if
the same is not affected otherwise by way of imposition of any of the
statutory penalties.
25:07:2 However, it is quite unfortunate that as per the provision of the existing
Rules, an increment that falls due on the day / date following the date of
retirement is not taken into account for the purpose of calculation of
Emoluments / Average Emoluments and other Retirements benefits. This
is not only unfortunate but also technically quite unsound, as the official
had already rendered one (1) complete year of service on the date of
retirement from that date of last increment.
25:07:3 The increment falling due on the day / date following the date of retirement
shall be counted for the purpose of retirement benefits by way of treatment
the said increment 'drawn notionally' on the first day of last month of service
rendered by the official. By way of this relaxation, not only the retired official
is benefited by way of grant of enhanced pension, enhanced retirement
gratuity, enhanced commutation value, and enhanced leave encashment
amount, but also his family members will become benefited in future as the
same will also result in enhanced family pension fixation.
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25:07:4 The Andhra Pradesh State Government employees are getting this legitimate
benefit vide Government Order number 235 dated 27-10-1998 allowing the
said concession to its employees based on the recommendation of a
committee of officers appointed for the purpose.
25:07:5 It is therefore requested to consider the same and recommend.
25:08 Qualifying Service
25:08:1 Currently the rule states that an employee must render 33 (thirty-three) years
of qualifying service in any cadre for becoming eligible for the grant of full
pension. This eligibility criteria should be reduced to 30 (thirty) years from the
present status of 33 (thirty-three) years. The same is demanded in the light
of following reasons:-
25:08:2 Right from 17-04-1950, qualifying service for earning full pension was 30
(thirty) years & this was increased to 33 (thirty-three) years with effect from
01-01-1973.
25:08:3 Most of the orders prescribing relaxation of age-limit for recruitment to various
cadres in Central Government services like those applicable to SC / ST /
OBC candidates were liberalized later on. Higher educational qualifications
for appointment were also prescribed later on; on account of which such
candidates will not be able to earn full pension if 33 (thirty-three) years is still
kept as the (qualifying) service required for earning full pension.
25:08:4 It is reality that the present establishment of the Department of Posts contains
promoted officials in majority as there is almost a ban on direct recruitment
prevailing in the department since long. Majority of these promoted officials
originally come from Gramin Dak Sevak (formerly ED) employ. Quite
naturally, the majority of such promoted officials are only able to earn
proportionate pension as they mostly fail to render 33 (thirty-three) years of
service in departmental cadre (s). It is also demanded that additional pension
may be granted for putting in qualifying service for more than 30 (thirty)
years. The same was also recommended by the Fifth Central Pay
Commission at the rate of 5% for each additional six-monthly periods of
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service rendered by the employee beyond the prescribed number of
qualifying years. The same was recommended by the Fifth CPC with the
contention of providing incentive for rendering additional number of years of
meritorious service to the nation.
25:09 Funeral Expense
This Union would like to place its demand on record that Funeral Expense
amounting to one-month's pay (i.e., last pay drawn) or Rs. 5000/- (Rs.
Five Thousand) only, whichever is higher, may be granted to the family
members of the deceased official. The same is not only to be utilized for
meeting up the funeral expenses of the deceased official but also for
smooth performance of last rites of the deceased official by his / her
family members. This may perhaps be granted as such kind of expense
can easily be marked as an unforeseen emergent expense to be incurred
by the family members of the deceased employee. This shall be granted
in addition to the relief granted from the Circle Welfare Fund to the family
members of the deceased official as the essence behind the grant of the
said relief is to provide immediate financial assistance to the family
members of the deceased official and to save the family from financial
hardship.
25:10 Article 311 of the CONSTITUTION OF INDIA - Removal of
Contributory Negligence Factor from the disciplinary rules
25:10:1 Vide question number 18.4 under section 18 (Performance Appraisal), the
Pay Commission had sought for suggestion that-----
"In what manner can Government employees be made personally
accountable for their acts of omission or commission, without any special
safeguard? Would you recommend any amendments to Article 311 of the
Constitution of India, Section 197 of the Criminal Procedure Code and
Section 17 & 19 of the Prevention of Corruption Act, 1988 and various
rules relating to conduct of Government servants & disciplinary
proceedings?"
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25:10:2 Article 311 of the Constitution of India provides a kind of safeguard to the
Government employees that -------------
"Any employee can not be removed or dismissed from Government
service or reduced in rank, by any authority lower in rank than the
Appointing Authority of the employee", AND
"Any employee can not be removed or dismissed from service or reduced
in rank except after an inquiry in which the employee has been informed
of the charges against him and given a reasonable opportunity of being
heard in person in respect of those charges"
25:10:3 In spite of existence of such an inherent safeguard in our very own
Constitution, we can narrate innumerable cases where the administration
/ disciplinary authority had acted in a biased (or motivated) and vindictive
manner and imposed either of the 3 (three) major penalties detailed
above, viz,, removal from service, dismissal from service and reduction in
rank, without even observing the procedures embodied in the statutory
rules (Rule – 14 & 15 of CCS (CCA) Rules, 1965) and thereby causing
serious violation of the existing constitutional provisions.
25:10:4 Furthermore, under the provisions of the existing statutory rules (Rule 16
of CCS (CCA) Rules 1965) the ongoing practice of fixation of
responsibility in cases causing pecuniary loss to the Government is not
quite scientific. Though it has been detailed in relevant rules that the
contributory negligence on the part of the offenders shall be fixed in a
realistic manner giving due cognisance to the extenuating circumstances
under which duty is being performed, we can narrate numerous cases
wherein subordinate officials have been made scapegoat by the
administration without such proper assessment. In case of burglaries also
the SPMs / Postal Assistants are ordered with monetary recovery instead
of pursuing with the police to apprehend the burglar. The practice of
punishing innocents on contributory factor should be dispensed with. The
Postal Department should halt such practices of resorting to disciplinary
action / monitory recovery against the innocent officials who are not
directly responsible for the loss sustained to the department. We
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strongly demand that rules should be framed in such a manner so as to
compel the administration so as to abide by the existing statutory rules in
connection with assessment of contributory negligence and the existing
trend of identifying subsidiary offenders for minor lapses should be put to
a halt.
25:10:5 Further, it is better to ensure the cash and stamp balances of all HOs /
SOs and also the cash remittances under the insurance coverage so that
the interest of both the department and the employees will be protected.
25:11 Performance Appraisal
25:11:1 A kind attention is solicited once again towards the Questionnaire
mentioned supra, wherein vide para 18.1, 18.2 & 18.3, the Government
had sought for specific proposal on the subject matter--------
"In what way should be present system of performance appraisal be
changed? Should be ACR be an open documents?" (Para 18.1)
"How far has the introduction of self-assessment helped in the process of
appraisal?" (para 18.2)
"Should appraisal be done for an entire team instead of for individuals?"
(Para 18.3)
25:11:2 Our specific proposals on the afore-cited subject matter is detailed
hereunder ad seriatim:
In the ongoing system of performance appraisal of a subordinate official
by a superior authority, the scope of natural justice is perhaps too much
limited. At present the benechmark of "AVERAGE" in one's ACR is
considered as an adverse entry made by the reporting authority and the
official may be deprived of promotional benefits for the same.
25:11:3 In accordance with the statutory rules, a Government servant must be
informed by the Reviewing Authority, in writing, regarding any kind of
adverse entry made by the Reporting Authority in his / her ACR and the
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employee do have the scope of representing against any such adverse
entry so made in his / her ACR to the Reviewing Authority within 1 (one)
month from the date of receipt of such communication from the Reviewing
Authority. Any uncommunicated adverse entry is not be considered by
the DPC / Board while considering the suitability of such an employee for
according promotion.
25:11:4 Currently although the ACR grading of "AVERAGE" is considered as an
adverse entry and may impose negative impact in one's promotional
scope, on the contrary under the framework of the existing statutory rule,
the benchmark of "AVERAGE" need not be communicated to the official
concerned by the Reviewing Authority.
25:11:5 We strongly presume that this kind of inherent contradiction in the existing
statutory rules give rise to high-handedness on the part of the
administration and is synonymous with violation of the Principle of Natural
Justice. Subordinate officials are made scapegoat by the administration
and they are unjustly denied of their promotions. So the existing
contradiction in the statutory should be finished.
25:11:6 Furthermore, in almost all the cases, the representation preferred by the
employee against any adverse entry in his / her ACR to the Reviewing
Authority fails to gather sincere and justified attention. It is quite natural
that in the existing system where both the Reporting and the Reviewing
Authorities belong to the same administrative cadre / set-up, quite
naturally they can be presumed to be like-minded. It is therefore
demanded that a legal safeguard should be provided to the fellow
employee by way of making necessary amendments to the Central
Administrative Tribunal Act and incorporating the provision of suing the
authority by the employee concerned in such a case. It should also be
incorporated into the said ACT that the employee must be given the
scope of notional promotion till finalisation of such a suit in the CAT
Bench.
The above points may please be considered and recommended.
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25:12 One Time absorption of approved RRR candidates under relaxation
of Recruitment Rules
25:12:1 In the Department of Posts, there are many candidates who are the
wards of the deceased postal officials working as Postal Assistants since
1994 on daily wages selected and recruited under compassionate
grounds in relaxation of Recruitment Rules.
25:12:2 They are the wards of Ex. departmental employees and their applications
were processed, scrutinized in the DPC and approved for the
appointment. For want of vacancies, they were asked to perform duties
as reserved trained pools on daily wages.
25:12:3 Suddenly, the Department of Posts had found that the waiting list of such
approved candidates had been scrapped and they are not considered for
regular absorption. There are more than 800 candidates throughout the
country still pleading mercy and fair play requesting to absorb them in
regular vacancies available.
25:12:4 It is suggested to recommend to absorb the waitlisted approved
candidates in the regular departmental vacancies as one time measure
and render justice.
25:13 CGHS / Medical – some general demands require consideration
1. The present method of reimbursement of medical bills at CSMA rules
1944 rates, allow only meagre amount getting reimbursed. This deprives
the employees of full reimbursement. It is suggested to amend the CSMA
rules 1944 to enable the employees to take treatment in Authorised
Private hospitals as other employees in non-CGHS area with full
reimbursement.
2. Limited specialist doctors are available in the CGHS like ENT, EYE &
General Medical. The specialist doctors may be brought for heart, artho
etc. atleast from recognised hospital for selected dates in the week.
3. The CGHS covered area should be expanded in metro cities and all the
urban agglomeration area of the metro cities should be brought under the
CGHS beneficiaries.
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4. Non supply of proper medicines is one of the problems being faced by the
CGHS beneficiaries. Most of the medicines are not available & supplied.
This should be taken due note of.
5. The CGHS doctors are directed to refer Government hospitals only for
reference. This should be modified and there should be no restriction in
referring private hospital also by the CGHS.
6. The construction of CGHS hospitals with all medical / test facilities in
urban cities should be considered at par with the Railways to provide
medical facilities to all the Government employees of the concerned city.
25:14 Group Insurance Scheme
According to the present scheme, the Group Insurance amount has been
fixed as Rs.1,20,000 for Group A; Rs. 60,000 for Group B; Rs. 30,000 for
Group C and Rs. 15,000 for Group D. The amount was fixed as per the
recommendations of the Fourth Pay Commission. After the lapse of
twenty years, there is no improvement in the scheme. As the pay has
been enhanced more than ten times and the money value has been gone
down, the Group Insurance amount for Group C should be revised to Rs.
4,00,000. The subscription may also be enhanced. This may please be
considered.
25:15 Pension
At the outset, we request the Pay Commission to consider and restore the
old pension scheme which is a social security scheme to those recruited
into service even after 01-01-2004. The concept of Defined Pension
scheme has been withdrawn by the notification issued by the Government
dated 10-10-2003 from 01-01-2004.
25:15:1 Further we suggest the following for the kind consideration:-
At present, the calculation of pension is 50% of the 10 months average
emoluments. This is insufficient to the pensioners due to their family
condition, living standard etc. Atleast pension to the extent of 75% last
pay drawn may be considered upto 65 years and thereafter 50% may be
restored.
The present commutation factor was determined more than three
decades back. The commutation factors should be revised.
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The pensioners have also to incur more amount towards House Rent and
as such a percentage of HRA / CCA may also be drawn and paid to them.
25:15:2 Since the National Council JCM Staff Side will elaborate all other
pensionary benefits, we restrict with the above and conclude with the
demand to scrap the new pension scheme for the entrants after 01-01-
2004 also.
CHAPTER – XXVI
SOME SUGGESTIONS FOR THE IMPROVEMENT OF SERVICE
26:01 STRENGTHENING THE INSURANCE OPERATIONS
In the new contexts of entering into the insurance sector by all service,
the postal department should also be developed to the level of
competition with improved expertise and knowledge of insurance
business. Already the RPLI and PLI have been partially decentralised
with no efficient back office work and after sales service and no specified
posts for such services have been created. If the RPLI and PLI business
are strengthened by providing adequate personnel and ensuring efficient
back office work, it will be number one in the insurance field.
26:01:1 Similarly the agency function for other insurance organisations like
Oriental Insurance etc. may be dispensed with and all the non-life
insurance policies like Motor Vehicle Insurance, House Insurance, Fire
Insurance etc. may be introduced with due permission & licence from
IRDA.
26:02 TAKE OVER OF TOTAL CONTROL OF POSB
The Postal Department which is one of the largest Savings Bank in the
country has no control over finances. This situation should change and
the POSB should be brought under the total control of the Postal
Department.
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The proposal for opening Postal Bank should be expedited. The POSB
can serve as a full-fledged bank with all banking transactions with the
infrastructure available at present and without more expenditure.
26:02:1 The issue of Demand Draft for SB accounts holder may also be
considered which will earn a good revenue for the POSB. When Savings
Bank Act is amended for entering into these privileged arena by other
commercial banks will normally invite a competition. The existing
organisation of Savings Bank should be upgraded into that of a full-
fledged commercial banking system with independent profit and loss and
balance sheet. Regarding the accounting system with the proposed set
up of Postal Bank, the accounting system upto the level of SO or till its
incorporation in the primary accounting unit (i.e) HO may continue to be
on single entry system as at present and at the primary accounting unit.
26:02:2 The entire transactions may be accounted for under double entry system
on the lines of commercial accounting and the primary accounting unit
should also prepare P & L Account and Balance Sheet.
26:02:3 This will enable the POSB to handle huge sums of money which can be
lended at nominal rates to implement Government of India welfare
measures. Now the phenomena of entering into financial service exists in
all postal systems throughout the world. Hence it is right time to go for
conversion of POSB into a full fledged banking system.
26:02:4 When the department go for full fledged banking activities by POSB the
department may expand the activity to cover:-
(i) Financing the House construction;
(ii) Handling loans on securities like National Certificates;
(iii) Micro Credit loan to the organisations like Self Help Groups;
(iv) Lending personal loans to the officials for restricted purposes;
(v) Crediting of salaries of employees into POSB account;
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26:03 NO NEED FOR SEPARATE BUSINESS DIRECTORATE – SHOULD BE
CARRIED OUT BY POSTAL DIRECTORATE
With the decline of traditional mails, the postal department is now
introducing various premium services which are brought under Business
Directorate. The existing Business Directorate may be carried out the
function by the Mail Directorate only with independent Budget and in their
case of deficit it may go for subsidy in accordance with the policy of the
Government to have unbroken rural communications and maintain the
national security with full statehood. At present, the part played by the
existing staff and the cost of establishment for carrying out the new
business activities are not taken into account while computing the
revenue and the entire cost burden is still retained with over all other
activities of the department eating away the profit sector of Savings Bank
& Insurance.
26:04 REVENUE STAMP – BECOME PART OF POSTAL STATIONERY
With the recent controversy between postal and state governments over
the settlement of commission for selling revenue stamps, the same may
be got entrusted to the Department of Posts and after paying agreed
commission to the Department of Posts, the Central Government may
itself appropriate the sale proceeds to the states concerned. The work
may be well handled at the circle / regional existing stamp depots without
any additional / extra manpower.
26:06 SALE OF STAMP PAPERS THROUGH POST OFFICES
The recent scam throughout the India should open the eyes of everybody
and now every state is after formulation of new system of imposing stamp
duty. As the existence and usage of stamp papers for conveyance for
property etc., it is a time tested and well established usage among all
people of India, it is very difficult to switch over to any new unified or
uniform procedure throughout India.
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Hence, it may be suggested to make over the receipt, stocking & sale of
stamp papers by the Department of Posts and the people of the country
will also feel very convenient to avail the facility.
26:07 DEVELOPMENT OF ESTATES
The department possesses many prime lands in various cities and
locations across the country as assets. The book value of these vacant
lands are very huge and high.
26:07:1 With more liberalisation in granting HBA and availability of loan in open
sources form private / public sector housing finances, keeping the sites
acquired for construction of staff quarters with no performance becomes a
dead asset. In coveted cities / towns, we may go for BOLT system (Build
–Operate- Leave – Transfer) through HUDCO so that the department
cannot go for investing or dumping any capital for building. Ultimately it
will be in a good return over the unutilised assets available today.
26:08 NABARD LOANS THROUGH POST OFFICES
Micro Credits to farmers though NABARD may be introduced with
suitable transaction fee to the department. This will earn a good revenue
since the postal network is spread over the villages of the country.
26:09 REPLACE INDIAN POSTAL ORDERS BY DEMAND DRAFT
The Indian Postal Order system may conveniently be converted into
Demand Draft system for which the required permission from the Ministry
of Finance be obtained. This will capture the business around 50% of
these kinds of transactions now available to the tune of 2200 crores
volume of DD market.
26:10 PUBLIC UTILITY – APPROPRIATION BETWEEN POSTAL & TELECOM
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After the bifurcation of Department of Telecom, lately the BSNL, the post
offices are keeping phones by paying same rent and phone charges as
applicable to the individual customers. And also in the case of
acceptance of telegrams or public calls through phone suffered a lot
inviting criticism by the public in the floor of parliament.
26:10:1 The suggestion of BSNL to retain such facilities by paying due rent and
floor minimum charge by the Department of Posts is not a viable one as
in many places the revenue may not justify to continue the system by the
Department of Posts. Since this type of activity is a social commitment by
the Government, the Department of Posts should not be allowed to suffer
a loss. For this, either the BSNL itself should establish their own outlet to
cover to the needs of the public or else the entire cost burden as was
available prior to separation may be borne by the BSNL by paying due
commission or remuneration to the Department of Posts.
26:10:2 Alternatively, the Department of Posts may be licenced to have its own
system of phone communication not to speak of Reliance, Airtel etc.
Taking away the phone facilities, previously called service phones from
many sub offices is not justified.
(i) With modernisation / computerisation, phone is essential instrument
not only for oral transmission but also for Data Transmissions like
IMT, Cell One Agency Services and proposed E-Correspondence
(i.e.) for any electronic transmission of information from retailed
establishments likes SOs and HOs and other administrative offices,
the phone is very much essential. Hence it is suggested to get
licence for running our own services from DOT / DTS or Telecom
Commission.
26:11 AS THE MANAGER OF THE ELECTORAL ROLLS IN INDIA
The postal organisation with its route down to all villages and hamlets is a
better organisation to carry out all census activities like statutory for every
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ten years for electoral rolls and its updation, verification of ration cards,
vehicle licences, phone concessions etc. By this way the Central and
State Government can save a lot of manpower and establishment by
relieving the teachers and revenue officials from the above activities and
potentiality of the Department of Posts may be well exploited and the
decadence of postman system can be rather improved a lot.
26:12 MERGER OF PLI & RPLI
It is suggested that the PLI & RPLI may be merged with a unified name
may be Postal Life Insurance with extension of service to all public on the
lines of Life Insurance & General Insurance. So also, the proposed
scheme may go in for non life insurance activities (i.e.) vehicle insurance,
cattle insurance, house insurance, fire insurance etc. instead of tying up
with Oriental Insurance which is not commercially viable or profitable.
26:13 LICENCING DEPARTMENT OF POSTS TO RUN CELLULAR
SERVICES
Now Parliament has passed an Act to expand cellular phone services to
rural areas with due subsidy to cellular companies. Instead of covering
the entire rural postal communication with full cost subsidy, the whole loss
is burdened upon the department, unmindful of hard earnings in non-rural
areas. Hence linkage rural pockets either electronically or paper
communication is to be viewed on the lines of national integration of
political and cultural perspectives, a necessary evil not be looked upon in
commercial orientation. Geographical security cannot be ensured by
mere military presence alone but with total involvement and integration of
mind of the people; this the postal system has historical assurance.
26:13:1 On another look to the matter is when so many private companies are
licenced to play cellular operations, what prevents similar licencing to the
Department of Posts to run such services. Till 1985, only postal officials
catered to the telegraphic communications. Now with two PSUs (MTNL,
BSNL) other private players like Airtel, Reliance, Hutch are allowed to
carry out cellular services, the Department of Posts also with its vast
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infrastructure and postal network can very well compete in the field of
electronic communications. And this will also fully offset the decline in
paper communication, a universal phenomena.
26:14 ACCORD OF AUTONOMY TO POSTAL SERVICES BOARD
The Social Audit Panel headed by the former Chief Justice Shri P.N.
Bhagawati appealed to the Government to allow freedom and flexibility to
the postal department so that it could restructure itself and operate
competently.
26:14:1 It further stated that the Postal Services Board should be renamed as
"Postal Operation Board" and be accorded the same status as the
Railway Board or Telecom Commission. There is a need to give
functional autonomy and financial independence to the postal department
and in turn the postal board should function in a lot more cohesion and
with better coordination then at present.
26:14:2 The Social Audit Panel reports further that the new status and
nomenclature to the Postal Services Board would give it operational
freedom in such a way that it would be able to decide its own personnel
policies and expansion plan.
26:14:3 With the introduction of fiscal deficit act operational from 2007 onwards
and taking up complete management of PLI / RPLI besides more and
more financial activities by the Department of Posts it is the right thing to
accord a status of autonomy to the Postal Services Board.
26:14:4 With the proposed full-fledged banking activities with separate budgeting
& control by the Department of Posts, the establishment and
administrative control of the department may be delinked with the impact
of Ban on Creation of Post / Screening Committee by the Finance
Ministry. As in the long run the Department of Posts will run on its own
legs with own resources, there may not be any necessity to impose such
imposition by the Ministry of Finance.
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26:14:5 The Department of Posts should be left with its own requirement of
manpower and the establishment to commensurate with its activities. At
present despite introduction of many new services, the ban on creation
and abolition of the posts by 2:1 is really counter productive and the
quality of service has really deteriorated on account of these reasons
alone. The over burden work of a Postal Assistant is a real cause for not
keeping of the commercial quality of service. The RPLI and
decentralisation of RD / MiS work are the eye's example and there are
many arrears heaped up with never ending process of clearance.
26:14:6 It is therefore suggested once again to exempt the postal department
from the purview of ban on creation of post and abolition of posts for
onward march of the organisation.
CHAPTER – XXVII
UNIQUENESS OF DEPARTMENT OF POSTS
27:00 The terms and references of all Central Pay Commissions including the Sixth
Central Pay Commission covers the whole Central Government establishments
whose employees have full tenure and security of services with pensionary
benefits. But in the Department of Posts, historically unique and secluded work
force forming more than 50% of the total workforce of the department branded as
Extra Departmental Agents (Gramin Dak Sevaks) with meagre amount of
allowances. At periodical intervals various committees were formed to look after
the revision of their services and allowances. Of late, after every Pay
Commission, a separate committee for ED agents were appointed. The last
committee appointed so was under Justice Talwar.
27:01 These GDS officials serving in the nook and corner of Indian villages are the
backbone to the postal services. Recently their services are very much pressed
into mobilisation of RPLI and popularisation of financial services. With utter
disregard of these major chunk of employees, the fiscal deficit act of 2003 has
been introduced and made applicable to Department of Posts. And the
Department of Posts is time and again branded us loss-making department. As
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everybody knows, a major portion of loss is on account of maintaining these rural
communications, If the fiscal deficit act is applied in letter and spirit in the
Department of Posts, a tendency of closure of all loss-making rural
establishments of communication will prevail.
27:02 A start has already been begun at various levels of our organistion to close as
many post offices as possible under pretext of loss-making. Hence our union
suggests:-
(i) To maintain rural communications with full subsidy in order to strengthen national
integration, treating this as second line of defence, as at present no other
mechanism exists to strengthen united India;
(ii) Or else, the Department of Posts may be accorded with full state of autonomy to
run any or all of the following services:-
(1) Traditional postal communications;
(2) Take over of total control of POSB, PLI & RPLI
(3) Digital communications like cellular phones etc. as in the line of
Airtel, Reliance etc.
(4) Any other retail services as decided with requirement of time.
27:03 In the alternative situation, as suggested above, the Department of Posts will
meet its own resource of capital and there will be ample chances of making all
these part time services done by GDS officials as full time services. For these a
required corpus fund may be created with existing accumulation of savings fund
reserves with the Finance Ministry, duly supplemented any deficit fund by the
Finance Ministry and a period of 8 to 10 years may be allowed to stand on its
own leg.
27:04 Though the above suggestion does not fall directly under the terms and
references of Sixth CPC, since these part time employees form roots and trunks
of the department of communication any improvement in other cadres of the
department cannot stand in isolation. Hence our union suggests a note of
recommendation may be made by the Sixth CPC notwithstanding any other
committee to be formed by the Government into the welfare of these ED agents.
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CHAPTER – XXVIII
COMPUTERISATION AND TRAINING
28:00 The Department of Posts is a first entrant of a Government department into
electronic operation by way of:-
(i) Introduction of multi-purpose counter machines for booking of registered
letter, money orders etc.
(ii) Computerisation of back office work of Savings Bank control organisation.
28:01 Since, 1998 while HOs Savings Bank activities have been computerised with
Sanchay Post Software developed by Data Net Corporations, Meghdoot
Software (Later Rechristioned as Meghdoot Millennium) developed for mail
operations of booking and delivery etc. by Postal Trailing Centre, Mysore.
28:02 Under 10th Plan the Government has also decided to computerise quite a
number of sub post offices besides all circle accounting and administrative
offices. Hence by and large the Department of Posts is moving towards
electronic operations of all its functions. To meet the future challenges we also
requested graduation at entry level of clerical cadre who should be capable
enough to meet such challenges. So, the department has also opened work
place computer training centres in all regional Headquarters. But there is no
standard pattern of training prescribed for all these centres. Qualifications for
trainers / instructors and training allowances as in the case of PTCs are yet to be
decided.
28:03 Module wise suggestions for training are detailed below:-
1. INDUCTION LEVEL TRAINING
(i) In general the training programme should be modified based on the
requirements working in computers & imparting practical knowledge. The
theoretical part which is now given more importance in induction training
should be minimised. The solutions for the practical problems arising infield
level should be given due importance.
(ii) Atleast a period of one week on New services / Financial products may be
earmarked so that the officials deployed in various posts may have the
knowledge of new services and it will motivate them.
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(iii) Training on MPCM software may be imparted for a week, which will enable
the candidates to work in counters with thorough knowledge about MPCM. A
basic working in all the modules of Meghdoot Software may be covered.
(iv) Introduction of minimum working level on SB software may be added.
(v) The trainers should have the practical knowledge of working in post offices.
28:03:01 2. OPERATIVE
(i) General – Traditional level and computer training on all software may
be integrated. The morning session may be 'Theory' and afternoon
session may be on software.
(ii) SBCO—A minimum period of 21 days may be fixed for integrated
training on theoretical & computerised level (b) Supervisory level—1.
General: With provision of supervisory modules, the existing
theoretical orientation may be integrated as in the case of operative
staff.
(iii) The trainers should have the knowledge of both computers and
theoretical.
(iv) The practical difficulties in systems in particular the trouble shooting
should be given due credence in the training for both PAs /
Supervisors.
(v) During training, the officials should be motivated for the improvement
of services rather than differing them on cadre basis right from PA to
officers.
28:03:02 3. IMPROVEMENT OF WORK PLACE COMPUTER TRAINING
(i) Besides infrastructure, the level of trainers should be as applicable to
regular postal training centre.
(ii) They may also be considered for 15% training allowance at par with the
instructors working in Postal Training Quarters.
(iii) The training requirement of work place computer centre should be
commensurate with the areas of computerisation in the particular region.
Depending upon of percentage of computerisation in the division/region,
the training should be imparted.
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(iv) Atleast at circle level, the training modules should be uniform. Now it
various from region to region.
(v) Training modules & study materials should be at uniform level.
(vi) As and when new services or products are introduced, a very short term
training for two to three days may also be arranged at WPCT before
commencement of the service and after the commencement of the
service on need basis.
(vii) Training regarding departmental software packages should be given due
importance.
(viii) The two days training now being conducted at regional level does not fulfil
the purpose as the duration is too short to cover the packages.
(ix) As at present, the IPOs/ASPOs are expected to impart work spot training
at HO level, whereas the concept still remains at the consumptive level
without any practicability. Instead of this, we may consider to develop a
core group of trainers at divisional level by imparting training to System
Administrators/System Managers for effective integration of theoretical
and computerized knowledge for working at post offices. They may be
paid 15% training allowance at par with PTC.
(x) The GDS officials should also be given more training to motivate them for
new business developments, RPLI etc. they should be properly
compensated for such training period. Rural potential should be utilized in
optimum.
(xi) Training programme may be charted well in advance. In many cases the
officials imparted training are again deputed to impart the same course.
28:03:03 4. TRAINING PROGRAMME TO SUPERVISORS / POSTMASTER,
NEED TO CHANGE MANUALS & TRAINING NEED ON THE WORK
SPOT
(I) For Postmasters / Sub Postmasters, the introductory knowledge of
all existing and new services and electronic working of the various
services may be important.
(II) Training on inventory control of computer & other electronic
peripherence, maintenance of R &D and AMC and contacting the
service personnel's in case of fault may also be important.
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(III) The existing postal manuals are not fully compatible with existing
software and practical working of the software. In respect of
computerised office, only software rules the roost, completely
brushing away the manuals and procedures. This results in
difficulty in case of fixing accountability and responsibility.
(IV) All the clarification of the orders received from the Directorate are
suitable only for manual working. Very frequent change of rules
and procedures affecting financial and monetary transactions are
issued unmindful of provisions in the software. A lot of time is
consumed at the working spot despite all tall claims of
computerisation and reduction of work.
(V) The recent orders on service tax could not be easily carried out
due to non modification in the software. Therefore a monitoring
cell may be created at Directorate level to man the work on
software compatible with the orders then and there.
(VI) The practical difficulties at field level may be attended by a
monitoring cell at regional / divisional level to address the
problems then and there. A mobile unit consisting of knowledge
system administrators may be created and they may interact with
the officials at the work spot to clear their doubts / problems.
28:03:04 5. PERSONNEL NOT COVERED BY INSTITUTIONAL TRAINING
(I) In respect of circle office & SBCO staff, the institutional
training on basic services of the department may be
imparted for one to two weeks. Followed by this on the job
training focusing on administrative nature of work at Circle /
Regional office may also be imparted for another one to two
weeks.
(II) In service training as & when new services are introduced
may be imparted wherever & whenever required.
(III) At present level no institutional training is required for
postmen.
28:03:05 6. QUALITY OF SERVICE
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(i) Quality of service may be linked with adequate man power and
man management and field requirement etc.
(ii) Each Head Office & bigger office may be provided with full set
of rules & volumes & orders issued thereon for use as
reference requirements while discharging duties to the public.
(iii) The officials deployed in the front office should be somewhat
efficient & knowledgeable with a minimum requirement of
service.
(iv) In selected areas, for quality and quick service, Postmen may
be provided with two wheelers at Departmental Cost.
(v) The services of the PRI (P) should be utilised for the purpose
for which the posts were created.
(vi) Multi media projectors may be supplied to all divisions so that
the system administrator can carry and explain the functioning
of the system at work spot.
(vii) Some high and course were outsourced to computer centres.
Instead the work may be entrusted to the well qualified officials
available in the department.
(viii) As to maintain quality & also to avoid health hazards of the
personnel working hours in the computer should be reduced to
six hours from existing 8 hours.
(ix) While launching any new scheme or product, the unions may
be consulted to have better results.
28:04 Training materials / study materials on standard pattern may be prepared either
by the software developers in the case of departmentally developed software and
in the case of software developed by private vendors, such materials may be
prepared by our own group of trainers.
28:05 Additional Increments for working on Computers
The general understanding at the time of introduction of computers was that the
officials handling the modern technology would get certain additional monetary
benefits like advance increments besides having lesser time of work on
computers than on manual operation. The agreement reached at the time of
introduction of AMPC in Mumbai is an example.
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28:05:01 As we are not completely switching over to electronic based work and a
major part of work is still being carried out manually, a lot of time is
consumed daily to complete the day work. As frequent troubles arises in
the electronic devices time and again like hanging, non working of
printers, frequent power failures, provision of low capacity of UPS etc.
more than 50% of the work in the computerised offices are still carried out
manually. This situation creates stress among the staff and many of them
leave offices in the nights. Though these kinds of troubles are to be met
in the transition period, officials are not suitably compensated.
CHAPTER – XXIX
SAVINGS BANK CONTROL ORGANISATION
29:00 The working group of the Administrative Reforms Commission on the
Post and Telegraph department suggested that the P&T should become
monitor of its finances and also take over all the accounting functions so
that a healthy approach is developed to the problems of management and
a commercial outlook.
29:01 Earlier to this, the audit work of the Savings Bank was taken over in 1964
by organising Savings Bank Control Organisation in important Head Post
Offices and by organising Central Control in the offices of Heads of Circle
for smaller Head Offices.
29:02 Therefore, the entire control was delegated to all the Head Post Offices
under the administrative control of the respective divisional heads.
29:03 At the time of formation of these organisations, the staff rendered surplus
in the Branch Audit Offices (Offices of the Director of Audits and
Accounts, P&T) were transferred to the extent of willing hands and the
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shortage was made good by the promotion of post office clerks as UDCs
and recruitment of LDCs. Therefore, the organisation has established
itself.
29:04 After 1991, the LDC & UDC pattern has been withdrawn and the
Assistants working the SBCO are termed as PA (SBCO) and they have
also been accorded with TBOP & BCR promotions. Resultantly, their
higher position than the Postal Clerk since 1964 has been sidelined and
they are equated with the Postal Assistants even though they perform
accounting / auditing work of the Savings Bank.
29:05 Their duties are most responsible and arduous in nature. The PA
(SBCO) has to exercise general check of the vouchers, check the
transactions in the HO and its sub offices, verify ledger balances, check
non-cash transactions and the entries in the register of ledger balances,
and also make entries in the consolidated Journal of Deposits and
withdrawals. They have to maintain various registers prescribed by the
department. They must also see that the objections raised by them are
satisfactorily settled by the Savings Bank branch. Preliminary the LDCs
are expected to examine the list of transactions, maintain the register of
ledger balances, register of non-cash transactions and the register of
transactions office wise, prepare the list of ledger balances for verification
and also work as machinist in the preparation of ledger balances and
interest statements.
29:06 At the time of decentralisation of Audit & Accounts & formation of SBCO,
it was assured to reduce the work hours as 7 hours at par with the Audit &
Accounts staff. However, this has not been carried out. The SBCO staff
are brought on duty daily 8 hours whereas their counter parts are brought
only 7 hours. Thus the SBCO officials are performing 365 hours extra
every year for which they have not been compensated.
29:07 As per the transfer is concerned, they are liable to be transferred from
division to division in the circle and facing a lot of inconvenience in
settling their families. The SBCO officials are shouldering more work
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while comparing the Audit Staff whereas they have been paid lower than
the Postal Accounts & Audit.
29:08 We suggest the following:-
1. If the identity of Audit is to be maintained, the staff of SBCO should be
treated at par with Audit Staff and they may be equated with Accounts /
Audit Staff and granted the pay and promotional avenues at par with
them.
or
2. If they should be treated as a Postal staff, the cadre may be
amalgamated with the Postal Assistants and allow them to work in SB
branches as Postal Assistants and the work may be carried out by
granting suitable special pay to the Postal Assistants deployed in these
sanctioned posts.
29:09 Apart from the above, the following may also be considered and
recommended accordingly:-
1. At present, the PA SBCO are not permitted to appear in
the IPO examination and also for the PSS Group B
promotion even though they are declared as Postal
Assistant (SBCO) and also deprived of their promotional
avenues of Audit Office. This should be clarified and the
PA SBCOs should be allowed to appear in all the
departmental examinations of the Postal Department.
2. Since the PA (SBCO) is categorised under Group 'C', they
should be allowed to remain member of any union
pertaining to Group C in the Department of Posts. They
should not be compelled by the department to remain as
separate cadre union despite the unwillingness of the
employees.
3. The honorarium fixed for the works are decades old. They
should be reviewed and the honorarium be granted based
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on the time factor involved and with the proposition of
OTA. It is requested to revise the same.
CHAPTER – XXX
PROBLEMS OF WOMEN EMPLOYEES
30:00 Based on international Labour Conference decisions of 1919, the Govt. of India
reviewed the problems in depth and suggested its opinion before ILC in 1921.
30:01 Pursuant to the decision of Royal Commission Recommendations of 1930,
Maternity Benefits Act was promulgated in our country. There after the Govt. Of
India extended certain benefits to working women employees. Now a days, the
percentage of women employees have been increasing steadily in Govt
departments by virtue of their merits and qualification.
30:02 The following recommendations of the Fifth CPC providing special facilities to
women employees were not so far been considered by the Government so far.
(a) "Introduction of a voluntary system of option for serving women employees to
work half time for a maximum period of six years in a career when the children are
young and family commitments are of the maximum. This half time working may be
accompanied with half of the Pay and Allowances but not detract from other benefits
like housing, LTC, Pensionary entitlements etc. The Government should work out
the scheme in detail."
(b) "The Government have set up day-care centres and crèches in some places but
their number is far below the requirement. The Government should consider to set
up more day-care centres on Government land, construction of building being
financed by Government Welfare Funds. More crèches in offices or major residential
areas may be set up by the Government.
(c) "The age of recruitment for women employees may be enhanced to 35 years."
(d) "Government may earmark funds separately for construction of more single
women's hostel. There should also be some scheme to assure housing for
married women employees."
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(e) "Arranging charted 'ladies-special' buses in bigger cities."
(f) "Where husband and wife are both Government employees the creation of an
earned leave bank to be availed of by either spouse may be considered only for
period needed for rearing very young children (such period not exceeding six
years in all), provided the women employee has exhausted the earned leave at
her credit and there is earned leave to the credit of her husband"
(g) "The ministries having a higher concentration of women employees may consider
to provide for higher leave reserve."
30:03 Most of the above-said recommendations are not implemented. We request to
examine and reiterate the recommendations for implementation.
30:04 LEAVE RESERVE:
Due to availing maternity leave and leave availed for pre and post-natal care, there is a
greater degree of absentism among women employees which is unavoidable. Sanction
of enhance percentage of Leave Reserve strength to the extent of 20% is inevitable.
Thereafter this is inconsonance with the recommendations of the 5th Pay Commission
also.
30:05 CRÈCHES:
The Department has issued orders to subordinate offices to provide Crèches under
certain condition. There require liberalization. However the number of employees is
small, the Department may on payment, enter into arrangement with crèche houses
opened by other Department like Telecom etc. to enable the Postal Women employees
to leave their Children under the care of trained matrons when they proceed to work.
30:06 TRANSFERS:
30:06:1 Though Government have issued orders that women employees should
be transferred to the stations where their husbands are serving etc., at
field level, there appears to be much delay to concede their request. This
should be avoided.
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30:06:2 The women employees should not be posted where basic facilities are
lacking.
30:06:3 It is further requested to entertain transfer cases to their native places as
requested in respect of unmarried women employees and to the places
where their husbands are working in respect of married employees
without putting any restrictions, reservations or rejections.
30:07 HOSTELS:
Keeping in view that woman employees both married and unmarried have to serve away
from home-stations due to circumstance beyond their control, the following is
suggested.
1. That women hostels may be constructed if the number of women employees is
large and
2. Rooms may be reserved for women employees in hostels which may be
constructed in other Department of Government.
3. Allotting staff quarters earmarking for women employees who are working in
those places out of their native places.
30:08 RETIREMENT BENEFITS:
Many senior women employees confronted with many family problems are desirous of
seeking early retirement. But they desist to do so due to loss of retirement benefits. It is
suggested that they may be granted 100% retirement benefits if they serve 20 years of
service.
30:09 DEPUTATION:
In the case of Leave Reserve period, the women employees are indiscriminately
subjected to deputations to single handed offices and other offices where basic
amenities are not available and offices which are beyond 8 KM radius resulting in
change of Head Quarters. This should be avoided.
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30:10 GRANT OF SPECIAL LEAVE:
A large number of the women employees are facing problems like removal of uteruses,
etc.after attaining age of 40 or more which requires special rest. The women employees
may be granted one month special leave in case of removal of uteruses etc.
The above suggestions on the working women Postal Assistants may please be
considered and recommended accordingly.
CHAPTER – XXXI
CONCLUSION
31:00 The Postal Assistants and Supervisors of the Department of Posts render social
and welfare activities of the state by their hard work with risks and
responsibilities. They are remaining as the neglected class of the organisation
and they are denied of their dues and deprived their rights despite their devotion,
hard work etc. by construing the department as a loss-making organisation. This
has been taken as a ruse all along.
31:01 The objectives of the job evaluation is to provide definite, scientific and factual
assessment of relative work of the job and to determine a wage and salary
structure which is just and fair in comparison to employees working in similar
establishment. Their case should be considered on the basis on principles of job
evaluation and rating and fixing wages according to the arduous nature and
pecuniary responsibilities shouldered. Equity, Justice and fair play, we pray
before the pay commission and request that the wages of Postal Assistants,
supervisors (LSG, HSG.II, HSG.I etc.) be fixed in consonance with the rating of
their jobs on a rational evaluation.
31:02 The excerpts from various committee reports, courts, Central Administrative
Tribunals cited in our memorandum will justify our reasonable aspirations on
demands.
31:03 We fervently believe and also are confident that the sixth pay commission will
analyse and evaluate the duties, skill, responsibilities of the Postal Assistants,
Supervisors and others and prescribe suitable pay scales besides perks and
concessions,
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With profound regards,
K.V. SRIDHARAN GENERAL SECRETARY