NATIONAL TELECOM POLICY-2012 AND UNIFIED LICENSING REGIMETHE UNION CABINET TODAY APPROVED THE NATIONAL TELECOM POLICY -2012 (NTP - 2012). 

           

The Cabinet also approved introduction of Unified Licence and authorised the Department of Telecommunications to finalise the new Unified Licensing regime with the approval of Minister of Communications & IT. The salient features of the National Telecom Policy-2012 are as follows:

The policy envisions providing secure, reliable, affordable and high quality converged telecommunication services anytime, anywhere for an accelerated inclusive socio-economic development. The main thrust of the Policy is on the multiplier effect and transformational impact of such services on the overall economy. The thrust areas of NTP - 2012 are;

•           Increase rural teledensity from the current level of around 39 to 70 by the year 2017 and             100 by the year 2020

•           Repositioning of Mobile phone- as an instrument of empowerment

•           Broadband –“`Broadband For All” at a minimum download speed of 2 Mbps

•           Domestic Manufacturing- Making India a global hub

•           Convergence of Network, Services and Devices

•           Liberalisation of Spectrum- any Service in any Technology

•           Simplification of Licensing regime- Unified Licensing, delinking of Spectrum from             License, Online real time submission and processing

•           Consumer Focus - Achieve One Nation - Full Mobile Number Portability and work            towards One Nation - Free Roaming

•           Resale of Services

•           Voice over Internet Protocol

•           Cloud Computing, Next Generation Network including IPV6

            The policy seeks to provide a predictable and stable policy regime for a period of about ten years. Policy will be operationalised by bringing out detailed guidelines, as may be considered appropriate, from time to time. Implementation will enable smooth implementation of the policies for providing an efficient telecommunication infrastructure taking into account the primary objective of maximizing public good by empowering the people of India. The policy will further enable taking suitable facilitatory measures to encourage existing service providers to rapidly migrate to the new regime in a uniformly liberalised environment with a level playing field.
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FIXATION OF ENHANCED FAMILY PENSION : PRE-2006 PENSIONERS/FAMILY PENSIONERS-CLARIFICATION REGARDING {CLICK HERE FOR DETAILS}

CONFEDERATION WRITES TO CABINET SERCTERAY

No. D/16/2012                    Dated: 25th May,2012

To

            The Cabinet Secretary,

            (and Chairman, National Council, JCM)

            Government of India,

            Rashtrapathy Bhawan Annexe

            New Delhi. 110 001   

Dear Sir,

                I am directed by the National Executive of the Confederation of Central Government employees and Workers to send the enclosed resolution which appeals for the revival of the JCM Machinery, especially at the Departmental council levels for your consideration. We also send herewith a copy of the 14 point Charter of demands adopted by the Committee.  The issues contained in the charter of demands had all been the subject matter of representation on various occasions without however reaching any settlement.   Similarly the issues taken up at the National Council Anomaly Committee as per the agreement reached after the Government accepted the 6^th CPC recommendations still beg settlement.

            The National Executive also took serious note of the fact that many departmental heads have denied grant of recognition to the Associations and Federations despite their fulfilling all requisite conditions stipulated under the CCS (RSA) Rules, 1993.  

             In the circumstance, the Executive have decided to organize a March to Parliament on 26^th July, 2012 and submit a memorandum to the Honorable Prime Minister to seek his intervention.  The National Executive have also decided to follow it up with an industrial action in November, 2012 if the Government continues to disregard the grievances of the employees.

 Thanking you,

 Yours faithfully,

 Sd/-

K.K.N. Kutty

Secretary General

Resolution adopted at the National Executive Committee meeting of the Confederation of Central Government employees and workers on 28^th April, 2012 on the functioning of the JCM.

            This meeting of the National Executive of the Confederation of Central Govt. Employees and workers held at Koilata on 28^th April, 2012, has taken  serious note of the collapse of all the fora of the JCM and compulsory arbitration, with the result that it is no longer a grievance settlement mechanism. The Government must be aware of the fact that it was in the wake of serious discontent of the Central Government employees in 1960s, the JCM was  set up as a negotiating forum to expedite settlement of demands and problems of employees.

            On the pretext of the promulgation of the new CCS(RSA)Rules, most of the departments suspended the operation of the Departmental Councils.  .  Even after complying with the requisite formalities, in many departments, Associations/Federations are yet to be recognized.  Wherever the recognition process was completed and orders issued granting recognition, no meetings of the Departmental Councils are held till date. .  Despite raising the issue in the National Council on several occasions by the Staff Side, nothing tangible has been done to ensure that the councils are  made functional.

The National Councils is as per the scheme to meet once in four months.  It meets after several years, The system of deciding on the  agenda in the meeting in which it is raised has been totally abandoned with the result that number of issues have been kept pending for indefinite period of time.  The non functioning of the Council and the consequent non redressal of grievances has led to agitations including strike action in many departments of the Government of India. The 6^th CPC recommendations were given effect to in September, 2008.  The anomalies arising there form (which is in large numbers) ought to have been settled as per the agreement by Feb,. 2010.  Barring one or two items, no settlement has been brought about on the large number of anomalies till date . Of the Seventeen awards given in favour of the employees by the Board of Arbitration since 1998, the Government chose to refer every one of them for rejection to the Parliament. 

            In the wake of the General Strike action of the working class in the country against the neo liberal economic policies of the Government on 28^th Feb. 2012, the Joint Secretary (Estt) in the Department of Personnel writes in her demi- official communication addressed to all Secretaries of the Government of India, as under which is contrary to facts and misleading too.

            “Joint consultative machinery for Central Government employees is already functioning. This scheme has been introduced with the object t of promoting harmonious relations and of securing the greatest measure of co-operation between the Government, in its capacity as employer and the general body of its employees in matters of common concern, and with the object further of increasing the efficiency of the public service .  The JCM at different levels have been discussing issues brought before it for consideration and either reaching amicable settlement or referring the matter to the Board of Arbitration n relation to pay and allowances, weekly hours of work and leave, wherever no amicable settlement could be reached in relation to these items.”

            The National Executive has, therefore, unanimously resolved to request that the forum of Departmental Councils must be immediately revived in all Departments and made effective as an instrument to settle the demands of the employees and the National Council meetings are convened regularly.

            The meeting has also resolved to appeal to the Government that the recognition may be afforded to all Associations/Federations which have complied with the requisite formalities of the CCS (RSA) Rules, immediately.

S.K. VYAS

President.

CADRE REVIEW PROPOSAL

All India Postal Employees Union Group – ‘C’

All India RMS & MMS Employees Union Group ‘C’

National Association of Postal Employees Group ‘C’

National Union of RMS & MMS Employees Group ‘C’

Ref: PF/Cadre Review                            Dated – 29.05.2012

To

            Dr. Salim Haque

            DDG (P)

            Department of Posts

            Dak Bhawan, New Delhi – 110001

Sub: -  Cadre Review Proposal

            Apropos discussion held on 29.05.2012 on the above subject, the consolidated proposal from the staff side in respect of Group ‘B’ Non – Gazetted and Group ‘C’ cadre in operative side Postal Department is appended herewith.

            It is requested to kindly consider the same as agreed upon in the said meeting cited in para supra.

DA: as above

With kind regards,

(K.V. Sridharan)                                       (D. Kishan Rao)

General Secretary                                  General Secretary

AIPEU Group ‘C’                                     NAPE Group ‘C’

Giriraj Singh                                             D. Theagarajan

General Secretary                                General Secretary

AIRMS & MMS EU Group ‘C’      NURMS & MMS Group ‘C’

PROPOSAL FOR CADRE REVIEW IN RESPECT OF GROUP B (NON GAZETTED) & GROUP ‘C’ CADRE IN OPERATIVE SIDE OF POSTAL DEPARTMENT

1.      JUSTIFICATION FOR CADRE REVIEW

1.1   In the first Chapter of the Annual report 2007-08 of the Department of Post under the Caption of 'Overview', it was mentioned that the Cadre Review was conducted in 2007 with the prime aim of restructuring the Cadre to meet the challenges to the Department, and especially to cater the marketing and business development.

1.2   Whereas the similar to the cadre review exercised at JAG/SAG level has not been extended to the grass root level employees who are actually carrying out the policy and programme of the Postal organisation despite there is ample justification after the modernisation of postal services and introduction of various new projects and products. Not even a single post of System Administrators for maintenance of hardware and software has so far been created despite the posts of Systems Manager/ Systems Administrators/ Project officers etc. are in existence by converting the Postal Assistant posts by keeping those posts vacant. Many Postal Assistant posts were now christened as Marketing Executives without any monetary benefits and also keeping the Postal Assistants posts vacant which are being managed by the rest of the staff without any monetary compensation.

1.3   As per the report cited above in para supra, there is a dire need to transform the human resources abundantly available in the Department to a multi dimensional one to meet the challenges and also to improve the services in the competition era for which the officials should be motivated by offering good packages and promotional opportunities.

1.4     The Cadre restructuring exercises have been done by the various departments in large scale. In many departments like Railways, Audit & Accounts, the cadre restructurings were exercised in Group C cadres many times and the ratio of promotional avenues between the feeder and promotional cadres are being maintained under the ratio of 20:80.

1.5     The Staff of the Postal Accounts in our department have also been blessed with this beneficial scheme of eighty percent upgradation of posts during Sep 87 based on the cadre restructuring to Postal Accounts staff exercised after the implementation of the Fourth Pay Commission's recommendations.

1.6     So far, in respect of Postal department, the Postal Board has not exercised any cadre restructuring to the Clerical (Group C) cadres but has resorted to other schemes like TBOP, BCR on matching Savings. The conception of TBOP/BCR was to ensure that an employee does not stagnate in the maximum of the pay scale of the Cadre and promote to next grade (Selection grade) in two spells (i.e) one first after 16 years and second after 26years of service. The agreement for TBOP and BCR were signed by providing matching savings for the schemes to the extent of 20% in supervisory and 6% in operative Posts and withdrawal of special pay and so on.

1.7     Prior to introduction of TBOP, in May 1974, by an agreement in the JCM Departmental Council, 20% of the posts in the operative grade were placed in the next higher grade of LSG. This was withdrawn at the time of introduction of TBOP, as the LSG promotions were granted on the length of service of individuals and not by the existence of posts under the TBOP scheme.

1.8  The Department has issued various clarifications on TBOP/BCR and in almost all the clarifications the TBOP and BCR promotions were equated with LSG & HSG II. HSG I promotions were accorded during the years in between 1995 to 1998 based on the BCR Gradation list. Suddenly in 1999, the TBOP & BCRs were termed as financial upgradations and they were denied the equal status with LSG & HSG II. Thus the benefits arrived after the TBOP/BCR in the years 1983/1991 were freezed and those promotions were lost its identity and sanctity. Finally while adopting MACP Promotions the erstwhile TBOP & BCR Schemes were scrapped and now not in existence. Thus all the three exercises similar to cadre review in different forms were withdrawn and virtually, it appears that there is no cadre review for Group C cadre has been exercised so far.

1.9          The Sixth Pay Commission did not recommend any separate pay scales for LSG & HSG II and resultantly the Pay Bands applicable to TBOP & BCR are thus being applied to LSG & HSG II promotions. After equating the TBOP & BCR with the similar Pay Band to LSG & HSG II, the contention of the Department that they are financial upgradation is having no relevance. Thus there is ample justification for exercising cadre restructuring for the supervisory cadres in the department.

1.10      Meanwhile, the Sixth CPC in its recommendations under para 3.3.17 maintained that it has refrained from conducting cadre review of individual services and left the job to the respective departments. Thus we propose the following proposal for cadre review for consideration.

1.11      Since we are aware that despite ample functional justification for upgradation of grade pay to the extent of Rs.2800/- to Postal Assistants, there is no chance of considering to grant higher pay scale to Postal Assistants under the proposed cadre restructuring, we are restraining ourselves only to the increase the number of supervisory posts in existence in respect of hierarchical cadre to the Postal assistants and formation of new cadres pertaining to technical posts.

1.12      It is pertinent to mention that in many departments, the percentage wise cadre restructuring of posts were considered and the functional justification has not been insisted. For example, Railways in the case of Ticket Checking staff who are in 1900 GP Entry level pay, have been provided with the promotional cadre like Senior Ticket Examiner; Head Ticket Examiner; and Chief Ticket Inspector. In the case of Railway Commercial clerks, who are in 2000 GP at Entry level pay, have promotional cadres like Senior commercial Clerks; Head Commercial Clerks; and Chief Commercial Clerks under the cadre restructuring doing the similar duty with different nomenclatures.

1.13      Under the Cadre Restructuring exercised in Railways 14% of officials are retained in Entry level pay scale of both these cadres; 16% officials in next pay scale level of 2400 GP; 46% to next level of 4200 GP; and remaining 24% in 4600 GP in the case of Ticket Checking Staff. Out of these staff most of them work as operative staff and the senior most staff only are working as Supervisors in second and third level and only the fourth level are fully real supervisory staff. According to Railway formula these higher cadre restructured posts were not based on functional justification. It is the bare fact that on functional justification basis many could not have obtained this much percentage of higher level posts.

1.14      Even though, we are of the opinion that the cadre restructuring shall be exercised at par with railways or at least with the earlier review made for staff car drivers based on the percentage of posts in basic cadre to each promotional categories, we are placing below the availability of functional justification also in case of PA cadre for kind information and consideration..

2.      LSG, HSG II/HSG I

2.1   At the outset, we wish to place on record that the existing nomenclature for supervisory posts viz. LSG, HSG-II & HSG-I does not exhibit the nature of status to our world and it requires revision. Let it be called with the nomenclature of Supervisors, Senior Supervisors and Chief Supervisors or Executive Manager, Senior Manager, and Chief Manager. It is most opt to mention that the earlier station masters are now called as station managers; Engine drivers are now called as Loco Pilot; Group D is now called as Multi Tasked Staff; Mechanics sheds are called as care centres. Similarly, the Postal Assistant shall also be called with decent nomenclature instead of this present LSG, HSG II & HSG I

2.2 The Supervisors/Postmasters have omnibus task of management, providing guidance and supervision in all activities including the various marketing/business activities.

2.3   The scope and functions of Postmasters/Supervisors may broadly be categorised as follows.

(i)           They are responsible for drawal/remittance of funds involving huge financial responsibility.

(ii)         They have to enforce efficient supervision office and Postal operations.

(iii)       They have to enforce the orders strictly in maintaining the office and its day to day functions.

(iv)       They have to plan and execute the orders and promote more business and improve the mail functioning.

(v)         They have to supervise the subordinates as on administrator and in some cases act as disciplinary authority also.

(vi)       They should possess a through knowledge on all Postal transactions with updated rulings in order to run the office smoothly with the customer satisfaction.

(vii)     They have to take all efforts for prompt delivery of mails besides averting any public complaints.

(viii) They have a thorough knowledge about their powers, responsibilities, and duties and also to acquaint him with all departmental rules and procedures

Under the changed scenario, due to complete modernisation and venturing various business activities, the role and responsibilities of the supervisors and postmasters become abundant and there is a dire need to place them in higher pay band of II right from LSG post onwards.

2.4  In nutshell, they should function as a Manager, Public Relation Officer, Bank Officer, Welfare Officer and also a good Administrator. Based on the job content, the responsibilities and specialised knowledge needed for efficient functioning; there is a sound case for upgradation of all the posts of Postmasters into supervisory cadre. After the decentralisation of various works at S. O. levels like RD/MIS works and launching various business activities there is a qualitative change in the supervisory duties of the Single/Double handed offices which require a better senior officials to supervise the work. Notwithstanding our claim to place the LSG in pay band II with grade pay of Rs.4200; HSG II to Rs.4600 & HSG I to Rs.4800, We are proposing the following for increase the number of supervisory posts which will cater the need and also based on the functional justification.

2.5   The Department is having a total number of Postal Assistants to the extent of 83,696 Posts. We are having 6989 LSG Posts, 1703 HSG II & 1649 HSG I Posts; out of which 2097 post of Postmaster Grade I, 511 posts of Grade II Postmaster & 495 posts of Grade I Postmaster were carved out while forming a separate cadre of Postmaster. While comparing the existence of basic cadre Postal Assistants, the present number of LSG Posts is just only 8.35%. Even the assured 20% operative posts in LSG during May 74 and implemented is no where in letter & spirit and we have gone back to the period prior to 1974. 

2.6   The staff side therefore requests to consider the following proposals in the case of supervisors.

(i)         Considering the more nature of supervisory works now available in B & C Class offices, the posts of SPMs of those offices may be upgraded to the present status of LSG with the revised nomenclature of 'Supervisor' or Manager. As on date we are having 11395 singled handed post offices and 6719 double handed offices. It will result in creation of new supervisory posts equivalent to present LSG cadre to be extent of 18114 which will work out to 21.65% LSG Supervisory posts.

(ii)       The SPMs working in present 'A' class and LSG offices & other LSG supervisory posts may be upgraded to the present status of HSG II and called them as 'Senior Supervisor or Senior Manager'. This will add to the present LSG strength of 6989 with addition of 3732 postmaster of Triple handed post offices with the total strength of 10718 which will maintain the promotional avenues from LSG to HSG II to the extent ratio of 2 : 1.

(iii)     The present posts in HSG II & HSG I may be amalgamated and called as 'Chief Supervisor or Chief Manager' with the present HSG I status. The existing posts of HSG II & HSG I to the extent of 1703 and 1649 posts respectively (i.e.) 3352 posts will maintain the ratio of promotions from HSG II to HSG I as 3:1

(iv)     A separate identification to the extent of 30% of the HSG I posts may please be accorded as Non functional posts in Group B status with grade pay of Rs. 4800/- in Pay Band II.

2.7  If the above process of elevation of more supervisory posts considering the requirement of more supervisory posts on functional justification is carried out, it will provide more supervisory posts and not to have any disturbances in the pyramidal structure since the total no. of supervisory posts will work out to 32184 which is 38.45% not exceeding 40% of the basic cadre.

3.      POSTMASTER’S CADRE

3.1 The Department has unilaterally introduced Postmaster’s Cadre vide its No. 4-17/2008-SPB II dt. 22.11.2010 by carving out 2097 LSG posts, 511 HSG II posts and 495 HSG I posts out of 5695 LSG posts, 1077 HSG II & 1176 HSG I posts. The staff side was not in favour for formation of separate cadre since it will create a division among the existing supervisors and also the concept of supervisors to know all the nature of work is being shrinking due to separate formation. However, the Postmaster cadre is being implemented as a separate hierarchical cadre.

3.2 The recruitment rules applicable to other supervisors are being applied in respect of Postmasters cadre. During cadre restructuring the following shall be considered.

i)        When the Postmaster cadre is separately created, all the promotions up to the posts of Chief Postmaster shall be open only to that cadre. Entertaining IPO line officials is not fair. Their option may be obtained for postmaster cadre if willing. Thereafter all posts shall be filled up only from the Postmasters cadre.

ii)      At the time of upgradation of more supervisory posts under cadre review, 1/3^rd posts may also be carved out for the postmasters cadre.

iii)    At present there is no provision to fill up the Postmaster Grade I posts on seniority. The principle of 2/3^rd by Seniority and 1/3^rdby merit shall be introduced in Postmasters Grade-I also.

4.   RMS

4.1 At present, there are 7599 Sorting Assistants; 5544 MACP II SAs & 3311 MACP III. Whereas the present supervisory posts available in the RMS in LSG 1053; HSG II 415; HSG-I 415, which is not even reaches 5% in LSG to the comparison of Sorting Assistant

4.2 After implementation of mail network redesign in speed post as well as First class mailing offices and there are vast changes being taken place, more promotional avenues shall be provided in RMS. Considering the above, more Promotional Posts in LSG, HSG-II & HSG-I equal to the ratio provided to Postal Assistant under the cadre review may please be considered, the existing promotional Posts shall be increased at least by three times.

4.3 Further a new cadre of Non Functional Group ‘B’ may please be carved out to the extend of 30% of the total HSG I Posts by providing one NFS Posts to each RMS division for effective supervision and monitoring.

5.   SYSTEMS ADMINISTRATORS

5.1 The Sixth Pay Commission in its report vide item No. 7.6.21 observed interalia: -

"Postal Assistants assigned the jobs of Systems Administrators and Marketing Executives have demanded creation of a new cadre with higher pay scales. Creation of a new cadre in their case is not functionally justified. The commission, in any case, is not looking into demands relating to individual cadre reviews, status -quo may, therefore, need to be maintained especially because the existing scenario always usage of available manpower for need based multifarious function."

5.2 The Sixth CPC did not dealt the issue with due note of the existence of such category in postal exclusively performing the duties properly and arrived at the conclusion causing severe discontentment in the minds of the officials who are toiling since inception of computers in the post offices and rendered their unstinted service without any extra remuneration for the total computerisation of postal services.

5.3  From the report of the Sixth CPC, it is quite evident that the actual nature of work involved as 'Systems Administrators' in the Department of Posts has been quite misunderstood and the projection of the same has been made devoid of the acumen and dexterity actually involved. In nut shell, the work of 'Systems Administrators' has been evaluated on facts that are miles away from the ground realities. In other departments, the nature of work entrusted to Systems administrators are quite different and they are being with the grade pay of Rs.5400. Here we are calling them as systems administrators; but their role and responsibilities are entirely different.

5.4  In certain departments, the posts of ‘Computer Assistant’ or ‘System Assistant’ in the pay scale of Rs. 9300-34800 with grade pay of Rs. 4200/- have been created with the Qualification of graduation/BSC with PGDCA/DOEACC – A level with 55/- marks or two years’ experience is required for the selection as system assistant. The nature of work in existence in postal can be equated with that of systems assistants. Based on the same structure, a separate cadre of system Administrators can be created by providing further promotional avenues in the cadre.

5.5  The Department has formed a separate Technical wing at the Directorate to deal the problems of Systems oriented and it has given a hope that the long pending demands of the System Administrators would also be considered and decided. The Department has also constituted another three DDG Committee vide is letter No.1/1/2010-Sr dated 19.7.2010 comprising DDG (Estt), DDG (P) and DDG (Technology) to consider about creation of systems administrators cadre and directed to submit its report within three months. We are not aware of the recommendations of the committee.

5.6  Further, the Department of Posts vide its letter No. 23-15/2004-PE II dt 24.12.04, after the formation of Separate Committee under the Chairmanship of the DDG (Technology) directed to consider the following: -

(a)    Assess which of special categories of Staff will be required at Sub Post offices, Head Post offices, Sorting offices, Speed Post centres as and various Administrative and Accounts offices to effectively tackle problems which arise while implementing the Computerization plan:

(b)   Assess number of Staff in each of these special categories that will be required in SOs/HOs/Divisions etc and nomenclature (for example, PAC Technology). System administrator, Systems Manager etc.) for each category.

(c)    Recommend:

(i)     Pay scales to be given to such staff

(ii)   Selection criterion for such staff and career

(iii)  Career progression for such staff.

5.7        The Director (T&E) has sought views and suggestions on the above vide his letter cited above. However, it seems no decision has so far been taken by the committee or Department.

5.8        According to Para 10.1 of the Annual report of 2010-11 of the Department of Posts, during the period from 1^st April 2010 to 31^st December 2010 , computer hardware and peripherals have been supplied to 1811 post offices. Thus till December 2010, 14415 post offices have been computerised under Plan Scheme of Computerisation of Post offices. Further all Postal Circle Offices, Regional Offices, all Postal Accounts Offices and 1205 Divisional Offices have also been computerized. Besides, a number of enabled services were started in these post offices.      The Govt has approved IT modernisation project of the Department of Posts for computerisation of all the non-computerised post offices, mail offices, administrative and other offices, establishment of required IT infrastructure, development of required software applications to be completed by 2012-13.  .

5.9        The Department has entered with contracts for implementation of financial services solution and there are eight projects for the I.T. modernisation of India Post at on overall out lay of Rs.1877 crores. As per the contract for financial services solution, it includes commissioning of Postal Banking operations entailing core banking solution and ATM switch. The dept proposes to introduce and install Rural ICT hardware devices and providing network connectivity to 1.30 lakhs branch post offices enabling all post offices to perform e transactions.

5.10    It is very pertinent to point out that this could be achieved only by having specialised and trained man power pool inside our organisation. Imparting training, maintenance of hardware and software, attending faults at 1.30 lakhs branch post offices etc, we require a large number of expert personnel for which the creation of systems assistant or call by any name like Technical Assistant, Computer Assistant etc is inevitable. The role of existing Systems Administrators in total computerisation of Post offices must be recognised. They are very much frustrated and the discontentment is mounting due to the continuous exploitation of these categories over ten years.

5.11    It is therefore requested to consider their plights and convert the existing Systems Administrator posts as Promotional Cadre to Postal Assistants possessing required qualification in computer appreciations as if available in other departments for the post of Systems Assistant with grade pay of Rs.4200.

5.12    The existing Systems Administrators may be absorbed in the promotional posts by conducting simple Trade test in token of recognition of their services in the past in the total computerisation of post offices. It is pertinent to mention that it is only the postal department, the computerisation to this extent possible without engaging any outside agencies and also without incurring more expenses with the technically qualified Postal Assistants available in the department. They must be recognised by this way. 

5.13    The pay scale of the Systems Assistants may be decided as follows.

Systems Assistants                        -           Grade Pay 4200

I Promotion: Systems Manager      -           Grade Pay 4600        

II Promotion: Sr. System Manager -           Grade Pay 4800

            10% posts may be identified as Gazetted with Grade pay of Rs.5400/- as existence in other departments as Systems Administrators for monitoring the entire Technical developments.

5.14 Even though all the supervisory posts in Postal operative side can look after the postmasters work and there is no need for creation of separate cadre, the Dept has created the Postmasters cadre recently which the staff side not resisted. Whereas in the case of Systems assistants, there is ample justification for creation of separate cadre considering the nature of their duties and requirement to the service and this may be considered in true spirit.

            Notwithstanding our demand for the creation of System Asst. With Rs. 4200/- Grade Pay, it is agreeable to convert the Posts by LSG and other hierarchical promotions based on the functional requirements and declare it as a promotional cadre to Postal Assistants.

6.     PO & RMS ACCOUNTANTS

6.1  The Sixth Pay Commission has rejected higher pay scale to PO & RMS Accountants as if there is no functional justification exists for the same and recommended to revise the special allowance of Rs.180/- in double the rates. The description of the Sixth CPC that they are not belonging to the organised accounts cadre without looking the merits through their nature of duties and responsibilities are nothing but a farce. This cadre has met a raw deal over the last three decades.

6.2  The comparative pay structure of Accountant post in different Department / Ministry / organized Sector are detailed below for kind perusal.

Name of the Department      Designation / Existing pay scale after 5^th CPC/ Revised pay scale

Indian Audit & Accounts      (a)Auditor/Accountant              4500-125-7000           

Department/                            subsequently revised to        5000-150-8000           

                                            (b) Sr Auditor/ Accountant        5500-175-900

(Para 7.56.4 6^th CPC)          (c) Section Officer                    6500-200-10500

Railway Department           (a) Accountants Assistants      5000-150-8000           

(Para 7.56.6 6^th CPC)         (b) Divisional Accountant         5500-175-9000

Ministry of Consumer Affairs (a) Accountant cum cashier  5000-150-8000

Food & Public Dn                  (b) on promotion                    5500-175-9000

(Para 7.1.14 6^th CPC)           (c) -DO-                                6500-200-10500

The Survey of India Land &  (a) Accountant                       5000-150-8000

Development Office               (b) On Promotion                5500-175-  9000           

(Para 7.46.41 6^th CPC)          (c) -DO-                              6500-200-10500

Indian Tourism Office                       (a)Accountant            4500-125-7000           

(Para 7.44.7 6^th CPC)

Postal A/Cs & Finance            (a) Auditor / Accountant       5000-150-8000

(Para 7.56 6^th CPC)                (b) Sr. Auditor/Accountant   5500 -175-9000

                                                (c) Section Officer              6500-200-10500

6.3     This will be the testimony that this cadre of PO & RMS Accountant alone is deprived and denied the dues. The exploitation of this cadre is continuing over 20 years. This may please be pursued with the Government and see that the PO & RMS Accountants are placed at least with the Accountants working in Postal Accounts office of our department.

6.4     The following is the proposal, we desired to put forth for kind consideration

i.    The Po & RMS Accountant examination may be declared as vacancy based examination instead of the present qualified one

ii.   The official after their selection shall be posted as Accountant with the Grade Pay of Rs.2800.

iii.  PO & RMS Accountants cadre shall be declared as a separate cadre with hierarchical promotional benefits.

iv. At the time of upgradation of 1622 HSG II posts to HSG I, many APM accounts LSG posts were identified as HSG I posts. Resultantly there is very lesser number of LSG Posts ie. in the feeder cadre available for promotion to PO & RMS Accountants. This has blocked the promotional chances for the existing PO &RMS Accountants .In many places, the due DPC for LSG posts could not held due to dearth of LSG vacancies. Hence, it is the dire need to restore the LSG position to the extent of 50% of the total posts of APM Accounts by upgrading simultaneously in the general line posts. Those posts can be identified to the present status of HSG II with Grade pay of Rs.4200.

v.   30% of the remaining APM Accounts post may be declared with present HSG I status with grade pay of Rs.4600.

vi. The remaining 20% of the APM Accounts posts may be declared as Gazetted posts with grade  pay of Rs.4800.

            The determination of status on LSG, HSG II, HSGI and Gazetted may be decided based on the status of the offices and also the supervisory nature of the posts. This is possible. The nomenclature of the posts may also be changed at par with the proposals we suggested for the supervisory posts. Unless the cadre is declared as a separate one, the anomalies in existence over three decades will continue. It is therefore requested to consider the proposals by analysing all these factors prevailing in the work spot.

7.     MISCELLANEOUS

7.1 In order to provide more promotional avenues to the youth possessing more skills & qualifications, the following establishments may be upgraded and elevated to the standards of supervisors.

(i)         The Marketing Executives may also be declared as promotional supervisory posts as is done in the case of Town Inspectors in to LSG.

8.     CIRCLE OFFICE STAFF

8.1        The present staff strength in circle offices available in Group ‘C’ is around 2500 and the existing promotional avenues is less than 8% in total and after conversion of LDC & UDC as single cadre of Postal Assistant, there is a total imbalance in respect of Circle office in respect of promotional posts.

8.2        It is therefore suggested that in promotional cadres like LSG, HSG II & HSG I may be created as in the same ratio of Postal Assistant and 30% as the HSG-I posts may be upgraded as NFS. The existing four posts of Group ‘B’ may please be merged with the other Group ‘B’ posts in officer’s line.

9.      SBCO Staff  

9-1  Total staff is 4100. There is no HSG II at present. It is suggested to provide four layers of promotions with the ratio of 50:20:20; 5:5. The SBCO in charge of All Gazetted HPOs (116) may be converted to HSG I. There are 442 divisions and all the in charge of such divisional head quarters may be considered for HSG II. It is further suggested that the in charge of SBCO having up to 50,000 entries may be converted to LSG, above 50,000 up to 100000 may be HSG II and above 1 lakh, it will be HSG-I, Similarly all working in (PWCs/ICOs shall be placed in promotional posts. The ration in promotional prospects as decided in case of Postal Assistant may please be rotational in case of PA SBCO also.

10.    MATCHING SAVINGS

10.1    The question of matching savings does not arise since in most of the cadre, as there is no elevation in the pay scale, the officials who have already acquired the pay pertaining to the post shall alone get regular promotion.

10.2    The matching savings, we offered for TBOP/BCR have not been practically restored despite the Directorate orders 25-5/2010-PE I dt. 19.7.2010 since there is no chance of any new creation. As per the norms and after withdrawing the reduction of staff under TBOP/BCR Schemes w.e.f 1.9.2008, there is ample justification for creation of more new posts. As such, further matching savings in the shape of staff cut will ruin the developmental activities and efficiency of the postal services.

10.3    In token of acceptance of modernisation and various re organisations in the Postal set up, the officials shall be offered with more promotional avenues despite it will not cause any monetary benefits.

            It is therefore requested that the proposal for cadre review may please be considered with due attention and the Group C employees may be granted with the promotional avenues. Satisfied Employees will perform well and render more satisfied work.

K. V. Sridharan                                                D. Kishan Rao

General Secretary                                        General Secretary

AIPEU Group ‘C’                                             NAPE Group ‘C’

Giriraj Singh                                                    D. Theagarajan

General Secretary                                         General Secretary

AIRMS & MMS EU Group ‘C’                  NURMS & MMS Group ‘C’