Wednesday, July 23, 2014

(Part III)
JULY — 2014.
Giri Raj Singh
General Secretary
All India RMS & MMS Employees Union Group –C
( Affiliated to National Federation of Postal Employees)
D. Theagarajan
General Secretary
National Union of RMS & MMS Employees Group –C
( Affiliated to Federation of National Postal Organisations)

1. We represent the Group-C employees in Railway Mail Service and Mail Motor
Service organizations of the Department of Posts. The Unions are affiliated to
the “National Federation of Postal Employees (NFPE) and Federation of
National Postal Organization (FNPO)”.
2. The Memorandum comprises of two Parts:
Part-III Service and Working conditions in RMS& MMS;
The Major federations in the National Council (JCM) have submitted
to the Seventh Pay Commission for consideration, a detailed Memorandum on :
(A) Merger of DA& Interim relief
(B) Basic Issues
(C) Pensional Benefits
The above may be treated as Part-I.
The above named two Postal Federations have jointly submitted another
Memorandum on the common issues of Postal Employees which may be treated
as Part-II.
3. The Railway Mail service is playing a vital role in carrying, transmitting, sorting
and exchange of mails to the delivery point and due its continuous exhibition
of efficiency, the letter mails and other articles are delivered in time. The
employees working thereon are most dedicated and hard working.
4. During the period between 2006 and 2014, RMS faced severe attack due to the
Topsy Turvy policies preached and practiced by the private consultants and the
wrong policies adopted by the Postal Department.
For example: The Department redesigned our RMS mail network operation in
respect of First class, Second class mails and Speed Posts . In this connection
Department appointed M/s Mckinsey& Co by paying Rs.12.66 crores. Based on
the recommendations of the said company, 354 offices were redesigned as 89
Level-I offices and 265 Level-II offices.
5. We had mentioned elsewhere in the memorandum about the withdrawal of
sorting work from 283 sorting sections which functioned in the trains. The
Postal Board subsequently introduced several measures aimed at staff
reduction like abolition of checking work papers and closure of sorting offices
in the name of reorginaisation.
6. Based on the M/s Mckinsey& Co report, after redesigning the mail offices, the
staff rendered surplus and public mails were subjected to undue delay badly
caused detention of articles at all level. However after the several rounds of
discussions with the Department by the staff side, the Department atleast,
agreed to dilute the M/s Mckinsey& Co recommendations. This has paved the
way for the speedy disposal of public mails and put an end to unorganized
Couriers in the intra-circles. The above policies are directly responsible for the
deterioration in efficiency of the service.
7. The RMS employees, therefore, look to the Seventh Pay Commission for
improving and humanizing the working and service conditions. We urge upon
the Commission to agree to pay a visit to a few mail offices and travelling
sections to realise the actual position and grasp the feeling of the workers.
8. P & T Mail Motor Service came into existence in the year 1944 in Kolkatta. It
was expanded gradually from the year 1947 and started functioning at
Mumbai, Chennai, Delhi and Nagpur. The Motor service was made a
departmental wing in the year 1948.
9. After the bifurcation of the P & T Department in the year 1986, the P&T
Motor Service has been renamed as Mail Motor Service. We have 1223 Mail
Motor vehicles and 486 Staff cars in 98 stations. 226 CNG vehicles
(environment friendly) are plying in Delhi, Mumbai and Ahmedabad.
10. The following units are controlled by the Senior Manager – Chennai –
Mumbai - Delhi and Kolkatta. The units controlled by the Managers are –
Ahmedabad, Bangalore, Ernakulam, Guwahati, Hyderabad, Kanpur, Nagpur,
Pune, Madurai, Coimbatore, Chandigarh and Bhopal. The remaining MMS
Units are under the control of respective SSPOs/SPs of the Divisions where
MMS units are located.
The Department of Posts is an organization socially committed connecting
individuals and business and an easy reach for everyone with its vast infrastructure
and network spreading over the Nation providing basic Postal facilities besides
various social welfare and business activities. Extensive Postal facilities are
available throughout the country in terms of regular delivery of Mails at the
doorsteps of every customer, collection of letters from letter boxes and selling of
stamps/stationery is provided in every village irrespective of the terrain through
delivery agents while on their regular visit to their respective beats. Besides, there
are ancillary activities such as Banking, Insurance, collection of Custom Duty and
various business and ‘e’bill services etc.
1:1:1 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, nationalized the
Postal Services and brought it under the monopoly of the Government. Thereafter,
in 1854, the separate Postal Department was established and the First Postage
Stamp was introduced. The First Railway Mail Service was established in 1863. The
Post Office Savings Bank was introduced in the year 1882. Booking of parcels and its
transmission was introduced in 1854. The Value payable service was established in
1878. First Sorting Section was created between Allahabad and Kanpur. During
1927, the RMS was amalgamated with the Postal wing. The Posts and Telegraphs,
which were integrated in 1914 were subsequently bifurcated w.e.f. 01.01.1985 and
the Department of Posts was created.
1:1:2 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 fulfilling the Universal
Service Obligation in terms of providing basic postal services throughout the
country, irrespective of terrain at an affordable price.
1:1:3 India has the largest number of Post Offices in the world. At the time of
Independence, the number of post offices was 23,344. Now the number of post
offices has been expanded to 1,54,822 as on 31-03-2012 of which 1,39,086 are in
rural areas and as an average, a post office serves an area of 21.23 sq. km and a
population of 7817. Mail processing, transmission and delivery are the core
activities. Mail is collected from 5,62,075 letter boxes in the country. This is
processed by a network of 390 RMS officesand 522 transit sections.During 2011-
2012 the Department of Posts handled 637.18 Crores articles, including 19.11
Crores registered articles. It also handled 698.65 lakhs of money orders amounting
to Rs. 10201.49 Crores. The Speed Post and registered letters have been
computerizedand the ‘CRCs’ have been formed exclusively to deal the registered
1:1:4 The trend of actual growth in mail volume (2004-05 to 2007-08) together with
projections for the period from 2008-09 to 2013-14 as mentioned in the
Department of Posts report is as follows
(In Crores)
1:1:5 The Department of Posts, introduced the Speed Post service which carried
10,89,000 articles and earned a revenue of Rs. 3.17 crore in 1987-88 has grown
many fold times with 40.2 crores articles during 2011-12. At present, the Speed Post
ensuing 100% and time bound delivery with Track & Trace facilities received a
tremendous response by the common and business societies. The Speed Post
revenue has shown a growth of 20.15% in 2011.12 over the previous years.
1:1:6 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, Logistic and E-Bill Post etc..
Besides these, the India Post has ventured into various financial services which
include International Money Transfer, Electronic Fund Transfer, Electronic
Clearance Services, MO Videsh, e-MO, Mobile Money Transfer, EVPP, COD,
Years 2004-
714.61 649.21 645.98 649.21 652.46 685.08 787.84 906.02 1000 1100
21.42 20.85 21.73 21.95 22.17 22.83 25.57 28.64 29.25 30
Speed Post 9.59 10.86 12.86 14.79 17.75 21.30 26.62 33.27 37.00 40
Total Mail
745.62 680.92 680.57 685.95 692.38 729.21 840.03 967.93 1066.25 1170
AadharEnrolment, 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. The work related to serving summons of the court are
also being entrusted to PO by the High Courts.
1:1:7 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
211107 & 263467 as on 31.03.2012 respectively in both the categories. The postal
and RMS employees are being overburdened and facing untold miseries every day
due to this unscientific drastic cut in the establishment. The manpower provided in
the RMS is inadequate, which causes untold miseries to the existing staff. At present
there are about 16500 Sorting Assistants, 1053 LSG supervisors, 415 HSG II & 415
HSG I officials maintaining the service very efficiently.
1:1:8 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; Tamil Nadu Circle includes
Pondicherry; West Bengal Circle includes Sikkim & the Union Territory of Andaman
and Nicobar Islands.
1:1:9 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 / Sr. Supdt of RMS / Superintendent of Post Offices
/Supdt of RMS.
1:1:10 The Vision & Mission of the India Post has been declared and defined as under
India Post's products and services will be the customer's first choice.
To sustain its position as the largest postal network in the world, touching the lives of
every citizen in the country.
To provide mail parcel, money transfer, banking, insurance and retail services with
speed and reliability.
To provide services to the customers on value-for-money basis.
To ensure that the employees are proud to be its main strength and serve its customers
with a human touch.
To continue to deliver social security services and to enable last mile connectivity as a
Government of India platform.
Core Values
We will maintain our iconic status as a unique and trusted national institution by:
Always providing the human touch in all our interactions with society
Being responsive and reliable
Demonstrating the highest order of integrity, honesty, transparency and
Discharging our responsibilities towards the society in an environment of deep trust,
mutual respect and a culture of service before self
Strategic Goals
Achieve the long term goal of financial self-sufficiency by generating surpluses from
services (existing & new) outside our universal service obligation
Develop, implement and operate a system of standards with accountability for
Develop a scalable and flexible technology infrastructure to support our operations
Be the preferred, trusted and reliable service partner for all customers
Ensure that India Post acquires all required people capabilities to deliver its chosen
services portfolio
Be the interface between citizens and the government
1:1:11 Based on the above vision and mission, there is a sea change taken place in the
Department of Posts and various new activities have been launched. 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 and retraining. The skills and capabilities of the existing Postal
Assistants are being extracted to the maximum extent without granting any higher
pay for such technical work or granting any incentive / honorarium for the extra
work being performed by them.
1:2:1 The RAILWAY MAIL SERVICE (R.M.S.) was aptly described by Shri Geofray Clarke,
Director General in his book “Post office and its System” as the “main artery of the
Postal Body Politic through which the postal life blood flows.”
1:2:2 The RMS is the main nerve of the system which carry, transmit and ensure the correct
reach of articles in time. From the point the mails received by the post office which
are transferred to Railway Mail Services (RMS), to the point of delivery of mails to the
post office at the destination, it is the R.M.S which does the functions of:
1. Collecting all the mails from the post offices;
2. Conveying to the R.M.S. Mail offices: which are called stationary offices;
3. Receiving the mails in closed bags by the R.M.S sections directly from the post
offices and R.M.S offices;
4. Opening the mail bags addressed to the office, sorting them according to the
directions of trains, plane services, bus routes and according to class of articles
etc. to near and far off places;
5. Sale of Stamps, Booking of Speed Post & Registered Articles late night.
6. Dealing with Speed post and EMS mails.
7. Express Parcel Service (E.P.P.)
8. Bulk Mail Service
9. Bill Mail Service
10. Logistic Posts
11. Business Mails
12 Business Parcel Services
1:2:3 That is, the R.M.S does the miracle of collecting, sorting and safely handing over to the
destination post offices from where it is delivered by the postal staff to the public at
the other end. The R.M.S does not come under the public gaze and few alone know its
inside working occasionally the members of the public see some red coated vans in
some trains. But what is going on inside the van is not known not only to the
members of the public, but also to many in the Postal Department. In short, the RMS
functioning inside is leading the service for quick and effective delivery of articles in
time to the common public and business commodities.
1:2:4 The Computerized Registration channels were established in metro cities since 1994
and other important places from 1996. Now it is well recognized in all the mail offices
and the software used for this is R. Net. Similarly the parcels are dealing with Parcel
Net software. Speed Post articles are handled with speed net software. Major TMOs
are handled with Sankaraman software, most of the HROs and SROs are being
handled the EMS articles (International Mails) with IPS software. Thus the
computerization in the RMS offices is also in the half way and there is a proposal to
modernize the entire RMS before the end of 12th Five year plan period.
1:3:1 The R.MS branch of the postal services was first created in 1870 and was placed
under the charge of ‘Superintendent’. In 1880, he was designated as ‘Inspector
General of the R.M.S.’, but he also functioned as Assistant Director General till 1890.
Again in 1905, the organization underwent a slender modification. Due to further
expansion and for rendering efficient service, it was placed under three Deputy
Postmasters General with headquarters inAmbala, Calcutta and Poona. In the year
1921, in pursuance of the Ryan Committee, it was entrusted to the Heads of Circles. In
the year 1934, the Postal Enquiry Committee, known as Pasricha Committee’,
enquired into the working of the Postal and RMS wings.
1:3:2 In the year 1948, on the basis of the recommendation of the First Pay Commission, an
Expert Committee was appointed to study into the question of working hours,
weekly holidays, overtime and out-station allowance, etc. But various of its valuable
recommendations have not been considered and implemented.
1:3:3 In the year 1957-58, another Committee headed by Shri R.V. Marathe, the then
Deputy Director General (Staff) as Chairman was appointed to evaluate into the
functioning of the R.M.S and inattention of its problems. One of its recommendations
was that the R.M.S administration should be put under the exclusive charge of Heads
of Circles and be separated from the Postal side. As the recommendation was not
implemented in full, the very first step taken in this regard proved to be a miserable
failure. Consequently, the scheme was scrapped in the year 1967.
1:3:4 ‘All Up Scheme’ was introduced in the Railway Mail Service in order to complete the
work on the same day and all the mails were sorted out and sent by air. The running
RMS sections were performing the duties of sorting of lakhs of letters in the running
train and this was abolished in the year 1984. The department has given up the ‘All
Up scheme’ resulting in piling of unsorted letters in the RMS offices. The sorting
office, thereafter introduced, could not cater to the requirement to the extent of
earlier schemes.
1:3:5 The Department, as a part of modernization, appointed McKensey Consultancy for the
improvement of the mail, sorting and delivery system; not only for the consultation,
but also to implement its decisions under the guise of Mail Network Optimization
which has resulted in further deterioration of service in the recent past in the
functioning of the RMS and the sorting offices. The Mail Network Optimization project
introduced after their consultations came to stay with many modifications. In
between there were more abolition of sorting offices which were protested by the
service unions and after sometime it was halted to some extent. But the damages
caused to the service were not retrieved.Meanwhile, the Department experienced
with the engagement of air freight carriers as a part of MNOP which was dropped
subsequently due to the delay of mails and causing heavy loss to the Government
1:3:6 The main object of briefing thisbackground is that the administration underwent
several changes and efforts were made to tone up its efficiency and improve the
structure of the administration, butdesired improvement is yet to come.
1:4:1 Despite the fact that the Airlines are operating their services between distant cities
and towns, instead of utilizing such services, still the mails are being routed through
the railways. The conversion of all sorting sections into transit sections and abolition
of sorting in the running trains &back routing of mails caused heavy impairment to
the service.
1:4:2 As the representatives of Major organizations, we are having a concern with the
developments, butvery optimistic, in the days to come, the organization will rise up to
the occasion and clamp the service a better and efficient one.
2:1 Accepted Principle
2:1:1 The Department has ventured various new mail services and there is a sea change
taken place in its functioning. The Government’s initiation under the ‘Mail Network
Optimization Project’ has changed the working condition of the RMS. Many of its
branches were already modernized and role and responsibilities are in increase.
2:1:2 At the outset, in general, the Pay & Allowances of the Sorting Assistants are being
equated with that of the Postal Assistants working in the Postal Department. They are
also supposed to have a thorough knowledge of all the rules and regulations as
mentioned for the postal assistants and are performing more technically skilled and
unique job of sorting, transmitting and carry the mails from the post offices to the
destination office at delivery point. This is the fair comparison and we desire the
same to be continued. Whatever the pay prescribed for Postal Assistants, this may
please be made applicable to the sorting assistant also.
2:2 Job Profile& Service Conditions
2:2:1 The category called ‘sorting assistant’ exists only in R.M.S. There is no such similar
post in any other department or industry inside the country. There is, therefore,
difficulty of evaluation with any such similar category of posts elsewhere.
2:2:2 The job of Sorting Assistants is skilled operative-cum clerical category. They have to
perform manual operations in the course of performance of the job. They are
constantly in motion and have to be mobile as well. Their nature of work cannot be
clubbed or treated as performing a sedentary nature of the job..
2;2:3 Postal and RMS Divisions are spread over a vast area. As a matter of rule, the Postal
and RMS employees are required, periodically, to be transferred not only from one
branch /section to another in the same office or at the same station, but two
different stations in the Division and Circle. The transfer liability in the Department
of Posts is very severe and dislocates the stability of the family including education
of children.
2:2:4 There are no set duty hours for the Postal and RMS employees and the duty runs
round the clock. Most of the duties are in two spells. Some of the duties start early at
4 AM and some duties terminate as late as 1 PM. Railway Mail Service duties mostly
run round the clock.
2:2:5 Most of the RMS offices is such that even basic facilities and amenities like drinking
water and toilet are not available. The space in such buildings is short and
ventilation facilities are totally wanting. In the majority of offices/units, the facilities
of recreation club, subsidized canteens and rest rooms are not available.
2:2:7 The postal work is discharged under a set of numerous rules spread over in eight
volumes, apart from the guidelines given in the Postal Guide. The accounting work is
discharged under the provisions of the Financial Hand Book and Fundamental and
Supplementary Rules. Since any postal employee may be required to work in any
section (department) of the Postal service, he is required to have a thorough
knowledge of the rules. He has to have a thorough knowledge in all these volumes &
2:2:8 Time factors have been prescribed for discharge of each item of the Postal and
Railway Mail Service. According to these factors, immediate relief is not possible.
Shri RV Marathe, who evolved the Time Test for Postal and RMS operative jobs, has
himself observed.
“Before entering into a detailed discussion of the time allowance, now proposed, it is
necessary to emphasize on the inherent limitation of the time test itself. The time
test is merely an arithmetical formula and like all other formulae its application
could only yield results approximately correct, particularly in relation to a human
organization like the post office. It cannot obviously serve like a magic wand, which
could give out finished staff figures as soon as raw material in the shape of traffic
statistics is put into it. The peculiarities of the traffic and conditions of workers are
not of a set pattern.
It is, therefore, necessary, where a review of establishment is undertaken to
supplement the application of time test by an independent enquiry and personal
observation of the working conditions by responsible officers.”
2:2:9 The Fair wages Committee applied the following criteria for higher wage
(a) Degree of skill
(b) The strain of work
(c) The experience involved
(d) The training required
(e) The responsibility undertaken
(f) The mental and Physical requirements
(g) The disagreeableness of the work
(h) The hazard attendant to the work, and
(j) The fatigue involved.
2:2:10It will be more appropriate that on the above criteria, comparison shall be
made with similar categories of clerks and allied employees. Our contention is that
there is variation in the nature of job content on the above criteria between operative
worker inside the postal and outside. We shall give below the various job contents to
indicate the arduous and hazardous nature of work justifying enhanced pay and
allowances to these categories of employees.
2:3:1 The recruitment to the cadre of Sorting Assistants is done from amongst the
candidates securing the highest number of marks in the higher secondary/+ 2
Examination and by the conduct of tough public examination in which the selected
candidates on merit will alone be offered the appointment of sorting assistant.
Actually candidates having higher first Division or Graduates and double Graduates,
are recruited. Thus the department takes the best of the qualified candidates from the
market. Computer knowledge is essential for the recruitment. During the last
recruitments made since 2009, 90% of the Sorting Assistants are Graduates, Post
Graduates and possessing engineering graduation.
2:4:1 A Sorting Assistant has to perform multifarious jobs, unlike other clerks and officeassistants
in other departments. The major part of the job, has to be done while
standing and this physical and mental exercise drive on for eight hours continuously.
This is too strenuous and fatiguing. He cannot rest or pause and he gets completely
2:4:2 Computerization of Sorting offices has taken place. In respect of CRC, Speed Net,
Parcel Net, etc., the officials are being posted in Computer Operations sitting before
computers continuously for eight hours or more. They are working on different
modules and screens and the job is very arduous.
2:4:3 Now-a-days, women are also being recruited in large numbers and they are also
required to stand and keep moving to do the hard job of sorting as well as sitting
before the computers for continuous eight hours at a stretch.
2:4:4 The sorting of letters in a standard size of sorting table of minimum of 88 pigeon
holes or more requires constant and regular motion of his hands and eyes. On one
hand, he has to hold a bunch of letters while the other hand drives on doing the work
of sorting for a full 8 hours. This also is too exacting and exhausting an exercise, both
physically and mentally.
2:4:5 The Sorting Assistants shall have full geographical knowledge of the country and
complete knowledge of sorting pattern. In the course of sorting, he has to come across
different patterns of writings and has to carefully decipher.
2:4:6 While working in the Registration and Parcel branches, he has to lift hundreds of
heavy bags to take out registered and parcel articles. He is responsible for the safe
custody of the Insured and valuable articles. Even after safely dispatching the articles,
if there are any complaints from the destination office about the difference in weight
of Insured articles or non-receipt of registered bag or insured article, he is hauled up
and also will be proceeded under the CCS Conduct &CCS (CCA) Rules.
2:4:7 Similarly, in the Mail Department, the work is full of risk and exhaustion. Whether,
while exchanging mails with running sections on the platforms or at the mail office,
he has to check the seals, cards, labels and condition of all bags. Here too, he is hauled
up even for the slightest mistake.
2:4:8 Computerization has been introduced in registration branch, Mail branch, parcel
branch and accounts branch. Track and trace system is also introduced in speed post
and express parcel service.
2:5:1 The Sorting Assistant also works as Head Sorting Assistant Supervising other’s work
in addition to his portion of the work.
2:5:2 He is required to work as a Sub Record Officer in charge of the unit in an office, as OA
in Record and Head Record Offices, as Accounts Assistants in Head Record Offices and
as OA in the office of the Divisional Superintendent.
2:5:3 He is required to work in RMS booking counters to book regd., speed and Parcel
2:5:4 There is no separate set of staff recruited for office. The sorting assistants alone are
required to work on rotation.
2:6:1 He has to work for eight hours a day and equivalent to 8 hours in the night. He is
working round the clock, i.e. morning, day and whole night. He is cut off from all
social life. In running sections, he has to perform long hours of duty. He remains
continuously engaged in work all over the beat. The Sorting Assistant has no Saturday
off and he works all the days except the weekly offs in lieu of Sundays and holidays. In
fact, they are working more than 300 hours per year viz. 52 days extra work as
enumerated in Chapter VI under para 6-5 without any extra remuneration or higher
pay while comparing the other categories. Thus, they are supposed to perform more
working hours rather than other Central Govt. Employees which itself justify the
higher pay scale to them.
2:7:1 No candidate is recruited and posted straightway on the job. If he is a direct recruit,
he has to undergo training. If he is a departmental employee, he must have put in five
years of service and then pass a competitive examination. He too has to undergo
training for three months to become a Sorting Assistant.
2:7:2 In the course of training, he has to obligate to memory Head Offices all over India, Sub
offices of the Circle he is posted and also Sub-offices of neighbouring circles and
branch offices of the region served by the office. Thus, he has to commit to memory
the names of thousands of post offices and has to accurately know by memory under
what Head or Sub Office these branch offices are located. He has to study and acquire
the knowledge of operational rules of the department, which are contained in Postal
Manuals Volume V, VII, Postal Guide, and the Foreign Post Manual. He has to learn by
memory the sorting and due mail bag lists. He has to study the routes of Air Mails as
well as Rail and Road routes. Only after passing this rigorous examination, he is being
offered the job.
2:7:3 Of late, the sorting pattern has been changed and the sorting assistants have to sort
letters district-wise using pin code. It has rather created more confusion and delay.
The sorting is linked to the nearest available mail line or the route to reach the
destination expeditiously. The frequent bifurcation of the existing revenue districts
has also undone the scheme of District pattern of sorting.
2:8:1 The skill and knowledge that a sorting assistant should possess has been aptly
described by a Senior Member (Posts) in the following words in an article appearing
in all daily newspapers during the P& T week published on 12.11.1967. Shri M. Dayal,
retired Senior Member (Posts) said:
“In the good old days, a sorter (now called sorting assistant) was only required to
possess a fair knowledge of hinterland arid of the connecting rail and road services
for the efficient disposal of mails”.
“To put it in postal parlance sorting was done on a directional basis. As a direct
consequence of the carriage of mails by Air, the P & T Department had to evolve new
techniques and procedure for the sorting of mails, some of which have to be
transmitted by Air while others have to be forwarded by surface route.”
“No longer is it sufficient for a sorter to merely know the geographical locations of the
post towns, but he has to master the circulation arrangements so that mails are
forwarded in the right direction either by air or surface. This has given rise to a
number of problems.
“For example, a sorter working in a running section on the Frontier Mail from
Mathura to Delhi would during the good old days send a letter for the south to a
section working in the opposite direction. Now he has to forward it to the Delhi
Airport Sorting Office, even though it may be intended for Bhuj in Gujarat or
Thanjavur in Madras. So that it can be dispatched by air. Further, since sorting
cannot, for obvious reason, be done in aircraft direct bags have necessarily to be
exchanged between various air centers.
“In consequence a sorter is now required to possess a detailed knowledge of sorting
patterns of places hundreds of miles away. Needless to say, all this requires a highly
specialized staff with not only ‘good knowledge of geography but of the sorting
patterns of distant air centers”
2:8:2 The above observations clearly bring out the fact that a Sorting Assistant has to
acquire highly technical skill in routing and sorting of letters not only within India but
also should have a broad outline of world map so as to enable him to sort out and
route mails for foreign countries both sea and air mail.
2:9:1 A sorting assistant has to deal with bags containing valuable articles. If any bag is
received with mutilated seals or bag with wrongly addressed labels, etc., he is held
liable for the loss of bags containing valuables. Inside the Registration and Parcel
branches, he deals with insured articles and an article which he has handled is later
found to have been tampered or found to be of less weight though the outward
condition may be good, he is held liable for any loss of articles.
2:9:2 Hundreds of cases occur and not a day passes without some case or other. In such
cases he has to pay to the tune of thousands of rupees under the contributory
negligence factors as prescribed in the disciplinary rules.
2:9:3 The working condition is so bad that sorters have to work in extremely congested
areas. The Mail Bags containing valuable articles are stacked outside for want of
accommodation and no wonder theft or loss occurs and the officials are
constructively responsible, huge recoveries are made. Similarly, in mail van, lights get
dim or no light exists. Many a sections are working in 2nd class compartments
instead of regular accommodation. In such circumstances, the officials are not able to
work as per the rules and any mishap occurs, he is to pay through his nose. He has to
follow meticulously the rules and even though he may not be committing any crime,
but on the ground that he did not implicitly follow the rules, hundreds and thousands
of rupees are being recovered from his pay for the alleged loss of articles. Thus the
job of a sorting is onerous and of high responsibility.
2:10.1 The disagreeableness of the work will be evident from the following.
i. The RMS work has to be performed by standing or squatting on the floor. The
work is to be carried on in posthaste for fear of misconnection of mails subjecting
to detention for long hours. He has to work under such a nervous state. Similarly
the present state of computer works is too laborious and arduous.
ii. The duty entails leaving hearth and family members as a regular measure
causing neglect of their wards and domestic work necessitating service of private
tutors and attendants involving extra taxation on his purse.
iii. The nature of work in mail offices and mail vans is such that they have to work in
the midst of dust, dirt and the pungent smell of molten wax. This affects the lungs
of workers and naturally the incidence of T. B and other fatal diseases are greater
in R.M.S which can be verified from the frequency of sick reports in the RMS
Divisions throughout India.
iv. The sectional staff (working in running trains) is exposed to the vagaries of
climate of different stations and different states at all hours of the night and day
and they have to work with the doors and windows closed. In the summer, the
van becomes a furnace.
v. The RMS operative work differs from office to office and section to section. A
Sorting Assistant has to be a learner throughout his service. Even at the end of his
service when normally his memory fails, he has to cram classified lists and
sorting lists and commit to memory changes in connection with the sorting
arrangements and has to maintain a maximum standard of physical fitness to
stand the strain of his arduous work.
2:11 Comparison with other clerks
2:11:1 The Sorting 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 and RMS Offices will prove that both
should not be equated with the volume of work done qualitatively and
Operative Staff in Post
Other Government
Holidays (effective) 18 days 18 days
Casual Leave & RH 10 days 10 days
Closed Saturdays 0 52 days
Weekly Off / Sundays 52 days 52 days
Total in a year 80 days 132 days
Working days in a
285 days 233 days
One year 365 days 365 days
2:11:2 Conversion of working hours.
Working hours
converted into hours
for Sorting
285 X 8 hours
= 2280 hours
Working days
converted into hours
for Assistants
working in the
233 X 8 ½ hours
= 1980.5 hours
Excess of work hours
for Sorting Assistant
= 299.5 (i.e.) 300
2:11:3 Thus, it could be seen that the Sorting Assistant working in post offices is
doing 300 hours extra work in a year for that additional work he has not been
properly compensated.
2:11:4 The working condition of the postal service is entirely different from the employees
of the other Central Government Services.
(i) The postal and RMS staff is 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 long hours of duty, i.e. 48 hours
weekly duty instead of 42 hours in other Central Government departments;
(v) Such a laborious and multifarious variety of works are not available in
any other department other than Postal.
2:12:1 The selection for the posts of Sorting assistants is made through a highly
competitive examination more or less to the standard of examinations conducted
by the Staff Selection Commission. Only the candidates who possess high talent
and computer skills can come through the competitive examination. Out of those
qualified a short list is prepared and they are again subjected to further tests
relating to computer operations. After the selection they are imparting intensive
training both theoretical and practical training for 75 days at the renowned postal
training centers by the professionals.
2:12:2 In the last recruitments made for about 8000 vacancies, there were more than 32
lakhs applications were received and the majority of the candidates is possessing
post graduates and engineering degrees, etc. The selection was made with tough
examination and among the participants around 32 lakhs, around 35% vacancies
have not been filled up for want of successful candidates. This will exhibit the
standard of the examination and the selection.
2:13:1 The facts enumerated above will conclusively indicate that the sorting
assistants in the Railway Mail Service have to undertake comparatively more
skilled and physical job with strains, risks, responsibility and
disagreeableness than a clerk in Bank, Insurance or for that matter, any
sedentary worker in other departments.
2:13:2 In the bulk recruitment made since 2009, more than 90% of the Sorting
Assistants are Engineering Graduates, Post Graduates and Graduates. As such,
we are also of the firm opinion that the minimum educational qualification for
the Sorting Assistant shall be enhanced as the Graduation and they may be
equated with the Executive Assistants with the Grade Pay of Rs.4200.
2:13:3 The Sorting Assistant shall be granted with ‘Qualification Pay’ as
recommended earlier by the Department to Fifth Pay Commission to promote
the skills, talents, etc. This must be equal to the extent of 10% of the Pay and
the Grade Pay.
2:13:4 We plead that this process should be considered on each factor of
arduousness, fatigue, risk, responsibility, strain, day and night duty, denial of
holidays, being away from hearth and home, coupled with skill and training,
all these factors should find reflection in his pay.
2:13:5 Considering the arduous nature of jobs, skills and responsibilities, the Sorting
Assistant shall be fixed with higher pay with the existing Grade Pay of Rs.4200
which is equivalent to the basic pay of Rs56000 as demanded by the Staff Side
(JCM). The fair comparison hitherto has been maintained with that of the
Postal Assistants of the same Postal department shall be upheld and the pay
scales of the Sorting Assistants may be fixed at par with the Postal Assistants.
3:1:1 The Department of Posts introduced a promotional scheme called ‘Time Bound one
promotion scheme’ in the year 1983 after reaching an agreement in the JCM held on
19.12.83 and the TBOP has been equated with the LSG almost in all the references
made subsequently by the Department. Similarly w.e.f 1.11.1991, the Department
introduced BCR Scheme, which was also equated with HSG II and the officials
acquired BCR were granted HSG I promotion. 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. They were introduced only as next promotion
with time frame and not as a financial upgradation.
3:1:2 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 after 12 and 24
years of service retrospectively for 1st and 2nd ACP financial up gradation. The ACP
scheme was introduced as financialupgradation and not as a promotion. The
difference between the schemes existed in Postal (TBOP, BCR) and others (ACP) are
two distinct.
3:1:3 Thereafter the 5th Pay Commission under Para 62-11, did not recommend any pay
scale for TBOP/LSG and BCR/HSG.II in the Postal department 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 promotions. The
scale of pay of Rs. 1400-2300 will be the first ACP scale and Rs. 1600-2660 the
3:2:1 There was a glaring anomaly that has been rising 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 as
financialupgradations, whereas the TBOP (LSG) is accorded on completion of 16 years as
promotions 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 and the importance of its functions in post offices& RMS Offices.
3:2:2 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. The
anomaly arisen after the 5th CPC has not yet been resolved and the anomaly was
unfortunately not considered by the Sixth CPC and it was silent on this in its
3:3 Time Bound promotions &Financialupgradations – Not one and the same.
3:03:1 The concept of financial upgradation is a misnomer for TBOP and BCR schemes which
amount of 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 compared 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.
The TBOP & BCR were not financial upgradations and they were promotions by
matching savings. All those officials who are now in TBOP/BCR shall be treated as
LSG & HSG II. The benefits available in those supervisory posts shall be extended to
those officials also thus ending the discrimination created by the wrong
interpretation of this scheme at a later date by the Postal Department.
The LSG, HSG II & HSG I are the hierarchical promotions provided in the Department
of Posts for Postal Assistant/Sorting Assistants. Even though it is termed as
hierarchical promotions, the officials who completed 30 years of service and
acquired MACP III drawing 4600 Grade Pay shall alone be offered LSG promotion
with Grade Pay of Rs. 2800/- which is nothing but a farce and in effect it is a
demotion. These cadres are not met justice since the Fourth Pay Commission and the
details are furnished in the ensuing paras. The duties of supervisors headed by LSG,
HSG II & HSG I cannot be compared with any posts of the Central Government
organizations and are unique with higher responsibilities and risks.
4:1:1 However, the number of LSG Supervisory Posts in RMS is far below to the extent 8%
of the total number of Sorting Assistants. When the Department is having 16500
Sorting Assistant, there are only 1053 LSG supervisors, 415 HSG II & 415 HSG I Posts
available for their promotion. No one who completes 30 years of service already
acquired MACP III is getting LSG promotion and now it stands as demotion despite
the higher responsibilities, they are shouldering. The following is the justification for
granting of higher pay to norm based LSG, & HSG II Posts.
4:1:2 The incumbents in the LSG and HSG.II Posts 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 to HSG.II.The responsibilities and skills are
being equal to that of Group 'B' class, except the number of staff in roll in such bigger
4:1:3 The LSG, HSG.II and HSG.I are the practical leadership in the execution of various
schemes and functions and working as Sub Record Officer, Head Record officer and
Head Sorting Assistants in mail offices. 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.
4:1:4 These cadres come forward to implement the various new schemes in Speed Post, metro
Mails, Hybrid Mails, ‘e’ 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, HSG.II and HSG.I officials by upgrading their skills & experience.
4:1:5 Functional responsibilities, on the spot supervision, personal utilisation, accounting
liabilities, day-to-day supervisions in functions and accounts of subordinate offices,
quality control and utilisation, public complaints and on the spot settlement by the
supervisors are supremeand incomparable.. No other official works at any level with
such liabilities, risks and responsibilities.
4:1:6 The duties, responsibilities, skills, leadership, motivation and supervision exercised by
LSG are of higher caliber and more arduous than those of IPOs / IRMs and of HSG.II
staff are higher than those of ASPOs / ASRMs and of HSG.I is equal to those of officers in
PSS Group 'B' who are in the administrative side whereas the supervisors must perform
all the works apart from the administration of his office.
4:2 Vertical & Horizontal Relatives & unsettled anomaly
Apart from the above, the following horizontal and vertical relativities were
maintained by the different Central Pay Commissions.
4:2:1 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 the 3rd
Central Pay Commission recommended a slightly higher maximum for IPOs / IRMs
than the LSG.
4:2:2 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
4:2:3 The following relativities were maintained by the 1st, 2nd, 3rd and 4th Central Pay
3rd CPC 4th CPC
HSG.II over LSG /
were created by the
3rd CPC
----- 14.28%
ASPOs / ASRM over
were in the scale of
Pay with same
same minimum 2.5%
were created by 3rd
27.27% 25%
HSG.I over ASPOs /
---------------------- 27.27% 22%
4:2:4 The 5th Central Pay Commission's recommendations seriously disturbed the above
relativities horizontally and vertically as detailed below:-
Between LSG & PA / (+) 12.5%
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 over IPOs /
-do- -do- ----- ------
over HSG
Same Scale Same Scale ------ ------
IPOs /IRMs & PAs
(+) 37.5%
LSG / IRMs & PAs /
(-) 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%
Same Scale HSG.I is the
promotional cadre
for ASPOs / ASRMs
4:2:5 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.
4:2:6 The final observation of the Committee’s report headed by Sri. S. C. Dutta vide OM
No. 23-108/98-PE I/PCC dated 17.09.98 & 05.08.1998 is reproduced below as this is
most pertinent to decide the merits and justification in this case.
"The staff representatives maintained that with the introduction of technology and
modernization 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 the 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
the entry and supervisory cadres – the entry grade posts which would have been in the
scale of Rs. 4000-6000 if not 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.
Recognizing that pay scales are matters for consideration, by pay commission and the
percentage difference between respective scales getting reduced as a result of exercise
carried out by the 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."
4:2:7 However, the recommendations of the Dutta Committee had not been
implemented by the department despite strong persuasions by the staff side as
well as the agreement made thereafter due to the rejection by the Finance
Ministry. It is unfortunate that the Sixth Pay Commission did not deal in its
report despite our plea and submissions in oral evidences.
4:2:8 The Sixth CPC did not make any distinction between the supervisors and the
supervised. The MACP-I & LSG were granted in the same grade pay and similar is
the case of MACP II & HSG II. The reintroduction of graded supervisory
allowance for LSG, HSG II & HSG I which were snatched at the time of
introduction of TBOP & BCR becomes warranted.
4:2:9 The Sixth CPC has recommended 10% Pay and Grade Pay to the care takers vide
para 03.08.08 of its report. Similar quantum of supervisory Allowance would
have been introduced to all LSG/HSG II/HSG I supervisors duly appreciating
their responsibilities and the most arduous nature of duties.
4:2:10 It 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 the
pay scale to LSG/HSG II is also unique to the jobs performed by the LSG and
HSG.II officials.
4:3 Denied Justice by Two Pay Commissions
4:3:1 It is nothing but a farce and also a fate that the genuine demand of
upgraded pay scale to LSG, and HSG.II which are unique to the Department
of Posts in the scale of pay of Rs. 5500-9000 and 6500-10500 in the
erstwhile pay scale as per 5th CPC respectively has been denied repeatedly
till date either on one pretext or the other.
4:3:2 It is most pertinent to place before the commission that the proportion of pay
between the entry scale and two promotional scales (i.e.) LSG&HSG II prior to
the implementation of 5th Pay Commission was 142% and 164% respectively.
ENTRY SCALE - 975-1660
LSG - 1400-2300 (142%)
HSG II - 1600-2660 (164%)
4:3:3 The 5th Pay Commission did not cater any recommendations for LSG&HSG II, 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%)
4:3:4 The Fifth Pay Commission did not mention about LSG, HSG II, HSG-I hierarchical
Promotions and it simply observed that” we do not recommend any change in
the scales of Pay for the time bound promotions. The scale of Pay of Rs. 1400-
2300 will be the first ACP scale and Rs. 1600-2660, the second, thus it applied
the TBOP & BCR at par with ACP I & II and there is no mention about the
existence of regular LSG, HSG II promotion as they were equated with TBOP &
BCR at that time. Sixth CPC did nothing and the gap has been widened further,
due to introduction of Pay band system with Grade Pay.
4:3:5 The above proposition did not reflect or respond to the matching savings
offered by staff surrendering 6% operative & 20% supervisory posts to
avail TBOP (LSG) /BCR (HSG-II) promotions which require a longer service
than prescribed for ACP (i.e) 16/26 years instead of 12/24 years. The
injustice caused shall be undone which is our main prayer before the
Seventh Pay Commission.
4:4:1 It is most pertinent to submit that the National Labour Commission has rightly
observed as follows:-
"Promotion means the movement of a worker in a position of higher responsibility and
consequential improvement in the emoluments. It is rewarding 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. The 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."
4:4:2 In the service carrier, it is a legitimate aspiration for the employees to expect
promotion to a 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 the necessary
incentive; and so also would be provision of selection grade. But where there is
neither, the employee may feel frustrated and become apathetic."
4:4:3 The Sixth CPC has recommended 10% Pay and Grade Pay to the care takers vide
para 03.08.08 of its report. Similar quantum of supervisory Allowance would have
been introduced to all LSG/HSG II/HSG I supervisors duly appreciating their
responsibilities and the most arduous nature of duties.
4:5:1 Under these circumstances, we respectfully request to consider the entire matters and
decide on the following demands of our organization.
The Pay Scale of the two supervisory cadre may be fixed as follows:-
1. The nomenclature of LSG may be termed as Supervisor or Manager and the HSG II
may be designated as Senior Supervisor / Deputy Postmasters or Seminar
Manager/Deputy Manager if he works under the Postmaster. If he is the Postmaster,
he may be termed as Postmaster, Grade.II / Grade. I likewise;
2. There is no need to keep the existing two nomenclatures like LSG, & HSG.II as in
existence today; only two designations with Supervisor & Senior Supervisor will be
Notwithstanding the Staff Side claim to delete the Grade Pay System, we propose to fix
the pay scale of LSG ( Supervisor/manager) to the existing Grade pay of Rs.4600 which ia
equivalent to the proposed Staff side minimum pay of Rs 66000/- and for the present
HSG II ( Senior Supervisor/ Senior Manager) to the existing Grade pay of Rs.4800 which is
equivalent to the staff side proposal of Rs.74000/.
5:00 The Higher Selection Grade officials have under their control up to 74 Sorting
Assistants, 10 Lower Selection Grade Supervisors besides scores of MTS,
GraminDakSevaks and casual and contingent employees.
5:01:1 He has to exercise full administrative control over the 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 officials in the Higher Selection Grade working late in the office
checking mails and insured articles in the safe custody.
5:01:2 This Higher Selection Grade-I 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 declines 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 previous pay commissions.
5:02:1 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
60-170 110-240 260-480 975-1660 4000-6000
HSG.II --------- --------- 550-750 1600-
HSG.I 250-325 335-425 700-900 2000-
(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 in the ratio of 1:2.05 (Rs. 975 &Rs.
(v) After the Sixth CPC the difference between HSG II & HSG I is just Rs. 400/- in
Grade Pay.
(vi) The ending of ratio since first to fourth pay commission has further been eroded
to the worst since 1:1.6 (Rs. 4000 &Rs. 6500)
5:3:1 At least, the average relativity maintained by the earlier pay commissions
brings some solace to the much affected officials in the selection grades.
5.3:2 Since the functional difference between HSG.I post and ASP has been taken
away from upgrading scale of ASP (from 1640-2000 to 2000-3200 prerevised),
they are made interchangeable with no fixation benefit, all such
HSG.I posts may be earmarked for general line officials.
5:3:3 Thus the Pay scale of HSG-I shall be determined in the Gazetted Group ‘B’ with
the existing Grade Pay of Rs. 5400/- (Gazetted) in the Pay Band III, which is
equivalent to the proposed minimum pay of Rs.78000 as demanded by the
Staff Side (JCM). They shall have the nomenclature of Chief Postmaster if
holding Post of Postmaster or Chief Supervisor/Manager while holding the
supervisory posts in RMS offices.
6:1:1 In a nutshell, the accounts branch in the RMS functions as a drawing, disbursing,
accounting and auditing unit of the RMS branches. The PO and RMS Accountants are
the main pillars upon whom the entire structure of Postal Accounting System rests.
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 the overall state of financial health of the departmental offices. There
are many more items of work performed by the accounts branch.
6:1:2 The Accountants and HRO Accounts are the in charge 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.
They are the basic advisors on the matter of postal finances and the architects of the
preparation of budgetary proposals of the department.
6:1:3 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, CEA, OSA bills, Night Halt Allowance bills, medical bills,
contingent bills, etc., checking of memo of disbursement of pay and allowances
received, preparation of revised and budget 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.
6:1:4 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 in the RMS has
rightly observed in his report as follows:-
"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 matters 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."
6:2:1 The Postal Assistants / Sorting Assistants who qualify in an examination of the 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 a bundle of
6:2:2 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.
6:2:3 After the computerization of the works and changing environment, these officials
upgraded their skill to the requirement for the accounting work due to various
business activities, etc. and work as a leader and guide to the Sorting Assistants
working in Accounts Branch.
6.3 Justification for higher pay
6:3:1 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.
6:3:2 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.
6:3:3 The Comparative Pay structure of Accountant Posts in different Department /
Ministry / organised sector are detailed below for perusal.
Name of the Department Designation / Existing pay scale after 5th 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 6th CPC) (c) Section Officer 6500-200-10500
Railway Department (a) Accountants Assistants 5000-150-8000
(Para 7.56.6 6th 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 6th 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 6th CPC) (c) -DO- 6500-200-10500
Indian Tourism Office (a) Accountant 4500-125-7000
(Para 7.44.7 6th CPC)
Postal A/Cs & Finance a) Auditor / Accountant 5000-150-8000
(Para 7.56 6th CPC) (b) Sr. Auditor/Accountant 5500-175-9000
(c) Section Officer 6500-200-10500
6:3:4 When the PO & RMS Accountants are performing similar duties to that of organised
accounts, there is every justification for the grant of equal pay.
6:3:5 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 in the case of Accountants
working in Head Post Offices and Divisional Offices in the Department of Posts.
6:3:6 It will be most apt to mention that the following works performed by the post/RMS
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) Work related to GDS SDBS Scheme, Group insurance, Severance amount,
Gratuity etc. & GDS related issues.
15) Maintenance of registers of drawings from bank and remittance to the
bank and watching the receipt of bank scrolls;
16) Maintenance of establishment registers;
17) Preparation of budget estimates and revised estimates and control over
expenditure under various heads; Quarterly Statement of expenditure for budgets.
18) Attending ICIR / audit paras;
19) Processing of RTF claims, leave encashment cases, CGEGIS cases, ex gratia
and severance amount payment to GDS;
20) Preparation of statement for payment of P&T pension, Railway pension, and
Telecom pension;
21) Deals with Audit objections and submit replies to DAo/OTDAo objections.
22) Fixation of pay on promotion under TBOP / BCR/LSG/HSG.II and HSG.I etc.;
23) Preparation of pay fixation memo consequent on implementation of pay
commission report and drawal of arrears thereafter;
24) Transfer of pension payment order from one office to another within circle
and outside circle;
25) Preparation of cash account;
26) Submission of audit returns to accounts office;
27) Preparation of compliance report, monthly statements, Quarterly
statements to GM (Finance), Bonus statement, Returns on NDC Bills etc.
28) Dealing with ICIR Para and submission of replies to Audit and
corresponding statements.
6:3:7 After the introduction of deduction of Income Tax at source, and also the deduction
of Income Tax from the officials, the following additional works have been assigned
to the PO & RMS Accountants.
(i) Assessment of Income Tax and submission of Income Tax Returns includes the
following steps.
(ii) To calculate Estimated income for next financial year in the month of
February, so that income tax can be deducted monthly and correctly.
(iii) Maintenance of record of monthly recovery of Income tax
(iv) Obtain PAN No. of employees and ensure correct submission of PAN no.
while e-filing.
(v) E-filing of quarterly returns through the authorized agency/CA.
(vi) Obtain Form 27 A from CA and submission to CA
(vii) To issue sanction of bill of e-filing and effect payment.
(viii) Obtain Acknowledgement & keeping records up to date.
(ix) The final calculation of IT is to be done in the last quarter and IT should be
deducted correctly in last quarters. As most of the incentives and claims are
sanctioned in the month of March to ensure proper and full utilization of Funds, IT
have to be deducted from other bills also.
(x) Gathering the information of IT deducted from all the bills against each
employee and prepare data for Form-16.
(xi) Supply of collected data to CA/agent for e-filing.
(xii) Download Form-16 from IT website.
(xiii) Sort all Form-16 office wise, supply them under proper acknowledgement.
(xiv) If found incorrect file revised returns repeating all the procedure of e-filing.
(xv) Give reply to the Income Tax Department against their notice.
(xvi) Submission of monthly statement of 24 G to DA (P) and obtain BIN details
from DA (P) quarterly before e-filing.
6:3:8 PRIMARY DUTIES OF SERVICE TAX: The Union Government has focused on
revenue received different service areas through taxes. The service means the act of
helping or doing work for another or for a community. The amount charged for such
service is the remuneration of the person rendering such service. As per the Act the
collected service tax shall be promptly paid/ book adjusted to concerned ministries
a. Statutory Provisions: The Finance Act, 1994[Chapter V] read with the Service Tax
Rules, 1994 provides the statutory scheme for levy and collection of service Tax.
b. Registration: Every person/institution/offices gets registered from the Local
Service tax authorities and hence all the Head Post Office in the country gets
registered as per instruction of the department vide No.PA/BOOK/-I/SERVICE
TAX/2006-07/73 TO 174 DATED 29/05/2006. This is required to file e-filing of
quarterly/half yearly returns to the concerned and which is tallied to Circle book
adjustment figures furnished by PAO. The entire work has now been entrusted with
the accounts branch and the Accountants and APM Accounts are solely responsible
for the deduction of service tax and its prompt remittance.
If any delay after the due returns date, a sum of Rs.200/- per day is levied by the
Central Excise Department as late fee which is statutory power of the union
government and can’t be waived. Non filing of returns will attract legal penalties.
c. The following type of service tax activities done by the department are as OM
PA/BOOK-I/06- 07 DATED 02/06/2006.
i. Courier services [Speed Post]
ii. Banking and financial services
iii. Business Auxiliary services
iv. Life insurance services
v. Sale of time or space for advertising services.
All these major works are being performed by these Accountants apart from their
other routine works.
6:3:9 PRIMARY DUTIES OF CENVAT: Basic principle is that Cenvat credit is available only
when excise duty is payable on the final product or service tax is payable on output
services [Rule 6(1) of Cenvat Credit Rules]. The Cenvat available could be utilized for
payment of any duty of excise on any product or service tax on the output service
subject to the certain conditions. It is a revenue to the department and strictly
accounting and deduct while making payment/ book adjustment. The following type
of service tax activities done by the department are as OM 56-4/2007-08-PA [TECH-I
dated 15/11/2010.
i. Purchase of Capital goods
ii. Office telephone bills
iii. Annual maintenance charges of computers, peripheral, printers, and other
electronic equipment of the department.
iv. Purchase of stationeries.
Preparing of e-filing returns statement is a very unique job and in other
Departments, this job is being done by Accounts Officers or Chartered Accountants,
whereas the same is maintained by these Accountants without any reasonable salary
or perks for such arduous and responsible works.
6:3:10 Apart from the above, the following additional works and responsibilities have been
laid down on them with regard to deduction of service tax, professional Tax etc.
1. Service Tax
(i) Prepare monthly statement called CENVAT and submit to DA (P) along with
the returns.
(ii) Maintain a monthly register
(iii) e-filing through (A) half yearly.
(iv) Issue sanction and effect payment.
(v) Correspondence if any, with Central Excise Department.
2. Professional Tax
(vi) Ensure monthly correct deduction.
(vii) Credit amount of PT to bank through Challan.
(viii) E-filing of PT through CA by supplying information &Challan monthly.
(ix) Issue sanction & effect payment.
6:3:11 In addition to the above, the following additional works have been performed by the
(i) Submission of Accounts Returns twice in a month on 1st and 16th of every
month along with ‘A’ statement, BD/Non BD and CENVAT credit statement.
(ii) Submission of Cash Expenditure and other due instalments monthly.
(iii) Submission of pension cases to D. O. along with LPC, Leave Encashment,
Government Dues, Annexure ‘C’ in r/o CGEGIS 1980, VCF certificate.
(iv) Prepare advance schedule in respect of NPS/SDBS before 15th of each month.
(v) Tally the recovery of NPS/SDBS made from bills with Advance Schedule.
(vi) Additional charge of HRO Accounts when he is on leave/retired.
(vii) Supply of Income certificate if demanded by the employee.
(viii) Cases of Financial implications in respect of court cases, also handled by the
(ix) Calculation of interest on HBA/Scooter Advance & submission to DA (P) for
6:3:12 NEW PENSION SCHEME [01/01/2004]: New pension System or Scheme came into
effect from 01/01/2004. The official appointed after 01/01/2004 are compulsorily
brought under this scheme and they are not governed by Pension Rules 1972. The
following activities are done in respect of the scheme:
i. Obtaining registration from the official in S1 form
ii Monthly recovery of official contribution
iii. Preparation of Government contribution
iv. Submission of monthly statement to audit and their accounting.
v. Miscellaneous correspondence in r/o the scheme.
vi. Collection and submission of discharge scheme benefits.
accounts are made as the member of Local purchasing committees regularly. The
committee is headed by the SPOs consisting ASPOs and accountant / APM Accounts.
The following activities are done in local committees.
I. Purchase Computers
ii. Purchase of Computer peripherals
iii. Purchase of Stationeries.
iv. Purchase of furniture’s
v. Purchase of bulk mail bag to MBC/BPC
vi. Auction for sale of old items
6:4:1 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.
6:4:2 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 rates, given by
earlier pay commissions to this cadre. The commission had altered the
nomenclature of special pay as special allowance of Rs. 180/-. It viewed the PO and
RMS Accountants only as a little elevated PA and failed to recognize and
acknowledge the services, which are at par with the accountants working in other
departments and also in the postal accounts..
6:4:3 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 the 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.
6:4:4 LDCs working in the postal accounts and audits and accounts departments with the
Grade Pay of Rs.2000 when posted as a Junior Accountant on their passing the
qualifying examinations which is similar to the examination prescribed for this
cadre are placed in the Grade pay of Rs.2800 which is equivalent to the LSG scale in
the Department of Posts.
6:4:5 Whereas the Sorting Assistant drawing in the Grade of pay of Rs. 2400/-, after
passing the Accountant examination has given only Rs. 360/- extra as special
allowance and no enhanced pay is provided. They have to satisfy with the Rs. 360/-
for qualifying such a tough examination and adoring more responsible duties and on
promotion, the same is not taken in consideration for the fixation of pay. 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 Grade Pay of Rs. 4200/-.
6:5:1 While enhancing the Special Allowance by 5th CPC, the Government issued orders in
which it is stated that the special pay would henceforth be termed as special
allowance as recommended by the V CPC in Para 109.5 of the report and would be
granted hitherto fore subject to the same conditions as are stipulated in FR 9 (25)”.
6:5:2 As per Para (d) it is clear that “The special pay would henceforth be termed as
special allowance as recommended by the V CPC in Para 109.5 of the report and
would be granted hitherto fore subject to the same conditions as are stipulated in
FR 9 (25) (i.e) special pay (including the one granted to PO & RMS Accountants
which was granted prior to V CPC) has only been termed as special allowance. But,
the conditions for granting the same or taking it for fixation of pay have not been
6:5:3 Rule FR 9 defines the terms which are used in the FRs & SRs-Rule FR 9 (25) defines
special pay as addition to pay of the emoluments of a post or Government servant in
consideration of
(a) Specially arduous nature of duties
(b) A separate addition to the work or responsibilities.
6:5:4 The special allowance granted to PO & RMS Accountants when called as special pay
with the same conditions & definitions was taken into account for fixation of pay on
promotion & protected under FR 22 (c) now FR 22 1 a (1) vide G. I. MF. OM No. 6 (1) – E
II/B DT 8/01/1968.
6:5:5 Neither FR 9 (25) nor the G. I. has been deleted from Fundamental rules. In turn, they
have given a decision that ‘ the special allowance enjoys the same position as the
special pay had earlier prior to issue of Directorate’s order dated 04.05.1998 and that
the special allowance granted to PO & RMS Accountants shall be under the same
conditions as laid down under FR 9 (25). Under the above pretext, the order of the
Government itself, being very clear that the special pay has only been termed as special
allowance, but enjoys the same position & conditions as laid down under FR 9 (25).
6:5:6 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. This order was issued by the Department after getting concurrence from
the Department of Personnel and Training and to our dismay the case of the PO
and RMS Accountants is still hanging and not disposed so far.
6:5:7 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 in the case of Accountants working in Head Post
Offices and Divisional Offices in the Department of Posts.
6:5:8 The Department of Post while submitting a proposal to Sixth CPC vide its D. O. Letter
No. 4-3/2006-PCC dated 27.04.2007, explained the view to take Special Allowance for
fixation of pay on promotion which is furnished inter alia: -
“PO & RMS Accountant: - PO & RMS Accountants who are qualified Accountants were
entitled to Special pay of Rs.180/- PM in lieu of higher pay scales and in accordance
with Rule 15 of Appx-8 of FR & SR this special pay was being taken into account for
fixation of pay on promotion to the higher post. w.e.f 01.08.1997 special pay has been
termed as Special Allowance due to which, it is not being taken into account for fixation
of pay on promotion/placement in higher pay scale under Departmental are effecting
reduction in their emoluments. No special Allowance is attached to the promotional
post. Their Special Allowance is recommended to be taken into Account on regular
promotion to a higher grade as well as on placement in higher pay scale under
Departmental Time Bound promotion.
But the Sixth Pay Commission did not have any mention of the subject in its report.
6:5:9 In the meantime, the CAT Bangalore, held its OA No. 296/2002 that the Pay fixation
made by taking special Allowance as per G10 28 a (ii) appendix 8 of FR General Rule
taking into the consideration of Special Pay drawn in the lower post continuously for a
minimum period of three years on the date of promotion treating the Special Pay
(Special Allowance after 1996) as part of basic pay was correct and ordered to stop
recovery of over payments. The order of Hon’ble CAT was challenged in the Hon’ble
High Court by filing a writ petition. The Hon’ble High Court Bangalore has dismissed the
W.P. on merit. Even though the CGSC in High Court has opined that it is not a fit case to
file any appeal, the Department went on appeal against the High Court WP no.
7593/2003 in the Supreme Court of India by filing SLP No. CC 10080/2012. The same
was dismissed by the Hon’ble Supreme Court.
6:5:10After the dismissal of the SLP, the Department has caused orders to allow the fixation
on promotion in cases where the special pay/Allowance of Rs. 90/- has drawn
continuously for three years before 22.04.1998 for the periods from 01.08.1997 but
before 22.04.1998.When the special allowance is being taken for pay fixation as per FR
9 (25), the same shall be extended to all the cases from 23.04.1998 also. It cannot be
restricted. The injustice caused to these categories may be undone and parity in
treatment of Special Allowance shall be ensured.
6:6:1 It is our firm opinion that the Accounts line in the Postal and RMS Offices
should be declared as a separate cadre and the total number of such posts will
not be more than 6000 throughout the post and RMS offices in the country.
They should be given a fair deal. The Accountants should be placed at par
with the Junior Accountants working in the Postal Accounts / Audit and
Accounts of the department and the APM Accounts should be treated at par
with the Section Officers.
6:6:2 With similar designations as Jr. / Sr. Accountants as available in the organized
accounts, the minimum academic qualifications as graduation, suggested for
Postal / Sorting Assistants will meet the basic condition of Recruitment Rules.
There is every justification to declare the PO & RMS Accountants at par with
an organized cadre of Accountants.
6:6:3 Multifarious financial activities recently introduced and proposed to be
introduced requiring skills for more object classification and control and HRO
as a primary accounting unit can be managed by highly skilled resource
personnel like Accountants. 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.
6:6:4 Notwithstanding with our claim to treat the PO & RMS Accountants at par with
organised accounts cadre and equated with the Senior Accountant in the
Postal Accounts, the PO and RMS Accountants should be declared equal to LSG
and their pay scales be fixed to the present Grade Pay Rs.4600/ which is
equivalent to Rs.66000 as demanded by the Staff Side as minimum basic pay-
Similarly, further promotion to the Accountants can be under the ratio of
50:30:20 in three grades and granted the scale of pay applied to HSG.II and
HSG.I and Group 'B' depending upon the nature of the charge held by the
Accountants. A separate channel for the advancement of their carrier should
be considered and opened.
6:6:5 Notwithstanding our claim to open separate channels of promotion for
accountants, the injustice rendered to this cadre in the past after the 5th
Central Pay Commission should be set right.
(i) The Special Allowance granted to the 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;
7:01:1 The face of the postal department has been vastly changed with the introduction
of new technology and computerization of postal operations. The department has
computerized all the Head Post Offices and also Sub Post Offices as well as most
of the RMS sorting offices since 2000 and full I. T. Modernization project is under
7:01:2 Even though the computerization has been made in most of the post and RMS
offices, the required posts for the persons for handling the software and hardware
problems have not been created so far in the Department of Posts. The existing
Postal/ Sorting Assistants of the post/RMS offices who know very well about the
systems operations were designated as System Administrators and are being
entrusted with a lot of responsibilities and duties for which no extra remuneration
is paid so far.
7:1:3 The designation of System Administrator has been devised and created
unofficially 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.
7:1:4 The same nomenclature has been christened to the Postal/ Sorting Assistants
who are deploying for the same purpose in the post offices, but with less
quantum of such operations without any extra remuneration. It could be seen
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 the divisional Head
(v) Assisting inspectorial officers with regard to electronic transactions;
7:2:1 The sphere of duty also tends to expand in proportion to the expansion of
electronic functions of the department. Whereas the Systems Administrators
main sphere of duty is time to time attending faults arising during the operational
work mass generation obtaining electronic files from computerized by way of CD
/ floppies attending smaller rectifiable faults at computerized Sorting offices. 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
7:2:2 The broad description of duties as performed by the Systems Administrators are
enumerated below:-
(i) They are maintaining the particulars of AMC and its records. After having AMC,
the System Administrators need to do the job first AID work of Hardware and
then only call the AMC to carry out checks.
(ii) They are in charge of all operating system problems which require a high level
skill set in the server operating systems (e.g. Windows server 2000, windows
server 2003, 2007 etc.) & client operating systems (e.g. Windows 2000
professional, windows XP, 2007, Windows 7, 8 etc.) The problems require
detailed troubleshooting and in turn require in depth knowledge in both the
operating systems.
(iii) They are in charge 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 50 software modules
being used in the department and the Systems Administrator should have an indepth
knowledge in all these software. Every software has separate modules for
supervisors and operators, but the Systems Administrators need to have a
thorough knowledge of both the modules in each and every software. There are
hundreds of patches issued so far for the software & they are being maintained by
these system administrators.
(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
is present at the point of implementation for a week or so to check the
performance of the software using live and real data. The software, thereafter
will be put into use. As the above process could not be adhered 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 in charge of maintaining all the databases in the office. The
responsibility of the System Administrators includes backup, 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.
They are in charge 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 devices 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
(vi) 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 an
adverse and serious impact on the carrier of System Administrator.
(vii) They are in charge 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
(viii) They are also in charge 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 workplace training centers in the regions and on site training in
the offices while implementation.
(ix) The CBS Finacle the user champion training is being imparted by S.A. He becomes
a user champion over the end user which is allotted to PA in the counter. The
work of EOD is also allotted to PM with the assistance of System administrators.
(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.
7:2:3 From the above, it could be apparent 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
7:2:4 The Systems Administrator Job is highly responsible consisting of operating
system maintenance, departmental software maintenance, RDBMS packages and
the networking tools, etc. They have to clear all the doubts of the officials over the
phone even while on leave with the lost privacy.
7:2:5 At present, in almost all places, the Systems Administrators are maintaining the
stock of the computers; maintain history sheets even though there are no specific
instructions on the subject. Besides, they have to maintain records of warranty
AMCs for all systems and peripherals including gensets, 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
technology and obtain quotations for the peripherals. They are ordered to attest
all the quotations and bills pertaining to all related to technology.
7:2:6 There is no working hours prescribed so far and the Systems Administrators are
working more than ten to twelve hours daily.
7:2:7 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. No compensation has so far
been granted for the excess work, they are shouldering all along.
7:2:8 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.
7:3:1 As we submitted our Memorandum to the Sixth Pay Commission mistakenly due to
the nomenclature christened to these cadres in the Department of Post and still in
existence in creation for System Administrator Posts, the Sixth CPC has made the
observation that there is no justification for creation of System Administrator Posts
in the Department of Posts which carries the Grade Pay of Rs. 4800/- in the starting
7:3:2 Whereas in many departments, they are having the Posts called as System Assistant
in the Grade Pay of Rs. 4200/- and framed recruitment rules for them. Similarly,
such type of System Assistant Post is the need of the hour. It is pertinent to mention
that the System Assistants are now imparting training in Systems in Workplace
Computer Training Centre etc. and they are the pillars now to maintain the systems
and the computerisation programmes & Training other officials to meet the present
day requirements of Computer operations.
7:4:1 In a nutshell, the Systems Administrators in the Department of Posts 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 Assistant';
with grade pay of Rs. 4600/- which is equivalent to the staff side proposal of
Rs.66000 minimum pay and further promotions ensured or the posts may be
declared as LSG Posts considering the nature of supervision in computers.
(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.
(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 of doing away
with any trade test. Training for periodical upgradation of skills may be
(iv) They may please be placed in the existing Grade pay of Rs. 4600/- as if
demanded by the Staff Side to the minimum pay of Rs. 66,000 considering
their arduous nature of the job and qualification.
(v) Their promotional avenues may be fixed in the ratio of 40:40:20.
These higher posts at the ratio of 40, 40 and 20% may be decided considering
the number of systems as well as the responsibilities they handled during the
course of the day.
8:1:1 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.
8:1:2 The Main criteria & condition of the scheme was as follows: -
"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 dropouts in the main selection list'. In
addition, a further list of candidates up to 50% of the number of candidates in the
main list, is to be drawn up which is which is called Reserved Trained Pool.
8:1:3 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 an 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
8:1:4 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.
8:1:5 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.
8:1:6 Thus the P&T Dept. stood to gain by utilizing the RTP services at a 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.
8:1:7 They were paid at the hourly rate for not exceeding 8 hours duly per day on a
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 a reduction of 5% in the total
strength of clerical and 15% in the supervisory cadre with immediate effect, vide
its order No. 31-26/83-PE.I dated 17-12-83.
8:1:8 Similarly, the department has started abolition of running RMS sections and also
concentration of mail handling in Stationary Mail / Sorting Offices 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 utilized
as a Short Duty Staff continuously. Virtually affecting the absorption of RTPs as
SAs in RMS Divisions.
8:1:9 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.
8:1:10 In effect, such RTPs had become the victim. Most of them had become over aged
and the orders of the competent authority viz. DG (P) were obtained for relaxation
of age limit for their appointment.
8:1:11 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 like DCRG as their qualifying service would
be less than 33 years at the time of their superannuation.
8:1:12 Therefore the staff side places 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.
8:1:13 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.
(ii) The Directorate in its letter NO. 10-7/2003/SR dated 04-11-2003, while
communicating the state 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.
8:1:14 The department has closed its mind on this issue without minding various
developments taken place after the issue of Supreme Court judgment on 01-08-
8:1:15 The Supreme Court judgment pertains mainly to the absorption of all erstwhile
RTPs and against various pronouncements in CATs in favour to RTP Personnel.
8:1:16 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
"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 services 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 at least 5 years
continuous satisfactory service in one or more eligible cadres before they can
appear for the examination.
8:1:17 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 these rules because it cannot be considered as a service in the eligible cadre.
The Tribunal was therefore wrong in granting RTPs the benefit of service
rendered by them prior to their regular appointment, for the purpose of their
eligibility to appear for the departmental promotion examination".
8:2:1 It is pertinent to place before the Seventh Central Pay Commission about the
correct position and justification of our demand for kind consideration.
8:2:2 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/Sorting Assistants.
8:2:3 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.
8:2:4 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 the types of
work requiring the services of a whole time worker and are paid on monthly
rates of pay or daily rates computed and paid on a 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.
8:2:5 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.
8:2:6 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
On voluntary
Up to 5
(iii) Rule 21 of CCS (Pen) Rules
EOL on MC Maximum at
a time 5
(A period of shortfall in maximum qualifying service of 33 years, subject to a
maximum of 5 years)
8:2:7 When Rules 48B & 21 provide periods not covered by actual performance of duty
as a qualifying period for pension, etc., non-extending similar concessions to RTP
who actually performed the work of the department is against natural justice.
8:2:8 During 1960s, officials with the designation as "Learner' were recruited and
subsequently regularized 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.
8:2:9 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.
8:2:10 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.
8:2:11 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.
8:2:12 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.
8:2:13 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.
8:2:14 All the postal federation in order to mitigate this issue which is prolonged 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.
8:2:15 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 the calculation of the
pensionary benefits.
8:2:16 Based on the same, the Secretary, Department of Posts has referred this matter
and recommended to the Department of Personnel and it was once again rejected
by the Department of Personnel.
8:2:17 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 the counting of the service rendered as RTP at
least for Pensionary Purpose. The 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 the 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 a 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 an hourly basis. Service rendered on hourly basis cannot be
equated with regular or even adhoc service. Further, these employees have
already agitated their case up to 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 the Government
of India. (F.No. 37-19/2003-SPB.I)
8:2:18 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.
8:2:19 All the attempts through the Department Council (JCM) and other discussion
forums in particular from 2009 to 2013 become futile and the Department of
Posts arbitrarily rejected our plea without any consideration of the points
referred above.
8:2:20 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.There were several judicial pronouncements in CAT and High Court to
take their service for pension, promotion including the grant of MACP promotion.
8:3 We demand
8:3:1 We request the 7th 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.
9:1 Cadre Review
9:1:1 Promotional avenues in the Sorting 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. The Department is having the
establishment of about 16500 Sorting Assistants and promotional Posts are
available is less than 10% (LSG 1053, HSG II 415 & HSG I 415). There was no
proper cadre review exercised in the post by the Department of Posts to enhance
the Promotional Posts for the RMS employees and motivate the employees in their
The Fourth Pay Commission in its report video Para 10.47 observed that” we feel
that instead of a piecemeal and fragmented approach, cadre restructuring should
be comprehensive to take care of all relevant aspects and safeguard, as far as
possible, the career interests of those who are already working in these cadres, in
respect of their prospects of promotion etc.
9:1:2 At the best, a Sorting Assistant begins his career with the existing Grade pay of Rs.
2400/- could get his first promotion after 10 years of service in the Grade pay of
Rs. 2800/- and second promotion after completion of 20 years of service in the
Grade pay ofRs. 4200/- and on completion of 30 years, he will get Rs. 4600/-
Grade pay. Only a few officials could be elevated to the third promotion of HSG.I.
9:1:3 The issue has been discussed in a separate meeting held for Cadre review and the
following decision have been arrived on 28.04.2014.
(a) The post of SPMs in Single Handed Post Offices and Double Handed Post Offices
will be placed in the Grade Pay of Rs. 2800/- in the Pay Band PB-I.
(b) The post of Sub Postmasters in Triple Handed Post Offices and all other existing
norms based LSG Posts in Post offices will be placed in the Grade Pay of Rs.
4200/- in the Pay Band PB-II.
(c) All existing posts in HSG-II will be placed in the Grade Pay of Rs. 4600/- in the
Pay Band PB-II along with the existing HSG-I Posts.
(d) After the implementation of the above restructuring, the officials in the Grade
Pay of Rs. 4600/- who have completed 2 years of regular service, will be granted
the Grade Pay of Rs. 4800/- in the Pay Band-II on non-functional basis after
following the usual procedure of non-functional upgradation(s).
(e) Cadre ratio as per the agreed position mentioned at (a) to (d) above, will be
worked out and the ratio so worked out will be replicated to the SA cadre of
RMS, PA cadre of Circle & Administrative offices as also to the PA cadre of SBCO.
(f) In respect of Postmaster Grade I, Grade II and Grade III Posts, once the
recommendations of this Committee are implemented; the matter will be
examined in the light of the same.
(g) In the light of the peculiar situation of Postman/Mail Guard cadre where the
work for the bulk of the cadre continues to remain the same; as a special case the
Committee recommends the ratios as worked out in pursuance of (e) above may
be considered for implementation for these cadres as well and that the cadre so
restructured may concurrently get the benefit of MACP also.
(h) MTS being a common cadre in all Central Government Ministries/Department
will be extended the same benefits as commonly decided for them.
9:1:4 If the above agreement on Cadre review is cleared, there will be some promotional
avenues provided on functional justification to these cadre. However, the plight of
PO & RMS Accountant cadre and have not been considered as mentioned in the
respective chapter. Similarly the creation of System Administrator Posts have also
not been agreed but continuing the System Administrators posts officially without
any creation by christening the name of Sorting Assistants as System Administrators
is nothing but a farce and sheer exploitation.
Thus, the Sorting Assistants have not been provided adequate promotional avenues
even after the said agreement.
9:2:1 Before the 4th CPC, for general line official promotion to the PS Group ' B'
(Gazetted) was available. With the implementation of 4th CPC, these promotions to
Group B has been made examination oriented and 6% of the Group 'B' of
superintendents were 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.
9:2:2 The Staff Side had submitted its proposal as far back as in February 2008 referring
the pending item in the Postal Departmental Council JCM and communicating the
opinions of the internal staff side for discussions. But, thereafter there was no
discussion taken place. The following was the staff side's proposal.
9:2:3 In 1993, the Staff side was asked to surrender 1/3rd of IPO/IRM vacancies from the
general line promotional quota at the time of consideration of cadre review to
IP/ASPOs and introduce direct recruitment to facilitate higher scales of pay to
IPO/ASPOs and during the course of discussions it was assured that in lieu of this,
the share of General Line in Group B might be improved. Though the share of
PA/SA cadre in the IPO was reduced by 1/3rd as stated above, the reapportionment
of the Group ‘B’ did not take place.
9:2:4 We demand
a) Our proposal is that 62% of PS Group B vacancies shall remain on seniority-cumfitness
to the IP Cadre and 19% on merit exam basis amongst the IPO line;
b) Remaining 19% of PS Group B should be for all clerical line officials (Postal, RMS,
SBCO, and Admn. The existing four posts of Gazetted earmarked to RMS may be
merged with the general pool and the Sorting assistants shall be permitted to
appear the Group B examination along with the Postal assistants.
c) Since PS Group ‘B’ tough competitive examination, there need not be any restriction
that only from LSG and above would be permitted. This condition required to be
reconsidered for liberalization for the following reasons also. After the fifth Pay
commission, the department, unmindful of the amendment of the recruitment rules
by due notification with the approval of nodal ministries, has plunged into action to
the controversial decision in permitting only those officials holding standard LSG
post on a regular basis. As such a sudden switch over to standard LSG criteria has
caused a concern. It is therefore requested to permit all the Sorting Assistantshaving
10 years (Ten Years) of clerical service irrespective of the fact whether they are LSG
or MACP to write the PS Group B exam.
9:2:5 The Department has neither considered nor decided the proposals. There is a
strong frustration among the new entrants possessing with Post Graduate
Qualifications and above to deny their chances to write competitive examinations
in Group B Posts. This may please be considered and recommended as above
9:3:1 In respect of promotion to AAO cadres, the same has been frozen to the Postal/
Sorting Assistants and it is restricted only to the Postal Accounts causing a great
injustice to the general line officials. 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.
9:3:2 In short, the promotional avenues available are very meager and the youth now
joined the Postal Department in abundant with Post Graduate qualifications are
becoming frustrated due to the non provision of adequate higher promotional
avenues. The skills and zeal among such Postal/Sorting Assistant shall be utilized
properly by providing more promotional opportunities for them.
10:1:1 The R.M.S. Staff working in traveling Sections are granted Out Station Allowance to
meet the expenses on food, snacks, conveyance, transport of personal effects etc.,
when they leave their residence for duty to work in the R.M.S. sections and till they
return home. The trips per month may range from 1 to 5 and in rare cases four in a
10:1:2 Whenever there was an abnormal rise in the cost of living, resulting in heavy
expenses at the out-station, staff unions has demanded revision of rates of Out
station allowance to the extent of Overtime allowance which has not been considered.
10:1:3 This allowance is based on the period of absence from headquarter calculated in the
units of 6 hours and the last revision was effected on an agreement arrived at the
Joint Consultative Committee (Departmental Council).
10:1:4 The OSA should be linked to the daily allowance granted to the touring officials. It is
therefore urged the OSA be revised upward, once in 3 years,commensurate with the
increase in cost of living index on the same percentage of D.A. increase.
11:1:1 OTA is being granted in the following cases in the Sorting & Mail Offices in Particular
to manage the absenteeism of the staff and shortage.
1. Substitutes in vacant posts in the sanctioned strength.
2. Heavy receipt of mails due to dislocation of trains / Air Services.
3. Manning the office on holidays.
11:1:2 The term of OTA is a misnomer. It is paid only in the vacancies of sanctioned
department's strength to the officials who are detained beyond the working hours as
in another.The expenditure on over time is inevitable since the work cannot be
managed without substitute and postpone for the next day.
11:1:3 It is most unfortunate that the Over Time Allowance (OTA) is being paid only at the
rate prescribed by the Fourth Pay Commission in the Department of Posts (i.e) 15.85
per hour which is far below the hourly salary. In Railways & other Departments, they
have changed the name of OTA and enhanced the amount. The Postal, which is the
operative department where work could not be postponed is still exploiting the
employees at the rate of OTA. Adding fuel to fire, if a SortingAssistant expresses his
unwillingness to be on OTA, he is being charge sheeted. A clear type of exploitation of
labour is in force despite formal instructions from the Directorate not to proceed the
staff who expresses unwillingness to work on OTA.
11:1:4 After extracting the work for 8 hours, the official is being paid with less than Rs.119/-
which cannot be equatedeven to the ¼thsalary in the minimum wage of a
11:1:5 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. Overtime cannot be
avoided in such operational departments in which the work could not be
postponed to the next day.
11:1:6 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.
11:1:7 It is, further, requested to consider that the overtime rates after enforcement
atleast by 1½ times of appropriate pay during the normal days should be
double the average hourly emoluments of the employees and on weekly off,
Sundays or holidays, it should be doubled to the ordinary OTA rates.
The spirit of the arbitration award in enhancing the rates shall be honored. The
Postal shall also be treated as an industry and the revisions exercised in
Railways and Defence shall be exercised, as the postal department is also the
operative offices of Government of India.
12:1:1 The RMS & MMS employees are at present entitled to:
1. Weekly off
2. 16 Holidays + 2 Restricted Holidays
3. Other holidays declared as Public Holidays in special circumstances.
12:1:2 The RMS office work round the clock on all the days. Offices are functioning on
holidays. The staff are brought on duty on Holidays and compensated by O.T.
12:1:3 It is our experience that adequate staff commensurate with the workload are not
arranged on Holidays with a view to restrict overtime expenditure. The staff is
unable to bear the workload. Further, the payment for the duty performed is made
after months and, in some cases after a year.
12:1:4 In the circumstances, we urge upon the Commission to recommend closure of all
RMS offices, like Post Offices, on all Holidays and Sundays to enable the staff to avail
of the holidays to spend their time with their families.
12:1:5 As already stated, RMS employees are given 16 holidays and 2 restricted holidays.
But they are denied 5-day week as prevalent in Postal Administrative Offices, This
discrimination is quite unjust. The RMS employees shall also avail Sundays and
holidays like other employees. We, therefore, urge that all RMS employees should be
given holiday on all Saturdays as well.
13:1:1 At time of introduction of AMPC in Mumbai there was an agreement that the staff
working in AMPC will get two increments in their grade.The officials drawing a
rate of Increment of Rs.100 in Grade pay of Rs.2400 was paid Rs.200 per month.
But when he was promoted to the Grade pay of 2800 there is an anomaly where
he is entitled to get Rs.200 not 250. It is urged that two increments in the grades as
and when they were promoted should be granted.
13:1:2 There is no Incentive for the staff working in Computerized Registration Channel
and Speed Post concentration Centre. Their working conditions are similar to
AMPC. The CRC staff, SPCC staff should also be granted to the extent of 10% of pay
plus Grade pay. It is urged that all the RMS staff working on the computer should
be granted machine allowance.
14:01:1 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. This has been further aggravated after the
grant of Child Care Leave for the women employees after the Sixth CPC and many
of them could not avail CCL due to the inadequacy in LR Strength.
14:01:4 More and more influx of women employees in the department demands with
more and more social obligations with a better environment. Availment of leave
with or without pay is on the increase. With the 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%.
14:01:5 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.
14:01:6 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.
14:01:7 It is therefore suggested that the percentage of the Leave Reserve Postal
Assistants in the post offices should be raised atleast to 20 percent.
15:1:1 As per the census of Central Government Employees, 7.53% of total Central
Government Employees are women. In respect of Postal, it is 12.20%. 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.
15:1:2 Pursuant to the decision of Royal Commission Recommendations of 1930, Maternity
Benefits Act was promulgated in our country. Thereafter the Govt. Of India extended
certain benefits to working women employees. Nowadays, the percentage of women
employees have increased steadily in Govt departments by virtue of their merits and
15:1:3 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 has set up day-care centers and crèches in some places, but their
number is far below the requirement. The Government should consider setting up more
day-care centers on Government land, construction of buildings being financed by
Government Welfare Funds. More crèches in offices or major residential areas may be set
up by the Government.
(a) "The age of recruitment for women employees may be enhanced to 35 years."
(b) "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
(c) "Arranging charted 'ladies-special' buses in bigger cities."
(d) "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 the 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"
(e) "The ministries having a higher concentration of women employees may consider to
provide for higher leave reserve."
Most of the above-said recommendations are not implemented. We request to examine
and reiterate the recommendations for implementation.
15:2:1 Even though every women employee is entitled to avail 730 days Child Care Leave
during their entire service, in practical, it is not being granted owing to shortage and
reluctance to undertake additional work and other reasons. Unless the LR strength is
enhanced, this cannot be settled. Women employees should exercise their privilege as
they require without any hurdle. The restrictions imposed by DOPT in availing the
CCL shall be removed.
15:3:1 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.
15.4:1 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.
15.4:2 The women employees should not be posted where basic facilities are lacking. On
promotion, the women employees are to be accommodated nearer to their native
15.4:3 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.
15.5:1 The Fourth CPC recommended under Para 25.5 that “the Government should
construct single working women’s hostel in all major centers of employment. Priority
may be given to women in allotment of residential accommodations. Similarly, it
recommended vide para 25.06 that special transport facilities including aborted
buses on payment wherever possible may be provided to women employees. This has
not been implemented in major urban cities so far.
Keeping in view that women employees, both married and unmarried have to serve
away from home-stations due to circumstance beyond their control, the following
are suggested.
1. That women hostels may be constructed if the number of women employees is large
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.
15.6:1 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 the removal of uteruses etc.The
above suggestions on the working women Postal Assistants may please be considered
and recommended accordingly.
In RMS, many women employees are being working on night duties where as no
protection has been ensured like transportation, security in return etc.The women
employees shall not be brought in night sets. In the event of emergency, they shall be
provided security and transportation facilities from their residences.
15:7:1 Itis suggested that in order to protect the interest of women employees, women
welfare committee shall be formed. This may be formed irrespective of the members
of women employees. Facilities extended through women welfare committee shall
be well defined and extended to all offices.
16:1:1 Adequate Accommodation should be provided for R.M.S. Offices and sections,
according to the standards laid down by the Department and prescribed in Rule 588
(A) of P&T Manual Volume II. The adequate accommodations have not been provided
resulting in health Hazards in the midst of dust and unhygienic conditions. This is the
position of many RMS offices. This has to be ensured by providing good tidy
accommodation to RMS offices.
16:2:1 Most of mail offices are situated in Railway Premises. Basic amenities are lacking.
Railways is not being persuaded to construct new buildings as per the standards
resulting the staff to work in inadequate and unsuitable buildings forcibly.
16:3:1 The RMS staff are working in lack of basic facilities, no separate toilets for women
employees provided in many places. There are no proper tiffin rooms available for
the officials. There is no privacy for women employees as there is no rest room etc.
16:3:2 We are of the firm opinion that the department should have better own building or
shifted to good building with good environment.
16:3:3 Similarly Mail offices should be modernized by duly providing lift, hoist and the way
across the Railway Line for ensuring safety and security to the officials.
16:4:1 The department should review the existing Rest Houses and Rest Rooms to see
whether they are located in Railway premises or nearby and ensure maintenance of
the rest houses regarding lights, fan, Utensils, furniture cots, mattresses, pillows and
mosquito nets etc. This has not been taken care in many places and the RMS officials
are forced to stay in unhygienic conditions in the absence of natural facilities like
latrine, water etc.
16:5:1 The department should ensure regular cleaning of bags. Provision of dust absorber
and out lets for exit of fumes of wax Heater. This will alone extend the longevity of the
RMS employees as many of them are suffering with Asthama, TB etc. at the backend
of their carrier.
16:6:1 The Commencement/termination of night duty at odd hours should be eliminated.
The duty should commence before 22:00 hours and terminate at 0600 hours. This
suggestion is utmost importance taking in to the availability of transport facilities etc.
16:7:1 Despite clear Government orders that no official shall be brought on split duty more
than the spread of 12 hours, the RMS officials are being brought on duty to split duty
and the spread over period exceeds 12 fours. This should be stopped with.
16:7:2 Even though the Sixth CPC has doubled the existing rate of Split Duty Allowance to
Rs. 200/- P.M, this has not been implemented in case of Postal employees as it was
not approved but rejected by the Ministry of Finance. Still a sum of Rs. 100/- is being
paid to Postal employees. Even the 25% increase on reaching 50% DA twice have
not been implemented in their case. A clear discrimination is prevailing in respect of
Split Duty Allowance being paid to Postal employees.
17:1:1 Systematic career advancement with a pre- determined residency period in each
cadre is what every employee aspires to. Vacancy based promotions had been the
system prevailing in almost all Government departments until the Railways
introduced the periodical cadre review.
17:1:2 Even though the 4th CPC recommended to have the scheme adopted by all the
departments, this was not heeded to. The Postal department introduced a time
bound promotion scheme in 1983 in which the first promotion was offered after 16
years and the second after 26 years. The scheme had the distinct advantage of
having promotion without the prerequisite of a vacancy in the higher cadre.
Subsequently, it is also termed of Financialupgradation and discontinued the scheme
and brought its employees under the MACP scheme after the Sixth CPC.
17:1:3 The ACP promotions was replaced with Modified ACP scheme after the Sixth Pay
Commission in which three financial upgradations viz. 10, 20 & 30 years has been
provided. There are bundles of anomalies which were discussed in the anomaly
committee and nothing was sorted out. The following are the issues remaining
17:2:1 The earlier ACP which was in vogue till the advent of MACP had been on promotional
hierarchy, the Government cannot unilaterally change it, especially when employees
do not consider it as advantageous. Even the suggestion of the staff side to provide
an option for each individual employee to choose either the ACP or MACP whichever
is beneficial to him has not been acceded to.
17:2:2 Even though it was agreed to examine to count 50% of service of Temporary
status/casual labourers for the purpose of the MACP, the Government did not issue
any orders so far. Many workmen and wiremen in the Department of posts have not
been accorded the MACP promotion due to non count of half of the service they
rendered as temporary status casual labourers. This is the same in the case of MTS
who have been regularized from the temporary status.
17:2:3 The plea of the Staff side that wherever examination oriented promotions, the
service rendered by such employee in lower post must be ignored and such
promotion shall be treated as the first appointment in the cadre and fresh MACP
promotion shall commence from the date of such promotion. The CAT Jodhpur vides
its Judgment confirmed the request of the staff side by citing various Supreme Court
judgments which has been appealed in the higher courts. The Court has ruled that an
appointment on promotion to a higher post after passing an examination should be
treated as fresh appointment and the service for the grant of MACP shall be counted
from the date of such promotion. The above position was maintained in the grant of
earlier financial upgradation (TBOP & BCR) existed in the department.
17:2:4 The provision of stepping up of pay of the senior incumbent with the junior as a
consequence of ACP/MACP has not been considered and the seniors are deprived
due to this position of denial of stepping up to pay. If two employees working on
identical posts and same cadre and juniors are drawing higher pay in MACP more
than the seniors is nothing but against to the principles of natural justice.
17:2:5 MACP shall be accorded only on seniority cum fitness and there is no requirement at
least up to Pay Band-II levels to apply benchmarks. The Government’s orders not to
apply the benchmark provision to the seniority cum fitness promotion shall be
extended to all promotions on selection basis also upto the level of Pay Band-II.
17:3:1 If the regular promotion and the financial up gradations are in identical grade pay,
one increment shall be granted on regular promotion in such cases. This has been
partially implemented only for those merged in the pay scales as per the Fifth and
Sixth Pay Commissions. As this is the general demand, it shall be considered to grant
on increment at the time of regular promotion even though the official draws the
Grade Pay as applicable to the promoted post.
17:3:2 MACP to the extent of five shall be granted to the C. G. employees due to heavy
stagnation. Due to lack of promotional posts, many would get their first promotions
on completion of 20 years of service or more. The existing principle of cadre review
once in five years has not been implemented in many C. G. Departments. In the
absence of regular/periodical promotions, there should be five financial
upgradations on completion of 8 years, 7 years, 6 years, 5 years and 4 years
(during a span of 30 years service) in the departmental promotional hierarchy
instead of Grade Pay hierarchy.The present systems of next grade pay shall be
dropped and modified.
17:3:3 MACP shall be granted on promotional hierarchy. The Supreme Court dismissed the
SLP No. 7467/2013 filed by the Government against the CAT order which was
upheld by the High Court, Chandigarh in CWP No. 19387/2011 that MACP, the
financial upgradation shall be granted in the promotional hierarchy. This has been
implemented by the Government only in respect of the individuals approached
legally and not applied to the similarly situated employees vide DOPT order dt
04.04.2014 which is nothing but a farce and tantamount to the denial of
implementation of the spirit of the orders.
17:3:4 The training period of the Government employees has been taken as qualifying
service for drawl of increments. The present condition of not counting the Training
period, adhoc promotion etc. for MACP is unfair and this provision shall be deleted.
All the training period, officiating arrangements, adhoc promotion etc shall be taken
for calculation of the qualifying period for the grant of MACP promotion.
17:4:1 The DOPT vide its OM No. 35034/3/2008-Estt (D) Dated 09.08.2010 clarified under
para 11 inter alia: -
“Since the pay scales of Group D employees have been merged and placed in the
Grade Pay of Rs.1800/- Whether they are entitled to grant of increment @ 3%
during pay fixation at every stage.
Clarification:- “Yes, on the analogy of point 22 of Annexure I of MACPs the pay of
such Group D employees who have been placed in the Grade Pay of Rs.1800/- w.e.f.
1.1.2006 shall be fixed successively in the next three immediate higher Grade Pay in
the hierarchy of the revised Pay Band and Grade Pay allowing the benefit of 3% Pay
fixation of every stage.”
17:4:2 While clarifying MACP provisions vide Directorate letter No. 1-20/2008-PCC (Pt)
Dt. 18.2.2011 under para 4, it is mentioned about the grant of Grade Pay, but did
not clarify about the fixation of 3% for every stage as stated in the OM in para supra.
17:4:3 On receipt of orders from DoPT, the pay fixation for MACP has been refixed by
allowing 3% for every stage, which has been irregularly objected by the Audit in
respect of West Bengal Circle and Andhra Pradesh Circle. Huge recovery is being
ordered which is against the orders of the DoPT. The anomaly has not been settled
so far.
17:5:1 The pay increase in MACP is by virtue of holding the same grade pay for more than
10 years. It is an alternate measure providing respite whois starved for career
progression for want of promotional avenues. This is ubiquitous for all employees
irrespective of the post, they work against. But when the senior officials are
promoted against the post (under the seniority cum fitness) carrying higher
responsibility is deprived any benefit and are equated with even the junior most
who got the most recent up gradation under MACP. The worst part of this scheme is
they are doomed to forgo the next MACP once they decline the promotion with no
monetary benefit. But however their immediate juniors who could getthe chance of
promotion can continue with next MACP.
17:5:2 The question of identifying the post with similar grade pay was found to be amiss in
the department ever since such a condition was imposed as late as in the year
2010.With a net result even wire man in GP of 2400 on his promotion to PA cadre is
deprived of the fixation for the reason that both the wire man and postal assistant
carry the same grade pay in the same pay band. The irony is that the work natures
of the both posts are entirely different – the former is blue collared while the latter
is white collared
17:5:3 This Federations are endorsing all the views and prayers submitted by the Staff
Side in their memorandum on this subject and in order to place the importance of
the same, we have also submitted those items in the preparas and we pray that this
may please be considered with top priority.
18:1:1 The Mail Motor service is the nerve line of the Postal services. It is responsible for
transportation of mails between the offices of Railway Mail Service and Post offices.
The transportation of mails depends upon the functioning of the Mail Motor Service.
Apart from this, the maintenance, repairs of the Motor vehicles of the MMS and
other vehicles in use in the Department of Posts including the staff car and
inspection vans. The Postal Mail Motor Service, (MMS) which was functioning in
Calcutta, was expanded from the year 1947. It started functioning in Bombay,
Nagpur, Madras and Delhi. It was departmentalized in 1948.
18:1:2 Starting from a modest beginning, the Services grew enormously during the last 66
years and today it covers over 98 cities in the country. The Mail Motor Services have
grown to enormous. Now it is having a fleet of 1283 vehicles of all standards, heavy
vehicles by 3 to 5 tonnes, 1 to 1.5 tonnes, motorcycles, jeeps, three wheeler,
scooters, light vehicles and so on. The staff includes operative, clerical, technical and
traffic cadres. Besides, there is also maintenance staff in the workshops with
supervising, clerical and ancillary staff
18:2:1 The Mail Motor Service is operating generally within the limits of these towns and
cities and its main function is to carry mail from Post Offices for RMS Mail Sorting
Offices and vice versa or to Airports where from mails are exchanged from and to
the places served by the planes. It also carries mails and cash from post offices to
post offices. The street letter boxes are also cleared in big towns
18:2:2 In these 65 years, the traffic has increased in all these towns and cities nearly
tenfold. The work, therefore, has enormously increased. The speed Post service has
also been introduced with additional vehicles.
18:2:3 The Mail Motor Service has, however, not been expanded as it should have been. In
many places, mails are still being carried by Private Contractors. In some places,
three-wheeler scooters, cycle- rickshaws and horse-carts are still in use. Yet at some
places mails are carried in hand-trucks to the State Transport Bus Stations.
18:2:4 It is, therefore, desirable that an independent Transport Wing of Mail Service
(M.M.S.) at the Centre under a Deputy Director General should be formed to develop
the Mail Motor Services.
18:2:5 Mail Motor Services (MMS) is the main organization that manages transport service
to the Department of Posts. This organization is functioning timely deployment of
MMS vehicles for transmission of mails, cash and other valuable articles etc.
between various Post offices.
18:2:6 It has the workshop where thorough repair/maintenance works of Mail Vans, Cash
vans and Inspections vehicles are being done on a regular basis. These workshops
may be well-equipped to undertake body-building of chassis, machines for boring of
pistons etc., so that the need to go to private workshops is done away with.
18:2:7 Technical Supervisor/Charge hand is the in charges of the Workshop who is
responsible for all types of maintenance work of vehicles with the help of Skilled
Artisans (mechanics, Electricians, Welders, Tyreman, Painters, Black smiths,
Tinsmiths, Upholsters etc.)
18:2:8 There are 474 posts are available in Mail Motor Services throughout the country.
This Artisans cadre is badly neglected from their legitimate pay scale/PB since from
IV CPC. The enhancement of pay as if granted to the similarly situated artisans
working in other CG departments on the basis of settlement of the anomaly and
award of the Board of Arbitration has not been extended to the artisans of the Mail
Motor Service in the Department of Posts. There are 1573 operative MMS Driver
posts are available across the country. Drivers are the backbone of the MMS
organizations and they are about 50% of the total staff of MMS. Duties of driver are
hazardous with comparison to other Government drivers.
18:2:9 The present system of purchases of stores and spare-parts from the local market,
running into several lakhs of rupees, could also be done away with if these items are
purchased directly from standard firms and stocked at the centralized workshops. It
will pluck the loopholes in the system and ensure better and efficient service in the
maintenance of the vehicles.
18:2:10 Though the Service is being run for the last 65 years, yet no well-regulated rules or
compendium prescribing the duties and responsibilities of the staff has been
18:2:11 Now the department has introduced long distance schedules Like Delhi to Jaipur,
Chennai to Bangalore; Hyderabad to Vijayawada and vice versa, without providing
adequate personnel and arrangements. In all these places the drivers are regularly
compelled to perform continuous OTA duties which are not practically possible to
drive such heavy vehicles in long distances.
18:2:12 Logistic post can also be entrusted to MMS. As all the major cities in the country
have MMS Units, Logistic post centers can be formed wherever MMS Units are
available. Logistic post chain/ Grid can be formed in the country to develop
EPP/Speed Post/ Logistic Post Grid. This definitely will fetch huge revenue to the
Department. By developing interstate road transport short distance mails can be
handled effectively.
18:2:13 These kinds of MMS Garages and facilities are not available with any other Central
Govt. Organization. MMS can also be made approved workshops for maintenance
and repairs of other Central Government Vehicles.
18:3:1 In the Mail Motor Services, the following categories of staff are working and their
scales of pay are as under:-
1. Cleaner 4440-7440 Is 1300
2. Semi-Skilled 4440-7440 Is 1650
3. Skilled Artisan
5200-20200 PB-I 1900
4. Skilled Artisan Gr.II 5200-20200 PB-I 2400
5. Skilled Artisan Gr.I 5200-20200 PB-I 2800
6. ChargeHand 5200-20200 PB-I 2800
7 Technical
9300-34800 PB-2 4200
8. Inspector 9300-34800 PB-2 4200
9. Asstt. Manager 9300-34800 PB-2 4200
Driver Gr.III 5200-20200 PB-I 1900
Driver Gr.II 5200-20200 PB-I 2400
Driver Gr.I 5200-20200 PB-I 2800
Special Gr.Driver 9300-34800 PB-2 4200
Dispatch Rider 5200-20200 PB-I 1900
Office Asstt. 5200-20200 PB-I 2400
Store Officer 9300-34800 PB-2 4200
Group `D`
Group D
18:3:2 As far as clerical and allied staff are concerned; they are akin to any clerical staff
working in postal Organization.
18:3:3 Then there is workshop staff. Amongst them, one of the most important cadres is the
Motor Mechanics. They are required to possess a minimum qualification of 8th
passed and should possess a diploma in Motor Vehicle Mechanism or ITI Certificate
with heavy vehicles driving license. The diploma course is of 3 years, including uptodate
designs and make. They are recruited only on passing a trade test before
appointment. Their job is to attend to all repairs, open the machines and overhaul
them. In short, they should know the full mechanism of the vehicle and anything
found wrong, they are held responsible.
18:3:4 The biggest problem and worry for these mechanics is that in the Department,
vehicles are run even after they are condemned (i.e. when the vehicle has run its full
life) and therefore, there are frequent breakdowns. Whenever there is a break-down,
these mechanics have to go out and repair the vehicles on the road. Inside the
workshops, they have to attend to these worn-out vehicles and maintain the
services. He works round the clock also.
18:4:1 In other Departments of the Government of India, the motor vehicle mechanics get
more pay than drivers. It would, therefore, be seen that in Postal, Motor Vehicle
Mechanic is discriminated against and he is very much low paid. We, therefore,
request the Commission to appreciate this aspect and the following minimum pay as
requested by the Staff side is prayed for.
1. Cleaner 4440-7440 1300 26000
2. Semi-Skilled 4440-7440 1650 26000
3. Skilled Artisan
1900 46000
4. Skilled Artisan
2400 51000
5. Skilled Artisan
2800 56000
6. Charge Hand 5200-
2800 66000
7 Technical
4200 74000
8. Inspector 9300- 4200 74000
9. Asstt. Manager 9300-
4200 74000
10. Driver Gr.III 5200-
1900 46000
11. Driver Gr.II 5200-
2400 51000
12 Driver Gr.I 5200-
2800 56000
13. Special Gr. Driver 9300-
4200 74000
14. Dispatch Rider 5200-
1900 46000
15. Office Asstt. 5200-
2400 56000
16. Store Officer 9300-
4200 74000
17. Group `D` 4440-7440 1300 26000
18. Group `D` 4440-7440 1650 26000
18:4:2 Proposal regarding change of qualification in Recruitment Rule
Middle School Standard 10 + ITI Pass from recognized
Institute by Govt. + Sound Computer
Knowledge from recognized
18:4:3 Reason behind the proposal
(i) As per existing recruitment rules of MTS Group ‘C’ the minimum educational
qualification is Class X pass/ITI and entry Grade Pay of this cadre is Rs. 1800/-
However entry Grade Pay of the Skilled Artisan is Rs. 1900/- with below qualification,
though they are performing the duties of higher responsibilities. So, the minimum
qualification of Skilled Artisans must be higher than MTS Group ‘C’.
(j) Due to fast growing technological changes in the automobile Industry, adoption of
electronic control system, electronic sensor, diagnosis electronic instruments,
gadgets and maintenance of electro mechanical engines, etc, the Skilled Artisan is
expected to have sound technical knowledge and qualification. As the detection of
defects of new models of vehicles is sensor based and through LAPTOP the Skilled
Artisans are also expected to have sound computer knowledge.
18:4:4 ThelVth CPC pay scale for skilled Artisans Grade-lI was Rs.1200- 1800 and Grade-I
pay scale was 1320-2040. Vth CPC clubbed both scales of pay of Artisans Grade I and
Grade-IL in to one Pay Scale of Rs.4000-6000.
18:4:5 Since, it was a promotional post for Artisan Staff Amalgamation of both the scales of
pay was not justified. This anomaly was rectified in respect of Artisans staff of
Railways and Defense with Rs.4000-6000 for Grade-II and Rs.4500-7000 for Grade-I
w.e.f. 01.01.1996 itself. Artisans’ staffs of MMS numbing about 168 are discriminated
against, still they are placed in a combined pay scale of Rs.4000-6000. They have
experience huge financial loss. We would therefore urge upon the 7th CPC to extend
the pay scales already implemented for Railways / Defense for Grade-lI& Grade-I
Artisans of MMS of the Department of Post from 1 January, 1996.
18:4:6 It is reported that in Railways and Defense Departments, the Semi-Skilled
tradesmen promotion to higher GP is allowed. Staff side requested that similar
model may be adopted in the Department of Posts for the MTS (Technical) cadres.
This would entail an increase of GP at the entry level. As this would affect the VI CPC
GP hierarchy of Artisans & Drivers, the Committee did not agree to this suggestion.
18:4:7 We pray the Seventh Pay Commission to consider all these facts and render justice
to these aggrieved categories, treating them at par with the similarly situated
persons in the other departments in such categories.
18:5:1 The MMS Drivers are driving heavy duty vehicles in most of the cases. Further, they
are exchanging valuable mails such as Mail bag, Parcel bag, Cash bag, Stamps bag,
Speed Post bags, BPM and BPC from post offices and having over the same to RMS
under acquittance. MMS drivers are responsible for transportation of mails
between the offices of RMS and Post Offices.
18:5:2 In many cases, no Mail Peons are arranged for the receipt and delivery and the
MMS drivers are responsible for the same. The variable and horizontal
probabilities in carrying their job with that of postmen have been disturbed in the
last two pay commissions. The finalization of anomaly in the departmental
committee for granting them at par with Postmen with Grade pay of Rs.2, 000 has
been simply turned down. A clear injustice had been met out and they shall be
equated in the Grade Pay of Rs.2400 considering their arduous and laborious
duties and the responsibilities.
18:5:3 Proposal regarding change of qualification in Recruitment Rule
a. Class VIII Standard Pass
b. Age:21-28 years as on 1st July of
Recruitment year for DR quota
a. H. S. Pass + Heavy Motor Vehicle License.
b. Age: 22-30 years as on 1st July of
Recruitment year for DR quota
i) As per existing recruitment rules of MTS Group ‘C’ the minimum educational
qualification is Class X Pass/ITI and entry Grade Pay of this cadre is Rs. 1800/- entry
Grade Pay of the Skilled Artisan is Rs. 1900/- with below qualification, though they are
performing the duties of higher responsibilities. So, the minimum qualification of MMS
Drivers must be higher than MTS Group ‘C’.
ii) Nomenclature of MMS Driver may be changed as MAIL PILOT
iii) Duties of driver are hazardous with comparison to other Government drivers.
iv) MMS drivers (HMV) drive on an average 100-120 kilometers per day carrying heavy
load of mails in busy traffic throughout his working hours. They have to receive and
deliver the mail bags to Post Offices, to the customers/Public. With the introduction of
logistics service, Drivers are required to undertake long distance driving for 2-3 days.
v) As the driving license by the MV Department (RTA) not before the age of 18 years
eligibility criteria of 4 years driving experience (3yrs LMV + 1yr HMV) will be achieved
by the candidate after 21 years.
18:5:5 A clear injustice has been met out to drivers and they can be equated with Rs.2400/-
existing Grade pay considering their arduous and laborious duties and
responsibilities. We pray the Commission to render justice to this exploited
18:6:1 In the Mail Motor Service, there are no well-defined and regulated promotional
avenues with the result that a large number of officials are stagnating at the
maximum. In some cadres, the promotional posts are almost nil.
18:6:2 The scheme of Two Promotions introduced in the Postal has not been extended to the
staff of the Mail Motor Service, except for the clerical cadre. This has been denied to
them as they have been bracketed with “Common Categories”. Now they are entitled
for MACP which is the only promotion available to these categories of staff.
18:6:3 The duties and responsibilities of none of the categories of staff are similar to those of
the staff in other Departments. Moreover, the pay and allowances and other benefits
applicable to the staff of other Departments have not been extended to the staff of the
Mail Motor Service.
18:6:4 The Postal Department vide its order dated 3.6.2014, merged the posts of charge hands
with the Artisan Grade I . The merger took place as per the Sixth CPC recommendations
keeping the position prevailing in the Railways and Defence. The same cannot be
applied in practical in the MMS as the numbers of such posts are very meager.
18:6:5 In Railways and Defence, as there are many promotional avenues for Artisans such as
Master Craft men, Charge men, Technical Supervisor and Charge hand for them, the
merger will not have any impact. But in MMS, where we have one Technical Supervisor
and have four to five charge hands on the basis of functional need, it is not possible in
the Postal service practically. Therefore we demand that the posts of Foremen, Charge
men and Master Craftsmen shall be provided as promotional posts to Artisan in the Mail
Motor Service
18:6:6 Even for promotion to the post of Chargehand, officials are selected through a trade
test. We plead that the post of chargehand should be filled by seniority cum fitness
and all direct recruitment to the post of Chargehand should be stopped.
18:7:1 There are about 25 Dispatch Riders at Delhi and Nagpur MMS. They are driving Auto
Rikhsa. They possess the qualification for Recruitment of Drivers. Pay scales of
Dispatch Riders are also on par with Drivers. Moreover, they are utilized for plying
Mail Motor vans and other heavy vehicle. We would propose to merge them with the
cadres of Drivers in MMS and dispense with the cadre of Dispatch Rider.
18:8:1 In the Workshop, where there is no officer in charge, the Chargehands are
supervisory official in charge of their sections. Above them is the Manager. We feel
that to look after the Workshop exclusively, there should be a post designated
‘FOREMAN” in the scale of Higher Selection Grade. The promotion to this post should
be made from the Chargehands.
18:8:2 The Traffic side is supervised by the Traffic Supervisors who are promoted from
Clerks arid other grades by an examination. Since their work has been increased a
great deal with aid to executive and administrative work, we feel the portion of work
relating to booking the officials for duties, their attendance, attending to preliminary
enquiries concerning accidents, breakdowns etc., should be entrusted to general line
staff from amongst the drivers category. At present the drivers have one channel of
promotion namely selection grade drivers posts but they have to do the driving job
till the date of retirement, Therefore the senior amongst them should get the posts of
Traffic Supervisors, at least 50% of them, to manage the affairs of internal traffic
18:9:1 At present in some smaller offices, the post of Head Clerks are not created on the plea
of lack of justification. The result is that the clerks who are working in Postal Mail
Motor Service offices have no promotional avenues at all. The only channel that has
been opened is the Inspector MMS by examination. Even for this, possession of
Driving licence for three years is being insisted.
18:9:2 We suggest that there should be selection grade posts of Head Clerks so that a
channel of promotion by seniority is opened to the clerks. Regarding insisting on
holding of driving license for three years for eligibility to appear in the Inspector, Mail
Motor Services examination, we plead it should not be insisted as a pre-condition
However, on being selected, the Department should permit him to learn and acquire
the license within one year.
Revision of pay scale/grade pay of Postal Machine Assistants (now
redesignated as Technical Postal Assistants)
18:10:1 Most of them are now working to coordinate in computer systems of post offices
as well as servicing & repairing of Franking machines and Stamp cancellation
18:10:2 PMA (TPA) Grade-I
As the minimum recruitment qualification of PMA Grade-I is Diploma in engineering
(similar to the Technical Supervisor of MMS), it should have been revised to the pay scale of
Rs5000-8000/- as per general recommendation of the 5TH CPC.But neither the post of T.S.
nor the PMA Grade-I was considered by the Department after 5TH CPC and they were
deprived since then. The 6TH CPC had corrected this anomaly and revised the pay
scale/Grade pay of Tech. Supervisors only as there was no representation from
PMAs/TPAs. This injustice should be corrected by revising the grade pay of PMA Grade-I
from Rs2400/- to Rs4200/-.The revision of pay scale/grade pay should be implemented
retrospectively from 1/1/1996 at least for the purpose of fixation of pay as like
recommendation of 6TH CPC in para 7.39.22.
18:10:3 PMA(TPA) Grade-II
As the job of PMA Grade-II, is highly skilled in nature, the recruitment qualification is
Matric + 2yrs post matric I.T.I. course in instrumentation/mechanical and desirable
qualification Diploma in engineering. Now with the option of desirable qualification, the
Department had recruited diploma engineers in PMA(TPA) Grade-II, with lower pay scale
depriving them the pay scale of Rs5000-8000/-,which is again created a massive injustice
and exploitation. More over at par qualification of 10+2yrs I.T.I., atleast it should have been
revised to the pay scale of Rs4000-6000/- after 5TH CPC as per general recommendation of
5TH CPC in para 50.37(i) that there should be identical pay scales with identical recruitment
qualification and as such 5TH CPC had revised pay scale of postal assistants in para 62.11 for
raising rectt. qualification of P A from 10th to 10+2,by the Department of Posts. The pay
scale for 10+2 qualification also reflects in para 50.37 (v), 51.34 of 5TH CPC report.
18:10:4 Again artisan Grade-II and driver Grade-II of MMS are in the grade pay of
Rs2400/-, whereas incumbents of PMA Grade II, with diploma in engineering are
placed in the grade pay of Rs1900/-only, which is below the status of postman.
18:10:5 Now as the PMA Grade I & II are working identical work, these two grades should
be merged and revised to the grade pay of Rs4200/-,considering the recruitments
of diploma engineers in both the grades and to remove anomalies as they have been
deprived so far from their legitimate right. The revision of pay scale /grade pay
should be implemented retrospectively from 1/1/1996,at least for the purposes of
fixation of pay as like recommendation of 6TH CPC in para 7.39.22.
18:11:1 A committee comprising the following was constituted to consider the Cadre
Review of MMS Staff by the Department vide letter No. 01/01/2011-SR dated 20th
1. MsSandhya Rani PMG (BD) AP Circle - Chairperson
2. Director (MV) -- Member Official Side
3. Sh. Giri Raj Singh -- Member Staff Side
4. Sh. D. Theagarajan -- Member Staff Side
18:11:2 The Committee meetings were held on 12th& 13th March, 2012, 3rd to 4th April,
2012, 11th to 12th June,2012, 13th to 14th August, 2012 and 4th September, 2012.
The Committee discussed in detail about the cadre issues relating to the Technical
and Non-Technical cadres:- MTS, Artisans, T.S., TPA, Drivers, Dispatch Riders, P.A.,
Store Officers and Assistant Manager.
18:11:3 The said Committee has submitted its report to the Secretary Posts for
consideration. Some consolidated recommendations which were submitted by
Ms. Sandyha Rani PMG (BD) & Chairperson of Cadre Review Committee are as
18:11:4 Consolidated Recommendations relating to Technical Cadres
Recommendations of the committee in case of Recruitment:
Education Middle School Pass 1O+ITI PASS
Age 18-25 YEARS FOR DR
Scale of pay &
5200-20200 & 1800 5200-20200 & 1800
under DP &
As per the Gazette of India
extraordinary Part-II Section-3 Sub
section(i) dated 0-12-2010 and
directorate letter no 45-2/011 SPB-I
dated 27th Jan 2011.
100% Under DR.
Mode of
By Selection By Selection
1. Existing MACP applicable.
2. MTS (Technical) are eligible for posts of DRIVERS and ARTISANS under DP Quota as
per R.R.
The following are the recommendations of the committee in case of Recruitment:
Education Qualify the test Equal to Middle
School Standard.
10+ITI in respective trade
Age No age limit No age limit for
department candidates
Scale of pay & GP
Rs.5200-20200(PB-I) & 1900 Rs.5200-20200 (PB-I) &
100% recruitment under DP
failing which by DR.
50% for DP Quota.
Experience 4 years experience as MV Min. 3 Years experience as
Cleaner OR 1 Year as Semi-
MTS (Technical)
For Mechanics
Possession of Heavy Motor
Vehicle (HMV) License
Possession of Heavy Motor
Vehicle (HMV) License
Education A certificate in the respective
Trade from any Technical
institution, recognized by the
Govt. or 8th Std.
10+ITI Pass recognized
by Govt.
Age 18-30 Years as on 1STJuly of
the Recruiting year.
21-30 Years as on the
Recruiting year.
Scale of pay &
Rs.5200-20200(PB-I) & 1900 Rs.5200-20200(PB-I) &
Experience One year experience in the
respective trade in a reputed
organization if does not
possess ITI.
Min. 3 years experience
in the respective trade
in a reputed
For Mechanic Trade
Possession of Heavy Motor
Vehicle (HMV) License
Possession of Heavy
Motor Vehicle (HMV)
Recommended promotional avenues in the cadre of Artisans:
Existing Proposed
1 Skilled
PB-1 with GP
PB-1 with GP
70% 30%
2. Skilled
PB-1 with GP
PB-1 with GP
15% 30%
3. Skilled
PB-1 with GP
PB-1 with GP
15% 25%
4. Master
PB-2 with GP
PB-2 with GP
-- 15%
Skilled Artisan Grade –III should have completed minimum 9 years of regular Service in
the Ordinary grade to get the eligibility for Skilled Artisan Grade-II.
Skilled Artisan Grade-II should have completed minimum 6 years of regular Service in
the Grade II or a combined service of 15 years in Grade II and ordinary grade put
together to get the eligibility for Skilled Artisan Grade-I.
Skilled Artisan Grade-I should have completed minimum 3 years of regular Service to
get the eligibility for Master Craftsman.
Promotions for Grade-III, II and I will be on the basis of prescribed test and for the
Master Craftsman on the basis of Seniority cum fitness.
Artisans may be allowed to appear in the PAs examination subject to fulfillment of
eligible criteria as per Recruitment rule
Education Pass in Middle School The Chargehand
Post is proposed
to be upgraded to
Master Craftsman
post with
matching savings
Age No age limit
Department quota(DP) 100% under DP*
Scale of pay & GP(RS) PB1 5200-20200 &2800
Experience One year experience in the
*33.33% by seniority cum fitness amongst Skilled Tradesmen who have put in not less
than five years’ service in the grade on the 1st of July of the year of recruitment in the
unit concerned.66.67 % by selection from skilled Tradesmen of the unit concerned who
possess the requisite qualification failing which by direct recruitment. If no suitable
candidate is available, then recruitment should be made directly.
Education Pass in matriculation or an
equivalent examination.
The Chargehand Post is proposed
to be upgraded to Master
Craftsman post with matching
Age 18-30 Years as on 1st July of
the Recruiting year.
DR quota If no suitable candidate
available, then only
recruitment should be made
under DR Quota.
Experience One year experience in the
By taking the above facts into consideration, the committee recommends to upgrade Charge
hand posts in lieu of creating some Technical Supervisors in the units. The Basis for
creation of the Technical Supervisor Post is one Technical Supervisor for every 15-30
Vehicles in the Unit in accordance with Directorate letter No.50-10/82-PE.I dt.19.08.1985.
The creation of additional posts of Technical Supervisor Posts is further subject to matching
saving in surrendering the Charge hand posts.
4. Technical Supervisor: DEPARTMENT QUOTA
Education Matriculation Pass. 10+ITI.
Age No age limit for
No age limit for Departmental
Scale of pay &
Rs.9300-34800(PB-II) &4600.
33% 33% DP Quota.
Experience 5 years departmental
At least 5 years experience in
HSA-I or 7 years of experience in
HSA–II or 20 Years of experience
in HAS Grade III for Master
Mode of
By Selection By Selection
Technical Supervisor: DIRECT QUOTA.
Education A Degree or Diploma in
Mechanical, Automobile
Engineering from any
recognized institution or Passed
Matriculation with practical
experience of at least 5 years.
A Degree or Diploma in
Mechanical, Automobile
Engineering from any
recognized institution.
Age 22-30 Years 21-30 years
Scale of pay
& GP(RS)
9300-34800 &4200 9300-34800 &4600
DR quota 100% 67%
Experience At least 2 years experience in
an automobile firm or repute or
Govt. workshop
At least 2 years
experience in an
automobile firm or
repute or Govt.
Mode of
By Selection. By Selection.
Technical Supervisor may be granted one promotion in PB-2 with GP. 4800/=after
completion of 6 years’ service and in PB-2 with GP RS.5400/= after completion of 4 years
regular of service.
5. Technical Postal Assistants (TPA):
Committee recommends merging TPA posts in PA Cadre of MMS.
6. Consolidated Recommendations relating to Non Technical Cadres
MTS non technical may be allowed to appear for the recruitment of PA, Driver and
Artisan posts under DP quota
The above issues and grievances raised by the staff side may be forwarded by MV
Section of Postal Directorate to the CRC, for further examination
The Committee recommends merger of Dispatch Riders post with the Driver post.
There is no additional expenditure to merge Dispatch rider post with Driver post.
MMS Drivers may be allowed to appear for PA/SA examination subject to fulfillment of
eligible criteria as per Recruitment rule
Education VII Std pass desirable 10th class Pass as per MV act.
Age No age limit No age limit
DP Quota 50% 50%
Experience 3 Years exp for Group D Min 3 Years experience as MTS
Should possess light and
Heavy vehicle license.
Should possess Heavy Motor
Vehicle driving license.
Mode of
By Selection By Selection.
Education VIII Std Pass desirable 10th Pass mandatory.
Age 21-28 Years as on 1st July of
Recruiting year
21-30 Years as on 1st July of
Recruiting year
DR Quota 50% 50%
Experience At least 4 Years in driving
light and heavy vehicles
provided they should have
at least one year
experience of driving
heavy vehicle and must
possess valid driving
license to that effect
At least 4 Years in driving light and
heavy vehicles provided they
should have at least one year
experience of driving heavy
vehicle and must possess valid
driving license to that effect
Mode of
By selection By selection.
Existing Proposed
1. Driver
PB-1 with GP
PB-1 with GP
30% 30%
2. Driver
PB-1 with GP
PB-1 with GP
30% 30%
3. Driver
PB-1 with GP
PB-1 with GP 2800 35% 25%
4. Special Grade PB-2 with GP
PB-2 with GP
5% 15%
Driver in Grade-III should have completed 9 years of regular service in Ordinary
Grade to get the eligibility for Grade-II.
Driver in Grade-II should have completed 6 years of regular service in Grade-II or a
combined service of 15 years in Grade II or Ordinary Grade put together to get the
eligibility for Grade-I.
Driver in Grade-I should have completed 3 years of Service in Grade-I to get the
eligibility for Special Grade.
The method of Promotion to Grade-II and Grade-I will be by promotion on selection
basis and will be further subject to the passing of a Trade Test of appropriate
Standard and to Special Grade will be on the basis of Seniority-cum- fitness.
9. Traffic controller:
The drivers of Mail Motor Service are operative one entrusted with the tough, hard
duties as compared to Staff car drivers; they need more attention particularly at the
stage of their superannuation retirement.
There are total 1573 operative drivers’ posts. It is proposed to create 1% of total posts
of operative drivers i.e. total 16 no. additional post of “Traffic controller “ in all MMS
units having a fleet of more than 20 vehicles in PB-2 with Grade pay of Rs. 4200/- +
special allowance of Rs.1000/month.
The method of Promotion to the post of ‘Traffic controller’ will be by promotion on
(Seniority-cum-fitness basis amongst available Special Grade driver.)
i. The Committee recommends forwarding the request for giving fast track promotion
and upgrading to higher GP for MMS PAs to the Cadre Restructuring Committee of
Directorate by the MV Section. The issue of creation of HSG-I and HSG-II posts
may also be forwarded to the CRC.
ii. The Committee strongly recommends that the MMS PAs should be allowed to appear
for eligible for IPO and PSS Group B.
1. Postal
PB-1 with
PB-1 with
2. Postal
NIL PB-1 with
8 years service as
PA in GP Rs.2400
3. Postal
NIL PB-2 with
7 years service as PA
in GP Rs.2800
Education Not applicable 10+2 or equivalent.
Age Not applicable 45 years.
Scale of pay
& GP (RS)
Rs.9300-34800/=(PB-2) With
With GP.4600/=
under DP &
100% DP 100% Under DP.
Mode of
By Seniority cum fitness from
Inspectors/Head Clerk of MMS
having not less than 3 years in
the Grade.
By Selection/ Competitive
examination equivalent to
Inspector of Post Offices.
Assistant Manager may be granted one promotion in PB-2 with GP. 4800/=after completion
of 9 years service. As per Para 7.6.14 of VI CPC Recommendations Assistant Manager
drawing GP 4800/= in PB-2 on completion of 4 years of Service should be placed in the
same pay band with GP RS.5400/-. The committee recommends the same (Para 7.6.14) in
this case.
12. Store Officer:
Recommendations of the committee in case of recruitment:
Education Not applicable 10+2 or equivalent.
Age Not applicable 45 years.
Scale of pay
& GP (RS)
With GP.4200/=
Rs.9300-34800/=(PB-2) With GP.4200/=
under DP
& DR
100% DP. 100% Under DP.
Mode of
By Seniority cum
fitness from
Inspectors/ Head
Clerk of MMS
having not less
than 3 years in the
Permanent employees of MMS in the Pay
Band`5200-20200 GP `2800 having
rendered six years regular service in the
grade as on 1st July on the year in which
recruitment is made. Preference will be
given to those officials who have
experience for atleast five years in Store
keeping, in identifying the automobile
spares for various types, makes and
knowledge of procedure for procurement
of spare parts through DGS&D on Rate
Contract and locally after observing
formal procedure.
By promotion, transfer on
deputation(period on deputation in
another ex-cadre post held immediately
preceding this appointment in the same or
some other organization / department of
Central Govt. shall ordinarily not exceed
three years).
13. Other related Recommendations:
The committee suggested that the structures of promotions to all cadres should be
made effective from 01.01.2006 as in the case of Railways and Defence.
Public mail is contributing about 40% revenue for the department. To sustain its
position as the largest postal network in the world touching lives of every citizen in the
country, it is necessary to strengthen MMS for future growth of mail and logistics to
provide mail, parcel, logistics post with speed and reliability.
Mail movement in the many cities of the country suffers heavily due to poor
connectivity and unreliable outsource transport system. There are serious constraints
in terms of transport in the many regions. Because of transport bottleneck, mail
transmission (collection and delivery) has always concern; speed, punctuality, and
reliability are solely dependent on the means of transport.
The mail volumes in the department had been going down, an efforts is now on to take
a multi-pronged action to revive the mail business. One of the main activities in this
regard is ensuring reliability in the mail services. The major weakness in this regards is
the unreliable transport system, which suffers from the fact that the transmission
vehicles (Buses, Train and passenger aircraft) move according to the convenience of
passengers and not to the requirement of expeditious transmission of mails.
To provide basic facilities i.e. collection and delivery of mails within easy reach (1.5
Kms) of all people and business, it is necessary to increase growth in traffic of mail
volume and logistics. The major source of revenue in the coming years are expected
from parcels and logistics posts. To achieve future growth of public mail and logistic, it
is necessary for the department to develop its own transport network. Empty shops do
not attract the customer to associate with department for doing business which is
solely depending on outsource agencies. It is therefore necessary to strengthen the
Departmental MMS units by cadre re-structuring of staff of MMS.
18:11:5 The above recommendation is pending with the Postal Board for approval. This
is the first cadre review exercised for the MMS staff but the same has not been
implemented. At present there are no proper promotional avenues available in
these posts. The pay commission while fixing may also consider the above points.
19:1:1 In the newly opened offices and in some old centers, the mail peons accompanying
the drivers are discarded or not provided. This brings heavy strain on the drivers
besides compelling them to undertake more onerous responsibilities. Obviously, the
drivers are not qualified or trained to undertake the responsibilities of checking the
seals, labels, cords, condition of bags, to know the classification of bags and verify
these bags with the entries. To make them responsible is not proper as they have not
been trained in the knowledge of rules nor it is their job to do.
19:1:2 We therefore submit that mail peons who are presently accompanying the mails
should continue and wherever they have been discontinued or not provided, should
be restored or provided.
19:1:3 Similarly, the Dispatch Riders are assigned the job of clearing letter boxes or carry
letter bags from mail offices to post offices and vice versa. Particularly in clearing
letter boxes, they have to stop the vehicle, the engine, fill up the bag by clearance and
then load it. After this they have to start the vehicle. This process is repeated till all
the letter boxes are cleared. This apart from time consuming, also strains the nerve
very much. Therefore, we suggest that one class IV employee should accompany so
that he clears the letter boxes while the dispatch rider does the function of running
the vehicle.
19:2:1 The drivers and the dispatch riders who are either off duty or take up duties at mid or
odd hours require dormitories and rest rooms. In many centers, these facilities are
not adequately provided. These should be provided.
19:3:1 At present, in the name of responsibility, huge sums are recovered from the pay of
drivers the cost of loss caused due to damage of the vehicles on the ground of
negligence. For example, on the plea that the tyre was damaged, the cost of tire is
recovered. On the plea that some part got burnt, the cost of the part is recovered. On
the plea that the damage to the external part occurred, its cost was recovered. The
poorly paid drivers have to pay heavy amount on the ground of negligence.
19:3:2 We feel that this is most unjust and arbitrary. No driver or dispatch rider would cause
an accident deliberately. The accidents always occur beyond anybody’s control.
19:3:3 Therefore, there should be orders that no recovery should be made unless intentional
or deliberate rash driving is established and consequential loss is caused.
19:4:1 While there is a general problem of quarters for all, yet for driving staff and
mechanics, the quarters should be provided near the workshop or garage so that
whenever their services are required, they may be called.
19:4:2 In many centers, the workshops have to carry on their work in the open sun and rain.
Further, the number of strengths of the fleet is also increasing aridity therefore the
workshop premises should be enlarged and cover provided. Similarly, garage should
be provided to park all the vehicles instead of parking them in the open exposed to
sun and rain. Therefore, sufficient accommodation should be provided for the needs
of the workshop and garage.
19:5:1 As risk of life or damage to the limbs caused due to accident is attendant with driving,
the drivers and dispatch riders should be compulsorily insured, the Department
paying 50% of the insurance charges.
19:6:1 Departmental vehicles are not being insured. Consequently, when the MMS vehicles
are involved in accident, the drivers are forced to bear the cost of repairs. When cases
are filed by the Police and compensation awarded, the drivers have to pay huge
We urge upon the Commission to recommend:
1. Compulsory insurance for all Govt. Vehicles.
2. Coverage of third party insurance also so that the compensation awarded by the
Court shall be payable by the Insurance Company.
19:7:1 The Drivers ply the vehicles through busy and congested roads. They have to
collect/deliver mails only during the peak hours. The vehicles are involved in
accidents, mostly, for no fault of them. When accidents take place the Drivers are
taken into custody. They have to arrange for bail of their own. The Department
disowns responsibility for enlarging them on bail. When cases are filed against the
drivers for alleged violation of traffic rules, they have to defend their cases and also
avail their own leave.
19:7:2 As a model employer the Govt. should show concern for the drivers when they are
involved in accidents. We urge upon the Commission to examine and recommend
1. The Department should arrange for bail for the drivers;
2. The Department should defend the case on behalf of drivers;
3. The period of absence for court attendance should be treated as duty.
19:8:1 In MMS, the eligible categories of staff are supplied with uniforms, chappals and other
items. Our general complaint is that quality cloth and quality chappals are not
supplied. There should be quality control. Timely supply is another issue. There has
invariably been a back-log in the supply. The purpose is not served if the supplies are
made after 2 or 3 years.
19:8:2 Group `C` Artisans are not supplied with uniform kit. They should be supplied.
19:9:1 The eligible officials in MMS are supplied with chappals and those who are not
entitled to uniform, are denied supply of chappal even.
19:9:2 The officials working in garages/workshops need to be supplied with safety boots to
prevent any serious damage/injury to their feet.
19:10:1 Since the establishment of a departmentalized Mail Motor Service in the Department
of Posts way back in 1947, no enquiry has been conducted to go into its working. The
working conditions, the service conditions of the staff etc. need also to be inquired
19:10:2 It is therefore urged that the Commission may recommend appointment of an
Enquiry Committee headed by a retired Member of the Postal Board to go into the
whole gamut of the working of the Mail Motor Service and also the problems of the
20:1 The Sorting Assistants and Supervisors of Railway Mail Service in the Department
of Posts render social service of the State by their hard work in that of arduous nature. The
prompt delivery of articles is possible only due to their hard work in the inside offices.
20:2 However, they have been denied their dues and remaining and working in the
atmosphere which is not at all suitable. There is no improvement in their service conditions
and still they are performing duties in the midst of the dust and unhygienic atmosphere.
Many of their genuine demands are being protracted settlement.
20:3 The objectives of the job evaluations are to provide definite, scientific and factual
assessment of respective work of the job and to determine a wage and salary structure
which is just and fair in comparison to employees working in similar establishments.
20:4 Their cases shall be endorsed on the basis of principles of job evaluation and fixing
wages accordingly to the arduous nature and examining responsibilities being shouldered
by them. We pray the Pay Commission and request that the wages of Sorting Assistants,
Supervisors, (LSG, HSG-II, HSG-I) be fixed in consonance with the rating of their jobs on a
rotational evaluation.
20:5 We fervently believe that justice will be delivered to the Sorting Assistant and the
Supervisors working the Railway Mail Service of the Department of Posts.
With profound regards,