6th-pay-commission-report s2h53

REPORT OF THE SIXTH CENTRAL PAY COMMISSION HIGHLIGHTS Report submitted to the Government on March, 24, 2008. The 18 month tenure of the Commission was till 4.4.2008. Full text of the Report available at http://india.gov.in and http://www.finmin.nic.in

Salient features of the Report •

Implementation of the revised pay scales from January 1, 2006. Recommendations relating to allowances to be implemented prospectively.

•

To remove stagnation, introduction of running pay bands for all posts in the Government presently existing in scales below that of Rs.26,000 (fixed).

•

Four distinct running pay bands being recommended - one running band each for all categories of employees in groups ‘B’ and ‘C’ with 2 running pay bands for Group A posts.

•

The posts of Secretary to Government of Secretary/equivalent to be kept in distinct pay scales.

•

A separate running pay band, designated as -1S scale, is not to be counted for any purpose as no future recruitment is to be made in this grade and all the present Group D employees not possessing the prescribed qualifications are to be upgraded and placed in the Group ‘C’ running pay band PB-1 after they are suitably retrained. Group D employees possessing the minimum prescribed qualifications to be placed in PB-1 pay band straightaway.

•

Minimum salary at the entry level of PB-1 pay band to be Rs.6660 (Rs.4860 as pay in the pay band plus Rs.1800 as grade pay). Maximum salary at the level of Secretary/equivalent to be Rs.80000. The minimum: maximum ratio 1:12.

•

Every post, barring that of Secretary/equivalent and Cabinet Secretary/equivalent to have a distinct grade pay attached to it. Grade pay (being a fixed amount attached to each post in the hierarchy) to determine the status of a post with a senior post being given higher grade pay.

•

The total number of grades reduced to 20 spread across four distinct running pay bands; one Apex Scale and another grade for the post of Cabinet Secretary/equivalent as against 35 standard pay scales existing earlier.

1

India/equivalent

and

Cabinet

•

At the time of promotion from one post to another, the grade pay attached to posts in different levels within the same running pay band to change. Additionally, increase in form of one increment to be given at the time of promotion. A person stagnating at the maximum of any pay band for more than one year continuously to be placed in the immediate next higher pay band without any change in the grade pay.

•

Annual increments to be paid in form of two and half percent of the total of pay in the Pay Band and the corresponding grade pay. The date of annual increments, in all cases, to be first of July. Employees completing six months and above in the scale as on July 1 to be eligible.

•

Another form of variable increments for Group A Pay Band PB-3, where annual increments in the band will vary depending upon the performance. Eighty percent or more employees in the grade to be allowed normal increment at the rate of 2.5% with the high performers (not exceeding 20 percent) during the year being allowed increment at the higher rate of 3.5%. Government advised to extend the scheme of variable increments in running pay bands PB 1 and PB 2.

•

The following scheme of revised pay bands is being recommended:(In Rs.) Pay Scale S-1* S-2* S-2A*

Pre-Revised Pay Scale

Pay Band

Revised Corresponding Pay Bands 4440-7440 4440-7440 4440-7440

Grade Pay

-1S -1S -1S

S-3*

2550-55-2660-60-3200 2610-60-3150-65-3540 2610-60-2910-65-330070-4000 2650-65-3300-70-4000

-1S

4440-7440

1650

S-4 S-5

2750-70-3800-75-4400 3050-75-3950-80-4590

PB-1 PB-1

4860-20200 4860-20200

1800 1900

S-6

3200-85-4900

PB-1

4860-20200

2000

S-7

4000-100-6000

PB-1

4860-20200

2400

S-8

4500-125-7000

PB-1

4860-20200

2800

S-9

5000-150-8000

PB-2

8700-34800

4200

S-10 S-11 S-12 S-13

5500-175-9000 6500-200-6900 6500-200-10500 7450-225-11500

PB-2 PB-2 PB-2 PB-2

8700-34800 8700-34800 8700-34800 8700-34800

4200 4200 4200 4600

S-14

7500-250-12000

PB-2

8700-34800

4800

S-15

8000-275-13500

PB-2

8700-34800

5400

*Employees in these scales to be eventually placed in pay band PB-1

2

1300 1400 1600

Pay Scale New Scale S-16 S-17 S-18 S-19 S-20 S-21 S-22 S-23 S-24 S-25 S-26 S-27 S-28 S-29 S-30 S-31 S-32 S-33 S-34

PB-3

Revised Corresponding Pay Bands 15600-39100

PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-4 PB-4 PB-4 PB-4 PB-4

15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 39200-67000 39200-67000 39200-67000 39200-67000 39200-67000

5400 5400 6100 6100 6500 6600 7500 7600 7600 8300 8400 8400 9000 9000 11000 13000 13000

Apex Scale Cab. Sec./ Equ.

80000 (Fixed) 90000 (Fixed)

Nil Nil

Pre-Revised Pay Scale

Pay Band

8000-275-13500 (Group A Entry) 9000 9000-275-9550 10325-325-10975 10000-325-15200 10650-325-15850 12000-375-16500 12750-375-16500 12000-375-18000 14300-400-18300 15100-400-18300 16400-450-20000 16400-450-20900 14300-450-22400 18400-500-22400 22400-525-24500 22400-600-26000 24050-650-26000 26000 (Fixed) 30000 (Fixed)

Grade Pay 5400

•

Defence Forces given running pay bands and grade pay on par with those recommended for civilians.

•

In addition, Military Service Pay for all personnel of Defence Forces till the rank of Brigadier/equivalent @ Rs. 6000 p.m.for officers, Rs.4200 p.m. for Military Nursing Service officers and Rs. 1000 p.m. for Personnel Below Officer Ranks. The Military Service Pay to count for all purposes excluding increments.

•

Director General (Armed Force Medical Services) placed in the Apex grade of Rs. 80,000(fixed).

•

In Defence Forces, only two trade groups to be retained for Personnel Below Officer Ranks with the earlier trade groups Y and Z being merged. The personnel in trade group X to have an additional X Group Pay of Rs. 1400 per month.

•

Certain posts in Senior istrative Grade (SAG) and Higher istrative Grade (HAG) requiring technical or specialized expertise and not encadred in any of the services to be opened up for being filled by suitable officers within the Government as well as by outsiders on contract. Shift from career based to post based selection in the higher echelons of Government in order to get the best domain based expertise.

3

•

Creation of additional posts in Senior istrative Grade/equivalent/ higher grades in future to be strictly on functional considerations with such posts invariably being created outside the cadre to be filled by method of open selection including contractual appointment from within or outside the Government.

•

Introduction of Performance Related Incentive Scheme (PRIS) in the Government under which employees to be eligible for pecuniary remuneration over and above the pay. PRIS to replace ad-hoc bonus scheme immediately and eventually replace Productivity Linked Bonus. PRIS to be budget neutral.

•

System put in place for giving market driven compensation package to young scientists and posts requiring special expertise and professional skills.

•

Parity established between Field and Secretariat Offices

•

The Secretariat and Stenographers cadres to stand merged in future. All future recruitment in Secretariat to be made as Executive Assistants with minimum qualifications of Graduation and one year Diploma in Computers. Executive Assistants to discharge the functions presently being carried out by Assistants as well as the Private Secretaries.

•

Scale of Rs.26,000 (fixed) corresponding to the revised pay scale of Rs.80,000 (fixed).

•

Base year of the Consumer Price Index (I) for computation of dearness allowance to be revised as frequently as feasible. Formulation of a separate I for Government employees by National Statistical Commission for computation of dearness allowance suggested.

•

Existing rates of most of the allowances to be doubled both in case of Defence Forces as well as civilian employees.

•

Existing rate of HRA to be retained for A-1 cities. A, B-1 & B-2 cities to be given this allowance at the higher rate of 20%. C and Unclassified cities to be given the allowance at the higher rate of 10%.

•

CCA to be subsumed in Transport Allowance and the rates of this allowance to be increased by 4 times.

•

Travel entitlements to be paid on actuals.

•

Reimbursement of education allowance to be raised from existing Rs.50 to Rs.1000 per child per month, subject to the maximum of two children. Hostel subsidy to be raised from existing Rs.300 p.m. to Rs.3000 p.m.

•

Risk allowance to be replaced by risk insurance.

4

•

All fixed allowances made inflation proof with provisions of automatic revision whenever dearness allowance payable on revised pay bands goes up by 50%. Transport Allowance to be increased every year on the basis of the increase in the dearness allowance.

•

Encashment of Earned Leave in case of Defence Forces personnel delinked from the number of years of service. All Defence Forces personnel to be eligible for leave encashment of upto 300 days at the time of retirement/discharge.

•

A new medical insurance scheme recommended for Government employees. The scheme to be optional for existing Central Government employees and pensioners. New Government employees and new pensioners to be compulsorily covered by the scheme.

•

Fitment formula recommended for serving employees to be extended in case of existing pensioners/family pensioners.

•

Rates of Constant Attendant Allowance for disabled pensioners to be increased by five times to Rs.3000 p.m.

•

Pension to be paid at 50% of the average emoluments/last pay drawn (whichever is more beneficial) without linking it to 33 years of qualifying service for grant of full pension.

•

A liberal severance package for employees leaving service between 15 to 20 years of service.

•

Higher rates of pension for retirees and family pensioners on attaining the age of 80, 85, 90, 95 and 100 years.

•

Revision of the commutation table suggested for commutation of pension.

•

In case of Government employees dying in harness, family pension to be paid at enhanced rates for a period of 10 years.

•

Framing of an appropriate insurance scheme suggested for meeting the OPD needs of pensioners in non-CGHS areas.

•

A new mechanism for grant of advances under which an employee will take the advance from an approved bank and the Government will give an interest subsidy equal to two percentage points on the rate of interest being charged by the bank to the employee. Existing limits of various advances increased and provisions made for their automatic revision periodically.

•

Continuation of five day week. Government offices to remain closed only on the three national holidays. All other gazetted holidays to be abolished and compensated by increasing the number of restricted holidays from two to eight days in a year.

•

Benefits like staggered working hours, special leave for child care, enhanced maternity leave of 180 days, better accommodation facilities in the form of working women’s hostels, etc. specifically for women employees.

5

•

Government employees with disabilities recommended various benefits like enhanced number of casual leave, special aids and appliances for facilitating office work, higher interest subsidy for automobile loans, liberal flexi hours, higher rate of transport allowance, better prosthetic aids and proper grievance redressal machinery. Extra allowance for disabled women employees to take care of young child till the time the child attains the age of two years.

•

Lateral movement of all Defence Forces personnel (both Personnel Below Officer Ranks & Short Service Commission Officers) at appropriate levels in Central Police Organizations/Central Para Military Forces as well as to the various posts of defence civilians in Ministry of Defence.

•

Steps leading to improvement in the existing delivery mechanisms by more delegation, delayering and an emphasis on achieving quantifiable and concrete end results. Emphasis to be on outcomes rather than processes.

•

Greater emphasis on field offices/organisation at the cutting edge of delivery.

•

Enhanced pay scales for Nurses, Teachers, Constabulary and Postmen with whom the common citizen has most frequent interaction. Forest Guards also to get higher pay scale.

•

Better deal for training academies.

•

Normal replacement pay band, grade pay and allowances for the existing of regulatory bodies. A revised method of selection with a higher pay package to those recruited through the revised process of selection in selected organisations.

•

All the recommendations to be treated as an organic whole as partial implementation will bring in several anomalies and inconsistencies.

•

The recommendations contained in the Report to cost Rs.12,561 crore in the year 200809. Savings of Rs.4,586 crore likely to accrue on of various measures suggested in the Report. The net financial implications of the recommendations contained in the Report estimated to be Rs.7,975 crore for the year 2008-09. An additional, one-time burden of Rs.18,060 crore on payment of arrears.

*****

6

Government of India

~port ofthe

Sitrli Central ay Commission

March

2008

Report of the Sixth Central Pay Commission

March 2008 1

Preface

Sixth Central Pay Commission is the first Central Pay Commission to be constituted in this century of rapid technological advances and after coming into force of the Right To Information (RTI) and Fiscal Responsibility and Budget Management (FRBM) Acts. The Government machinery, therefore, has to gear up for better performance under stricter fiscal discipline and delivery mechanisms. These imperatives are reflected in the of Reference of the Sixth Central Pay Commission which made it incumbent on the Commission to recommend systemic changes for, (i) transforming the Central Government organizations into modern, professional and citizen friendly entities that are dedicated to the service of the people; and (ii) harmonizing functioning of the Central Government Organizations with the demands of the emerging global economic scenario. The Sixth Central Pay Commission, therefore, had not only to evolve a proper pay package for the Government employees but also to make recommendations rationalizing the governmental structure with a view to improving the delivery mechanisms for providing better services to the common man. The Commission, in this Report, has tried to achieve these objectives through reduction of layers within the governmental structure so that decision making and delivery is expedited. In the process, a number of superfluous levels, created merely to afford channels of promotion to Government employees, have been removed. A system that primarily lays emphasis on delivery and end results and which continuously rewards performance has been put in place by incorporating features like Performance Related Incentive (PRI) and variable increments in the basic scheme of pay scales. Flexibility is also inherent in the proposed scheme of running pay bands. By incorporating systemic changes in the existing procedure of appointments, efforts have been made for ensuring a young and dynamic bureaucracy, with a result oriented approach, where the best persons available are selected for holding specific posts. While proposing these changes, the Commission has also kept in view the capacity of the Government to pay and the principle that every rupee spent on allowances, facilities and salaries of Government employees has to translate into a specific measure for public good. It is our belief that the Report will lead to a realization that it is only the ultimate outcome and delivery to the last beneficiary which will justify the huge Government edifice. The Report will, therefore, not only increase the pay and allowances of Government employees but will also prove beneficial for all the people in the country.

ii

Organisation

Commission 1.

Justice B. N. Srikrishna, Chairman

2.

Prof. Ravindra Dholakia, Member

3.

Shri J. S. Mathur, Member

4.

Smt. Sushama Nath, Member Secretary

Secretariat 1.

Smt. Madhulika P. Sukul, t Secretary

2.

Smt. Sangeeta Singh, t Secretary

3.

Shri Manoj Joshi, Adviser

4.

Smt. Sheela Prasad, Officer on Special Duty

5.

Shri Alok Saxena, Director

6.

Smt. Deepa K. Sengar, Director

7.

Shri N. K. Mishra, Deputy Secretary

8.

Shri Uday P Apsingekar, Sr.P.P.S. to Chairman

9.

Sh. S. D. Sharma, Under Secretary

10.

Shri V. K. Sinha, Under Secretary

11.

Shri G. S. Panwar, Under Secretary

12.

Shri Harish Pokhriyal, Under Secretary

13.

Shri Manoj Pandey, Private Secretary

14.

Shri T. A. Sunni, Private Secretary

15.

Shri Dalip Singh, Assistant

16.

Shri Ramakrishnan, Assistant

17.

Shri Ranjan Giri, Personal Assistant

iii

INDEX

Sl. No.

Content

Part-I

–

Common Issues

1

General

1.1 1.2 1.3

Introduction Philosophy & Guiding principles The General Economic Situation & Financial Resources of the Central and State Governments

2.

Principles of Pay Determination and Pay Scales

2.1 2.2 2.3 2.4 2.5

Comparison with Public Sector and Private Sector General Recommendations on Pay Structure & Fixation Pay scales of Defence Forces Personnel Lateral movement of Defence Forces personnel Performance Related Incentive Scheme

3

Pay Scales for Specific Service, Categories & Cadres

3.1

Headquarters Organisations in Government of India & Office Staff in field offices All India Services Central Services Group 'A' Engineering Services Scientific Services Medical and Para Medical Services Group D Staff Common Categories

3.2 3.3 3.4 3.5 3.6 3.7 3.8

Page No.

iv

1 6 16

28 36 71 138 144

158 165 170 185 188 192 199 207

Sl. Content No. Allowances and Facilities for Civilians and Defence 4 Forces Personnel 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11

Dearness Allowance Allowances other than Dearness Allowance LTC & other benefits Over Time Allowance and Bonus Holidays and leave facilities Advances Women employees in Central Government Persons with disabilities in Central Government Central Government Employees Group Insurance Scheme & General Provident Fund Scheme Allowances & conditions of service of Defence Forces personnel Medical facilities for serving employees & pensioners

5

Pension and Related Benefits for Civilians and Defence Forces Personnel

5.1

Pensionary benefits of civilian employees and Defence Forces Personnel

6.

Other Important Matters

6.1 6.2 6.3 6.4 6.5

Appointment & Promotion Policy Age of superannuation and voluntary retirement Towards Effective and Responsive istration Training Academies & Staff Colleges Date of effect

Part-II

–

Page No.

222 229 256 260 268 271 277 280 285 289 322

325

353 361 365 370 374

Issues specific to individual Organisations, Ministries and Departments

7

Pay scales for specific posts in various Ministries, Departments & other bodies

7.1 7.2 7.3 7.4 7.5

Ministry of Agriculture Ministry of Chemical & Fertilizers Ministry of Civil Aviation Ministry of Coal Ministry of Commerce and Industry

376 384 385 390 391

v

Sl. No. 7.6 7.7 7.8 7.9 7.10 7.11 7.12 7.13 7.14 7.15 7.16 7.17 7.18 7.19 7.20 7.21 7.22 7.23 7.24 7.25 7.26 7.27 7.28 7.29 7.30 7.31 7.32 7.33 7.34 7.35 7.36 7.37 7.38 7.39 7.40 7.41 7.42 7.43 7.44 7.45 7.46 7.47 7.48 7.49

Content Ministry of Communications and Information Technology Ministry of Consumer Affairs, Food and Public Distribution Ministry of Corporate Affairs Ministry of Culture Ministry of Defence Ministry of Development of North Eastern Region Ministry of Earth Sciences Ministry of Environment and Forests Ministry of External Affairs Ministry of Finance Ministry of Food Processing Industries Ministry of Health and Family Welfare Ministry of Heavy Industry & Public Enterprises Ministry of Home Affairs Ministry of Housing and Urban Poverty Alleviation Ministry of Human Resource Development Ministry of Information and Broadcasting Ministry of Labour & Employment Ministry of Law and Justice Ministry of Micro, Small and Medium Enterprises Ministry of Mines Ministry of Minority Affairs Ministry of New & Renewable Energy Ministry of Overseas Indian Affairs Ministry of Panchayati Raj Ministry of Parliamentary Affairs Ministry of Personnel, Public Grievances and Pension Ministry of Petroleum and Natural Gas Ministry of Planning Ministry of Power Ministry of Railways Ministry of Rural Development Ministry of Science and Technology Ministry of Shipping, Road Transport & Highways Ministry of Social Justice & Empowerment Ministry of Statistics and Programme Implementation Ministry of Steel Ministry of Textiles Ministry of Tourism Ministry of Tribal Affairs Ministry of Urban Development Ministry of Water Resources Ministry of Women & Child Development Ministry of Youth Affairs & Sports

vi

Page No. 394 400 403 407 411 424 425 427 430 433 441 444 449 450 472 473 475 480 486 489 491 495 496 497 498 499 500 505 506 507 509 540 542 544 554 556 559 561 565 568 570 579 583 585

Sl. No.

Content

7.50 7.51 7.52 7.53 7.54 7.55 7.56 7.57

Department of Atomic Energy & Department of Space Cabinet Secretariat Prime Minister's Secretariat Union Public Service Commission Central Vigilance Commission Election Commission of India Indian Audit & s Department Union Territories

8

Regulatory Bodies

8.1

Pay scales, allowances & conditions of service of in Regulatory Bodies

9.

Employees and Court Officers of the Supreme Court of India

9.1

Pay scales, allowances and service conditions of employees and Court Officers of the Supreme Court

Part-III

–

Page No. 586 594 595 596 598 600 601 607

627

633

Financial Implications , Summary, Acknowledgements and Annex

10.

Financial implications

10.1

Financial implications of the recommendations

638

11.

Summary of main recommendations

643

12.

Acknowledgements

650

13.

Annex

Separate volume

vii

Chapter 1.1

Introduction Constitution of the Sixth Central Pay Commission

1.1.1 The Government constituted the Sixth Central Pay Commission vide Resolution No. 5/2/2006-E.III(A) dated October 5, 2006.

of Reference

1.1.2

The of Reference of the Commission are as under :

A. To examine the principles, the date of effect thereof that should govern the structure of pay, allowances and other facilities/benefits whether in cash or in kind to the following categories of employees:1. 2. 3. 4. 5. 6.

Central Government employees – industrial and non-industrial. Personnel belonging to the All India Services. Personnel belonging to the Defence Forces. Personnel of the Union Territories. Officers and employees of the Indian Audit and s Department; and of the regulatory bodies (excluding the RBI) set up under Acts of Parliament.*

B. To transform the Central Government Organisations into modern, professional and citizen-friendly entities that are dedicated to the service of the people. C. To work out a comprehensive pay package for the categories of Central Government employees mentioned at (A) above that is suitably linked to promoting efficiency, productivity and economy through rationalization of structures, organizations, systems and processes within the Government, with a view to leveraging economy, ability, responsibility, transparency, assimilation of technology and discipline. D. To harmonize the functioning of the Central Government Organisations with the demands of the emerging global economic scenario. This would also take in , among other relevant factors, the totality of benefits available to the employees, need of rationalization and simplification, thereof, the prevailing pay structure and retirement benefits available under the Central Public Sector Undertakings, the economic conditions in the country, the need to observe fiscal prudence in the management of the economy, the resources of the Central

1

Government and the demands thereon on of economic and social development, defence, national security and the global economic scenario, and the impact upon the finances of the States if the recommendations are adopted by the States. E. To examine the principles which should govern the structure of pension, death-cum-retirement gratuity, family pension and other terminal or recurring benefits having financial implications to the present and former Central Government employees appointed before January 1, 2004. F. To make recommendations with respect to the general principles, financial parameters and conditions which should govern payment of bonus and the desirability and feasibility of introducing Productivity Linked Incentive Scheme in place of the existing ad hoc bonus scheme in various Departments and to recommend specific formulae for determining the productivity index and other related parameters. G. To examine desirability and the need to sanction any interim relief till the time the recommendations of the Commission are made and accepted by the Government. *As substituted by Ministry of Finance Resolution No.5/2/20006E.III (A) dated the 7th December, 2006. Additional Term of Reference

1.1.3 Through a subsequent Resolution No.5/2/2006-E.III.(A) th dated 8 August, 2007, the of reference were enlarged to include the officers and employees of the Supreme Court.

Background

1.1.4 The Fifth Pay Commission had recommended that pay revision should, in future, be entrusted to a permanent Pay Commission drawing its authority from a constitutional provision and whose recommendations, made annually, should have a binding character. The Commission, as an alternative, suggested that dearness allowance should be converted into dearness pay every time the cost of living rises by 50% over the base level. In their opinion, DA would normally increase by 50% in a period of 5 years and that this relief could be combined with a decennial exercise of pay revision through a Pay Commission, meeting partially the demands of Central Government employees for a more frequent revision of salaries on the analogy of public sector employees. The Fifth C recommended constitution of the next Pay Commission by 2003 so that its report was available by 2006. Although the Government did not appoint the next Pay Commission in 2003, it allowed merger of 50% of dearness allowance with pay with effect from 1/4/2004.

2

Composition of the Commission

1.1.5 Sixth Central Pay Commission comprised a Chairman and 3 as under : 1 Chairman Justice B.N.Srikrishna 2 Member Prof. Ravindra Dholakia 3 Member Mr. J. S. Mathur 4 Member-Secretary Smt. Sushama Nath Unfortunately, one of the distinguished , Shri J.S. Mathur ed away in February, 2008. The Commission would like to place on record its gratitude for the immense and substantive contribution made in the Report by Shri J.S. Mathur.

Special features of of Reference

1.1.6 of Reference of the Sixth Central Pay Commission are somewhat different from those of the earlier Central Pay Commissions. Clause 2 (B) of the of Reference envisages transforming the Central Government organizations into modern, professional and citizen friendly entities that are dedicated to the service of the people. While the earlier Commissions were required to examine the work methods and work environment and to suggest rationalization and simplifications therein with a view to promoting efficiency and optimizing the size, it is for the first time that a Central Pay Commission has been asked to look into the measures that would improve the delivery mechanisms which have a direct bearing on the services provided by various Government agencies to the common citizens. Further, Clause 2 (D) of the of Reference makes it incumbent upon the Commission to harmonize the functioning of the Central Government Organizations with the demands of the emerging global economic scenario. 1.1.7 The Sixth Central Pay Commission, therefore, had not only to evolve a proper pay package for the Government employees but also to make recommendations rationalizing the governmental structure with a view to improving the delivery mechanisms for providing better services to the common man. In addition, linking the pay packages with simplification of systems and processes within the Government, greater delegation with emphasis on ability, responsibility and assimilation of technology, etc. have been the Commission’s guiding philosophy.

Measures adopted to achieve desired objectives

1.1.8 The Commission, in this Report, plans to achieve these objectives through reduction of layers within the Governmental structure so that decision making and delivery is expedited. In the process, a number of superfluous levels have been removed. This simplification is also reflected in the entire scheme of pay scales being substituted by a system of running pay bands, where the existing 35 pay scales have been replaced by 4 running pay bands (excluding -1S) containing 20 grades. Additionally, the posts of Cabinet Secretary/equivalent and Secretary to Government of India/equivalent have been placed in distinct pay scales. A system

3

that primarily lays emphasis on delivery and end results and which continuously rewards performance has been put in place by incorporating features like Performance Related Incentive Scheme (PRIS) and variable increments in the basic scheme of pay scales. By incorporating systemic changes in the existing procedure of appointments, efforts have been made to ensure a young and dynamic bureaucracy, with a result oriented approach, where the best persons available are selected for holding specific posts. While proposing these changes, the Commission has also kept in view the capacity of the Government to pay and the principle that every rupee spent on allowances, facilities and salaries of Government employees has to translate into a specific measure for public good. The Commission, at the very outset, would like to underline the fact that this Report is a holistic document and has to be treated as an organic whole since all the major recommendations contained therein are inextricably inter-twined. Accordingly, any modification in the scheme of recommendations can severely affect the outcome this Report sets out to achieve. The Government, therefore, would be well advised to consider implementing all the major recommendations contained in the Report as a package. Methodology

1.1.9 The of Reference permitted the Commission to devise its own procedure. To elicit the views of various stakeholders, the Commission issued a public notice inviting all interested persons, including of the public, peoples' representatives, consumer associations, staff associations, State/UT Governments, ministries/ departments to send their views on the subject by 31st December 2006. Consequent to an addition in the of reference, Unions/Associations of officers and employees of the Supreme Court of India were requested to submit their memoranda to the Commission before 31st August 2007. A questionnaire was also prepared to facilitate responses from Individuals/Groups on the items of specific interest to the Commission with facility for online response. The analysis of responses to the questionnaire is given at the end of the Volume carrying Annex to the Report. To elicit the views of various States on the financial impact that the likely recommendations of this Commission would have on them, a questionnaire in this regard was also sent to the State Governments. Since the of Reference of the Commission included Regulatory Bodies, information on regulatory bodies set up under Acts of Parliament was also sought from the concerned Ministries/Departments. Following studies on specific subjects of importance were carried out by expert bodies on behalf of the Commission:- Study on Feasibility of Performance Related Incentive (PRI) - Study for Estimating the Compensation Package for Government Employees and the Cost to the Government - Study on Terminal Benefits of the Central Government Employees

4

(Full text of the Reports of these Studies is at the website of Sixth C http://www.india.gov.in/govt/paycommission.php ) From January 16, 2007, the Commission initiated meetings with various stakeholders to personally hear their views and demands on related issues. Meetings were held in various parts of the country to facilitate stakeholders staying in distant areas to present their views personally before the Commission and also to ensure larger representation. During these meetings, the Commission also got the benefit of hearing the views of Secretaries to Government of India, Heads of Department and other eminent persons. The Commission held these meetings in Mumbai, New Delhi, Kolkata, Port Blair, Guwahati, Chennai, Puducherry, Ahmedabad, Gandhinagar, Bangalore, Srinagar, Kargil, Leh and Hyderabad. During these hearings, a considerable number of documents were handed over to the Commission. The list of Unions/Federations/Associations/ eminent persons heard by the Commission is at Annex 1.1.1. Visits

1.1.10 The Commission visited several establishments in different parts of the country to get a first hand impression about the functioning and the conditions of service prevailing there. During these visits, the Commission also interacted with a large number of field level functionaries.

Working of the Commission

1.1.11 The Sixth Central Pay Commission was given a period of 18 months to submit the Report. The Commission initiated its work immediately after the date of its Notification on 5th October, 2006. The Commission adopted a totally delayered approach where no hierarchical levels were allowed to exist and all functionaries could freely discuss the concerned issues with any one in the Commission irrespective of their hierarchy. This approach facilitated expeditious decision making and the Commission was able to finish its task well within the stipulated time-frame with a very small complement of staff. To keep the staff requirement at minimum, only multi-skilled functionaries were taken and no Group D staff employed. The and the officials of the Commission were not provided individual secretarial assistance or peons. Although 48 posts were sanctioned, the Commission filled only 17 posts. This has to be viewed vis-à-vis the strength of earlier Pay Commissions where the Fifth C had a total sanctioned strength of 141 posts (out of which 135 posts were filled) and the Fourth C had 209 posts. The Commission was able to achieve its target with a very small staff complement because the work processes in the Commission were reoriented to have a result-oriented approach with emphasis on output rather than processes. Due to these work practices, the Commission was able to complete its work utilizing less than 60% of the allocated budget. In the Commission’s opinion, a similar policy needs to be adopted in all Government offices, which would increase efficiency and improve the end satisfaction.

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Chapter 1.2

Philosophy & the guiding principles

Introduction

1.2.1 The Government constituted the Sixth C at a time of fast and accelerating economic development, emerging trade and commercial practices, increasing globalization of trade and industry with greater emphasis on increasing investment flows and transfer of technology. Indian economy is rapidly getting integrated with the rest of the world. In the economic and financial sectors, the earlier era of protectionism where the Government largely played the role of a monopolistic supplier or of a restrictor or controller, has changed. The principal role of the Government presently is perceived to be that of a facilitator and regulator in the various economic activities. An imperative and urgent need exists to harmonize the functioning of the Central Government Organisations with the demands of the emerging global economic scenario. In the social/ developmental sectors, especially in the fields of food security, elementary education, primary health care, and rural/urban development, the functioning of Government Organizations has to be improved to make them more professional, cost-efficient, citizen-friendly and delivery oriented. The Commission is the first Central Pay Commission to be constituted in this century of rapid technological advances and after coming into force of the Right To Information (RTI) and Fiscal Responsibility and Budget Management (FRBM) Acts. The Government machinery has to learn to adapt to these changes and to leverage knowledge and technology for better performance under stricter fiscal discipline and better delivery mechanisms. The of Reference of the Commission suitably reflect this changed imperative.

Performance Related Incentive Scheme (PRIS)

1.2.2 The Commission has recommended several innovative features to ensure better delivery systems in the Government with emphasis on end satisfaction which is the primary criterion for judging the efficiency of an organization. Introduction of Performance Related Incentive Scheme (PRIS) is a step in this direction. This is not a new concept. Many of the earlier Central Pay Commissions as well as various expert committees constituted in the past have recommended

6

performance related incentives in one form or the other. In this Report, however, the Commission has tried to devise a workable and practical model by which the concept can be implemented in the Government. The PRIS recommended by this Commission envisages a pecuniary component, over and above the salary, for higher performance that would be judged by improved delivery to the end by an external independent agency. This scheme of PRIS has been recommended to be implemented in all ministries/departments/organisations of the Central Government in a phased manner. Performance Related Incentive Scheme (PRIS) should also work as a substitute for bonus (whether linked to productivity or ad-hoc), honorarium and over time allowance. Fitment benefit

1.2.3 The efforts of the Commission have been to devise a suitable pay package which will not only provide enough incentive to retain the brightest officers but also attract the best to it in future. The quantum of fitment has been decided, accordingly. At the time of Fifth Central Pay Commission, fitment of 20% of the pre-revised basic pay was recommended. This was subsequently raised by the Government to 40%. The Commission is recommending a new structure of running pay bands and grade pay. In the structure, grade pay has been normally taken at 40% of the maximum of the pre-revised pay scale. Grade pay is, therefore, in the nature of fitment benefit. The pay in the running pay band, as on 1/1/2006, has been computed by adding the basic pay and dearness allowance at the rate of 74% that would have been payable on the existing Fifth C pay scales w.e.f. 1/1/2006 had merger of dearness allowance equal to 50% of the basic pay not been allowed from 1/4/2004.

Minimum salary

1.2.4 For fixing minimum salary, the Commission has mainly been guided by various factors like ensuring fair wages keeping in view the capacity of the Government to pay, the inflationary impact of such increase on the economy in general and on the State Governments, various autonomous bodies and other organizations which follow the Central Government pattern of pay, and the fact that the minimum salary in Government can only be available at the entry level when an employee is single or married with a nuclear family. The consumption units for computing the minimum salary have been taken as three, which, in our view, reflects the factual reality. A fair comparison based on principles of equity and social justice, also makes it imperative to take into the economic conditions of large sections of the community that are less privileged than Government employees and several of whom live below the poverty line.

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Salaries in higher grades

1.2.5 The issue of fixing salaries in higher grades is more complex. Most of the employees, in the memoranda submitted to the Commission, and during the oral evidence, desired a linkage with the salaries in the public sector enterprises as well as the private sector on the ground that a broad parity needs to be ensured between the salaries in Central Government and in the public sector enterprises. A view has also been expressed that there is excessive job security enshrined in Article 311 of the Constitution and that cumbersome rules act as a hindrance to easy exit of Government employees. The Commission has given deep thought to all these arguments. It is undeniable that Government jobs provide unparalleled job security, pension benefits, work-life balance and status. The capacity of the Government to pay is limited. Further, the Government also provides a vast array of non-monetary benefits that can and should be monetized in order to correctly assess the actual compensation package available to the employees. Quantification of these benefits has other advantages as well. The aspirants for each category of Government job would know beforehand precisely what total package to expect and, could decide for themselves whether the Government job is sufficiently attractive vis-à-vis jobs in other sectors. This is all the more necessary because the salary packages offered in the private sector are on the basis of the cost to the company. In the Government, existence of multiplicity of allowances, coupled with a certain degree of uncertainty regarding their issibility, considerably discounts the attractiveness of Government job in strict monetary . Secondly, this quantification will enable Government, Parliament and the public to have a clear, comprehensive and accurate picture of the total expenditure being incurred on Government employees, both civil and military, since non-monetary perquisites scattered over many budgetary heads, mask the true picture of the expenditure incurred on the employees. The Commission has taken various steps to assess the monetary value of such benefits. A study was also commissioned in this regard. An estimate of the total compensation package available to employees in different sectors has, for the first time, been attempted/computed upfront so that employees get a better idea of the benefits they receive and what these benefits cost the Government. It would also help in crystallizing, in monetary , the cost to society of delivery of the service that the employee is providing.

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Contractual appointments for fixed tenures

1.2.6 The Commission is recommending introduction of contractual appointments for selected posts, particularly those requiring high professional skills. Under this, suitable persons from outside can be inducted in the Government. The existing employees, at their option, can also negotiate a consolidated amount for a specific tenure in a particular post provided they leave the service. Such employees will not be entitled to any other benefit. After the expiry of the tenure, the concerned employee may renegotiate the contract or leave. This will allow salaries that are broadly comparable to the private sector with similar of engagement to be paid in the Government. The concerned department/organization would not be given any extra budget on this and should ensure commensurate savings elsewhere to absorb the extra expenditure incurred. The Commission is of the view that this will not only enable the opting employees to get remuneration comparable with the private sector but will also improve the work culture in the Government because continued employment of such employees will depend solely on their performance just like in the private sector. Another benefit that is expected to accrue will be infusion of fresh talent while simultaneously enabling the Government employees to leave the Government without following cumbersome procedure that applies in case of permanent Government employees. This will enable the Government to pay a higher and need-driven remuneration depending on the particular expertise of the concerned employee which will also stall the efflux of such employees to the private sector at a time when Government needs their experience. The scheme will be very useful for various technical and scientific categories that can opt for higher remuneration under a contractual appointment on tenure basis in the Government.

Running pay bands

1.2.7 A major departure from the earlier Pay Commissions has been made in respect of pay scales. For the first time, the Commission is recommending running pay bands for civilian employees as well as for the Defence Forces. The Fourth Central Pay Commission had recommended running pay bands for Defence Forces that were implemented. The Fifth C, however, recommended specific pay scales for civilians as well as Defence Forces personnel. A conscious departure has been made in recommending running pay bands because of the inherent advantages of such pay scales. 1.2.8 Since the individual pay scales have a limited span, it often leads to stagnation. To ease stagnation, promotional avenues have to be created even though no functional justification for higher posts may exist. Creation of additional posts in higher

9

grades through cadre reviews, etc. does not always achieve the desired results in of improved career progression. Movement from one pay scale to another frequently leads to problems in pay fixation like a senior drawing lower salary visà-vis a junior. Running pay bands will address all these problems and also remove many of the pay scale related anomalies. 1.2.9 Distinct running pay bands have been recommended for Government employees belonging to groups A, B and C. Employees in group D are to be retrained and upgraded to the lowest grade in pay band for group C. Within Group A, an additional separate running pay band has been prescribed for posts in the scale of Rs.18400-22400 and in higher istrative grade. This is because a common pool for all such posts that are not already encadred in any of the organized AIS/Group A services including posts under the Central Staffing Scheme has been recommended to which suitable officers of all services would be eligible for selection, based on their performance and merit. The common pool will ensure availability of the best talent for crucial posts in the highest grades. The interests of the officers who are not selected will not be harmed as they will still be eligible for promotions to the encadred posts within their individual services. Distinct scales have been recommended for the posts of Secretary and Cabinet Secretary, because these posts are occupied by heads of specific departments/ministries and the head of the bureaucracy respectively. As such, a distinction needs to be maintained for the pay scales attached to these posts. Date of Effect

1.2.10 The revised pay structure has been devised to take effect from 1.1.2006. This will meet the demand of a majority of the employees and their associations. It is also in consonance with the observation made by the Fifth C that the next Pay Commission’s pay scales should be made effective from such date. Recommendations relating to allowances and other issues should, however, take effect prospectively from the date these recommendations are accepted by the Government as was done while implementing the recommendations of the Fifth C.

Career progression

1.2.11 The pay structure has been so devised as to provide a decent entry grade and smooth career progression without any stagnation. The existing Assured Career Progression Scheme which provides two time-bound promotions in a span of 24 years has also been retained in a modified manner. Running pay bands and Modified Assured Career Progression Scheme will ensure smooth progression for 24 years. Even after 24 years, running pay bands will ensure that no one stagnates.

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Changes in pension rules to facilitate early exit/ contractual appointment

1.2.12 The Commission has also recommended modifications in the CCS (Pension) Rules, 1972 that will enable payment of pension at the rate of 50% of the average emoluments/ last pay drawn without any reference to the qualifying service of 33 years for full pension. This will enable Government employees to leave the service at a relatively young age, in case they feel that they have more opportunities outside, or to opt for contractual appointment for specified posts within the Government. Simultaneously, the Government will be able to tap the best available expertise from within or outside the Government for senior positions. Shift from career based to post based selection in the higher echelons of Government has been recommended in order to get the best domain based expertise. For Groups B and C, a fast track promotion mechanism has been recommended by means of Limited Departmental Competitive Examination that is proposed to be introduced in most of the levels in Groups B and C.

Cadre Reviews

1.2.13 The Commission received many memoranda from various associations, organizations and individuals seeking review of specific cadres. The Commission is aware that the last Pay Commission had reorganized and rationalized many individual cadres. These reviews, however, frequently disturbed the established relativities. Further, most of these reviews have been sought on the ground of alleviating the existing stagnation. The Commission is of the view that cadre review cannot be used as a tool for easing stagnation. The Commission has incorporated other provisions in the Report that will address the problem of stagnation and delink promotions from career progression. Accordingly, as a matter of policy, this Commission has refrained from undertaking specific cadre reviews that in any case need to be carried out within an institutional framework. An established procedure for conducting cadre reviews exists in the Government. This would now need to be reviewed in the light of the recommendations made in this Report. It, however, has to be emphasized that, apart from non-functional upgradation of some posts on personal basis in consonance with certain recommendations made in the Report, creation of additional posts in Senior istrative Grade/equivalent/ higher grades in future has to be strictly on functional considerations and such posts should invariably be created outside the cadre to be filled by method of open selection separately being recommended in the Report.

Allowances and benefits

1.2.14 The demands in this regard invariably sought increase in the quantum of various allowances available to the

11

employees. The Commission has done a rationalization of the allowances. Some allowances like CCA have been proposed to be abolished and compensated elsewhere. The Commission has also attempted quantification of various benefits including allowances so as to compute the cost per employee to the Government and also to assess if these benefits could be made available to the employees in a more beneficial manner. The recommendations have been made accordingly. Pension

1.2.15 Recommendations have been made to simplify the procedure for computation of pension. As mentioned earlier, the Commission has recommended delinking the payment of full pension on completing 33 years of qualifying service. Higher rates of pension have been recommended for retirees on attaining the age of 80, 85, 90, 95 and 100 years. A revised commutation factor for commuting pension has also been suggested taking into the prevailing mortality rates, interest rates and fact that the commuted portion is restorable after 15 years.

Women employees

1.2.16 The Commission is conscious of the need to provide better facilities for women employees. Benefits like staggered working hours, special leave for child care, enhanced maternity leave of 180 days, better accommodation facilities in form of working women’s hostels have been recommended specifically for women employees.

Persons with disabilities

1.2.17 The Commission has taken note of the problems faced by Government employees with disabilities and recommended various measures to alleviate the same. Enhanced number of casual leave, special aids and appliances for facilitating office work, higher interest subsidy for automobile loans, liberal flexi hours, extra allowance for disabled women employees to take care of young child till the time the child attains the age of two years, higher rate of transport allowance, better prosthetic aids and a proper grievance redressal machinery has been recommended for these employees.

Upgradation of certain categories

1.2.18 The Commission has recommended upgradation of certain specific categories like Nurses, Teachers, Constabulary and Postmen keeping in view the important functions being discharged by these categories. Parity between field offices and secretariat has been proposed as, in Commission’s view, equal emphasis has to be given to the field offices in order to ensure better delivery.

Anomalies

1.2.19 Most of the memoranda sent to the Commission by Government organisations, employees or their associations

12

highlighted various anomalies with reference to the pay scales, allowances or status. These anomalies in majority of cases were caused by upgradations of specific individual posts or grant of certain allowance by the earlier Central Pay Commissions or the Government. In some cases the upgradations had to be extended to comply with specific directions of various Courts. The Commission has taken note of these anomalies. Anomalies in pay scales

1.2.20 Insofar as anomalies relating to the pay scales are concerned, a large number of these anomalies would be automatically settled by introduction of the proposed scheme of running pay bands. Where considered necessary, the Commission has also recommended upgradations of individual posts in order to remove these anomalies. The Commission has, however, taken care to minimize the number of recommendations for such upgradations and the same have been restricted to the cases that were covered by any of the following conditions: a)

Where the promotion post had come to lie in a lower scale vis-à-vis any of the feeder posts.

b)

Where the promotion and feeder posts existed in an identical scale and the level of duties /responsibilities and qualifications attached to these posts were manifestly distinct precluding their merger.

c)

Where, (i) a distinct and established relativity had existed between different posts; (ii) the posts were otherwise comparable on the basis of the functions, nature of the job, qualifications prescribed, level of responsibility attached; and (iii) such relativity was disturbed at the time of or after the implementation of the recommendations of the last Central Pay Commission.

d)

Where identical or analogous posts discharging similar functions had been placed in two or more distinct pay scales.

e)

Where the functions, nature of the job, qualifications prescribed and level of responsibility attached to the post justified a higher pay scale without causing any distortion or imbalance in any of the established relativities

All the individual upgradations recommended by the Commission shall, in no case, take effect before 1.1.2006. This is because the Commission has no intention of rectifying these

13

anomalies right from the time of their inception and is of the view that interest of justice will be served if these anomalies are rectified for the present and the future. Anomalies in allowances

1.2.21 The Commission received demands from almost all the central paramilitary and security organizations, scientific institutions and other services seeking grant of special allowance keeping in view the onerous nature of duties performed by them. It was the common argument of all that their respective organizations were performing a special job and deserved to be granted a special allowance. The Commission is of the view that grant of special allowance for performing the assigned duties in respect of any organisation is not justified because the same is taken care of by the salary attached to the posts. The Government has, in the past, extended special allowances in various forms to certain posts in different organisations which, in their opinion, deserved to be paid such an allowance. The Commission is maintaining status quo in respect of these allowances extended by the Government in the past. Insofar as further extension of any allowance on this is concerned, the principle which should be followed is that more onerous duties should result in a relatively higher pay scale being attached to the post rather than any special allowance. A mechanism exists for evaluating the duties attached to different posts in an organization which should be used to assess the appropriateness of the existing pay scale (proposed to be substituted by grade pay and pay band) rather than granting a special allowance for performing the normal duties. Performance of duties beyond the normal call should, in the revised scheme of things, result in a higher performance related incentive. The specific problems faced by defence forces personnel (viz. army, navy and air force) on of rigours of military life are, however, proposed to be compensated by an additional element of pay termed Military Service Pay (MSP). 1.2.22 The Commission has recommended substantial increase in the rates of many allowances like Transport allowance, TA/DA, Education Allowance, etc. to make them realistic. Apart from this, rationalization of allowances like HRA has also been proposed. The fixed allowances have been made inflation proof.

istrative reforms

1.2.23 The istrative Reforms Commission is presently functional. It has already made certain interim recommendations. The Fifth C had also made numerous recommendations in this regard. Thereafter, the Government had also constituted the Expenditure Reforms Commission. While the issue of increasing productivity, efficiency and a

14

result oriented approach with greater emphasis on end satisfaction rather than on mere procedures has been addressed in the Report, the Commission has refrained from making comprehensive recommendations on the issue of organizational reforms. Recommendations given by expert bodies in the past like Expenditure Reforms Commission have been reiterated, wherever the Commission is of the view that the same are essential for better delivery and removing the flab from the Government. Some observations regarding corporatization of certain service ministries/departments have also been made. Defence Forces

1.2.24 The Commission has recommended parity between various posts in the Defence Forces and civilian employees. Establishing such parity was necessary for another major recommendation contained in the Report concerning lateral movement of the Defence Forces personnel to Central Para Military Forces (MFs), other Central Police Organizations and defence civilian organisations. Such lateral movement would not only result in large savings for the Government but will also help in providing continuous employment to the various grades of Defence Forces personnel and make available a trained and disciplined force for the use of the nation. This will also have numerous other benefits, which have been discussed in detail in Chapter 2.4 of the Report. The pay scales for the Defence Forces have been devised accordingly. As mentioned earlier, the Commission has also recommended a separate element of pay called Military Service Pay for the Defence Forces keeping in view the difficulties specific to the military life. The Military Service Pay is to be treated as pay for all purposes (excluding increments) but will not be available once Defence Forces personnel shift to the MFs, etc. The concept has been discussed in detail in Chapter 2.3 relating to pay scales of Defence Forces personnel.

Implementation of recommendations

1.2.25 The Report has been kept concise as the Commission is of the view that lengthy and elaborate documents tend to get ignored as well as are liable to be quoted out of context. Most of the demands made before the Commission have been addressed by recommending systemic changes. Such demands have not been individually referred to in the Report. The number of recommendations made by the Commission is also limited. All the recommendations are inter-connected and need to be treated as an organic whole. Partial implementation of these recommendations will destroy the underlying spirit, break the common thread and bring in several anomalies and inconsistencies. The Report would, therefore, need to be treated in a holistic manner and the recommendations considered as a package.

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Chapter 1.3

The General Economic Situation & Financial Resources of the Central and State Governments of reference

1.3.1 The of Reference of the Commission required that the recommendations had to be made taking into various factors like the economic conditions in the country, the need to observe fiscal prudence in the management of the economy, the resources of the Central Government and the demands thereon on of economic and social development, defence, national security and the global economic scenario as well as the impact upon the finances of the States, if the recommendations are adopted by them.

Trends in Economic Growth

1.3.2 The recent years between the last Pay Commission and now have witnessed a ratcheting up of growth. The overall macroeconomic situation has improved greatly with tangible progress towards fiscal consolidation and a strong balance of payments position. Gross Domestic Product (GDP) at factor cost at 1999-2000 constant prices has increased from Rs.18.7 lakh crore in 2000-01 to Rs.28.6 lakh crore in 2006-07, a 52.9 percent increase in seven years. The annual growth rate of GDP has also shown a general increase, from that of 5.8 percent per annum in 2001-02 to a level of 9.6 percent in 2006-07. 1.3.3 The Index of Industrial Production has increased approximately 2.7 times, from a level of 91.6 in 1990-91 to 247.1 in 2006-07 while the Index of Agricultural Production with base 1981-82, which stood at 166 in 2000-01, has increased modestly to 197.1 in 2006-07. There has been a steady increase in the annual growth rate of industrial production. This impressive growth in the industrial sector is propelled by the robust growth in manufacturing, which occupies the major share of the industrial production. The fastest growing sector has been Services. Between 2002-03 and 2006-07, 68.6 percent of the overall average growth in GDP has been attributed to growth in services. Trade, hotels, transport and communication became the leading sector by growing at double digits since 2003-04. Agriculture has shown wide fluctuations in its growth. In the

16

first five years since 2001-02, its annual average growth has been of the order of 3 percent. It increased to 6 percent in 200506 and then dipped to 3.8 percent in 2006-07. The low growth in agriculture has wide ramifications in of price instability due to snowballing effect of supply side constraints in essential commodities, and in of the “inclusiveness of the growth process”. Industrial growth, however, has revived since 2001-02. The real growth rates in industry that stood at 2.7 percent in 2001-02 accelerated to 11 percent in 2006-07. Gross domestic capital formation and savings

1.3.4 The gross domestic capital formation has increased from a level of 26.3 percent of GDP at current market prices in 1990-91 to 35.9 percent in 2006-07. This buoyancy in the rate of investment in the economy in recent years is reflective of the high degree of business optimism. Gross domestic savings as a proportion of GDP at current market prices has been increasing since 2000-01 with savings rate rising from 23.5 percent in 200001 to 34.8 percent in 2006-07, mainly attributable to savings in the public sector and private corporate sector.

External sector

1.3.5 Exports have increased by 182 percent from a level of US $ 45.5 billion in 2001 to US$ 128.1 billion in 2006-07. The trade deficit increased from approx. US$ 12 billion in 2000-01 to $ 63 billion in 2006-07. While external debt has been increasing in absolute , it has decreased as a proportion of the Gross Domestic Product (GDP) from a level of 20.4 percent in end March 2003 to 17.9 percent in end March 2007.

Trends in Prices

1.3.6 The General Wholesale price index (WPI) (52 weeks average) increased 1.6 times between 1995-96 to 2005-06 while the price index for manufactures increased by 1.4 times and that of agriculture 1.6 times. Between 1996-97 and 2000-01, the general inflation averaged 5.1 percent. Acceleration in inflation post 2006 was caused by acceleration in inflation in primary commodities and continued high escalation in price of the commodities in fuel group due to hardening of global prices. 1.3.7 The Consumer Price Index (I) with Base 1982, increased from a level of 342 in 1996-97 to 579 in 2006-07.

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Consumer price Index-I(IW) General Base 1982=100 700

600

500

400

300

200

100

0 1996-97

97-98

98-99

99-2000

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

I(IW) General Base 1982=100

1.3.8 The primary commodity specific nature of inflation translated into a higher level of inflation when measured in of the I as compared to WPI. This was mainly due to three reasons:-

Fiscal Performance of the Centre

i)

Higher weightage of food group in the consumption basket,

ii)

Higher rate of inflation in the various items included in food group, and

iii)

Differences in composition of the basket for compilation of the two indices.

1.3.9 The revenue deficit of the Central Government stood at 2.5 percent of GDP in 1995-96. This increased to 3.8 percent of GDP in 1998-99. The increase was largely attributable to increased expenditure on salaries and pensions consequent upon implementation of the Fifth Central Pay Commission recommendations. The revenue deficit peaked at 4.4 percent in 2001-02. Fiscal deficit also increased as a percentage of GDP from 4.2 percent in 1995-96 to 6.2 percent in 2001-02. 1.3.10 Revenue deficit as percentage of fiscal deficit increased sharply from 59 percent in 1995-96 to 80 percent in 2003-04 implying that borrowings were being increasingly used to fund current expenditure and only 20 percent of the borrowings were directed towards asset creation. It reflected the un-sustainability of the fiscal situation and the increasing risk of falling into a debt trap. This fiscal imbalance was identified as the root cause of the twin problems of inflation and the difficult balance of payments position. The chart below shows the trends in

18

revenue deficit and fiscal deficit of Central Government. TRENDS IN DEFICITS OF CENTRAL GOVERNMENT 7

6

Percentof GDP

5

4

3

2

1

0 1995-96 1996-97

97-98

98-99

99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

Revenue deficit

Fiscal Reforms and Budget Management Act (FRBMA)

Fiscal deficit

1.3.11 In the backdrop of the tight fiscal situation, the FRBMA was enacted on August 26th, 2003 and the Act and Rules were notified to come into effect from 5th July 2004. The FRBMA provided a defined mandate for medium term fiscal management. 1.3.12 The Rules under FRBMA stipulate that the revenue deficit be reduced by an amount equivalent to half percent or more of the estimated GDP at the end of each financial year and be eliminated by 31st March 2009. Fiscal deficit is to be reduced by an amount equivalent to 0.3 percent or more of the estimated GDP at the end of each financial year and reduced to no more than three percent of the estimated GDP by the financial year ending on 31st March 2009. 1.3.13 The continuous and essentially incremental process of fiscal consolidation under FRBMA has been satisfactory. Post FRBMA, revenue deficit as percent of GDP has declined from 3.6 percent in 2003-04 to 1.9 percent in 2006-07(P). Fiscal deficit as a percent of GDP declined from 4.5 percent in 2003-04 to approximately 3.4 percent in 2006-07(P). Revenue deficit as percent of fiscal deficit declined from 80 percent in 2003-04 to 56 percent in 2006-07(P). 1.3.14 The FRBMA stipulates that public expenditure be reoriented for the creation of productive assets. It highlights the significance of keeping the revenue expenditure under control so as to eliminate revenue deficit by 2008-09. This essentially would necessitate that revenue expenditures are kept within the

19

contours of revenue receipts. As revenue expenditure is composed of pay and allowances, interest payments, grants to States and Union Territories, subsidies, etc., expenditures thereon would need to be synchronized with revenue generation. 1.3.15 The non-debt receipts of the Central Government comprise tax revenue receipts, non-tax revenue receipts and non -debt creating capital receipts. The share of tax revenues in the total revenue receipt has been predominant. 2006-07 Actuals(P)

1% 19%

80%

Tax revenues net of states share

Non -tax revenues

Non- debt capital receipts

1.3.16 The tax revenue receipts of the Central Government net of share of States stood at Rs.95,672 crore in 1996-97. This increased to Rs.3,51,494 crore in 2006-07. Total Revenue Receipts 500000

450000

400000

Rs. crore

350000

300000

250000

200000

150000

100000

50000

0 96-97

97-98

98-99

99-2000

2000-01

2001-02

2002-03

2003-04

years

Total Revenue Receipts

20

2004-05

2005-06

2006-07(P)

1.3.17 Non-tax revenue receipts mainly comprising interest receipts, dividends and profits, receipts from economic, social and fiscal services increased by 152 percent between 1996-97 and 2006-07. Non Tax Revenues 90000 80000 70000

Rs crore

60000 50000 40000 30000 20000 10000 0 96-97

97-98

98-99

99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06

200607(P)

Non Tax Revenues

1.3.18 The expenditure of the Central Government has increased by 190 percent from 1996-97 to 2006-07. Not only has the total expenditure increased, the predominance of revenue expenditure has also increased implying that expenditure on capital formation is low and declining. The following table depicts the composition of expenditure of Central Government since 1996-97 :Composition of Expenditure 700000

Rs.crore

600000

500000

400000

300000

200000

100000

0 96-97

97-98

98-99

99-2000

2000-01

2001-02

Revenue Expenditure

Trends in Pay and Allowances

2002-03

2003-04

2004-05

2005-06

2006-07(P)

Capital Expenditure

1.3.19 The expenditure of the Central Government (excluding the Defence Forces), on pay and allowances, stood at Rs.20,396 crore in 1996-97 on the Fourth C scales. The Fifth C pay scales were implemented in September 1997, albeit

21

retrospectively, from 1/1/1996. The impact of revision of the pay scales and allowances by Fifth C resulted in the expenditure on this increasing by 67% between 1996-97 and 1999-2000. The expenditure on pay & allowances in 2005-06 is estimated to be Rs.39,811 crore resulting in an increase of 17 percent over 1999-2000. The trend in this expenditure on pay and allowances is as seen in the following chart:Pay & Allowances excl. Defence Forces 45000

40000

35000

Rs crore

30000

25000

20000

15000

10000

5000

0 96-97

97-98

98-99

99-2000

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

Pay & Allowances excl. Defence Forces

1.3.20 The major jump noticeable in the two years following 1996-97 is attributed to payment of arrears consequent upon recommendations of Fifth Central Pay Commission. 1.3.21 The dip in pay and allowances in 2001-02 is attributable to the exclusion of the employees of Telecommunications. Increase in 2004-05 over 2003-04 is attributable to the impact of merger of dearness allowance. 1.3.22 Expenditure on pay and allowances and pensions impact the revenue expenditure of the Government. It constituted 22 percent of the revenue expenditure in 1996-97. It rose to 27 percent as a result, inter alia, of the impact of the Fifth Central Pay Commission. It has thereafter been hovering around 21 percent. Average for the years 2004-05 to 2006-07 shows that pay, allowances and pensions including those for Railways comprise 24 percent of revenue receipts. Impact of the recommendations of the Fifth Pay Commission resulted in the share of pay, allowances and pensions in revenue receipts increasing from 28 percent in 1996-97 to 38 percent in 1998-99.

22

1.3.23 The expenditure on pensions was Rs.7,956 crore in 199697 before implementation of the recommendations of the Fifth C. It increased to Rs.28,928 crore in 2005-06 and is placed at Rs. 31,350 crore in 2006-07 resulting in an increase of 294 percent within a span of ten years from 1996-97 to 2006-07. The impact of the Fifth Central Pay Commission resulted in an increased outflow of 39 percent in 1997-98 over the previous year which was compounded by a further increase of 32 percent in 1998-99. Thereafter, the growth tapered off. However, in 2003-04 the pension outflow saw renewed growth consequent upon merger of Dearness Allowance as evidenced from the following chart:Pension (excluding Railways) 35000

30000

25000

Rs crore

Pensions

20000

15000

10000

5000

0 96-97

97-98

98-99

99-2000

2000-01

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

Pension

1.3.24 Pension outflow constitutes 35% of the total expenditure on of salaries, allowances and pension as evident in the chart below:Share of Pensions in Total 100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% 96-97

97-98

98-99

99-2000

2000-01

Pension

23

2001-02

2002-03

2003-04

Total Pay & Allowances

2004-05

2005-06

2006-07

Resources of the Centre

1.3.25 As per its of Reference, the Commission, while making its recommendations, is required to assess the resources of the Centre bearing in mind the demands on its resources for the development of the economy, defence and national security. Projections made by the Ministry of Finance for the Eleventh Plan period and the assessment of the Working Group on Centre’s Resources for the Eleventh Five Year Plan in regard to various items of receipts and expenditures, except expenditure on pay and allowances and pensions, forecast the following:i)

GDP growth at current prices of 13 percent from 2007-08 to 2010-11 and 13.5 percent in 2011-12.

ii)

Decline in WPI inflation from 5 percent in 2007-08 to 4 percent in 2011-12.

iii) Doubling of tax revenues from Rs. 4,66,507 crore (with Direct tax revenues constituting Rs. 2,29,272 crore and Indirect taxes constituting Rs. 2,37,235 crore) in 2006-07 to Rs.10,56,149 crore in 2011-2012 comprising Rs.6,35,053 crore as direct taxes and Rs. 4,21,096 crore as indirect taxes. As a proportion of GDP, the increase in total tax revenues is from 11.4 percent in 2006-07 to 13.9 percent in 2011-12, an increase of 2.5 percentage points. iv) Increase in non -tax revenues from Rs.77,360 crore in 200607 to Rs.103,276 crore in 2011-12 Projections on expenditure, pay, allowances and pensions

1.3.26 The Commission is of the view that while recommending revision in pay and allowances, the question of adequacy of remuneration needs to be considered along with availability of fiscal space. The annual gross impact of the recommendations of this Commission is estimated at Rs.12,561 crore, including Rs.3,319 crore on of Railways. This does not take into the projected savings. Since the recommendations relating to pay structure i.e. pay bands as well as pensions are proposed to be implemented retrospectively from 1.1.2006, payment of arrears will be an additional one time expenditure of Rs.18,060 crore, including Rs.5,416 crore on of Railways. This additional expenditure can be spread over two financial years in case the Government decides to split the arrears in two financial years.

Impact on Central Government’s budget

1.3.27 The Commission has analyzed the impact of its recommendations on the Central Government’s budget in the backdrop of the future profile projected by the Central Government on revenue receipts during the Eleventh Plan period. For assessing the Government’s capacity to pay, the

24

average ratio of expenditure on pay and allowance and pensions of civilian employees (excluding Railways) and Defence Forces personnel, to revenue receipts for the years 2005-06 and 2006-07 has been calculated and this ratio applied to the future years for determining notionally the manner in which pay and allowances and pensions are likely to grow if this ratio is maintained. These results have been compared with the projections based on the Commission’s recommendations on pay and allowances and pensions without taking into the savings. The comparison shows that after taking into the additional annual financial implications, the ratio during the Eleventh Five Year Plan period is well below the average ratio for 2005-06 and 2006-07. Even after including the payment of arrears in the years 2008-09 and 2009-10, this position does not change. As such, in view of the revenue receipts expected in the future, the Central Government should be in a position to meet the additional expenditure consequent to the Commission’s recommendations. The future projections also need to be viewed in the light of the projected savings expected to be generated by various recommendations like lateral shift of Defence Forces personnel to Central Police Organisations etc.; changes in mode of payment of commutation along with a revised commutation table; limiting the role of Government on various loans to Government employees to granting interest subsidy, etc. The savings on this will, over the next decade, substantially off-set the additional expenditure to be incurred at the time of implementation of the Report. Fiscal position of State Governments

1.3.28 The Commission has been informed by the Central Government that the Fiscal deficit of all the States in the aggregate declined from 4.09 percent of GDP in FY 2002 to 2.95 percent in FY 2006. The performance, in aggregate, of States has been quite spectacular, to the extent that many states have already achieved the fiscal correction path suggested by the Twelfth Finance Commission for the five year period. Twenty six out of the twenty eight States have enacted the FRBM Act (Fiscal Reform and Budget Management Act) as on July 2007, and have earned the debt waiver for having remained on the fiscal correction path. By 2008-09, the revenue deficit is targeted to be reduced to zero for availing the debt waiver benefits. The fiscal correction has been aided by enhanced tax revenues consequent upon introduction of VAT (Value Added Tax) which has led to reduction in structural deficit without compression of expenditures. However, Bihar and West Bengal have reduced deficits through forced expenditure cuts.

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Projections by the Working group on States Resources for the Eleventh Five Year Plan

1.3.29 The Working Group on States’ Resources for Eleventh Five Year Plan has also observed that there has been an overall improvement in State finances since 2002-03. Factors which have contributed to such a turn around are, inter-alia, overall improvement in the rate of growth of the economy leading to buoyancy in the tax revenues of the Centre and States, introduction of VAT and restructuring of the State taxes in many States. The fall in the interest rates of States’ borrowings, the debt swap scheme and the consolidation and restructuring of States’ debts have reinforced the States’ efforts in mobilizing resources. In of the Working Group’s estimates, the aggregate resources for 28 States is estimated to increase from Rs.1,99,384 crore in 2007-08 to Rs.3,65,922 crore in 2011-12, at current prices.

Impact on State finances

1.3.30 Many States have achieved the FRBMA mandated target of eliminating revenue deficit ahead of the scheduled 2008-09. According to the Reserve Bank of India’s latest Report on State Finances, nineteen out of twenty eight states are estimated to be revenue surplus in 2007-08.The successful introduction of VAT has contributed to increase in tax receipts of States. The States‘revenues in the coming years are likely to be buoyant especially in the backdrop of uptrend in the tax revenues of the Centre and consequent devolution to States. The award of the Thirteenth Finance Commission is expected for the period from 2010 – 2015. These factors would be relevant for the purpose of considering the capacity of the States to absorb the increase in expenditure if they were to adopt the recommendations of this Commission.

Analysis of the likely impact on States

1.3.31 In estimating the impact on State finances, the Commission has used a methodology similar to that followed for the Centre. As per information collected by the Commission, out of 28 States, 20 States had adopted the recommendations of the Fifth Central Pay Commission. It can, therefore, logically be assumed, that these 20 States will adopt the Sixth Central Pay Commission’s recommendations as well. The States which did not adopt the Fifth C recommendations are Andhra Pradesh, Himachal Pradesh, Assam, Punjab, Kerala, Karnataka, Meghalaya and West Bengal. Some States adopted the Fifth C’s recommendations with modifications. Out of the States expected to follow the Sixth Central Pay Commission’s recommendations, only Goa and Tamil Nadu are estimated to be in a marginally revenue deficit situation in 2007-08, as per the RBI Report.

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1.3.32 Assessment of the impact on State finances has been done on a like-to-like basis as for the Centre. Accordingly, the assumptions made for the purpose of this exercise are: implementation in 2008-09, a percentage increase in pay and allowances and pensions similar to that at the Centre and distribution of arrears in the same manner as at the Centre. The actual situation, however, in each State may vary depending upon when the recommendations of the Fifth Central Pay Commission were implemented and the extent to which they were implemented. The revenue receipts have been projected maintaining the ratio of State’s Own Revenues to Gross State Domestic Product as in the past. The tax devolution from the Centre is projected to increase in the same manner as the Centre’s tax revenues. The ratio of expenditure on pay and allowances and pensions to the projected revenue receipts has been worked out as for the Centre and a similar comparison made to estimate whether the expenditure consequent upon the Sixth C’s recommendations is within this ratio. It is observed that most of the States would be in a position to meet the additional expenditure. States which do not reflect a comfortable position as far as the increased expenditure is concerned, can consider the options of : •

deciding on a date of implementation different from that of the Centre,

•

staggering the payment of arrears suitably,

•

generating additional tax and non-tax revenues,

•

compressing expenditures.

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Chapter 2.1

Comparison with the Public and Private Sector

of reference

2.1.1 Under the of Reference, the Commission has to take into , among other factors, the prevailing pay structure and retirement benefits available under the Central Public Sector Undertakings. The Fourth Pay Commission was similarly required under its of reference to take into the pay structure under the Public Sector Undertakings. Although comparison with the Public Sector was not part of the of reference of the Fifth Pay Commission, they did collect information from various PSUs for the purpose of making a fair comparison and an assessment of the general climate of wage revisions in the country.

Approach of earlier Commissions

2.1.2 The Fourth Pay Commission, while addressing this term of reference, found that the public sector itself was not a homogenous unit or group for comparison of emoluments. They observed that there were several differences in the packet of total benefits and emoluments of employees in the Central Government and PSUs and it was, therefore, difficult to compare the emoluments of Central Government employees and those in PSUs. Fourth Pay Commission concluded that the pay structure of the employees of such a vast and complex organization like the Central Government cannot be based on a simple comparison of the pay scales of posts at the lowest level in the Public Sector Undertakings. The Public Sector Undertakings were created by Government for specified purposes and had adopted their own pay structure. The nature of work and conditions of service were different. The Fourth C felt that the pay structure and conditions of service of Central Government employees had to be determined on their own merits. The structure of emoluments in Public Sector Undertakings was, however, kept in view by the Fourth C while formulating their proposals. 2.1.3 The Fifth C, making similar observations in regard to the heterogeneity in the pay scales across the public sector, did not concede the principle of parity between the Government and the

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Public Sector. It also observed that PSUs were established with a multiplicity of objectives, the commercial objective being most prominent and similar commercial criteria could not be applied to Government which provides services on a different criterion. However, making a “fair comparison”, they suggested certain measures for bringing about a change in the relativities vis-à-vis employees in PSUs in order to improve the conditions of Central Government employees. Determination of salaries in PSUs

2.1.4 As the position which obtains now is no different from the past, the issue of comparison with the public sector has necessarily to be examined in the context of PSUs being commercial undertakings which are required to function in a competitive environment and have the commercial objective as the predominant objective. A comparison of salaries between the public sector and the Government may not be appropriate as it would not be a comparison between similarly placed entities. However, the Commission did study the mechanism by which the salaries of employees of public sector undertakings are determined and the conditions that govern them with the aim of examining if any comparison could be drawn. The Department of Public Enterprises functions as the nodal department on the policy related to wage settlement of unionized employees, non-unionized supervisors, executives and board . The public enterprises are categorized in 4 schedules viz. A, B, C and D based on quantitative factors like investment, capital employed, net sales, profit before tax, number of employees, etc.; qualitative factors such as national importance, level of technology, prospects for expansion and diversification, etc. as well as on the strategic importance of the corporation. The pay scales of chief executives and full time functional directors in Public Sector Enterprises (PSEs) are determined as per the schedule of the concerned enterprise. As on 31.3.2006, out of 245 Central PSEs, there are 52 Schedule A, 87 Schedule B, 54 Schedule C and 7 Schedule D enterprises. The remaining enterprises are not categorized. Around 3.65 lakh personnel, constituting roughly 22% of the overall strength, are in the supervisory and managerial cadres, while 78% of the work force are unionized workers. The public sector undertakings largely follow the Industrial Dearness Allowance (IDA) pattern and related scales of pay and, in some cases, Central Dearness Allowance (CDA) pattern and pay scales. Out of 16.49 lakh employees (covering 239 PSUs), around 86% of the workers and executives are on IDA pattern and related scales of pay while the rest are on CDA pattern and scales of pay.

Public Sector Pay Revision

2.1.5 The pay revision for board , executives and nonunionized supervisors under the IDA pattern is done based on

29

recommendations of Committees set up for the purpose by the Government. The periodicity of such revision was 5 years before 1997 and has thereafter been modified to 10 years. The latest Pay Revision Committee was set up vide Resolution dated 30th September, 2006 and is to make its recommendations within 18 months of that date. This Committee’s of reference stipulate that it is to take into the Report of the Sixth Pay Commission. It has also been specifically mentioned in the of reference that the decision of the Government on the recommendations of the Committee will take effect from 1.1.2007. Pay revision of workers

2.1.6 In respect of workmen following IDA pattern scales of pay, the managements of Central PSEs have the freedom to negotiate revision of pay scales with the workmen within certain limited conditions. Government has allowed the PSUs to opt for either a 10 year periodicity of pay revision with 100% neutralization of DA or a 5 year periodicity on the basis of graded neutralization. The Central PSEs opting for 5 year wage negotiation for workers were allowed wage negotiation for a period of 5 years w.e.f. 1.1.2002. In exceptional cases, some PSUs have been allowed 100% DA neutralization even with periodicity of revision of 5 years.

Revision under CDA pattern

2.1.7 In the case of employees under CDA pattern of pay scales, pay revision is carried out only as and when similar changes are effected for Central Government employees. The recommendations of the Fifth C were extended w.e.f. 1.1.96 for these employees and the benefit of merger of DA with basic pay w.e.f. 1.4.04 has also been allowed in those Central PSEs that are not loss making and are in a position to absorb the additional expenditure on of the merger from their own resources without any budgetary from the Government.

Current position on wage negotiation

2.1.8 The Central Government, in November, 2006, conveyed their decision that the next round of wage negotiations (which falls due on a general basis from 1.1.2007) with the workers of Central PSEs may be undertaken with the trade unions/associations by the respective managements of these enterprises. According to the guidelines issued, there would be freedom to negotiate keeping in view the generation of resources/profits by the concerned enterprises. No budgetary for the wage increase is to be provided by the Government and resources for meeting the increased obligations must be internally generated and must come from improved performance in of productivity and profitability and not from the Government. The validity period of wage settlement would be 10 years with 100% DA neutralization w.e.f. 1.1.2007 and the revision would be subject to the condition

30

that there is no increase in labour cost per physical unit of output except in rare cases. Central PSEs which have incurred a loss during all the 3 financial years preceding the proposed wage negotiation have also been allowed to enter into negotiations provided they give an estimate to their Ministry as to how resources would be generated by them to meet the extra expenditure arising out of implementation. In sick PSUs, no revision is to be allowed until BIFR approves the revival plan for these enterprises. Pay package in PSUs

2.1.9 In the demands made before the Commission, mention has been made of the pay package available in Central PSUs, particularly at the lowest entry level and suggestions made for formulation of salaries of Government employees keeping in view these salaries. In some cases, comparisons have been drawn with the `navaratna’ companies among the PSUs. The Commission called for detailed information on the package of benefits available in the PSUs in the power and the petroleum sector, most of which are profit making, for making a comparison. Detailed position in regard to the pay and allowances applicable in these Central PSUs has been brought out in the Annex 2.1.1. The examination of inputs received has revealed that while the pay scales of executives and non-unionized supervisory staff are generally comparable across PSUs owing to the fact that salary revision is carried out based on the recommendations of the Committee set up by DPE and not by individual PSUs, considerable variation in the pay scales of workers across PSUs exists due to the practice of separate wage negotiations by individual PSUs. Therefore, even among PSUs, a comparison cannot be made. However, some of the broad features of the PSU pay structure are highlighted here :•

In many of the PSUs from which data was received, pay scales at lower levels are open-ended and have percentage-based increments.

•

Most public sector enterprises have introduced performance related incentive schemes where employees get additional payments based on individual or group performance.

•

Industrial DA beyond All India I 1708 is paid on quarterly basis and DA installments are released 4 times a year w.e.f. 1st January, 1st April, 1st July and 1st October as against twice in a year for the Central Government employees.

31

•

HRA is paid generally on percentage basis and CCA is granted at rates applicable to Central Government employees.

•

Apart from HRA, DA and CCA, other allowances granted include canteen subsidy/canteen allowance, reimbursement of expenditure on conveyance, professional development allowance, night shift allowance, uniform/washing allowance, leave travel concession and subscription for technical & professional journals.

•

Other benefits include interest subsidy schemes on house building allowance, vehicle loan, computer loan, children education assistance, and medical benefits.

Terminal benefits

2.1.10 As far as terminal benefits are concerned, the information received indicates that in these PSUs, retirement benefits are generally granted as per the Payment of Gratuity Act, 1972 and the EPF & Miscellaneous Act, 1952. Leave encashment is also permitted as per DPE guidelines and some PSUs have postretirement medical benefit schemes. Re-settlement benefits to employees such as traveling allowance, settling allowance, displacement allowance, etc. are also permitted. A Voluntary Retirement Scheme is in vogue in PSUs, under which financially sound Central PSUs can frame their own schemes and can offer as compensation upto 60 days salary for every completed year of service. Such compensation cannot, however, exceed the salary for the balance period of service left. The marginally profit or loss making PSUs can offer VRS which allows compensation @ 35 days’ salary for each completed year of service and 25 days salary per year of service for balance service left till superannuation subject to some conditions. Sick PSUs can allow ex-gratia payment equivalent to 45 days for each completed year of service or salary for remaining months of service left, whichever is less. For those who have rendered 30 years of service, a maximum of 60 months salary not exceeding salary for balance period of service can be granted. Details of pay and pension structure in various Public Sector Undertakings that were made available to the Commission are at Annex 2.1.1.

The Commission’s approach

2.1.11 As already mentioned, the Commission is of the view that an equal comparison with the public sector cannot really be made as:•

There are variations in the job content and conditions of service in the public sector and the Government.

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• •

The objectives with which PSUs have been set up are not comparable with that of the Government. The autonomy granted to PSUs in the matter of determining their pay scales does not render an equal comparison possible.

Therefore, instead of attempting to make any comparison, the result of which is likely to be misleading, the Commission has deemed it more appropriate to devise a pay package for Government employees incorporating the best practices related to remuneration in the Government and the non-governmental sector, which, while meeting the aspirations of the employees, will also enhance performance and ability. The Commission has, therefore, within the constraints that govern the salaries of Government employees, made certain recommendations on pay scales and allowances keeping in view the concepts which are in existence in PSUs such as percentage based increments, introduction of performance related incentives, interest subsidy on loans, voluntary retirement schemes, etc. Comparison with the private sector

2.1.12 Although comparison with the private sector is not part of the of reference of the Commission, a large number of memoranda, particularly those pertaining to Group A employees, have mentioned the disparities between the private sector salaries and salaries in the Government, citing this as a reason for the reduced attractiveness of the Government as a career option and for the decline in the quality of intake. The last contention was not really borne out by the discussions the Commission had with the heads of training institutions, according to whom the quality of intake has remained consistent over the years. This has also been corroborated by a survey carried out by one of the industrial chambers of commerce from among executives in the corporate sector, where, contrary to the popular belief that flight of talent has shifted more towards the private sector with fast advancing liberalization, a large number agreed that civil services continue to be an attractive option. Further, mere comparison of the pay or pay scale without taking cognizance of the total package of allowances and benefits available within the Government may not be appropriate especially as the value of pension granted by the Government and the value of job security provided cannot be undermined since they form major components of the total package. The Government provides unparalleled variety and job content, along with a much wider canvas of operation than in the private sector. The prestige involved in working for the Government and the opportunity of making a contribution to national policy or its implementation are other aspects which add an unquantifiable value to Government jobs. Moreover, job related stress is significantly lower in the Government and work schedules

33

provide a more favourable work-life balance. 2.1.13 The overall package offered in the private sector is worked out on a cost to company basis, quantifying most of the benefits to employees. In order to enable an appreciation of the total package of benefits available to Government employees, a study for estimating the total compensation package for Government employees and cost to the Government was assigned to XLRI, Jamshedpur. During presentations before the Commission, it emerged that while the compensation provided by the Government is higher at Group C and D levels, private sector compensation packages are marginally higher for employees comparable to Group B employees and substantially higher for posts comparable to Group A officers in the Government. Apart from quantifying the value of pension and other benefits of Government employees, the study has also brought out that the ‘job security’ offered by the Government has immense value that cannot be easily quantified and a quantification will only serve to underestimate the advantage it offers. 2.1.14 Further, in the private sector, the Cost To Company (CTC) may not actually be a reflection of the take home pay, as a major proportion of the CTC consists of variable pay which is based on performance. Further, the high starting salaries projected in the media and other reports are granted only to a miniscule number who are the best students of top-end management schools and at times, are not reflective of the industry average. Similarly, grant of extremely high pay packages in certain sectors may be a result of the demand for talent at the time of initial setting up of an industry or during the boom period. Such episodic events should not be used as the yardstick for comparison, as ultimately the higher salaries in these sectors get normalized over time. 2.1.15 The Commission is also of the view that the main consideration in the private sector being ‘profit’, an equal comparison with the Government is not going to be ever possible. Moreover, any increase in the resources of the Government need to be primarily directed towards development. However, the Commission, in making its recommendations, has taken note of the fact that the same pool of manpower provides the source of recruitment in the private sector and the Government and that there is a need to attract people both to the Group A posts as well as to technical posts for which a demand exists in the market by instituting some measures. In accordance with this, the Commission has recommended a higher starting salary for Group A posts and has also recommended that Government should have the flexibility to offer a market driven salary to highly qualified scientific and technical personnel whose skills

34

are in demand in the private sector. The higher package will, however, be accompanied with a fixed term contract which could be altered based on performance. In addition, the Commission has made suggestions in regard to appointment to selected posts at higher levels on contractual and tenurial basis where market driven salaries could be paid in order to attract the best possible expertise to the Government. Further, taking into the fact that a large portion of the salary in the private sector comes from performance related payments, the Commission has recommended introduction of performance related incentives in the Government. This is also expected to bridge the gap vis-à-vis the private sector to some extent.

35

Chapter 2.2

General Recommendations on Pay Structure & Fixation Introduction

2.2.1 The Fifth Central Pay Commission (Fifth C) revised pay scales took effect from 1.1.1996. As per the recommendation of Fifth C that was accepted by the Government, full neutralization of dearness allowance has been provided in all Fifth C revised pay scales. 2.2.2 The Fifth C had compressed many scales. The number of pay scales was reduced from 51 pay scales as on 31.12.1995 to 34 pay scales by the Fifth C. In many cases, this led to the promotion and feeder cadres being placed in an identical pay scale. Although Department of Expenditure issued orders that existence of the feeder and promotion posts in the same pay scale will not constitute an anomaly, however, these orders have consistently been rejected by the various courts of this country. The Commission, therefore, had two options:i)

ii)

To evolve a new system of pay scales that would effectively address most of the existing anomalies. Or To make sufficient modifications in the scheme of pay scales given by Fifth Central Pay Commission so as to ensure that various anomalies existing across various ministries/ departments/organizations are removed.

2.2.3 The latter option was not feasible as the number of these anomalies was very large and the Commission continued to get references in this regard even though a period of more than 10 years had elapsed since the date of implementation of the Fifth Central Pay Commission pay scales. The difficulty became greater as the Commission’s efforts were to reduce the number of scales even further. This was considered necessary for de-layering the Government with a view to hasten decision making and improving the existing delivery mechanisms for benefit of the citizens. Further, a mechanism of rewarding performers also had to be incorporated in the new system of pay scales. To achieve all this, the Commission has had to evolve a new system of pay bands.

36

2.2.4 The basic rationale of Fifth C revised pay scales was to ensure a sufficiently long span which along with the scheme of Assured Career Progression (AS), separately recommended by that Commission, would ensure that the employees did not stagnate at any point in their entire career. The Fifth C report was centered on the fact that employees, in a majority of cases, put in more than 35 years of service. Consequently, the pay scales revised by Fifth C had a sufficiently long span to ensure that the employees did not stagnate after getting the benefit of prescribed financial upgradations recommended under AS. However, during implementation the Government increased the fitment benefit to 40% as against 20% recommended by the Fifth C. Many of the pay scales got `burst’ at the time of initial fixation where revised pay of some of the employees became higher than the maximum of the revised pay scale and, therefore, had to be fixed at the maximum of the revised pay scale at the initial stage itself. These employees, therefore, had started to stagnate right from the time of implementation of the Fifth C pay scales. 2.2.5 The Fifth C had also recommended that dearness allowance equal to 50% of the basic pay should be converted as dearness pay each time the Consumer Price Index increased by 50% over the base index. The dearness pay was to be counted as basic pay for all purposes, including retirement benefits. The Government allowed merger of dearness allowance equal to 50% of the basic pay into dearness pay to be counted as pay for all purposes barring TA/DA, LTC and entitlement for Government housing w.e.f. 1.4.2004. The base index for computing DA, however, was not changed. 2.2.6 Presently, on Fifth C revised pay scales, dearness pay equal to 50% of the basic pay is payable. Dearness Allowance is payable on the basic pay plus dearness pay. As on 1.1.2006, Dearness Allowance at the rate of 24% was payable and with effect from 1.7.2007, it is paid at rate of 41% on the total amount of basic pay plus dearness pay. Recommended date of implementation of Sixth C recommendations

2.2.7 The revised pay bands have been evolved for being implemented retrospectively from 1.1.2006. The Fifth C had recommended implementation of the next Pay Commission’s revised pay scales from 1.1.2006. The Commission is recommending implementation of the revised pay bands retrospectively from January 1, 2006. This is also in consonance with demands of a majority of the Associations of Government employees that had sought implementation of Sixth C revised pay scales from 1.1.2006. The issues relating to date of effect have been discussed in detail in Chapter 6.5 of the Report.

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Running pay bands

2.2.8 The Commission is recommending introduction of running pay bands for all posts in the Government presently existing in scales below that of Rs.26,000 (fixed). Four distinct running pay bands are being recommended – one running band each for all categories of employees in groups ‘B’ and ‘C’ (posts in the scale of Rs.5000-8000 have, as a result of delayering and elongation of certain scales, been placed in Group ‘B’) with 2 running pay bands being given for all Group A posts as under: •

Posts up-to the Fifth C scale of Rs.16400-20900.

•

Posts higher than Rs.16400-20900 but below that of Secretary to GoI/equivalent (Rs.26,000 fixed)

2.2.9 The posts of Secretary to Government of India/equivalent and Cabinet Secretary/equivalent are proposed to be kept in distinct pay bands. While a separate running pay band, designated as -1S scale, is being recommended for posts belonging to Group ‘D’, however, the same shall not be counted for any purpose as no future recruitment is to be made in this grade and all the present employees belonging to Group ‘D’ who possess the prescribed qualifications for entry level in Group ‘C’, will be placed in the Group ‘C’ running pay band straight away with effect from 1.1.2006. Other Group ‘D’ employees, who do not possess the prescribed qualifications, are to be retrained and thereafter upgraded and placed in the Group ‘C’ running pay band. Till such time they are retrained and are redeployed, they will be placed in the –1S scale. The Commission clarifies that –1S pay scale is not a regular or a permanent pay scale. Insofar as the present employees are concerned, the scale will operate only till the time all the existing Group ‘D’ staff is placed in the Group ‘C’ running pay band. The exact mechanism for placing Group ‘D’ staff in the revised Group ‘C’ running pay band has been discussed in detail in Chapter 3.7 relating to Group D staff. Group ‘D’ employees who are not placed in the Group ‘C’ pay band straightaway will be given the band after their retraining without any loss of seniority vis-à-vis those in Group ‘D’ who possessed higher qualifications, redeployed and were placed in the Group ‘C’ running pay band with effect from 1.1.2006. The retraining will also emphasize the multi-skilling of these employees so that one single employee is able to perform multiple jobs that hitherto were being done by many employees. This will ensure that higher scale of pay does not place any additional pecuniary burden on the Government. Ansari Report on restructuring of Group D posts in Railways also recommends such a mechanism where many Group D posts are to be upgraded with higher skills so that the number of employees required to do the job gets reduced.

38

Future recruitment in -1S pay band

2.2.10 Insofar as future recruitment is concerned, no direct recruitment in the -1S scale will take place. The scale will, however, be operated for regulating emoluments during the training period of candidates who do not possess the minimum qualification of Matric. The Commission is firmly of the view that candidates not possessing the minimum qualification of Matric and/or ITI cannot be recruited in the Government as all jobs in the Government require some level of skill. However, in certain exceptional circumstances like comionate cases, etc. Government may need to provide employment opportunities to certain classes of persons not immediately meeting the minimum educational standards. Government should recruit them as trainees who will be given the regular pay bands and grade pay only on acquiring the minimum qualification prescribed under the recruitment rules. The emoluments of these trainees, during the period of their training and before they are absorbed in the Government as employees, will be governed by the minimum of the -1S pay band without any grade pay. The period spent in the -1S pay band by the future recruits will not be counted as service for any purpose as their regular service will start only after they are placed in the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.1800.

Promotions in the pay bands

2.2.11 Under the system of running pay bands being recommended by the Commission, all the employees belonging to the aforesaid 4 categories will be placed in distinct running pay bands. At the time of promotion from one post to another in the same running pay band, the grade pay (being a fixed amount attached to each post in the hierarchy) attached to posts at different levels within the same running pay band will change. Additionally, increase in form of one increment will also be given at the time of promotion. Rates of grade pay have been generally computed at the rate of forty percent of the maximum of the corresponding pre-revised pay scale which is rounded off to the next multiple of hundred. In a few cases, the rates of grade pay have been computed differently. This was necessary to fit the system of grade pay in the scheme of revised running pay bands. Grade pay will determine the status of a post with (apart from the two apex scales of Secretary/equivalent and Cabinet Secretary/equivalent that do not carry any grade pay) a senior post being given higher grade pay. Grade pay being progressively higher for successive higher posts, the employees on promotion will get monetary benefit on promotion in the form of the increased grade pay apart from the benefit of one additional increment. In case of promotions between one pay band to the next pay band, the revised band pay will, in no case, be less than the minimum of the higher pay band. All the running pay bands will have annual increments in form of two and half percent of the total of pay in

39

the pay band and the corresponding grade pay. In some cases, this may result in a slight drop vis-à-vis the existing rate of increment along with dearness pay and dearness allowance thereon. This, however, is inevitable as a completely new scheme is being recommended where annual increments are payable on a percentage basis without any fixed, quantized stages. Further, the initial loss is more than made up in the higher stages as the actual amount of annual increment will not be static as at present but is going to increase every year. In the revised scheme, the date of annual increments, in all cases, will be the first of July. Employees completing six months and above in the scale as on July 1 will be eligible. This is being recommended to alleviate a large number of anomalies that arise due to the present system of annual increments where the increments are given on the basis of the month of ing a particular post and which frequently leads to a senior drawing lesser salary than his/her junior. This date will also give ample time for all inputs to be considered while deciding variable increments for individual employees discussed in the next para. Variable increments

2.2.12 For Group A Pay Band PB-3, annual increments in the band will vary depending upon the performance. Not less than eighty percent of the employees in the grade will be allowed normal increment at the rate of 2.5% with the remaining 20% high performers during the year being allowed increment at the higher rate of 3.5%. In all other running pay bands also, increments in the form of percentage (2.5%) of the total of pay and grade pay have been recommended. This has been done to enable the Government to extend the scheme of variable increments in this grade as well at a future date. While introduction of the scheme of variable increments in Groups ‘B’ and ‘C’ is equally desirable, the Commission is not recommending this as it is of the view that consultations with the Staff Side would be needed before the scheme of variable increments is extended to posts in Group ‘B’ and ‘C’. The Government may decide to extend the scheme of variable increments in running pay bands PB 1 and PB 2 as well. The proposed scheme of running pay bands do not, however, provide for variable increments in the PB-4 pay band. 2.2.13 Introduction of running pay bands will have the following benefits:(i)

Since all the pay bands have a long span, the problem of stagnation in a pay scale will be effectively addressed.

(ii)

All matters concerning pay fixation at the time of promotion etc., which lead to numerous anomalies will be addressed automatically (since only grade pay will change along with one additional increment at the time of promotion without

40

there being any refixation of salary in the higher grade except when the promotion is from one running scale to another). This will make FRs relating to fixation of pay on promotion (like FR 22), largely redundant. (iii)

Most of the pay scale related anomalies that have been continuing and in fact evolving afresh would be resolved.

(iv)

The model will make the Government organization less hierarchical. While, initially grade pay will be payable as per the hierarchy, however, Government will have the flexibility to remove layers by removing specific grade pay. In the long run the model can be suitably adjusted to remove even the element of grade pay thereby ensuring total delayering of the Government structure facilitating quick decisions and increased output.

(v)

The model will facilitate the evolution of the concept of performance related incentives which can be paid as a distinct component as a supplement to the running pay bands.

(vi)

Seniority of a post will depend on the grade pay drawn. This will invariably be more for a higher level post. Pay scales will largely become irrelevant for purposes of computing seniority. Thus, the present situation where frequently a junior draws higher salary (albeit in lower pay scale) vis-à-vis his senior because of longer years of service, will no longer be of any essence for purposes of computing seniority.

(vii) Running pay bands will ensure a common hierarchical pattern for the purpose of the modified A scheme. The present situation where a deputationist going on deputation to a post in a lower pay scale has to suffer salary loss (because salary can not be paid higher than the maximum of the pay scale attached to the post), will also be rectified in this model. Minimum SalaryDemands

2.2.14 The various associations of the Staff Side in JCM had, in their memorandum submitted to the Commission, demanded minimum monthly salary of Rs.10,000. This was computed as per 15th International Labour Conference norms and taking the family to be comprising three units. The rates for food items adopted in the memoranda are, however, inconsistent with either the PDS rates or the prevailing market rates as on 1.1.2006. Separate provisions have also been made for expenditure on medical facilities/education. It was also mentioned that minimum salaries in Public Sector

41

Enterprises are in the vicinity of Rs.10,000 per month and a similar dispensation needs to be extended to the Central Government employees as well. Minimum SalaryAnalysis & Recommendations

2.2.15 The contention, that minimum salaries in Public Sector Enterprises are in the vicinity of Rs.10,000 per month and a similar dispensation needs to be extended to the Central Government employees as well, is not based on facts as such minimum salary did not exist in most of the Public Sector Enterprises as on 1.1.2006. Even otherwise, this contention can not be accepted as salaries of the staff in Public Sector Enterprises are negotiated based on their profitability which is not the case in the Central Government. This issue has been discussed in detail in Chapter 2.1 on ‘Comparison with the Public and Private Sector’. The Commission, however, agrees that the norms set by the 15th International Labour Conference (ILC) are appropriate for computing minimum salary. It is also observed that the minimum salary is applicable at the time a person s the Government which will usually be at a young age when a person may be just married and will not have responsibility of parents or many children. Accordingly, the family unit for minimum salary can only be taken as three. The Fifth C had also taken the average number of consumption at the age of entry as three. To this extent, the Commission is in agreement with the method adopted by the Staff Side for computing the minimum salary. Certain modifications are, however, necessary in the computations used by the staff Side. The minimum salary would need to be computed taking into the prices as on 1.1.2006, being the date from which the revised pay scales are going to take effect. Government provides separate housing allowance, education allowance and medical facilities. As such, separate provision for the same cannot be made in the minimum salary. Keeping these modifications in view, as per the formula used by the JCM, Staff Side; minimum salary should be in the vicinity of Rs.5479 per month as on 1.1.2006. Detailed working by which the figure of Rs.5479 has been derived is at Table 2.2.1. The Commission is, however, recommending a higher minimum salary keeping in view their emphasis on higher skill levels and multi-skilling for all Government jobs. Accordingly, the running pay bands recommended by the Commission prescribe the minimum salary of Rs.6660 (Rs.4860 as basic pay + Rs.1800 as grade pay to be counted as pay for all purposes) in the lowest grade of the Pay Band PB 1. At the time of implementation of this Report in 2008, the gross minimum salary in A 1 cities (with reference to the minimum in PB 1 Pay Band) will be around Rs.10,000 once benefits of HRA, Transport Allowance, Education Allowance, etc. are included. This, incidentally, corresponds to the minimum salary demanded by the Staff Side.

42

Maximum Salary

2.2.16 The staff Side in their memorandum have proposed that the ratio of 1:12 should be kept between the minimum starting salary in the Central Government and the salary attached to the post of Secretary/equivalent in the Central Government. This ratio is called the minimum: maximum salary ratio. The Fifth C had retained the minimum: maximum salary ratio of 1:10.7 inherent in the Fourth C pay scales even though the ratio had become 1:8 in 1996 on of unequal rates of Dearness Allowance neutralization where the highest category was allowed neutralization at 65%.

Recommendation on Maximum Salary

2.2.17 While fixing the ratio, differentials that exist between the salaries in the private, public and the Government sectors may also need to be kept in view. The Commission is of the view that a minimum: maximum salary ratio in the vicinity of 1:12 would be justified. This is in consonance with the ratio suggested by the Staff Side. The maximum salary (Secretary to GOI/equivalent) has, accordingly, been pegged at Rs.80000 per month which works out to minimum: maximum ratio of 1:12.

Recommendation

2.2.18 The following scheme of accordingly, being recommended: -

revised

pay

bands

is,

(In Rs.) Pay Scale S-1 S-2 S-2A

Pre-Revised Pay Scale

S-3

2550-55-2660-60-3200 2610-60-3150-65-3540 2610-60-2910-65-330070-4000 2650-65-3300-70-4000

S-4 S-5

Pay Band -1S -1S -1S

Revised Corresponding Grade Pay Bands Pay 4440-7440 1300 4440-7440 1400 4440-7440 1600

-1S

4440-7440

1650

2750-70-3800-75-4400 3050-75-3950-80-4590

PB-1 PB-1

4860-20200 4860-20200

1800 1900

S-6

3200-85-4900

PB-1

4860-20200

2000

S-7

4000-100-6000

PB-1

4860-20200

2400

S-8

4500-125-7000

PB-1

4860-20200

2800

S-9

5000-150-8000

PB-2

8700-34800

4200

S-10 S-11 S-12 S-13

5500-175-9000 6500-200-6900 6500-200-10500 7450-225-11500

PB-2 PB-2 PB-2 PB-2

8700-34800 8700-34800 8700-34800 8700-34800

4200 4200 4200 4600

S-14

7500-250-12000

PB-2

8700-34800

4800

S-15

8000-275-13500

PB-2

8700-34800

5400

43

Pay Scale New Scale S-16 S-17 S-18 S-19 S-20 S-21 S-22 S-23 S-24 S-25 S-26 S-27 S-28 S-29 S-30 S-31 S-32

Pre-Revised Pay Scale 8000-275-13500 (Group A Entry) 9000 9000-275-9550 10325-325-10975 10000-325-15200 10650-325-15850 12000-375-16500 12750-375-16500 12000-375-18000 14300-400-18300 15100-400-18300 16400-450-20000 16400-450-20900 14300-450-22400 18400-500-22400 22400-525-24500 22400-600-26000 24050-650-26000

S-33

26000 (Fixed)

S-34

30000 (Fixed)

Pay Band PB-3

Revised Corresponding Grade Pay Bands Pay 15600-39100 5400

PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-3 PB-4 PB-4 PB-4 PB-4 PB-4

15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 39200-67000 39200-67000 39200-67000 39200-67000 39200-67000

5400 5400 6100 6100 6500 6600 7500 7600 7600 8300 8400 8400 9000 9000 11000 13000 13000

Apex Scale Cab. Sec./ Equ.

80000 (Fixed)

Nil

90000 (Fixed)

Nil

Increments & Span -1S

Annual increment @ 2.5%. Span 18 years.

PB-1

Annual increment @ 2.5%. Span 50 years.

PB-2

Annual increment @ 2.5%. Span 40 years.

PB-3

Annual increments @ 2.5% & 3.5%. Span 32 years.

PB-4

Annual increment @ 2.5%. Span 20 years.

Minimum : Maximum Ratio 1:12

between Apex scale and minimum of PB-1 (including grade pay)

44

Salient features

2.2.19 The revised scheme of pay bands being recommended has the following characteristics: i.

The minimum: maximum ratio is 1:12 (between the start of PB 1 scale and Apex Scale).

ii.

PB 1 pay band has 5 distinct grades represented by 5 different grade pay.

iii.

PB 2 pay band has 4 distinct grades (including the prerevised pay scale of Rs.8000-13500 for Group B posts) represented by 4 different grade pay.

iv.

PB 3 pay band has 8 distinct grades represented by 8 different grades pay.

v.

PB 4 pay band has 3 grades represented by 3 grades pay.

vi.

The total number of grades has been reduced to 20 spread across in four distinct Running bands; additionally there is one Apex Scale and another grade for the post of Cabinet Secretary/equivalent as against 35 standard pay scales existing earlier.

vii.

Many pre-revised scales are being merged. Barring the Group D posts, this merger has been done by extending the existing minimum prescribed for the highest pay scale with which the other scales are being merged. However, the grade pay for the merged scale so derived has been computed with reference to the maximum of the highest scale. This, besides ensuring a uniform benefit, will also prevent bunching. Following scales have been merged:-

Rs.2550-3200 Rs.2610-3540 Rs.2610-4000 Rs.2650-4000 Rs.2750-4400

The scales belonging to Group ‘D’ are merged with the entry grade in the pay band PB 1 due to upgradation of Group ‘D’.

Rs.5000-8000 Rs.5500-9000 Rs.6500-6900 Rs.6500-10500

Scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 have been merged to bring parity between field offices; the secretariat; the technical posts; and the work shop staff. This was necessary to ensure that due importance is given to the levels concerned with actual delivery. It is also noted that a large number of anomalies were created due to the placement of Inspectors/equivalent posts in CBDT/CBEC and Assistants/ Personal Assistants of

45

CSS/CSSS in the scale of Rs.6500-200-10500. The scales of Rs.5500-175-9000 and Rs.6500-20010500, in any case, had to be merged to resolve these anomalies. The scale of Rs.6500-200-6900 was an intermediary scale identical to the scale of Rs.6500-200-10500, albeit with a shorter span. Since the length of a pay scale is not very relevant in the revised scheme of running pay bands, no rationale existed for retaining the scale of Rs.6500-6900 as a distinct scale. Rs.8000-13500 Rs.9000 Rs.9000-13500

The scales of Rs.9000 and Rs.9000-275-13500 were unusually short in duration and applied to a very few categories. These have been merged with the scale of Rs.8000-275-13500.

Rs.10325-10975 Rs.10000-15200

The scale of Rs.10325-325-10975 also was unusually short in duration and applied to a very few categories. It has, accordingly, been merged with the scale of Rs.10000-325-15200.

Rs.12000-18000 Rs.14300-18300

The scale of Rs.12000-375-18000 was limited to a very few categories. It has been combined with the scale of Rs.14300-400-18300 as a measure of rationalization.

Rs.16400-20000 The two scales are identical with a slight Rs.16400-20900` difference in span which will have no meaning in a running scale. Rs.14300-22400 Rs.18400-22400

The scale of Rs.14300-22400 presently applies to very few posts in the Central Government. The scale was earlier available to Professors, etc. in Government institutes, almost all of whom have now switched to UGC pattern. As such, no rationale exists for retaining this scale as a separate scale. It is, accordingly, being merged with the next higher scale in the hierarchy.

Rs.22400-26000 Rs.24050-26000

The two scales had common maxima. The difference was in their span and the rate of increments. Running pay bands and increments payable on percentage basis left no functional justification for continuing the two scales as distinct entities.

46

viii.

The rate of annual increment in all the running pay bands is 2.5% of the total of pay band (stage of fixation in the running pay band) and grade pay.

ix.

Two rates of increments have been provided in PB 3 with the base rate of 2.5% being extended to not less than 80% employees who are judged as normal performers for the period under consideration. Twenty percent employees adjudged high achievers for such period shall be given increment at the rate of 3.5%. Thus, in a year upto 20% of the total employees in any office/organisation can be given the higher rate of increment of 3.5%. It does not mean that 20% employees have to be given the higher rate of increment. In a scenario where no one is adjudged an high achiever, all the employees can be given the normal rate of increment of 2.5%. Head of the Department/ Organization shall decide performers for a specific year.

x.

The scale of Rs.8000-13500 is the entry grade for Group A posts for which the Running Band PB-3 has been recommended. Many Group ‘B’ posts had been extended the scale of Rs.8000-13500 even though these continued to be Group ‘B’ posts. All such Group ‘B’ posts shall now be placed in the running band PB-2 along with a grade pay of Rs.5400. To ensure that existing parity in of pay scale of these posts vis-à-vis the entry scale of Group A posts is not disturbed, the same grade pay of Rs.5400 has been prescribed.

xi.

PB 3 and PB 4 bands have been kept totally distinct without any overlapping stages to ensure that everyone in PB 3 pay band enters the senior istrative grade (SAG) in PB 4 pay band at the same level.

xii.

The running pay bands have been given a sufficiently long span to ensure that no employee ordinarily stagnates at any stage in his/her career. To ensure that no stagnation takes place in any case, it is further recommended that a person stagnating at the maximum of any pay band for more than one year continuously shall be placed in the immediate next higher pay band without any change in the grade pay.

xiii.

Date of regular increments, in all cases, will now be first of July. Employees completing six months and above in the scale as on July 1 will be eligible.

47

Fixation of pay in the revised pay bands- demands

2.2.20 The Commission had received various demands relating to fixation of pay. Most of these demands sought point to point fixation in the revised scales of pay.

Analysis

2.2.21 The point to point fixation envisaged in these demands would have meant giving an equal number of increments in the revised scale of pay that were earned by the employee in the prerevised scale. Such a dispensation was not feasible in the revised scheme of running pay bands being recommended. The Commission has tried to ensure that the seniors who have spent longer time in a particular scale are fixed at a higher level in the revised scheme of running pay bands and grade pay. The revised running pay bands would also ensure that, by and large, no bunching takes place. Some bunching where juniors and seniors would have come to be placed in an identical level of pay has taken place in cases where a higher start has been recommended like in the entry grade of Group A. Further, some more bunching will take place in the PB-1 Pay Band of Rs.4860-20200 along with a grade pay of Rs.1800 because all the erstwhile Group D posts will be finally placed in this pay band and grade pay. To alleviate the problem of bunching in these cases, the Commission has allowed the benefit of one extra increment wherever two or more stages in any of the prerevised pay scale were getting bunched together at one level in the revised pay bands. It has also been ensured that a person drawing higher basic pay in any Fifth C pay scale is not fitted lower vis-àvis a person drawing a lower basic pay irrespective of the pay scale. The Commission has prepared a detailed fixation chart (Table 2.2.2) which gives the fitment in the revised running pay bands of every stage in each of the pre-revised pay scales. Fixation has been done in this fixation chart in the following manner:(i)

The basic pay drawn as on 1/1/2006 on the existing Fifth C pay scales along with dearness allowance at the rate of 74% (which would have been payable on the Fifth C pay scales had merger of 50% dearness allowance as dearness pay not been allowed w.e.f. 1/4/2004) have been totaled and then rounded off to next multiple of 10. This has been taken as the pay in the revised running pay band.

(ii)

The grade pay has been computed at the rate of 40% of the maximum of the basic pay in each of the pre-revised pay scale. Where two or more pre-revised pay scales have been merged the maximum of the highest pre-revised pay scale has been taken and 40% thereof is given as grade pay. In some cases, the amount of grade pay has been adjusted so as to maintain a clear differential between successive grades pay.

48

(iii) In case more than two stages in the pre-revised scale are getting fixed at the same stage in the revised running pay band, benefit of one increment has been given so as to avoid bunching of more than two stages in the revised running pay bands. In the case of pay scales in higher istrative grade (HAG) in the pay band PB-4, benefit of increment due to bunching has been given taking into all the stages in different pay scales in this grade. The detailed fixation chart (Table 2.2.2) showing stage-wise fixation of existing employees in the revised running pay bands should be utilized in every case of fixation of pay of the concerned employees in the revised running pay bands. (iv) Fixation in the revised pay band and grade pay thereon has been done with reference to the pre-revised pay scale in which the employee was actually drawing pay irrespective of whether he/she has been placed in such pay scale on appointment, regular promotion or financial upgradation under AS or any other time bound promotion scheme; upgradation of the post, etc. (v)

On of the proposed merger of pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, some posts which presently constitute feeder and promotion grades shall come to lie in an identical grade. The Commission has given specific recommendations about some categories of these posts in the Report. As regards other posts, it should first be seen if the posts in these three scales can be merged without any functional disturbance. If possible, this should be done. In case it is not feasible to merge the posts in these pay scales on functional considerations, the posts in the scale of Rs.50008000 and Rs.5500-9000 should be merged with the post in the scale of Rs.6500-10500 being upgraded to the next higher grade in pay band PB-2 with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. In case a post already exists in the scale of Rs.7450-11500, the post being upgraded from the scale of Rs.6500-10500 should be merged with the post in the scale of Rs.745011500. Besides, posts in the scale of Rs.6500-10500 carrying minimum qualification of either Degree in Engineering or a Degree in Law should also be upgraded and placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

49

2.2.22 Fixation of pay in the revised pay bands of existing employees as well as future recruits shall be done in the following manner:(i)

In cases where employees have been placed in a higher pay scale between 1/1/2006 and the date of notification of the revised Pay Bands on of promotion, upgradation of pay scale, etc., the employees shall be given the option to switch over to the revised pay band and grade pay from the date of such promotion, upgradation, etc.

(ii)

Table 2.2.2 shows stage-wise fixation of existing employees in the proposed bands w.e.f. 1.1.2006. Subject to provisions of (i) above, all the employees shall be fixed accordingly.

(iii)

Scales have been so devised to ensure that no bunching takes place. Bunching is occurring in the initial Group A band because of the higher start proposed there. Some bunching is also taking place in the initial Group ‘C’ pay band due to the proposed placement of Group ‘D’ posts in the initial grade of pay band PB 1. To alleviate bunching, a jump equal to one increment at 2.5% of the revised pay band has been provided wherever more than two stages are getting bunched. It should be noted that for this purpose, increment will not include grade pay as the additional increment is being given to ease bunching at the time of initial fitment in the corresponding revised pay band and the grade pay is only payable subsequently. Hence, while all future increments will be on the sum of pay in the pay band and grade pay thereon, the additional increment on of bunching at the time of initial fixation in the revised pay bands shall be computed with reference to the pay in the pay band alone. Table 2.2.2 has been prepared accordingly.

(iv)

In case of new recruits, fixation in the running pay band of the group (viz. ‘A’, ‘B’, ‘C’) to which the post belongs will be done in the following manner:a.

Initially the fixed qualifying service prescribed in DOPT’s OM dated 25/5/1998 (as may be amended by the Government in future) for movement from the first grade in the running band to the grade in which recruitment is being made will be computed.

b. Thereafter, one increment for every year of fixed qualifying service prescribed in the aforesaid OM of DOPT shall be provided on the sum total of the minimum of the running pay band and the lowest grade pay in that pay band.

50

c.

The pay band on ing shall be the stage so computed in the corresponding running pay band. Additionally, grade pay corresponding to the grade in that running pay band shall be payable.

d. To exemplify the fitment of new recruits in any grade in the revised pay bands, a case of direct recruitment in the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2000 that corresponds to the pre-revised pay scale of Rs.3200-4900 has been taken up. -

DOPT’s OM dated 25/5/1998 prescribes minimum six years of service for promotion from the prerevised scale of Rs.2750-4400 (being the first grade in the running pay band) to the scale of Rs.3200-4900 (3 years from scale of Rs.2750-4400 to Rs.3050-4590 and thereafter 3 years from the scale of Rs.3050-4590 to Rs.3200-4900).

-

Hence, 6 increments at the rate of 2.5% for each increment – adding upto 15% - will need to be given. The minimum pay in the revised pay band for a person recruited to a post carrying grade pay of Rs.2000 will therefore be Rs.5859 i.e. the minimum of the pay (Rs.4860) attached to pay band PB-1 and 15% (being six increments at the rate of 2.5% each) of sum total of the minimum of the running pay band and the lowest grade pay in that pay band.

-

Grade pay of Rs.2000 will additionally be payable. Consequently, the consolidated pay in the pay band and grade pay, at the time of recruitment of an employee directly recruited in the pay band PB-1 with grade pay of Rs.2000, will be Rs.7859.

(v)

In case of promotion between identical posts in the same cadre, if a senior employee promoted to the higher post before 1/1/2006 draws less pay in the revised scale from his/her junior who is promoted to the higher post on or after 1/1/2006, the pay of the senior employee shall be stepped up to an amount equal to the pay of the junior in that higher post, provided the senior employees, at the time of promotion, had been drawing equal or more pay than his/her junior.

(vi)

DA and all allowances, facilities, pension etc. shall be payable on the sum of grade pay and pay band.

51

(vii) Facilities like Government housing, etc., will be governed by the grade pay. An employee in the higher grade pay will be senior to an employee in a lower grade pay. In case of employees drawing same grade pay, priority shall be governed by the total emoluments drawn, including NPA in case of doctors and MSP in case of defence personnel.

52

Table 2.2.1 Fixation of Minimum wage as on 1.1.2006 as per 15 ILC norms Items

Per day PCU (In grams)

Per month 3CU (In kg)

Rice/wheat

475

Dal (Toor/ Urad / moong) Raw Veg. Greenleaf Veg. Other Veg. Fruits Milk Sugar and Jaggery Edible Oil Fish Meat Egg Detergents etc Clothing Total Misc. @ 20%* Total Addl. Exp @ 25%** Total Housing @ 10%*** Grand Total Source

Price per Total cost as per kg. as per prevailing prevailing rates rates (In Rs) (In Rs) 18 769.5

42.75

Price per kg. taken by Staff Side (In Rs) 22.00

Total cost as per Staff Side (In Rs) 941

80

7.2

65.00

468

40

288

100 125 75 120 200 Ml 56

9.00 11.25 6.75 10.80 18 Lt. 5.00

28.00 24.00 26.00 50.00 24.00 24.00

252 370 176 540 432 120

10 10 10 30 24 24

90 112.5 67.5 324 432 120

40

3.6 2.5 5.00 90 (no)

90.00 180.00 180.00 2.50 300 P/m 80/Mt.

324 450 900 225 300 440 5838 1167.60 7005.60 1751.40

50 120 120 2 200 80/Mt.

180 300 600 180 200 440 4103.5 827 4930.5 400#

5.5 Mt.

400#

8757.00 973.00

5330.5 ^148

9730.00

5478.5

: Average market rates in Kolkata, Chennai, Delhi and Mumbai as indicated in the Economic Times & other major dailies (element of 20% has been added to cover the increase in cost in retail sale).

Notes PCU = Per day Consumption Unit 3CU = Three Consumption Units * 20% Miscellaneous charges towards fuel, electricity, water etc. ** Additional Expense at the rate of 25% includes expenditure towards education, medical treatment, housing, recreation, festivals etc. # Has been taken as Rs.400 because separate allowances for education, medical treatment and housing exist in the Government. Consequently, only the expenditure towards recreation & festivals need to be taken in . ^ Being the license fee chargeable for government accommodation at an average rate of 3% of the basic pay

53

Table 2.2.2 Fixation of Civilian Employees in the revised Pay Bands Pre-revised scale (S – 1) Rs.2550-55-2660-60-3200 Basic Pay in the pre-revised scale 2,550 2,605 2,660 2,720 2,780 2,840 2,900 2,960 3,020 3,080 3,140 3,200 Pre-revised scale (S – 2) Rs.2610-60-3150-65-3540 Basic Pay in the pre-revised scale 2,610 2,670 2,730 2,790 2,850 2,910 2,970 3,030 3,090 3,150 3,215 3,280 3,345 3,410 3,475 3,540

Revised Pay Band -1S + Grade Pay Rs.4440-7440 + Rs.1300 Revised pay in the running pay band 4,440 4,540 4,630 4,740 4,840 4,950 5,050 5,150 5,260 5,360 5,470 5,570

Grade Pay

Total Pay

1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300

5,740 5,840 5,930 6,040 6,140 6,250 6,350 6,450 6,560 6,660 6,770 6,870

Revised Pay Band -1S + Grade Pay Rs.4440-7440 + Rs.1400 Revised pay in the running pay band 4,550 4,650 4,750 4,860 4,960 5,070 5,170 5,280 5,380 5,490 5,600 5,710 5,820 5,940 6,050 6,160

54

Grade Pay

Total Pay

1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400 1,400

5,950 6,050 6,150 6,260 6,360 6,470 6,570 6,680 6,780 6,890 7,000 7,110 7,220 7,340 7,450 7,560

Pre-revised scale (S – 2A) Rs.2610-60-2910-65-3300-70-4000 Basic Pay in the pre-revised scale 2,610 2,670 2,730 2,790 2,850 2,910 2,975 3,040 3,105 3,170 3,235 3,300 3,370 3,440 3,510 3,580 3,650 3,720 3,790 3,860 3,930 4,000 Pre-revised scale (S – 3) Rs.2650-65-3300-70-4000 Basic Pay in the pre-revised scale 2,650 2,715 2,780 2,845 2,910 2,975 3,040 3,105 3,170 3,235 3,300 3,370 3,440

Revised Pay Band -1S + Grade Pay Rs.4440-7440 + Rs.1600

Revised pay in the running pay band 4,550 4,650 4,750 4,860 4,960 5,070 5,180 5,290 5,410 5,520 5,630 5,750 5,870 5,990 6,110 6,230 6,360 6,480 6,600 6,720 6,840 6,960

Grade Pay

Total Pay

1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600 1,600

6,150 6,250 6,350 6,460 6,560 6,670 6,780 6,890 7,010 7,120 7,230 7,350 7,470 7,590 7,710 7,830 7,960 8,080 8,200 8,320 8,440 8,560

Revised Pay Band -1S + Grade Pay Rs.4440-7440 + Rs.1650 Revised pay in the running pay band 4,620 4,730 4,840 4,950 5,070 5,180 5,290 5,410 5,520 5,630 5,750 5,870 5,990

55

Grade Pay

Total Pay

1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650

6,270 6,380 6,490 6,600 6,720 6,830 6,940 7,060 7,170 7,280 7,400 7,520 7,640

3,510 3,580 3,650 3,720 3,790 3,860 3,930 4,000 Pre-revised scale (S -4) Rs.2750-70-3800-75-4400 Basic Pay in the pre-revised scale 2,750 2,820 2,890 2,960 3,030 3,100 3,170 3,240 3,310 3,380 3,450 3,520 3,590 3,660 3,730 3,800 3,875 3,950 4,025 4,100 4,175 4,250 4,325 4,400

6,110 6,230 6,360 6,480 6,600 6,720 6,840 6,960

1,650 1,650 1,650 1,650 1,650 1,650 1,650 1,650

7,760 7,880 8,010 8,130 8,250 8,370 8,490 8,610

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.1800 Revised pay in the running pay band 4,990 5,120 5,120 5,150 5,280 5,400 5,520 5,640 5,760 5,890 6,010 6,130 6,250 6,370 6,490 6,620 6,750 6,880 7,010 7,140 7,270 7,400 7,530 7,660

56

Grade Pay

Total Pay

1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800

6,790 6,920 6,920 6,950 7,080 7,200 7,320 7,440 7,560 7,690 7,810 7,930 8,050 8,170 8,290 8,420 8,550 8,680 8,810 8,940 9,070 9,200 9,330 9,460

Pre-revised scale (S – 5) Rs.3050-75-3950-80-4590 Basic Pay in the pre-revised scale 3,050 3,125 3,200 3,275 3,350 3,425 3,500 3,575 3,650 3,725 3,800 3,875 3,950 4,030 4,110 4,190 4,270 4,350 4,430 4,510 4,590 Pre-revised scale (S – 6) Rs.3200-85-4900 Basic Pay in the pre-revised scale 3,200 3,285 3,370 3,455 3,540 3,625 3,710 3,795 3,880 3,965 4,050 4,135 4,220 4,305

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.1900 Revised pay in the running pay band 5,310 5,440 5,570 5,700 5,830 5,960 6,090 6,230 6,360 6,490 6,620 6,750 6,880 7,020 7,160 7,300 7,430 7,570 7,710 7,850 7,990

Grade Pay

Total Pay

1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900 1,900

7,210 7,340 7,470 7,600 7,730 7,860 7,990 8,130 8,260 8,390 8,520 8,650 8,780 8,920 9,060 9,200 9,330 9,470 9,610 9,750 9,890

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.2000 Revised pay in the running pay band 5,570 5,720 5,870 6,020 6,160 6,310 6,460 6,610 6,760 6,900 7,050 7,200 7,350 7,500

57

Grade Pay

Total Pay

2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000

7,570 7,720 7,870 8,020 8,160 8,310 8,460 8,610 8,760 8,900 9,050 9,200 9,350 9,500

4,390 4,475 4,560 4,645 4,730 4,815 4,900 Pre-revised scale (S – 7) Rs.4000-100-6000 Basic Pay in the pre-revised scale 4,000 4,100 4,200 4,300 4,400 4,500 4,600 4,700 4,800 4,900 5,000 5,100 5,200 5,300 5,400 5,500 5,600 5,700 5,800 5,900 6,000 Pre-revised scale (S – 8) Rs.4500-125-7000 Basic Pay in the pre-revised scale 4,500 4,625 4,750 4,875 5,000 5,125

7,640 7,790 7,940 8,090 8,230 8,380 8,530

2,000 2,000 2,000 2,000 2,000 2,000 2,000

9,640 9,790 9,940 10,090 10,230 10,380 10,530

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.2400 Revised pay in the running pay band 6,960 7,140 7,310 7,490 7,660 7,830 8,010 8,180 8,360 8,530 8,700 8,880 9,050 9,230 9,400 9,570 9,750 9,920 10,100 10,270 10,440

Grade Pay

Total Pay

2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400 2,400

9,360 9,540 9,710 9,890 10,060 10,230 10,410 10,580 10,760 10,930 11,100 11,280 11,450 11,630 11,800 11,970 12,150 12,320 12,500 12,670 12,840

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.2800 Revised pay in the running pay band 7,830 8,050 8,270 8,490 8,700 8,920

58

Grade Pay

Total Pay

2,800 2,800 2,800 2,800 2,800 2,800

10,630 10,850 11,070 11,290 11,500 11,720

5,250 5,375 5,500 5,625 5,750 5,875 6,000 6,125 6,250 6,375 6,500 6,625 6,750 6,875 7,000 Pre-revised scale (S – 9) Rs.5000-150-8000 Basic Pay in the pre-revised scale 5,000 5,150 5,300 5,450 5,600 5,750 5,900 6,050 6,200 6,350 6,500 6,650 6,800 6,950 7,100 7,250 7,400 7,550 7,700 7,850 8,000

9,140 9,360 9,570 9,790 10,010 10,230 10,440 10,660 10,880 11,100 11,310 11,530 11,750 11,970 12,180

2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800 2,800

11,940 12,160 12,370 12,590 12,810 13,030 13,240 13,460 13,680 13,900 14,110 14,330 14,550 14,770 14,980

Revised Pay Band PB-2 + Grade Pay Rs.8700-34800 + Rs.4200 Revised pay in the running pay band 8,700 8,970 9,230 9,490 9,750 10,010 10,270 10,530 10,790 11,050 11,310 11,580 11,840 12,100 12,360 12,620 12,880 13,140 13,400 13,660 13,920

59

Grade Pay

Total Pay

4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200

12,900 13,170 13,430 13,690 13,950 14,210 14,470 14,730 14,990 15,250 15,510 15,780 16,040 16,300 16,560 16,820 17,080 17,340 17,600 17,860 18,120

Pre-revised scale (S – 10) Rs.5500-175-9000 Basic Pay in the pre-revised scale 5,500 5,675 5,850 6,025 6,200 6,375 6,550 6,725 6,900 7,075 7,250 7,425 7,600 7,775 7,950 8,125 8,300 8,475 8,650 8,825 9,000 Pre-revised scale (S – 11) Rs.6500-200-6900 Basic Pay in the pre-revised scale 6,500 6,700 6,900 Pre-revised scale (S – 12) Rs.6500-200-10500 Basic Pay in the pre-revised scale 6,500 6,700 6,900 7,100 7,300

Revised Pay Band PB-2 + Grade Pay Rs.8700-34800 + Rs.4200 Revised pay in the running pay band 9,570 9,880 10,180 10,490 10,790 11,100 11,400 11,710 12,010 12,320 12,620 12,920 13,230 13,530 13,840 14,140 14,450 14,750 15,060 15,360 15,660

Grade Pay

Total Pay

4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200

13,770 14,080 14,380 14,690 14,990 15,300 15,600 15,910 16,210 16,520 16,820 17,120 17,430 17,730 18,040 18,340 18,650 18,950 19,260 19,560 19,860

Revised Pay Band PB-2 + Grade Pay Rs.8700-34800 + Rs.4200 Revised pay in the running pay band 11,310 11,660 12,010

Grade Pay

Total Pay

4,200 4,200 4,200

15,510 15,860 16,210

Revised Pay Band PB-2 + Grade Pay Rs.8700-34800 + Rs.4200 Revised pay in the running pay band 11,310 11,660 12,010 12,360 12,710

60

Grade Pay

Total Pay

4,200 4,200 4,200 4,200 4,200

15,510 15,860 16,210 16,560 16,910

7,500 7,700 7,900 8,100 8,300 8,500 8,700 8,900 9,100 9,300 9,500 9,700 9,900 10,100 10,300 10,500 Pre-revised scale (S – 13) Rs.7450-225-11500 Basic Pay in the pre-revised scale 7,450 7,675 7,900 8,125 8,350 8,575 8,800 9,025 9,250 9,475 9,700 9,925 10,150 10,375 10,600 10,825 11,050 11,275 11,500

13,050 13,400 13,750 14,100 14,450 14,790 15,140 15,490 15,840 16,190 16,530 16,880 17,230 17,580 17,930 18,270

4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200 4,200

17,250 17,600 17,950 18,300 18,650 18,990 19,340 19,690 20,040 20,390 20,730 21,080 21,430 21,780 22,130 22,470

Revised Pay Band PB-2 + Grade Pay Rs.8700-34800 + Rs.4600 Revised pay in the running pay band 12,970 13,360 13,750 14,140 14,530 14,930 15,320 15,710 16,100 16,490 16,880 17,270 17,670 18,060 18,450 18,840 19,230 19,620 20,010

61

Grade Pay

Total Pay

4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600 4,600

17,570 17,960 18,350 18,740 19,130 19,530 19,920 20,310 20,700 21,090 21,480 21,870 22,270 22,660 23,050 23,440 23,830 24,220 24,610

Pre-revised scale (S – 14) Rs.7500-250-12000 Basic Pay in the pre-revised scale 7,500 7,750 8,000 8,250 8,500 8,750 9,000 9,250 9,500 9,750 10,000 10,250 10,500 10,750 11,000 11,250 11,500 11,750 12,000 Pre-revised scale (S – 15) Rs.8000-275-13500 Basic Pay in the pre-revised scale 8,000 8,275 8,550 8,825 9,100 9,375 9,650 9,925 10,200 10,475 10,750 11,025 11,300 11,575 11,850 12,125

Revised Pay Band PB-2 + Grade Pay Rs.8700-34800 + Rs.4800 Revised pay in the running pay band 13,050 13,490 13,920 14,360 14,790 15,230 15,660 16,100 16,530 16,970 17,400 17,840 18,270 18,710 19,140 19,580 20,010 20,450 20,880

Grade Pay

Total Pay

4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800 4,800

17,850 18,290 18,720 19,160 19,590 20,030 20,460 20,900 21,330 21,770 22,200 22,640 23,070 23,510 23,940 24,380 24,810 25,250 25,680

Revised Pay Band PB-2 + Grade Pay Rs.8700-34800 + Rs.5400 Revised pay in the running pay band 13,920 14,400 14,880 15,360 15,840 16,320 16,800 17,270 17,750 18,230 18,710 19,190 19,670 20,150 20,620 21,100

62

Grade Pay

Total Pay

5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400

19,320 19,800 20,280 20,760 21,240 21,720 22,200 22,670 23,150 23,630 24,110 24,590 25,070 25,550 26,020 26,500

12,400 12,675 12,950 13,225 13,500 New (Group A Entry) Rs.8000-275-13500 Basic Pay in the pre-revised scale 8,000 8,275 8,550 8,825 9,100 9,375 9,650 9,925 10,200 10,475 10,750 11,025 11,300 11,575 11,850 12,125 12,400 12,675 12,950 13,225 13,500 Pre-revised scale (S – 16) Rs.9000 Basic Pay in the pre-revised scale 9,000

21,580 22,060 22,540 23,020 23,490

5,400 5,400 5,400 5,400 5,400

26,980 27,460 27,940 28,420 28,890

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 5400 Revised pay in the running pay band 15,600 15,600 15,990 15,990 16,390 16,390 16,800 17,270 17,750 18,230 18,710 19,190 19,670 20,150 20,620 21,100 21,580 22,060 22,540 23,020 23,490

Grade Pay

Total Pay

5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400 5,400

21,000 21,000 21,390 21,390 21,790 21,790 22,200 22,670 23,150 23,630 24,110 24,590 25,070 25,550 26,020 26,500 26,980 27,460 27,940 28,420 28,890

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 5400 Revised pay in the running pay band 15,990

63

Grade Pay

Total Pay

5,400

21,390

Pre-revised scale (S – 17) Rs.9000-275-9550 Basic Pay in the pre-revised scale 9,000 9,275 9,550 Pre-revised scale (S – 18) Rs.10325-325-10975 Basic Pay in the pre-revised scale 10,325 10,650 10,975 Pre-revised scale (S – 19) Rs.10000-325-15200 Basic Pay in the pre-revised scale 10,000 10,325 10,650 10,975 11,300 11,625 11,950 12,275 12,600 12,925 13,250 13,575 13,900 14,225 14,550 14,875 15,200

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 5400 Revised pay in the running pay band 15,990 16,390 16,800

Grade Pay

Total Pay

5,400 5,400 5,400

21,390 21,790 22,200

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 6100 Revised pay in the running pay band 17,970 18,540 19,100

Grade Pay

Total Pay

6,100 6,100 6,100

24,070 24,640 25,200

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 6100 Revised pay in the running pay band 17,400 17,970 18,540 19,100 19,670 20,230 20,800 21,360 21,930 22,490 23,060 23,630 24,190 24,760 25,320 25,890 26,450

64

Grade Pay

Total Pay

6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100 6,100

23,500 24,070 24,640 25,200 25,770 26,330 26,900 27,460 28,030 28,590 29,160 29,730 30,290 30,860 31,420 31,990 32,550

Pre-revised scale (S – 20) Rs.10650-325-15850 Basic Pay in the pre-revised scale 10,650 10,975 11,300 11,625 11,950 12,275 12,600 12,925 13,250 13,575 13,900 14,225 14,550 14,875 15,200 15,525 15,850 Pre-revised scale (S – 21) Rs.12000-375-16500 Basic Pay in the pre-revised scale 12,000 12,375 12,750 13,125 13,500 13,875 14,250 14,625 15,000 15,375 15,750 16,125 16,500

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 6500 Revised pay in the running pay band 18,540 19,100 19,670 20,230 20,800 21,360 21,930 22,490 23,060 23,630 24,190 24,760 25,320 25,890 26,450 27,020 27,580

Grade Pay

Total Pay

6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500

25,040 25,600 26,170 26,730 27,300 27,860 28,430 28,990 29,560 30,130 30,690 31,260 31,820 32,390 32,950 33,520 34,080

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 6600 Revised pay in the running pay band 20,880 21,540 22,190 22,840 23,490 24,150 24,800 25,450 26,100 26,760 27,410 28,060 28,710

65

Grade Pay

Total Pay

6,600 6,600 6,600 6,600 6,600 6,600 6,600 6,600 6,600 6,600 6,600 6,600 6,600

27,480 28,140 28,790 29,440 30,090 30,750 31,400 32,050 32,700 33,360 34,010 34,660 35,310

Pre-revised scale (S – 22) Rs.12750-375-16500 Basic Pay in the pre-revised scale 12,750 13,125 13,500 13,875 14,250 14,625 15,000 15,375 15,750 16,125 16,500 Pre-revised scale (S – 23) Rs.12000-375-18000 Basic Pay in the pre-revised scale 12,000 12,375 12,750 13,125 13,500 13,875 14,250 14,625 15,000 15,375 15,750 16,125 16,500 16,875 17,250 17,625 18,000

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 7500 Revised pay in the running pay band 22,190 22,840 23,490 24,150 24,800 25,450 26,100 26,760 27,410 28,060 28,710

Grade Pay

Total Pay

7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500

29,690 30,340 30,990 31,650 32,300 32,950 33,600 34,260 34,910 35,560 36,210

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 7600 Revised pay in the running pay band 20,880 21,540 22,190 22,840 23,490 24,150 24,800 25,450 26,100 26,760 27,410 28,060 28,710 29,370 30,020 30,670 31,320

66

Grade Pay

Total Pay

7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600

28,480 29,140 29,790 30,440 31,090 31,750 32,400 33,050 33,700 34,360 35,010 35,660 36,310 36,970 37,620 38,270 38,920

Pre-revised scale (S – 24) Rs.14300-400-18300 Basic Pay in the pre-revised scale 14,300 14,700 15,100 15,500 15,900 16,300 16,700 17,100 17,500 17,900 18,300 Pre-revised scale (S – 25) Rs.15100-400-18300 Basic Pay in the pre-revised scale 15,100 15,500 15,900 16,300 16,700 17,100 17,500 17,900 18,300 Pre-revised scale (S – 26) Rs.16400-450-20000 Basic Pay in the pre-revised scale 16,400 16,850 17,300 17,750 18,200 18,650

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 7600 Revised pay in the running pay band 24,890 25,580 26,280 26,970 27,670 28,370 29,060 29,760 30,450 31,150 31,850

Grade Pay

Total Pay

7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600 7,600

32,490 33,180 33,880 34,570 35,270 35,970 36,660 37,360 38,050 38,750 39,450

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 8300 Revised pay in the running pay band 26,280 26,970 27,670 28,370 29,060 29,760 30,450 31,150 31,850

Grade Pay

Total Pay

8,300 8,300 8,300 8,300 8,300 8,300 8,300 8,300 8,300

34,580 35,270 35,970 36,670 37,360 38,060 38,750 39,450 40,150

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 8400 Revised pay in the running pay band 28,540 29,320 30,110 30,890 31,670 32,460

67

Grade Pay

Total Pay

8,400 8,400 8,400 8,400 8,400 8,400

36,940 37,720 38,510 39,290 40,070 40,860

19,100 19,550 20,000 Pre-revised scale (S – 27) Rs.16400-450-20900 Basic Pay in the pre-revised scale 16,400 16,850 17,300 17,750 18,200 18,650 19,100 19,550 20,000 20,450 20,900 Pre-revised scale (S – 28) Rs.14300-450-22400 Basic Pay in the pre-revised scale 14,300 14,750 15,200 15,650 16,100 16,550 17,000 17,450 17,900 18,350 18,800 19,250 19,700 20,150 20,600 21,050 21,500 21,950 22,400

33,240 34,020 34,800

8,400 8,400 8,400

41,640 42,420 43,200

Revised Pay Band PB-3 + Grade Pay Rs.15600-39100 + 8400 Revised pay in the running pay band 28,540 29,320 30,110 30,890 31,670 32,460 33,240 34,020 34,800 35,590 36,370

Grade Pay

Total Pay

8,400 8,400 8,400 8,400 8,400 8,400 8,400 8,400 8,400 8,400 8,400

36,940 37,720 38,510 39,290 40,070 40,860 41,640 42,420 43,200 43,990 44,770

Revised Pay Band PB-4 + Grade Pay Rs.39200-67000 + 9000 Revised pay in the running pay band 39,200 39,200 40,180 40,180 41,190 41,190 42,220 42,220 43,280 43,280 44,370 44,370 45,480 45,480 46,620 46,620 47,790 47,790 48,990

68

Grade Pay

Total Pay

9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000

48,200 48,200 49,180 49,180 50,190 50,190 51,220 51,220 52,280 52,280 53,370 53,370 54,480 54,480 55,620 55,620 56,790 56,790 57,990

Pre-revised scale (S – 29) Rs.18400-22400 Basic Pay in the pre-revised scale 18,400 18,900 19,400 19,900 20,400 20,900 21,400 21,900 22,400 Pre-revised scale (S – 30) Rs.22400-525-24500 Basic Pay in the pre-revised scale 22,400 22,925 23,450 23,975 24,500 Pre-revised scale (S – 31) Rs.22400-600-26000 Basic Pay in the pre-revised scale 22,400 23,000 23,600 24,200 24,800 25,400 26,000

Revised Pay Band PB-4 + Grade Pay Rs.39200-67000 + 9000 Revised pay in the running pay band 43,280 44,370 44,370 45,480 45,480 46,620 46,620 47,790 48,990

Grade Pay

Total Pay

9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000 9,000

52,280 53,370 53,370 54,480 54,480 55,620 55,620 56,790 57,990

Revised Pay Band PB-4 + Grade Pay Rs.39200-67000 + 11000 Revised pay in the running pay band 48,990 50,220 51,480 52,770 54,090

Grade Pay

Total Pay

11,000 11,000 11,000 11,000 11,000

59,990 61,220 62,480 63,770 65,090

Revised Pay Band PB-4 + Grade Pay Rs.39200-67000 + 13000 Revised pay in the running pay band 48,990 50,220 51,480 54,090 55,450 56,840 58,270

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Grade Pay

Total Pay

13,000 13,000 13,000 13,000 13,000 13,000 13,000

61,990 63,220 64,480 67,090 68,450 69,840 71,270

Pre-revised scale (S – 32) Rs.24050-650-26000 Basic Pay in the pre-revised scale 24,050 24,700 25,350 26,000 Pre-revised scale (S – 33) 26000 (fixed) Basic Pay in the pre-revised scale 26000 Pre-revised scale (S – 34) 30000 (fixed) Basic Pay in the pre-revised scale 30000

Revised Pay Band PB-4 + Grade Pay Rs.39200-67000 + 13000 Revised pay in the running pay band 52,770 55,450 56,840 58,270

Grade Pay

Total Pay

13,000 13,000 13,000 13,000

65,770 68,450 69,840 71,270

Grade Pay

Total Pay

-

80,000

Apex Scale 80000 (fixed) Revised pay in the Apex Scale 80,000

Cabinet Secretary/Equivalent Scale 90000 (fixed) Revised pay in Cabinet Secretary/Equivalent Scale 90000

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Grade Pay

Total Pay

-

90000

Chapter 2.3

Pay scales of Defence Forces Personnel

Introduction

2.3.1 The first two Pay Commissions did not consider the pay scales, allowances and other service conditions of Defence Forces personnel. At that time, the structure of emoluments of the Defence Forces personnel was looked into by the departmental committees which included the representatives of the three services.

Post-war Pay Committee

2.3.2 After the First Pay Commission, a Post War Pay Committee was constituted for the Defence Forces personnel. Their recommendations were implemented from 1/7/1947. The Committee simplified the pay structure of the Defence Forces personnel considerably and abolished a number of allowances which had either relevance only to war conditions or which could be merged with the pay. The Committee established a broad relativity of officers of Defence Forces with the officers of Class-I central services and the Indian Police Service (IPS). Insofar as Personnel Below Officer Ranks (PBORs) were concerned, the fully trained infantry solider with 3 years service was equated with a semi-skilled worker. Pension related issues of the Defence Forces were considered subsequently by the Defence Forces Pension Revision Committee constituted in 1949 which gave its report in 1950.

Raghuramaiya Committee

2.3.3 Subsequent to the report of the Second Pay Commission, the consequential changes for Defence Forces personnel were effected as per the recommendations made by the Raghuramaiah Committee that gave its report in 1960. The revisions made by this Committee were consequential in nature and broadly followed the revisions made by the Second C on the civil side. The Committee did not modify any of the principles followed by the Post War Pay Committee. The Raghuramaiya Committee specifically mentioned that the accepted parallel between defence service officers and Class-I services of the Central Government, particularly the Indian Police Service should be continued.

Subsequent developments

2.3.4 Subsequently, the parity of officers’ pay scale in Defence Forces vis-à-vis that of the IPS got cemented further and modifications in the IPS scales became a trigger for corresponding changes in the analogous grade in the Defence Forces.

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Third Pay Commission

2.3.5 The Third Pay Commission was the first Commission whose of reference included examination of the structure of emoluments, the retirement benefits and and conditions of the Defence Forces personnel. The Commission noted that the relativity of the officers in Defence Forces vis-à-vis IPS was only a working method of devising scales of pay for the service officers which did not mean that the functional role of the two services were similar. The Commission, however, qualified this statement by mentioning that the job profile of IPS officers was the closest civilian analogue vis-à-vis infantry officers and that a working relationship did exist between the two organizations. The Commission also specifically noted that the pay structure of the Indian istrative Service with its long pay scales was particularly unsuitable for service officers.

Disturbance Allowance and the edge in Defence Forces pay scales

2.3.6 The Defence Forces had demanded a higher rate of Special Disturbance Allowance from the Third Pay Commission. The Commission, however, noted that the Disturbance Allowance was granted in 1950 as a temporary measure to improve the earnings of service officers without interfering with the pay scales introduced as per the recommendations of the Post War Pay Committee which had brought down the pay scales of many Indian Commissioned Officers (ICOs). At such time, the grant of Disturbance Allowance offered some relief to them. The Third Pay Commission noted that the extent of turbulence was off-set by the special facilities given to Defence Forces personnel and no justification existed for continuance of the Special Disturbance Allowance as a separate entity. The Commission, however, did not recommend total abolition of this allowance as it had existed for a long time and instead merged this allowance with the pay scales of Defence Forces officers. Hence, the Third C pay scales of Defence Forces officers also contained an element of Special Disturbance Allowance which had hitherto been given as a separate allowance. On of this fact, post-Third C, the pay scales of Defence Forces officers had a slight edge vis-à-vis the analogous posts in the civilian side.

Fourth C

2.3.7 The Fourth C, while devising the revised pay scales of Defence Forces officers took into note the proposal seeking running pay bands put forth by the Defence Forces. The Defence Forces had desired a running pay band so as to ensure a smooth and improved career progression which otherwise was not possible especially as any large scale cadre review in the Defence Forces would have created unacceptable aberrations in their hierarchical structure. The Fourth Pay Commission, accordingly, recommended an integrated pay scale for all officers upto the rank of Brigadier and equivalent in three services and separately gave a rank pay ranging from Rs.200 to Rs.1200 p.m. for posts from Captain/equivalent to Brigadier/equivalent. During such time, the Defence Forces had

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desired inclusion of the officers in the rank of Major General also in the proposed integrated pay scale. This was, however, not found acceptable by the Fourth C who, therefore, placed Major Generals in the pay scale of Rs.5900-6700 being the senior istrative payscale (SAG) for civilians. Fifth C

2.3.8 The Fifth C took note of the fact that the Special Disturbance Allowance had been incorporated by the Third C in the pay scales of Defence Forces officers. The Commission, accordingly, recommended a similar edge in the starting pay of Lieutenant (the rank of 2nd Lieutenant having been recommended to be abolished by the Commission) who was, therefore, given the starting pay of Rs.8250 as against Rs.8000 recommended for a civilian Group A officer. Before the Fifth C, the Defence Forces had proposed two running pay bands for Defence Forces officers – (i) till the post of Colonel; and (ii) from Brigadier to Lt. General. The Fifth C, however, concluded that a separate dispensation for Defence Forces in the form of running pay bands would have repercussions on civilian employees and that the better method would be to provide explicit compensation in regular pay scales. The Commission, accordingly, recommended abolition of integrated pay scales by regular pay scales with progression in pay being provided by the mechanism of A Scheme. The Fifth C, however, retained the concept of rank pay for officers till the post of Brigadier. The pay scale of Major General/equivalent was recommended as Rs.18400-22400 on par with SAG scale of civilians.

Relativity between Defence Forces and civilian officers established by the earlier Pay Commissions

2.3.9 The relativity existing between pay scales of analogous posts in the Defence Forces and the civilians since the time of Third Central Pay Commission is tabulated as follows: Third C recommendations (in Rs.) Civilian Defence Forces* Grade Pay Scale Grade Pay Scale JTS 700-1300 2nd Lieut. 750-790 Lieut. 830-950 STS 1100-1600 Capt. 1020-1450 Major 1350-1750 JAG 1200-2000 Lt. Col. (Acting) 1500-1900 Lt. Col. (Subs.) 1700-1900 Lt. Col. (TS) 1800 (Fixed) NFSG 2000-2250 Colonel 1950-75-2175 DIG 2250-2500 Brig. 2200-100-2400 SAG I 2500-2750 Major General 2500-2750 HAG 3000 Fixed Lt. General 3000 (Fixed) Secretary 3500 Fixed General 3500 (Fixed) Service Chiefs 4000 (Fixed) *(The pay scales in Navy were slightly different.)

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Civilian Grade Scale (Rs.) JTS STS JAG NFSG DIG

Fourth C recommendations Defence Forces Pay Grade Scale (Rs.) 2nd Lieut. to Brig.

2200-4000 3000-4500 3700-5000 4500-5700 5100-5700 (Revised to 5100-6150)

Pay

2300-100-4200EB-100-5000 (Integrated pay scale) (Revised to 2300-5100)

Rank

Amount of rank pay (p.m.) Capt. & equ. 200 Major & equ. 400 Lt. Col. (Sel. & equ.) 600 Col. & equ. 800 Brig. & equ. 1200 Pay scales for higher levels SAG 5900-6700 HAG 7600 (fixed) Secretary 8000 (fixed) Cab. Secy.9000 (fixed)

Civilian Grade Scale (Rs.) JTS

Maj. Gen. & equ. Lt. Gen. Army Comm. Service Chiefs

5900-200-6700 7600 (fixed) 8000 (fixed) 9000 (fixed)

Fifth C recommendations Defence Forces Pay Grade Pay Scale Rank pay (Rs.) (p.m.)

8000-13500

Lieut. 8250-10050 Capt. 9600-11400 Maj. 11600-14850 Lt. Col. 13500-17100 Col. 15100-17350 Brig. 15350-17600 Maj. Gen. 18400-22400 Lt. Gen. & equ. 22400-24500 Vice Chiefs and Army Comm. Equivalent 26000 (fixed) Service Chiefs 30000 (fixed)

STS 10000-15200 JAG 12000-16500 NFSG 14300-18300 DIG 16400-20000 SAG 18400-22400 HAG 22400-24500 Secretary 26000 (fixed) Cab. Secy. 30000 (fixed)

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400 1200 1600 2000 2400 -

-

Analysis

2.3.10 The following facts emerge from the history of the rank structure of officers in the Defence Forces:(i)

A broad parity has always existed between the pay scales of Defence Forces officers and civilian group A services in general and with IPS in particular.

(ii)

Special Disturbance Allowance was given to the Defence Forces officers in 1950 as a temporary measure to improve their earnings without interfering with the pay scales introduced as per the recommendations of the Post War Pay Committee which had brought down the pay scales of many Indian Commissioned Officers (ICOs).

(iii)

An edge was provided by the Third C in the Defence Forces officer’s pay scales because the Commission had converted the then existing Special Disturbance Allowance into an edge in starting pay vis-à-vis the civilian group A officers.

(iv)

The Fourth C had continued this edge in devising the running pay band for Defence Forces officers up to the rank of Brigadier and had revised the integrated pay scale taking in the time taken for promotion to different pay scales. The element of rank pay was carved out of the pay scales so revised after giving the edge vis-à-vis civilian group A officers.

(v)

The Fifth C maintained this edge even though it reverted from running pay bands to individual pay scales for various officers’ ranks in the Defence Forces.

(vi)

The edge in the Defence Forces pay scales for their officers is on of the Special Disturbance Allowance. Otherwise, the established relativity of the posts of Major General and Brigadier is with SAG and DIG pay scales of civilians/police forces respectively.

(vii)

The Defence Forces had sought running pay band upto the post of Major General before the Fourth C. The Commission, however, conceded the running pay band only upto the post of Brigadier/equivalent.

(viii)

The Fifth C had not recommended running pay in Defence Forces on of the repercussions it would have had on civilian pay scales.

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Analysis – Movement of SSCOs into MFs

2.3.11 This Commission has recommended running pay bands for all civilian employees. The ground on which the Fifth C had not conceded the demand of the Defence Forces to grant them running pay bands viz. the impact it will have on the civilian pay scales, therefore, does not hold good any longer. As such, running pay bands can justifiably be reintroduced for Defence Forces officers as well. Introduction of running pay bands for Defence Forces is necessary, even otherwise, to give effect to the recommendation envisaging absorption of all Short Service Commissioned Officers (SSCOs) and PBORs at appropriate levels in the Central Para Military Forces (MFs). This absorption will not be feasible unless identical or at least similar pay scales are introduced for civilians as well as the Defence Forces. For smooth assimilation of PBORs and SSCOs on completion of their stint in the Defence Forces in MFs, similar pay scales along with one to one co-relation of analogous posts in the Defence Forces and MFs would be necessary. The normal stint of SSCOs in Defence Forces is 7 years. After 7 years of service, an officer in the Defence Forces will be in the rank of Major/equivalent. In MFs, a direct Group A recruit with 7 years of service is likely to be in the scale of Rs.10000-15200 carrying the post of Deputy Commandant. Even otherwise, the posts of Major/equivalent in the Defence Forces and Deputy Commandant in MFs need to be treated as analogous because a direct recruit officer takes minimum 6 years to be promoted to this post in both the organizations. The Commission is fully aware that start of the pay scale of Major/equivalent (Rs.11600-325-14850) in Defence Forces is higher than that of Deputy Commandants (Rs.1000015200). This, however, is on of the edge prevailing in the Defence Forces which will continue till the time the officer serves there in form of Military Service Pay (MSP). Once the officer switches over to MFs, the MSP will not be payable as a separate element but will be counted for purposes of fixation of pay in the pay scale applicable to the post of Deputy Commandant/equivalent in any of the MFs. This will ensure that an officer on his switch over from Defence Forces to MFs does not lose out monetarily.

Analysis – Military Service Pay

2.3.12 The Commission is of the view that running pay bands on par with those recommended for civilian officers needs to be introduced in respect of the Defence Forces as well. This is also in conformity with the recommendations of all the three earlier Central Pay Commissions that had simultaneously considered the pay scales and related issues of civilians as well as the Defence Forces. The edge enjoyed by the Defence Forces over the civilian scales will, after suitable enhancement to meet the genuine aspirations of the Defence Forces, be given as a separate element called Military Service Pay. Presently the edge enjoyed by the Defence Forces

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officers is limited to the rank of Brigadier. This edge will need to be protected. The edge will be carried to the post of Major General as well because Military Service Pay shall be taken in for purposes of fitment at the time of promotion from Brigadier to Major General. Higher grades do not need to be extended any MSP. Consequently, the Military Service Pay will be extended to all the posts in the Defence Forces upto the level of Brigadier/equivalent. MSP being a new element, no arrears shall be paid on this . It will, however, be considered for purposes of fixation of pay and pension. 2.3.13 The Military Service Pay shall count as pay for all purposes except for computing the annual increment(s). However, status of the Defence Forces officers would be determined by the grade pay attached to their post as is the case with civilians. This will meet the two major demands of the Defence Forces viz. i) ii)

Parity with civilian posts with a distinct edge to compensate for hardships specific to defence service. Grant of Military Service Pay.

As stated earlier, the Commission has taken adequate care while devising the Military Service Pay to ensure that not only the element of edge over civilian pay scales currently enjoyed by the Defence Forces is maintained but also that the genuine aspirations of the Defence Forces officers are met. Recommendations regarding pay scales of Defence Forces officers

2.3.14 In view of the discussions in the preceding paras, the Commission recommends following pay scales for Service Officers in the Defence Forces:(Rs.) Post Pay Grade Military Band Pay Service Pay# Lieutenant/equ. 15600-39100 5400 6000 Captain/ equ. 15600-39100 5700 6000 Major/ equ. 15600-39100 6100 6000 Lt. Colonel/ equ. 15600-39100 6600 6000 Colonel/ equ. 15600-39100 7600 6000 Brigadier/ equ. 15600-39100 8400 6000 Major General/ equ. 39200-67000 9000 Nil* Lt. General/ equ. 39200-67000 11000 Nil Vice Chiefs and 80000 (Fixed) Nil Nil Army Commander/ equ. Service Chiefs 90000 (Fixed) Nil Nil # No arrears on of Military Service Pay shall be payable. * The element of Military Service Pay shall be taken in for purposes of fitment at the time of promotion from Brigadier/equivalent to Major General/equivalent.

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Pay of Principal Staff Officers/ DG(AFMS)

2.3.15 The Defence Forces have proposed to place the Principal Staff Officers (PSOs) at Service Headquarters in the same pay scale as Secretary to Government of India and Army Commander/equivalent on the ground that they bring vast experience, professional knowledge, istrative and operational acumen in shaping the future policies of the three Services. PSOs take decisions having far reaching operational, personnel and financial ramifications on behalf of the Service Chiefs. In view of the fact that PSOs are posted at service headquarters and upgradation of the pay scale of PSOs who draw the same pay scale as Corps Commanders, who are in the field would affect the relativity between field and peace assignments, the Commission does not recommend upgradation of the pay scale of PSOs.

Pay scale of Director General (AFMS)

2.3.16 Higher scale of Rs.26,000 (fixed) has been demanded for the post of Director General (Armed Force Medical Service). Adequate justification exists for this demand as the cadre of Doctors in the Armed Forces should justifiably be headed by an officer in the Apex Scale. No relativity is likely to be disturbed on this as no other post presently exists in the Defence Forces in this scale. The Commission recommends placement of the post of Director General (AFMS) in the Apex Scale of Rs.80,000 (fixed) corresponding to the pre-revised pay scale of Rs.26,000 (fixed).

Higher pay on personal basis to officers not promoted due to short tenure/ promotion on nonfunctional basis

2.3.17 Presently, Lt. General and equivalent who have less than two years service are not promoted as Army Commander even though they may be otherwise eligible. A demand has been made that Lt. General/equivalent not promoted as Army Commander/equivalent for want of residual service should be given the pay of Army Commander/equivalent. Grant of promotion on non-functional basis for certain other posts of officers has also been demanded. The demand has some merit as grant of higher pay on personal basis to Defence Forces officers not promoted due to short tenure would appear to be justified. The Commission, however, is not making a clear-cut recommendation on this issue because, in its opinion, the demand has to be considered by the Government taking in view the various considerations. The Commission recommends that the Government should consider the demand for grant of higher pay band and grade pay on non-functional basis to the Defence Forces officers who are not promoted due to short tenure. This nonfunctional upgradation, if allowed, will not count for other benefits like increase in tenure, etc.

Starting pay for AMC officers

2.3.18 Presently officers belong to the Armed Medical Corps (AMC) are given different entry level pay scale as compared to other commissioned officers. A Lieutenant (Army) is paid the entry level

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pay scale of Rs.9150 during internship. Doctors who the services after their internship are inducted as Captain in the entry level scale of Rs.9450. The existing position ensuring a higher start for these officers is justified. The Fifth C had also adopted this approach. The initial entry scale recommended by the Fifth C for Lieutenant and Captain in the Armed Medical Corps tentamounted to 3 and 4 advance increments respectively. The existing position needs to be maintained. The Commission, accordingly, recommends that Lieutenant of the Army Medical Corps, Army Dental Corps, Remount and Veterinary Corps should be given a start that is 7.5% higher than the minimum of the pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.5400 attached to the post of Lieutenant. Similarly, Captains in the Army Medical Corps should be given the entry pay that is 10% higher than the minimum of pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.5700 attached to the post of Captain. MNS – introduction

2.3.19 Officers of Military Nursing Service are treated on par with officers of general cadre in respect of leave, LTC and other facilities. Their pay scales are however lower and they are not entitled for benefit of FR 22(1)(a)(i) at the time of promotion. They are recruited either through the Defence Forces nursing schools which award a diploma in nursing. Civilian nurses with a degree [B.Sc. (Nursing)] are also eligible. They not only fulfill all the functions in the nursing field but are also liable to serve in the field areas just like any other personnel of the Defence Forces.

Recommendations regarding pay scales MNS Officers

2.3.20 Officers belonging to Military Nursing Service (MNS) have a starting pay equal to the Group A civilian starting scale. MNS cadre follows same designations as the officers of the Army, however, their pay scales are slightly lower. The two preceding Pay Commissions had considered the issue of lower pay scales in MNS and recommended that parity of MNS officers with other Service Officers was not justified. The Fifth C had additionally observed that it would not be fair to give parity between civil nurses and MNS officers keeping in view the all India liability and military service element of the latter category. The observations made by the Fifth Central Pay Commission regarding absence of any justification for drawing parity between civil nurses and MNS officers are apt. The Commission, however, is of the view that no differential in salary of officers belonging to the Services or MNS is justified and that the pay band and grade pay of similarly designated posts in Service Officers cadre and MNS cadre should be same. In line with the other Defence Forces personnel, Military Service Pay (MSP) would also need to be extended in their case. The rates of MSP would however need to be kept suitably lower keeping in view the fact that MNS officers are not primarily meant for combat

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duties. The Commission, accordingly, recommends the following pay structure for MNS officers:Post

Pay Band 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 15600-39100 39200-67000

Grade Pay 5400 5700 6100 6600 7600 8400 9000

(Rs.) Military Service Pay# 4200 4200 4200 4200 4200 4200 Nil*

Lieutenant/ equ. Captain/ equ. Major/ equ. Lt. Colonel/ equ. Colonel/ equ. Brigadier/ equ. Major General/equ. # No arrears on of Military Service Pay shall be payable.

The element of Military Service Pay shall be taken in for purposes of fitment at the time of promotion from Brigadier/equivalent to Major General/equivalent. Pay fixation & Career progression of MNS Officers

2.3.21 Benefit of pay fixation at the time of regular promotion to the next higher grade is always available because promotions to the next higher grade with a concomitant change in the pay scale (now pay band and grade pay) cannot be otherwise than on functional considerations. Even otherwise, benefit of fixation under FR 22(1)(a)(i) is available even at the time of financial upgradation under Assured Career Progression Scheme in case of civilians. The Commission has proposed retention of benefit of such pay fixation even in the Modified Assured Career Progression Scheme being recommended in the Report. In such a scenario, grant of pay fixation at the time of promotion to the officers of MNS cadre is eminently justified. The Commission, accordingly, recommends that benefit of pay fixation (equal to 2.5% of pay) on par with all other categories of employees be allowed to the officers of MNS cadre at the time of their promotion. The scheme of time bound promotions upto the level of Lieutenant Colonel, already available to the Service Officers, should be extended to MNS officers as well.

MNS (Local)

2.3.22 MNS cadre also comprises the cadre of MNS (Local). The cadre was constituted when in the regular cadre of MNS, service was not permitted after marriage. Officers belonging to MNS (Local) cadre are recruited in the rank of Lieutenant and are not entitled for further promotion. The existing pay scale of this category of officers is Rs.5500-9000. MNS (Local) is a dying cadre and no further recruitment is being made to this cadre because now regular MNS officers are retained in service after marriage. There are only 13 officers in this cadre. Since the duties of MNS (Local) officers are similar to those belonging to the regular cadre of MNS,

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the Commission is of the view that these officers should be placed on par with the entry scale of officers belonging to the regular cadre of MNS. It is, accordingly, recommended that all officers belonging to MNS (Local) cadre should be placed in the pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.5400 and MSP of Rs.4200. They will be eligible for two non-functional financial upgradations as at present on completion of stipulated years of service. Personnel Below Officer Ranks (PBORs)

2.3.23 Personnel Below Officer Ranks (PBORs) in Defence Forces are placed in three different groups depending upon the trade groups that represent different skill requirements. The Fifth Central Pay Commission had noted that till Fourth C, the linkage existed between the industrial worker and the Group D infantry soldier. The Fourth C was of the view that duties of infantry soldiers were not really comparable with any other category of employee and the scales were formulated in a manner that gave an edge to the infantry soldier with three years service over the skilled worker. The Fifth Central Pay Commission recommended that infantry solider should continue to have an edge at the start over a Constable belonging to the Central Police Organisation. Before Fifth C, the PBORs were placed in five different groups namely A, B, C, D and E. The Fifth C recommended merger of Groups C & D for PBORs. Different pay scales were however given for trade groups in the three Defence Forces. Subsequently, the various groups for PBORs in the Defence Forces were reduced to three. Presently, three different trade groups viz. X, Y and Z exist for PBORs in the three Defence Forces.

Principles and methodology for devising new pay scales for PBORs

2.3.24 The Commission is recommending lateral shift of PBORs and Short Service Commission Officers (SSCOs) to Central Police Organisations (Os) and Defence Civilian Organisations. To facilitate this lateral shift, a clear one to one relativity has to be established between different grades in the Defence Forces and those existing in Os/Defence Civilian Organisations. The pay scales of PBORs, therefore, needed to be converted to those existing in the civilian side so that no relativity issues can arise at the time of their lateral shift to Os/Defence Civilian Organisations. Defence Forces t memorandum to the Commission has proposed common pay scales for various trade groups in the three Defence Forces. This is in modification of the present situation where the trade groups in the three Defence Forces are different. The Commission is of the view that placing personnel in same trade groups in different Defence Forces in an identical pay scale is justified because the trade groups are classified as per the skill requirements. Therefore, the amount of skill required in an identical trade group, whether in Army, Navy or Air Force would be same. Accordingly, a similar pay scale has to be given for PBORs in the

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same trade group irrespective of whether they are serving in the Army, Navy or Air Force. The t memorandum proposed retention of the three trade groups. The issue was discussed in a series of meetings with the officers of the three forces. During the course of these meetings, the issue of further reduction in the existing trade groups was also discussed. Officials of the Army, which has maximum number of personnel in the Z trade group, favored merger of the Y and Z trade groups. Air Force has very few categories in the Z trade group. Officials of the Navy had no objection in case the existing three trade groups were reduced to two with the lowest trade group (Z) being merged with the next higher trade group (Y). The Commission is of the view that the merger of Y and Z trade groups is necessary keeping in view the general principle being followed for civilian pay scales where all posts in Group D have been upgraded with the existing incumbents being placed in Group C pay scale. Revised pay bands and grade pay

2.3.25 Keeping in view the principles propounded in the preceding para, civilian pay scales will need to be extended in case of PBORs. Further, not only the edge presently enjoyed by PBORs over civilian posts will need to be protected, but also the higher emoluments enjoyed by PBORs in X trade group over those in Y trade group will also have to be maintained. Since most of the PBORs will now be shifted laterally to the Os after their stint in the Defence Forces, the pay scales recommended for various posts in Os will need to be extended to PBORs. The Commission is unable to recommend different grade pay for PBORs holding same ranks in the two trade groups because in the Defence Forces, the seniority is not dependent on the pay scale but on the rank held by the concerned personnel. Consequently, a Naik in Group Y, despite enjoying a lower start visà-vis a Sepoy in group X, will still be superior in rank vis-à-vis the latter. Since, in the revised scheme of pay bands and grade pay being recommended by the Commission, the status within a pay band will be determined by the grade pay, it is not possible to recommend different grade pay for same ranks in different trade groups. Thus, the edge presently enjoyed by PBORs in X trade group will need to be protected in the form of separate X Group pay. The Commission has consequently recommended a separate X Group Pay for the PBORs in the X Group.

Military Service Pay for PBORs

2.3.26 The existing relativity of PBORs vis-à-vis Os and other civilian posts is not only fully protected but in fact it is being enhanced through the grant of Military Service Pay at all levels. For Defence Forces officers, the Commission has recommended MSP of Rs.6000 for posts upto Brigadier/equivalent equivalent. The Commission is of the view that the rate of MSP as a percentage of the existing pay has to be maintained in case of officers (up to the level of Brigadier/equivalent) as well as PBORs because the

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difficulties faced in field situations by both these categories are similar. The minimum pre-revised basic pay at the entry level for officers is Rs. 8250. The minimum pre-revised basic pay at the entry level for PBORs is Rs.3200. Hence, the ratio between minimum pre revised basic pay of officers and PBORs in Fifth C pay scales is 2.6. Going by this ratio, the MSP for PBORs should have been Rs.2308 (6000/2.6). However, in case of officers, rank pay for various grades up to Brigadier/equivalent was also payable which will no longer be paid in the revised scheme of running pay bands along with grade pay and MSP (in case of defence officers). The average rank pay for grades of officers up to Brigadier/equivalent works out to Rs.1267. This amount will need to be excluded while computing MSP for PBORs as they were not paid any rank pay. The MSP for PBORs, therefore, should be in the vicinity of Rs. 1000. The Commission, accordingly, recommends that all PBORs may be paid Military Service Pay of Rs.1000 p.m. Relativity between trade groups X and Y

2.3.27 Insofar as pay of PBORs in group X is concerned, a separate element will have to incorporate the edge that existed in their pay scales vis-à-vis the PBORs in Group Y. The following table gives the difference between pay scales proposed in the common memorandum for PBORs in X and Y trade groups:-

Rank

X scale

Y Scale

Difference

Sepoy

3675-4725

3325-4375

350

Naik

4150-5200

3900-5175

250

Havaldar

5000-6500

4320-5820

680

Nb. Subedar

6000-8520

5620-8140

380

Subedar

6750-9790

6600-9320

150

Subedar Major

7400-10200

6750-9550

650

As shown in the table above, the difference between the pay scales in various ranks of group X and Y varies between Rs.150 to Rs.680. The average difference works out to Rs.410. Dearness allowance and dearness pay are also payable on this difference. Further, relativity of some of the grades of PBORs in group X with diploma holders in the civilian side will also need to be taken in consideration. In the case of civilians, posts requiring minimum qualification of diploma in engineering are placed in the grade pay of Rs.4200 that corresponds to the pre-revised scale of Rs.5000-8000 and is being merged with the scales of Rs.5500-9000 and Rs.650010500. The grade immediately lower (Rs.4500-7000) carries the grade pay of Rs.2800. In the Defence Forces, some of the posts in X

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group whose minimum qualifications are held equivalent to a diploma in engineering are being placed in the grade pay corresponding to the pre-revised pay scale of Rs.4500-7000. The element of X group pay will, therefore, need to be sufficient to cover the difference in grade pays between the pre-revised pay scales of Rs.4500-7000 and Rs.5000-8000. This difference is Rs.1400. Accordingly, the Commission recommends X group pay of Rs.1400 for PBORs in the X group. No Y group pay shall be paid as X group pay is being paid to protect the existing edge of the PBORs in X group vis-à-vis those in Y group. Recommendations

2.3.28 In view of the discussions in preceding paragraphs, the following recommendations are made in respect of pay scales for PBORs:i) Only two trade groups shall be retained for PBORs with the earlier trade groups Y and Z being merged. The personnel in the present trade group Z shall be placed in the same rank in trade group Y. ii)

The pay bands and grade pay for same ranks in both the trade groups will be same. The personnel in trade group X will have a separate X Group Pay.

iii)

The revised pay bands, grade pay, Military Service Pay and X Group Pay for Personnel Below Officer Ranks in trade groups X and Y shall be as under:-

Army PBORs

(in Rs.) Recommended Pay Band

Grade Pay

Military Service Pay#

X Group Pay*

Sepoy

4860-20200

2000

1000

1400

Naik

4860-20200

2400

1000

1400

Havaldar

4860-20200

2800

1000

1400

Nb Sub.

8700-34800

4200

1000

1400

Subedar

8700-34800

4600

1000

1400

Sub. Maj.

8700-34800

4800

1000

1400

(Existing Scales)

# No arrears on of Military Service Pay shall be payable. * X Group Pay is payable only to the PBORs in X Group.

84

Air Force PBORs

(in Rs.) Recommended Pay Band

Grade Pay

Military Service Pay#

X Group Pay*

AC/LAC

4860-20200

2000

1000

1400

Corporal

4860-20200

2400

1000

1400

Sergeant

4860-20200

2800

1000

1400

Jr. Warrant Officer

8700-34800

4200

1000

1400

Warrant Officer

8700-34800

4600

1000

1400

MWO

8700-34800

4800

1000

1400

(Existing Scales)

# No arrears on of Military Service Pay shall be payable. X Group Pay is payable only to the PBORs in X Group. Navy – X Group PBORs

(in Rs.) Recommend ed Pay Band

Grade Pay

Military Service Pay#

X Group Pay*

Apprentice

4860-20200

2000

1000

1400

Artificer V

4860-20200

2400

1000

1400

Artificer IV

4860-20200

2800

1000

1400

Artificer III-I**

8700-34800

3400

1000

1400

Chief Artificer

8700-34800

4200

1000

1400

MO II

8700-34800

4600

1000

1400

MO I

8700-34800

4800

1000

1400

(Existing Scales)

# No arrears on of Military Service Pay shall be payable. * X Group Pay is payable only to the PBORs in X Group. **Intermediate scale not available in the civilian side

85

Navy – Y Group PBORs

(in Rs.) Military Service Pay#

(Existing Scales)

Recommended Pay Band

Grade Pay

Seaman II/ Seaman I

4860-20200

2000

1000

Leading Seaman

4860-20200

2400

1000

Petty Officer

4860-20200

2800

1000

Chief Petty Officer

8700-34800

4200

1000

MO II

8700-34800

4600

1000

MO I

8700-34800

4800

1000

# No arrears on of Military Service Pay shall be payable. Different tables for PBORs belonging to the X Group & Y Group in Navy have been given as the designations in these two groups are different in Navy. Pay of recruits during training

2.3.29 PBORs recruits receive a stipend during their training period. On successful completion of training, they are paid full salary with retrospective effect minus the stipend already paid. The Defence Forces have demanded that since PBORs are being paid the effective pay albeit retrospectively hence they should actually be paid full salary right from the time they as a recruit instead of the stipend presently being given. The present position in respect of PBORs recruits and officer cadets is the same and salary is not payable during the training period in either case. The Defence Forces have, in fact, demanded a similar dispensation for the officer cadets. The Commission has considered this issue in Chapter 4.10 of the Report but has been unable to concede it. To retain the existing relativity, a similar position would need to be persisted with in case of PBORs as well. In any case the existing arrangement does not cause any pecuniary loss to PBOR recruits as they are given the arrears as a lump sum on successful completion of the training. In such a scenario, no real justification exists for changing the extant position. The Commission, therefore, recommends that the existing position regarding pay of recruits during training may continue. The existing rates of the stipend shall, however, be doubled. The rates may be increased by 50% every time the dearness allowance payable on revised pay bands goes up by 50%.

Pay scale of Honorary Lieutenant and Captain

2.3.30 Presently Honorary Commission is granted to select Junior Commissioned Officers. These Honorary Commissioned Officers are granted fixed pay as follows :-

86

Honorary Lieutenant and equivalent Honorary Captain and equivalent

-

Rs.10,500 p.m. Rs.10,850 p.m.

Honorary Lieutenant and Honorary Captain are appointed by promotion of Junior Commissioned Officers. In the revised scheme of running pay bands and grade pay, all JCOs of the rank of Subedar Major will be placed in pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4800. On their promotion as Honorary Commissioned Officers they will need to be placed in the revised running pay band PB-3 of Rs.15600-39100 with grade pay that of Lieutenant or Captain. The Commission, accordingly, recommends that the Junior Commissioned Officers on their promotion as Honorary Lieutenant or Honorary Captain shall be placed in the pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.5400 in case of appointment as Honorary Lieutenant and Rs.2900 in case of appointment as Honorary Captain. Simultaneously, they will be paid Military Service Pay of Rs.6000 on par with that payable to all the Commissioned officers. In consonance with the uniform rules of pay fixation proposed to be followed in the recommended pay bands, they shall be entitled to the benefit of one increment at the time of promotion as Honorary Lieutenant or Honorary Captain. Pay structure of DSC personnel

2.3.31 Presently personnel in the Defence Security Corps (DSC) are given pay scales of Group Y in case they belong to clerical cadre and of Group Z in case they are in the general duty cadre. The corresponding pay bands and grade pay recommended for these groups shall apply in their case also. The post in Group Z shall stand upgraded to Group Y as in the case of PBORs.

Non-Combatants Enrolled (NCE)

2.3.32 A distinct category of Non-Combatants Enrolled (NCE) in various Group D pay scales exists in the Indian Air Force. The Defence Forces in their common memorandum have demanded higher pay scales in different Group C grades for these posts. The Commission, in case of civilian employees, has recommended that no further recruitment shall be made in any of the Group D categories and all the existing Group D employees shall be retrained and upgraded to the lowest grade in Group C. A similar dispensation shall need to be extended in case of Defence Forces as well keeping in view the principle of ensuring fully parity between civilian and Defence Forces being followed by this Commission. However, in consonance with the dispensation recommended for Group D posts in the civilian side, the Commission recommends that all the Non-Combatants Enrolled in the air force be retrained and placed in the pay band PB-1 of Rs.4860-20200 along with a grade pay of Rs.1800. All future recruitments of NCE shall be made in this grade along with higher qualifications akin to those prescribed in the case of civilians.

87

Minimum benefit on promotion

2.3.33 The Defence Forces have demanded a minimum increase of Rs.100 at the time of promotion on par with what is available to the civilians. In the revised scheme of running pay bands and grade pay, prescribing a minimum benefit at the time of promotion is meaningless as every promotion shall allow benefit of one increment along with the increase in grade pay. In the revised scheme of running pay bands, no minimum benefit at the time of promotion is being prescribed in case of civilians. Accordingly, no justification remains for prescribing such minimum increase in case of the Defence Forces.

Assured Career Progression Scheme for PBORs

2.3.34 Presently PBORs in Defence Forces are eligible for two time bound upgradations on completion of 10 and 20 years of service. The Defence Forces have demanded reduction of period for time bound upgradations to 8 and 12 years. Other suggestions have also been made regarding residency periods for promotion of PBORs. The Commission notes that under the Scheme of Assured Career Progression (AS) for civilians, the upgradations are given on completion of 12 and 24 years of service. Demands for reduction of the residency period in case of civilians were also received. However, the Commission has been unable to accept this demand keeping in view the revised scheme of running pay bands and annual increments as a percentage of pay. In such a scenario, any reduction in the prescribed residency period under AS for Defence Forces personnel would not be justified especially when the residency period requirements in their case are already lower than in the case of civilian employees. Accordingly, the residency periods for time bound upgradations for PBORs shall remain unchanged. Under the Modified Assured Career Progression now being proposed for the civilians, financial upgradations will entail one increment without any change in the grade pay. In consonance with the scheme of the Report to ensure parity between civilians and Defence Forces, a similar dispensation needs to be extended in case of the latter. The Commission, therefore, recommends that the time bound promotion scheme in case of PBORs shall allow two financial upgradations on completion of 10 and 20 years of service as at present. The financial upgradations under the scheme shall allow benefit of pay fixation equal to one increment along with the higher grade pay. As regards the other suggestions relating to residency period for promotion of PBORs, Ministry of Defence may set up an Inter-Services Committee to consider the matter after the revised scheme of running pay bands is implemented.

88

Table 2.3.1 Fixation of Officers in Defence Services (other than those belonging to MNS) in the revised Pay Bands Post

-

Lieutenant/Sub Lieutenant/Flying Officer

Pre-revised scale

Revised Pay Band PB-3 + Grade Pay + MSP

Rs.8250-300-10050

Rs.15600-39100 + Rs.5400 + Rs.6000

Pre-revised Pay in the Rank scale pay 8,250 8,550 8,850 9,150 9,450 9,750 10,050 Post

-

Stage in the revised Pay Band 14,360 14,880 15,400 15,930 16,450 16,970 17,490

Revised Grade Military Pay Service Pay 5,400 6,000 5,400 6,000 5,400 6,000 5,400 6,000 5,400 6,000 5,400 6,000 5,400 6,000

Total Revised Pay 25,760 26,280 26,800 27,330 27,850 28,370 28,890

Captain/Lieutenant/Flt. Lieutenant

Pre-revised scale

Revised Pay Band PB-3 + Grade Pay + MSP

Rs.9600-300-11400

Rs.15600-39100 + Rs.5700 + Rs.6000

Pre-revised Pay in the Rank scale pay 9,600 400 9,900 400 10,200 400 10,500 400 10,800 400 11,100 400 11,400 400

Stage in the revised Pay Band 17,400 17,930 18,450 18,970 18,490 20,010 20,540

89

Revised Grade Military Pay Service Pay 5,700 6,000 5,700 6,000 5,700 6,000 5,700 6,000 5,700 6,000 5,700 6,000 5,700 6,000

Total Revised Pay 29,100 29,630 30,150 30,670 30,190 31,710 32,240

Post

-

Major/Lt. Commander/Sqdn. Leader

Pre-revised scale

Revised Pay Band PB-3 + Grade Pay + MSP

Rs.11600-325-14850

Rs.15600-39100 + Rs.6100 + Rs.6000

Pre-revised Pay in the Rank scale pay 11,600 1,200 11,925 1,200 12,250 1,200 12,575 1,200 12,900 1,200 13,225 1,200 13,550 1,200 13,875 1,200 14,200 1,200 14,525 1,200 14,850 1,200 Post

-

Stage in the revised Pay Band 22,280 22,840 23,410 23,970 23,540 25,100 25,670 26,240 26,800 27,370 27,930

Revised Grade Military Pay Service Pay 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000 6,100 6,000

Total Revised Pay 34,380 34,940 35,510 36,070 35,640 37,200 37,770 38,340 38,900 39,470 40,030

Lt. Colonel/Commander/Wg. Commander

Pre-revised scale

Revised Pay Band PB-3 + Grade Pay + MSP

Rs.13500-400-17100

Rs.15600-39100 + Rs.6600 + Rs.6000

Pre-revised Pay in the Rank scale pay 13,500 1,600 13,900 1,600 14,300 1,600 14,700 1,600 15,100 1,600 15,500 1,600 15,900 1,600 16,300 1,600 16,700 1,600 17,100 1,600

Stage in the revised Pay Band 26,280 26,970 27,670 28,370 29,060 29,760 30,450 31,150 31,850 32,540

90

Revised Grade Military Pay Service Pay 6,600 6,000 6,600 6,000 6,600 6,000 6,600 6,000 6,600 6,000 6,600 6,000 6,600 6,000 6,600 6,000 6,600 6,000 6,600 6,000

Total Revised Pay 38,880 39,570 40,270 40,970 41,660 42,360 43,050 43,750 44,450 45,140

Post

-

Colonel /Captain/Group Captain

Pre-revised scale

Revised Pay Band PB-3 + Grade Pay + MSP

Rs.15100-450-17350

Rs.15600-39100 + Rs.7600 + Rs.6000

Pre-revised Pay in the Rank scale pay 15,100 2,000 15,550 2,000 16,000 2,000 16,450 2,000 16,900 2,000 17,350 2,000

Post

-

Stage in the revised Pay Band 29,760 30,540 31,320 32,110 32,890 33,670

Revised Grade Military Pay Service Pay 7,600 6,000 7,600 6,000 7,600 6,000 7,600 6,000 7,600 6,000 7,600 6,000

Brigadier/Commodore/Air Commodore

Pre-revised scale

Revised Pay Band PB-3 + Grade Pay + MSP

Rs.16700-450-18050

Rs.15600-39100 + Rs.8400 + Rs.6000

Pre-revised Pay in the Rank scale pay 16,700 2,400 17,150 2,400 17,600 2,400 18,050 2,400

Post

-

Total Revised Pay 43,360 44,140 44,920 45,710 46,490 47,270

Stage in the revised Pay Band 33,240 34,020 34,800 35,590

Revised Grade Military Pay Service Pay 8,400 6,000 8,400 6,000 8,400 6,000 8,400 6,000

Total Revised Pay 47,640 48,420 49,200 49,990

Major General/Rear iral/Air Vice Marshal/equivalent

Pre-revised scale

Revised Pay Band PB-4 + Grade Pay

Rs.18400-500-22400

Rs.39200-67000 + Rs.9000

Pre-revised Pay in the Rank scale pay 18,400 18,900 19,400 19,900 20,400 -

Revised Stage in the revised Pay Band 43,280 44,370 44,370 45,480 45,480

91

Grade Pay

Total Revised Pay

9000 9000 9000 9000 9000

52,280 53,370 53,370 54,480 54,480

20,900 21,400 21,900 22,400 Post

-

-

46,620 46,620 47,790 48,990

9,000 9,000 9,000 9,000

Lt. General/Vice iral/Air Marshal

Pre-revised scale

Revised Pay Band PB-4 + Grade Pay

Rs.22400-525-24500

Rs.39200-67000 + Rs.11000

Pre-revised Pay in the Rank scale pay 22,400 22,925 23,450 23,975 24,500 Post

-

Revised Stage in the revised Pay Band 48,990 50,220 51,480 52,770 54,090

Grade Pay

Total Revised Pay

11,000 11,000 11,000 11,000 11,000

59,990 61,220 62,480 63,770 65,090

Vice Chiefs/Army Commander/FoC-in-C/AOC-in-C

Pre-revised scale

Revised Scale

26000 (fixed)

80000 (fixed)

Basic Pay in the pre-revised scale 26000 (fixed) Post

-

55,620 55,620 56,790 57,990

Revised pay in the running pay band 80000 (fixed)

Grade Pay -

Total Pay 80000

Service Chiefs

Pre-revised scale

Revised Scale

30000 (fixed)

90000 (fixed)

Basic Pay in the pre-revised scale 30000 (fixed)

Revised pay in the running pay band 90000 (fixed)

Grade Pay -

Total Pay 90000

Note : Military Service Pay (MSP) for officers of Military Nursing Service (MNS) is Rs.4200. For purposes of fixation, MSP in their case will be taken as Rs.4200.

92

Fixation of PBORs in Defence Services in the revised Pay Bands Army - X Group Rank

-

Sepoy

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.3600-70-4650

Rs.4860-20200 + Rs.2000 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

3,600

6,270

2,000

1,000

1,400

10,670

3,670

6,390

2,000

1,000

1,400

10,790

3,740

6,510

2,000

1,000

1,400

10,910

3,810

6,630

2,000

1,000

1,400

11,030

3,880

6,760

2,000

1,000

1,400

11,160

3,950

6,880

2,000

1,000

1,400

11,280

4,020

7,000

2,000

1,000

1,400

11,400

4,090

7,120

2,000

1,000

1,400

11,520

4,160

7,240

2,000

1,000

1,400

11,640

4,230

7,360

2,000

1,000

1,400

11,760

4,300

7,490

2,000

1,000

1,400

11,890

4,370

7,610

2,000

1,000

1,400

12,010

4,440

7,730

2,000

1,000

1,400

12,130

4,510

7,850

2,000

1,000

1,400

12,250

4,580

7,970

2,000

1,000

1,400

12,370

4,650

8,100

2,000

1,000

1,400

12,500

93

Rank

-

Naik

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.3700-85-4975

Rs.4860-20200 + Rs.2400 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

3,700

6,440

2,400

1,000

1,400

11,240

3,785

6,590

2,400

1,000

1,400

11,390

3,870

6,740

2,400

1,000

1,400

11,540

3,955

6,890

2,400

1,000

1,400

11,690

4,040

7,030

2,400

1,000

1,400

11,830

4,125

7,180

2,400

1,000

1,400

11,980

4,210

7,330

2,400

1,000

1,400

12,130

4,295

7,480

2,400

1,000

1,400

12,280

4,380

7,630

2,400

1,000

1,400

12,430

4,465

7,770

2,400

1,000

1,400

12,570

4,550

7,920

2,400

1,000

1,400

12,720

4,635

8,070

2,400

1,000

1,400

12,870

4,720

8,220

2,400

1,000

1,400

13,020

4,805

8,370

2,400

1,000

1,400

13,170

4,890

8,510

2,400

1,000

1,400

13,310

4,975

8,660

2,400

1,000

1,400

13,460

Rank

-

Havaldar

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.4150-100-5650

Rs.4860-20200 + Rs.2800 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

4,150

7,230

2,800

1,000

1,400

12,430

4,250

7,400

2,800

1,000

1,400

12,600

4,350

7,570

2,800

1,000

1,400

12,770

94

Rank

4,450

7,750

2,800

1,000

1,400

12,950

4,550

7,920

2,800

1,000

1,400

13,120

4,650

8,100

2,800

1,000

1,400

13,300

4,750

8,270

2,800

1,000

1,400

13,470

4,850

8,440

2,800

1,000

1,400

13,640

4,950

8,620

2,800

1,000

1,400

13,820

5,050

8,790

2,800

1,000

1,400

13,990

5,150

8,970

2,800

1,000

1,400

14,170

5,250

9,140

2,800

1,000

1,400

14,340

5,350

9,310

2,800

1,000

1,400

14,510

5,450

9,490

2,800

1,000

1,400

14,690

5,550

9,660

2,800

1,000

1,400

14,860

5,650

9,840

2,800

1,000

1,400

15,040

-

Nb. Subedar

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.5770-140-8290

Rs.8700-34800 + Rs.4200 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

5,770

10,040

4,200

1,000

1,400

16,640

5,910

10,290

4,200

1,000

1,400

16,890

6,050

10,530

4,200

1,000

1,400

17,130

6,190

10,780

4,200

1,000

1,400

17,380

6,330

11,020

4,200

1,000

1,400

17,620

6,470

11,260

4,200

1,000

1,400

17,860

6,610

11,510

4,200

1,000

1,400

18,110

6,750

11,750

4,200

1,000

1,400

18,350

6,890

11,990

4,200

1,000

1,400

18,590

7,030

12,240

4,200

1,000

1,400

18,840

7,170

12,480

4,200

1,000

1,400

19,080

95

Rank

7,310

12,720

4,200

1,000

1,400

19,320

7,450

12,970

4,200

1,000

1,400

19,570

7,590

13,210

4,200

1,000

1,400

19,810

7,730

13,450

4,200

1,000

1,400

20,050

7,870

13,700

4,200

1,000

1,400

20,300

8,010

13,940

4,200

1,000

1,400

20,540

8,150

14,190

4,200

1,000

1,400

20,790

8,290

14,430

4,200

1,000

1,400

21,030

-

Subedar

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.6750-190-9790

Rs.8700-34800 + Rs.4600 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

6,750

11,750

4,600

1,000

1,400

18,750

6,940

12,080

4,600

1,000

1,400

19,080

7,130

12,410

4,600

1,000

1,400

19,410

7,320

12,740

4,600

1,000

1,400

19,740

7,510

13,070

4,600

1,000

1,400

20,070

7,700

13,400

4,600

1,000

1,400

20,400

7,890

13,730

4,600

1,000

1,400

20,730

8,080

14,060

4,600

1,000

1,400

21,060

8,270

14,390

4,600

1,000

1,400

21,390

8,460

14,720

4,600

1,000

1,400

21,720

8,650

15,060

4,600

1,000

1,400

22,060

8,840

15,390

4,600

1,000

1,400

22,390

9,030

15,720

4,600

1,000

1,400

22,720

9,220

16,050

4,600

1,000

1,400

23,050

9,410

16,380

4,600

1,000

1,400

23,380

96

Rank

9,600

16,710

4,600

1,000

1,400

23,710

9,790

17,040

4,600

1,000

1,400

24,040

-

Subedar Major

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.7250-200-10050

Rs.8700-34800 + Rs.4800 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

7,250

12,620

4,800

1,000

1,400

19,820

7,450

12,970

4,800

1,000

1,400

20,170

7,650

13,320

4,800

1,000

1,400

20,520

7,850

13,660

4,800

1,000

1,400

20,860

8,050

14,010

4,800

1,000

1,400

21,210

8,250

14,360

4,800

1,000

1,400

21,560

8,450

14,710

4,800

1,000

1,400

21,910

8,650

15,060

4,800

1,000

1,400

22,260

8,850

15,400

4,800

1,000

1,400

22,600

9,050

15,750

4,800

1,000

1,400

22,950

9,250

16,100

4,800

1,000

1,400

23,300

9,450

16,450

4,800

1,000

1,400

23,650

9,650

16,800

4,800

1,000

1,400

24,000

9,850

17,140

4,800

1,000

1,400

24,340

10,050

17,490

4,800

1,000

1,400

24,690

97

Army - Y Group Rank

-

Sepoy

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3250-70-4300

Rs.4860-20200 + Rs.2000 + Rs.1000

3,250

Stage in the revised Pay Band 5,660

3,320

5,780

2,000

1,000

8,780

3,390

5,900

2,000

1,000

8,900

3,460

6,020

2,000

1,000

9,020

3,530

6,150

2,000

1,000

9,150

3,600

6,270

2,000

1,000

9,270

3,670

6,390

2,000

1,000

9,390

3,740

6,510

2,000

1,000

9,510

3,810

6,630

2,000

1,000

9,630

3,880

6,760

2,000

1,000

9,760

3,950

6,880

2,000

1,000

9,880

4,020

7,000

2,000

1,000

10,000

4,090

7,120

2,000

1,000

10,120

4,160

7,240

2,000

1,000

10,240

4,230

7,360

2,000

1,000

10,360

4,300

7,490

2,000

1,000

10,490

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

2,000

1,000

8,660

98

Rank

-

Naik

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3425-85-4700

Rs.4860-20200 + Rs.2400 + Rs.1000

3,425

Stage in the revised Pay Band 5,960

3,510

6,110

2,400

1,000

9,510

3,595

6,260

2,400

1,000

9,660

3,680

6,410

2,400

1,000

9,810

3,765

6,560

2,400

1,000

9,960

3,850

6,700

2,400

1,000

10,100

3,935

6,850

2,400

1,000

10,250

4,020

7,000

2,400

1,000

10,400

4,105

7,150

2,400

1,000

10,550

4,190

7,300

2,400

1,000

10,700

4,275

7,440

2,400

1,000

10,840

4,360

7,590

2,400

1,000

10,990

4,445

7,740

2,400

1,000

11,140

4,530

7,890

2,400

1,000

11,290

4,615

8,030

2,400

1,000

11,430

4,700

8,180

2,400

1,000

11,580

Stage in the prerevised scale

Rank

-

Grade Pay

Military Service Pay

Total Revised Pay

2,400

1,000

9,360

Havaldar

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3600-100-5100

Rs.4860-20200 + Rs.2800 + Rs.1000

3,600

Stage in the revised Pay Band 6,270

3,700

6,440

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

2,800

1,000

10,070

2,800

1,000

10,240

99

Rank

3,800

6,620

2,800

1,000

10,420

3,900

6,790

2,800

1,000

10,590

4,000

6,960

2,800

1,000

10,760

4,100

7,140

2,800

1,000

10,940

4,200

7,310

2,800

1,000

11,110

4,300

7,490

2,800

1,000

11,290

4,400

7,660

2,800

1,000

11,460

4,500

7,830

2,800

1,000

11,630

4,600

8,010

2,800

1,000

11,810

4,700

8,180

2,800

1,000

11,980

4,800

8,360

2,800

1,000

12,160

4,900

8,530

2,800

1,000

12,330

5,000

8,700

2,800

1,000

12,500

5,100

8,880

2,800

1,000

12,680

-

Nb. Subedar

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.5620-140-8140

Rs.8700-34800 + Rs.4200 + Rs.1000

5,620

Stage in the revised Pay Band 9,780

5,760

10,030

4,200

1,000

15,230

5,900

10,270

4,200

1,000

15,470

6,040

10,510

4,200

1,000

15,710

6,180

10,760

4,200

1,000

15,960

6,320

11,000

4,200

1,000

16,200

6,460

11,240

4,200

1,000

16,440

6,600

11,490

4,200

1,000

16,690

6,740

11,730

4,200

1,000

16,930

6,880

11,980

4,200

1,000

17,180

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,200

1,000

14,980

100

Rank

7,020

12,220

4,200

1,000

17,420

7,160

12,460

4,200

1,000

17,660

7,300

12,710

4,200

1,000

17,910

7,440

12,950

4,200

1,000

18,150

7,580

13,190

4,200

1,000

18,390

7,720

13,440

4,200

1,000

18,640

7,860

13,680

4,200

1,000

18,880

8,000

13,920

4,200

1,000

19,120

8,140

14,170

4,200

1,000

19,370

-

Subedar

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6600-170-9320

Rs.8700-34800 + Rs.4600 + Rs.1000

6,600

Stage in the revised Pay Band 11,490

6,770

11,780

4,600

1,000

17,380

6,940

12,080

4,600

1,000

17,680

7,110

12,380

4,600

1,000

17,980

7,280

12,670

4,600

1,000

18,270

7,450

12,970

4,600

1,000

18,570

7,620

13,260

4,600

1,000

18,860

7,790

13,560

4,600

1,000

19,160

7,960

13,850

4,600

1,000

19,450

8,130

14,150

4,600

1,000

19,750

8,300

14,450

4,600

1,000

20,050

8,470

14,740

4,600

1,000

20,340

8,640

15,040

4,600

1,000

20,640

8,810

15,330

4,600

1,000

20,930

8,980

15,630

4,600

1,000

21,230

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,600

1,000

17,090

101

Rank

9,150

15,930

4,600

1,000

21,530

9,320

16,220

4,600

1,000

21,820

-

Subedar Major

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6750-200-9550

Rs.8700-34800 + Rs.4800 + Rs.1000

6,750

Stage in the revised Pay Band 11,750

6,950

12,100

4,800

1,000

17,900

7,150

12,450

4,800

1,000

18,250

7,350

12,790

4,800

1,000

18,590

7,550

13,140

4,800

1,000

18,940

7,750

13,490

4,800

1,000

19,290

7,950

13,840

4,800

1,000

19,640

8,150

14,190

4,800

1,000

19,990

8,350

14,530

4,800

1,000

20,330

8,550

14,880

4,800

1,000

20,680

8,750

15,230

4,800

1,000

21,030

8,950

15,580

4,800

1,000

21,380

9,150

15,930

4,800

1,000

21,730

9,350

16,270

4,800

1,000

22,070

9,550

16,620

4,800

1,000

22,420

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,800

1,000

17,550

102

Army - Z Group Rank

-

Sepoy

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3050-55-3875

Rs.4860-20200 + Rs.2000 + Rs.1000

3,050

Stage in the revised Pay Band 5,310

3,105

5,410

2,000

1,000

8,410

3,160

5,500

2,000

1,000

8,500

3,215

5,600

2,000

1,000

8,600

3,270

5,690

2,000

1,000

8,690

3,325

5,790

2,000

1,000

8,790

3,380

5,890

2,000

1,000

8,890

3,435

5,980

2,000

1,000

8,980

3,490

6,080

2,000

1,000

9,080

3,545

6,170

2,000

1,000

9,170

3,600

6,270

2,000

1,000

9,270

3,655

6,360

2,000

1,000

9,360

3,710

6,460

2,000

1,000

9,460

3,765

6,560

2,000

1,000

9,560

3,820

6,650

2,000

1,000

9,650

3,875

6,750

2,000

1,000

9,750

Stage in the prerevised scale

Rank

-

Grade Pay

Military Service Pay

Total Revised Pay

2,000

1,000

8,310

Naik

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3150-70-4200

Rs.4860-20200 + Rs.2400 + Rs.1000

Stage in the prerevised scale 3,150

Stage in the revised Pay Band 5,490

Grade Pay

Military Service Pay

Total Revised Pay

2,400

1,000

8,890

103

Rank

3,220

5,610

2,400

1,000

9,010

3,290

5,730

2,400

1,000

9,130

3,360

5,850

2,400

1,000

9,250

3,430

5,970

2,400

1,000

9,370

3,500

6,090

2,400

1,000

9,490

3,570

6,220

2,400

1,000

9,620

3,640

6,340

2,400

1,000

9,740

3,710

6,460

2,400

1,000

9,860

3,780

6,580

2,400

1,000

9,980

3,850

6,700

2,400

1,000

10,100

3,920

6,830

2,400

1,000

10,230

3,990

6,950

2,400

1,000

10,350

4,060

7,070

2,400

1,000

10,470

4,130

7,190

2,400

1,000

10,590

4,200

7,310

2,400

1,000

10,710

-

Havaldar

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3250-85-4525

Rs.4860-20200 + Rs.2800 + Rs.1000

3,250

Stage in the revised Pay Band 5,660

3,335

5,810

2,800

1,000

9,610

3,420

5,960

2,800

1,000

9,760

3,505

6,100

2,800

1,000

9,900

3,590

6,250

2,800

1,000

10,050

3,675

6,400

2,800

1,000

10,200

3,760

6,550

2,800

1,000

10,350

3,845

6,690

2,800

1,000

10,490

3,930

6,840

2,800

1,000

10,640

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

2,800

1,000

9,460

104

Rank

4,015

6,990

2,800

1,000

10,790

4,100

7,140

2,800

1,000

10,940

4,185

7,290

2,800

1,000

11,090

4,270

7,430

2,800

1,000

11,230

4,355

7,580

2,800

1,000

11,380

4,440

7,730

2,800

1,000

11,530

4,525

7,880

2,800

1,000

11,680

-

Nb. Subedar

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.5200-125-7450

Rs.8700-34800 + Rs.4200 + Rs.1000

5,200

Stage in the revised Pay Band 9,050

5,325

9,270

4,200

1,000

14,470

5,450

9,490

4,200

1,000

14,690

5,575

9,710

4,200

1,000

14,910

5,700

9,920

4,200

1,000

15,120

5,825

10,140

4,200

1,000

15,340

5,950

10,360

4,200

1,000

15,560

6,075

10,580

4,200

1,000

15,780

6,200

10,790

4,200

1,000

15,990

6,325

11,010

4,200

1,000

16,210

6,450

11,230

4,200

1,000

16,430

6,575

11,450

4,200

1,000

16,650

6,700

11,660

4,200

1,000

16,860

6,825

11,880

4,200

1,000

17,080

6,950

12,100

4,200

1,000

17,300

7,075

12,320

4,200

1,000

17,520

7,200

12,530

4,200

1,000

17,730

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,200

1,000

14,250

105

Rank

7,325

12,750

4,200

1,000

17,950

7,450

12,970

4,200

1,000

18,170

-

Subedar

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6170-155-8650

Rs.8700-34800 + Rs.4600 + Rs.1000

6,170

Stage in the revised Pay Band 10,740

6,325

11,010

4,600

1,000

16,610

6,480

11,280

4,600

1,000

16,880

6,635

11,550

4,600

1,000

17,150

6,790

11,820

4,600

1,000

17,420

6,945

12,090

4,600

1,000

17,690

7,100

12,360

4,600

1,000

17,960

7,255

12,630

4,600

1,000

18,230

7,410

12,900

4,600

1,000

18,500

7,565

13,170

4,600

1,000

18,770

7,720

13,440

4,600

1,000

19,040

7,875

13,710

4,600

1,000

19,310

8,030

13,980

4,600

1,000

19,580

8,185

14,250

4,600

1,000

19,850

8,340

14,520

4,600

1,000

20,120

8,495

14,790

4,600

1,000

20,390

8,650

15,060

4,600

1,000

20,660

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,600

1,000

16,340

106

Rank

-

Subedar Major

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6600-200-9400

Rs.8700-34800 + Rs.4800 + Rs.1000

6,600

Stage in the revised Pay Band 11,490

6,800

11,840

4,800

1,000

17,640

7,000

12,180

4,800

1,000

17,980

7,200

12,530

4,800

1,000

18,330

7,400

12,880

4,800

1,000

18,680

7,600

13,230

4,800

1,000

19,030

7,800

13,580

4,800

1,000

19,380

8,000

13,920

4,800

1,000

19,720

8,200

14,270

4,800

1,000

20,070

8,400

14,620

4,800

1,000

20,420

8,600

14,970

4,800

1,000

20,770

8,800

15,320

4,800

1,000

21,120

9,000

15,660

4,800

1,000

21,460

9,200

16,010

4,800

1,000

21,810

9,400

16,360

4,800

1,000

22,160

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,800

1,000

17,290

107

Navy - X Group Rank

-

Apprentice

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.3200-60-3260

Rs.4860-20200 + Rs.2000 + Rs.1000 + Rs.1400

3,200

Stage in the revised Pay Band 5,570

3,260

5,680

Stage in the prerevised scale

Rank

-

2,000

Military Service Pay 1,000

2,000

1,000

Grade Pay

X Group Pay

Total Revised Pay

1,400

9,970

1,400

10,080

Artificer V

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.4150-70-4360

Rs.4860-20200 + Rs.2400 + Rs.1000 + Rs.1400

4,150

Stage in the revised Pay Band 7,230

4,220

2,400

Military Service Pay 1,000

7,350

2,400

1,000

1,400

12,150

4,290

7,470

2,400

1,000

1,400

12,270

4,360

7,590

2,400

1,000

1,400

12,390

Stage in the prerevised scale

Rank

-

Grade Pay

X Group Pay

Total Revised Pay

1,400

12,030

Artificer IV

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.4550-100-6350

Rs.4860-20200 + Rs.2800 + Rs.1000 + Rs.1400

4,550

Stage in the revised Pay Band 7,920

4,650

2,800

Military Service Pay 1,000

8,100

2,800

1,000

1,400

13,300

4,750

8,270

2,800

1,000

1,400

13,470

4,850

8,440

2,800

1,000

1,400

13,640

4,950

8,620

2,800

1,000

1,400

13,820

Stage in the prerevised scale

Grade Pay

108

X Group Pay

Total Revised Pay

1,400

13,120

Rank

5,050

8,790

2,800

1,000

1,400

13,990

5,150

8,970

2,800

1,000

1,400

14,170

5,250

9,140

2,800

1,000

1,400

14,340

5,350

9,310

2,800

1,000

1,400

14,510

5,450

9,490

2,800

1,000

1,400

14,690

5,550

9,660

2,800

1,000

1,400

14,860

5,650

9,840

2,800

1,000

1,400

15,040

5,750

10,010

2,800

1,000

1,400

15,210

5,850

10,180

2,800

1,000

1,400

15,380

5,950

10,360

2,800

1,000

1,400

15,560

6,050

10,530

2,800

1,000

1,400

15,730

6,150

10,710

2,800

1,000

1,400

15,910

6,250

10,880

2,800

1,000

1,400

16,080

6,350

11,050

2,800

1,000

1,400

16,250

-

Artificer III-I*

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.5120-100-7120

Rs.8700-34800 + Rs.3400 + Rs.1000 + Rs.1400

5,120

Stage in the revised Pay Band 8,910

5,220

3,400

Military Service Pay 1,000

9,090

3,400

1,000

1,400

14,890

5,320

9,260

3,400

1,000

1,400

15,060

5,420

9,440

3,400

1,000

1,400

15,240

5,520

9,610

3,400

1,000

1,400

15,410

5,620

9,780

3,400

1,000

1,400

15,580

5,720

9,960

3,400

1,000

1,400

15,760

5,820

10,130

3,400

1,000

1,400

15,930

5,920

10,310

3,400

1,000

1,400

16,110

6,020

10,480

3,400

1,000

1,400

16,280

Stage in the prerevised scale

Grade Pay

109

X Group Pay

Total Revised Pay

1,400

14,710

6,120

10,650

3,400

1,000

1,400

16,450

6,220

10,830

3,400

1,000

1,400

16,630

6,320

11,000

3,400

1,000

1,400

16,800

6,420

11,180

3,400

1,000

1,400

16,980

6,520

11,350

3,400

1,000

1,400

17,150

6,620

11,520

3,400

1,000

1,400

17,320

6,720

11,700

3,400

1,000

1,400

17,500

6,820

11,870

3,400

1,000

1,400

17,670

6,920

12,050

3,400

1,000

1,400

17,850

7,020

12,220

3,400

1,000

1,400

18,020

7,120

12,390

3,400

1,000

1,400

18,190

*Intermediate scale not available in the civilian side Rank

-

Chief Artificer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.6000-125-8250

Rs.8700-34800 + Rs.4200 + Rs.1000 + Rs.1400

6,000

Stage in the revised Pay Band 10,440

6,125

4,200

Military Service Pay 1,000

10,660

4,200

1,000

1,400

17,260

6,250

10,880

4,200

1,000

1,400

17,480

6,375

11,100

4,200

1,000

1,400

17,700

6,500

11,310

4,200

1,000

1,400

17,910

6,625

11,530

4,200

1,000

1,400

18,130

6,750

11,750

4,200

1,000

1,400

18,350

6,875

11,970

4,200

1,000

1,400

18,570

7,000

12,180

4,200

1,000

1,400

18,780

7,125

12,400

4,200

1,000

1,400

19,000

7,250

12,620

4,200

1,000

1,400

19,220

7,375

12,840

4,200

1,000

1,400

19,440

7,500

13,050

4,200

1,000

1,400

19,650

Stage in the prerevised scale

Grade Pay

110

X Group Pay

Total Revised Pay

1,400

17,040

Rank

7,625

13,270

4,200

1,000

1,400

19,870

7,750

13,490

4,200

1,000

1,400

20,090

7,875

13,710

4,200

1,000

1,400

20,310

8,000

13,920

4,200

1,000

1,400

20,520

8,125

14,140

4,200

1,000

1,400

20,740

8,250

14,360

4,200

1,000

1,400

20,960

-

MO II

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.6750-190-9790

Rs.8700-34800 + Rs.4600 + Rs.1000 + Rs.1400

6,750

Stage in the revised Pay Band 11,750

6,940

4,600

Military Service Pay 1,000

12,080

4,600

1,000

1,400

19,080

7,130

12,410

4,600

1,000

1,400

19,410

7,320

12,740

4,600

1,000

1,400

19,740

7,510

13,070

4,600

1,000

1,400

20,070

7,700

13,400

4,600

1,000

1,400

20,400

7,890

13,730

4,600

1,000

1,400

20,730

8,080

14,060

4,600

1,000

1,400

21,060

8,270

14,390

4,600

1,000

1,400

21,390

8,460

14,720

4,600

1,000

1,400

21,720

8,650

15,060

4,600

1,000

1,400

22,060

8,840

15,390

4,600

1,000

1,400

22,390

9,030

15,720

4,600

1,000

1,400

22,720

9,220

16,050

4,600

1,000

1,400

23,050

9,410

16,380

4,600

1,000

1,400

23,380

9,600

16,710

4,600

1,000

1,400

23,710

9,790

17,040

4,600

1,000

1,400

24,040

Stage in the prerevised scale

Grade Pay

111

X Group Pay

Total Revised Pay

1,400

18,750

Rank

-

MO I

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.7400-200-10200

Rs.8700-34800 + Rs.4800 + Rs.1000 + Rs.1400

7,400

Stage in the revised Pay Band 12,880

7,600

4,800

Military Service Pay 1,000

13,230

4,800

7,800

13,580

8,000

1,400

Total Revised Pay 20,080

1,000

1,400

20,430

4,800

1,000

1,400

20,780

13,920

4,800

1,000

1,400

21,120

8,200

14,270

4,800

1,000

1,400

21,470

8,400

14,620

4,800

1,000

1,400

21,820

8,600

14,970

4,800

1,000

1,400

22,170

8,800

15,320

4,800

1,000

1,400

22,520

9,000

15,660

4,800

1,000

1,400

22,860

9,200

16,010

4,800

1,000

1,400

23,210

9,400

16,360

4,800

1,000

1,400

23,560

9,600

16,710

4,800

1,000

1,400

23,910

9,800

17,060

4,800

1,000

1,400

24,260

10,000

17,400

4,800

1,000

1,400

24,600

10,200

17,750

4,800

1,000

1,400

24,950

Stage in the prerevised scale

Grade Pay

112

X Group Pay

Navy - Y Group Rank

-

Seaman II

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3325-60-3445

Rs.4860-20200 + Rs.2000 + Rs.1000

3,325

Stage in the revised Pay Band 5,790

3,385

5,890

2,000

1,000

8,890

3,445

6,000

2,000

1,000

9,000

Stage in the prerevised scale

Rank

-

Grade Pay

Military Service Pay

Total Revised Pay

2,000

1,000

8,790

Seaman I

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3650-60-4550

Rs.4860-20200 + Rs.2000 + Rs.1000

3,650

Stage in the revised Pay Band 6,360

3,710

6,460

2,000

1,000

9,460

3,770

6,560

2,000

1,000

9,560

3,830

6,670

2,000

1,000

9,670

3,890

6,770

2,000

1,000

9,770

3,950

6,880

2,000

1,000

9,880

4,010

6,980

2,000

1,000

9,980

4,070

7,090

2,000

1,000

10,090

4,130

7,190

2,000

1,000

10,190

4,190

7,300

2,000

1,000

10,300

4,250

7,400

2,000

1,000

10,400

4,310

7,500

2,000

1,000

10,500

4,370

7,610

2,000

1,000

10,610

4,430

7,710

2,000

1,000

10,710

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

2,000

1,000

9,360

113

Rank

4,490

7,820

2,000

1,000

10,820

4,550

7,920

2,000

1,000

10,920

-

Leading Seaman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3900-70-4950

Rs.4860-20200 + Rs.2400 + Rs.1000

3,900

Stage in the revised Pay Band 6,790

3,970

6,910

2,400

1,000

10,310

4,040

7,030

2,400

1,000

10,430

4,110

7,160

2,400

1,000

10,560

4,180

7,280

2,400

1,000

10,680

4,250

7,400

2,400

1,000

10,800

4,320

7,520

2,400

1,000

10,920

4,390

7,640

2,400

1,000

11,040

4,460

7,760

2,400

1,000

11,160

4,530

7,890

2,400

1,000

11,290

4,600

8,010

2,400

1,000

11,410

4,670

8,130

2,400

1,000

11,530

4,740

8,250

2,400

1,000

11,650

4,810

8,370

2,400

1,000

11,770

4,880

8,500

2,400

1,000

11,900

4,950

8,620

2,400

1,000

12,020

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

2,400

1,000

10,190

114

Rank

-

Petty Officer

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.4320-85-5595

Rs.4860-20200 + Rs.2800 + Rs.1000

4,320

Stage in the revised Pay Band 7,520

4,405

7,670

2,800

1,000

11,470

4,490

7,820

2,800

1,000

11,620

4,575

7,970

2,800

1,000

11,770

4,660

8,110

2,800

1,000

11,910

4,745

8,260

2,800

1,000

12,060

4,830

8,410

2,800

1,000

12,210

4,915

8,560

2,800

1,000

12,360

5,000

8,700

2,800

1,000

12,500

5,085

8,850

2,800

1,000

12,650

5,170

9,000

2,800

1,000

12,800

5,255

9,150

2,800

1,000

12,950

5,340

9,300

2,800

1,000

13,100

5,425

9,440

2,800

1,000

13,240

5,510

9,590

2,800

1,000

13,390

5,595

9,740

2,800

1,000

13,540

Stage in the prerevised scale

Rank

-

Grade Pay

Military Service Pay

Total Revised Pay

2,800

1,000

11,320

Chief Petty Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.5620-140-8140

Rs.8700-34800 + Rs.4200 + Rs.1000

5,620

Stage in the revised Pay Band 9,780

5,760

10,030

4,200

1,000

15,230

5,900

10,270

4,200

1,000

15,470

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,200

1,000

14,980

115

Rank

6,040

10,510

4,200

1,000

15,710

6,180

10,760

4,200

1,000

15,960

6,320

11,000

4,200

1,000

16,200

6,460

11,240

4,200

1,000

16,440

6,600

11,490

4,200

1,000

16,690

6,740

11,730

4,200

1,000

16,930

6,880

11,980

4,200

1,000

17,180

7,020

12,220

4,200

1,000

17,420

7,160

12,460

4,200

1,000

17,660

7,300

12,710

4,200

1,000

17,910

7,440

12,950

4,200

1,000

18,150

7,580

13,190

4,200

1,000

18,390

7,720

13,440

4,200

1,000

18,640

7,860

13,680

4,200

1,000

18,880

8,000

13,920

4,200

1,000

19,120

8,140

14,170

4,200

1,000

19,370

-

MO II

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6600-170-9320

Rs.8700-34800 + Rs.4600 + Rs.1000

6,600

Stage in the revised Pay Band 11,490

6,770

11,780

4,600

1,000

17,380

6,940

12,080

4,600

1,000

17,680

7,110

12,380

4,600

1,000

17,980

7,280

12,670

4,600

1,000

18,270

7,450

12,970

4,600

1,000

18,570

7,620

13,260

4,600

1,000

18,860

7,790

13,560

4,600

1,000

19,160

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,600

1,000

17,090

116

Rank

7,960

13,850

4,600

1,000

19,450

8,130

14,150

4,600

1,000

19,750

8,300

14,450

4,600

1,000

20,050

8,470

14,740

4,600

1,000

20,340

8,640

15,040

4,600

1,000

20,640

8,810

15,330

4,600

1,000

20,930

8,980

15,630

4,600

1,000

21,230

9,150

15,930

4,600

1,000

21,530

9,320

16,220

4,600

1,000

21,820

-

MO I

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6750-200-9550

Rs.8700-34800 + Rs.4800 + Rs.1000

6,750

Stage in the revised Pay Band 11,750

6,950

12,100

4,800

1,000

17,900

7,150

12,450

4,800

1,000

18,250

7,350

12,790

4,800

1,000

18,590

7,550

13,140

4,800

1,000

18,940

7,750

13,490

4,800

1,000

19,290

7,950

13,840

4,800

1,000

19,640

8,150

14,190

4,800

1,000

19,990

8,350

14,530

4,800

1,000

20,330

8,550

14,880

4,800

1,000

20,680

8,750

15,230

4,800

1,000

21,030

8,950

15,580

4,800

1,000

21,380

9,150

15,930

4,800

1,000

21,730

9,350

16,270

4,800

1,000

22,070

9,550

16,620

4,800

1,000

22,420

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

4,800

1,000

17,550

117

Navy - Z Group Rank

-

Seaman II

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3050-55-3215

Rs.4860-20200 + Rs.2000 + Rs.1000

3,050

Stage in the revised Pay Band 5,310

3,105

5,410

2,000

1,000

8,410

3,160

5,500

2,000

1,000

8,500

3,215

5,600

2,000

1,000

8,600

Stage in the prerevised scale

Rank

-

Grade Pay

Military Service Pay

Total Revised Pay

2,000

1,000

8,310

Seaman I

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3080-60-3980

Rs.4860-20200 + Rs.2000 + Rs.1000

3,080

Stage in the revised Pay Band 5,360

3,140

5,470

2,000

1,000

8,470

3,200

5,570

2,000

1,000

8,570

3,260

5,680

2,000

1,000

8,680

3,320

5,780

2,000

1,000

8,780

3,380

5,890

2,000

1,000

8,890

3,440

5,990

2,000

1,000

8,990

3,500

6,090

2,000

1,000

9,090

3,560

6,200

2,000

1,000

9,200

3,620

6,300

2,000

1,000

9,300

3,680

6,410

2,000

1,000

9,410

3,740

6,510

2,000

1,000

9,510

3,800

6,620

2,000

1,000

9,620

Stage in the prerevised scale

Grade Pay

Military Service Pay

Total Revised Pay

2,000

1,000

8,360

118

Rank

3,860

6,720

2,000

1,000

9,720

3,920

6,830

2,000

1,000

9,830

3,980

6,930

2,000

1,000

9,930

-

Leading Seaman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3200-70-4250

Rs.4860-20200 + Rs.2400 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,200

5,570

2,400

1,000

8,970

3,270

5,690

2,400

1,000

9,090

3,340

5,820

2,400

1,000

9,220

3,410

5,940

2,400

1,000

9,340

3,480

6,060

2,400

1,000

9,460

3,550

6,180

2,400

1,000

9,580

3,620

6,300

2,400

1,000

9,700

3,690

6,430

2,400

1,000

9,830

3,760

6,550

2,400

1,000

9,950

3,830

6,670

2,400

1,000

10,070

3,900

6,790

2,400

1,000

10,190

3,970

6,910

2,400

1,000

10,310

4,040

7,030

2,400

1,000

10,430

4,110

7,160

2,400

1,000

10,560

4,180

7,280

2,400

1,000

10,680

4,250

7,400

2,400

1,000

10,800

119

Rank

-

Petty Officer

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3775-85-5050

Rs.4860-20200 + Rs.2800 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,775

6,570

2,800

1,000

10,370

3,860

6,720

2,800

1,000

10,520

3,945

6,870

2,800

1,000

10,670

4,030

7,020

2,800

1,000

10,820

4,115

7,160

2,800

1,000

10,960

4,200

7,310

2,800

1,000

11,110

4,285

7,460

2,800

1,000

11,260

4,370

7,610

2,800

1,000

11,410

4,455

7,760

2,800

1,000

11,560

4,540

7,900

2,800

1,000

11,700

4,625

8,050

2,800

1,000

11,850

4,710

8,200

2,800

1,000

12,000

4,795

8,350

2,800

1,000

12,150

4,880

8,500

2,800

1,000

12,300

4,965

8,640

2,800

1,000

12,440

5,050

8,790

2,800

1,000

12,590

Rank

-

Chief Petty Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.5200-125-7450

Rs.8700-34800 + Rs.4200 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

5,200

9,050

4,200

1,000

14,250

5,325

9,270

4,200

1,000

14,470

5,450

9,490

4,200

1,000

14,690

120

Rank

5,575

9,710

4,200

1,000

14,910

5,700

9,920

4,200

1,000

15,120

5,825

10,140

4,200

1,000

15,340

5,950

10,360

4,200

1,000

15,560

6,075

10,580

4,200

1,000

15,780

6,200

10,790

4,200

1,000

15,990

6,325

11,010

4,200

1,000

16,210

6,450

11,230

4,200

1,000

16,430

6,575

11,450

4,200

1,000

16,650

6,700

11,660

4,200

1,000

16,860

6,825

11,880

4,200

1,000

17,080

6,950

12,100

4,200

1,000

17,300

7,075

12,320

4,200

1,000

17,520

7,200

12,530

4,200

1,000

17,730

7,325

12,750

4,200

1,000

17,950

7,450

12,970

4,200

1,000

18,170

-

MO II

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6170-155-8650

Rs.8700-34800 + Rs.4600 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

6,170

10,740

4,600

1,000

16,340

6,325

11,010

4,600

1,000

16,610

6,480

11,280

4,600

1,000

16,880

6,635

11,550

4,600

1,000

17,150

6,790

11,820

4,600

1,000

17,420

6,945

12,090

4,600

1,000

17,690

7,100

12,360

4,600

1,000

17,960

7,255

12,630

4,600

1,000

18,230

7,410

12,900

4,600

1,000

18,500

7,565

13,170

4,600

1,000

18,770

121

Rank

7,720

13,440

4,600

1,000

19,040

7,875

13,710

4,600

1,000

19,310

8,030

13,980

4,600

1,000

19,580

8,185

14,250

4,600

1,000

19,850

8,340

14,520

4,600

1,000

20,120

8,495

14,790

4,600

1,000

20,390

8,650

15,060

4,600

1,000

20,660

-

MO I

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6600-200-9400

Rs.8700-34800 + Rs.4800 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

6,600

11,490

4,800

1,000

17,290

6,800

11,840

4,800

1,000

17,640

7,000

12,180

4,800

1,000

17,980

7,200

12,530

4,800

1,000

18,330

7,400

12,880

4,800

1,000

18,680

7,600

13,230

4,800

1,000

19,030

7,800

13,580

4,800

1,000

19,380

8,000

13,920

4,800

1,000

19,720

8,200

14,270

4,800

1,000

20,070

8,400

14,620

4,800

1,000

20,420

8,600

14,970

4,800

1,000

20,770

8,800

15,320

4,800

1,000

21,120

9,000

15,660

4,800

1,000

21,460

9,200

16,010

4,800

1,000

21,810

9,400

16,360

4,800

1,000

22,160

122

Air Force - X Group Rank

-

Air Craftsman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.3675

Rs.4860-20200 + Rs.2000 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

3,675

6,400

2,000

1,000

1,400

10,800

Rank

-

Leading Air Craftsman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.4025-60-4925

Rs.4860-20200 + Rs.2000 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

4,025

7,010

2,000

1,000

1,400

11,410

4,085

7,110

2,000

1,000

1,400

11,510

4,145

7,220

2,000

1,000

1,400

11,620

4,205

7,320

2,000

1,000

1,400

11,720

4,265

7,430

2,000

1,000

1,400

11,830

4,325

7,530

2,000

1,000

1,400

11,930

4,385

7,630

2,000

1,000

1,400

12,030

4,445

7,740

2,000

1,000

1,400

12,140

4,505

7,840

2,000

1,000

1,400

12,240

4,565

7,950

2,000

1,000

1,400

12,350

4,625

8,050

2,000

1,000

1,400

12,450

4,685

8,160

2,000

1,000

1,400

12,560

4,745

8,260

2,000

1,000

1,400

12,660

4,805

8,370

2,000

1,000

1,400

12,770

4,865

8,470

2,000

1,000

1,400

12,870

4,925

8,570

2,000

1,000

1,400

12,970

123

Rank

-

Corporal

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.4150-70-5200

Rs.4860-20200 + Rs.2400 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

4,150

7,230

2,400

1,000

1,400

12,030

4,220

7,350

2,400

1,000

1,400

12,150

4,290

7,470

2,400

1,000

1,400

12,270

4,360

7,590

2,400

1,000

1,400

12,390

4,430

7,710

2,400

1,000

1,400

12,510

4,500

7,830

2,400

1,000

1,400

12,630

4,570

7,960

2,400

1,000

1,400

12,760

4,640

8,080

2,400

1,000

1,400

12,880

4,710

8,200

2,400

1,000

1,400

13,000

4,780

8,320

2,400

1,000

1,400

13,120

4,850

8,440

2,400

1,000

1,400

13,240

4,920

8,570

2,400

1,000

1,400

13,370

4,990

8,690

2,400

1,000

1,400

13,490

5,060

8,810

2,400

1,000

1,400

13,610

5,130

8,930

2,400

1,000

1,400

13,730

5,200

9,050

2,400

1,000

1,400

13,850

Rank

-

Sergeant

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay

Rs.5000-100-6500

Rs.4860-20200 + Rs.2800 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

5,000

8,700

2,800

1,000

1,400

13,900

5,100

8,880

2,800

1,000

1,400

14,080

5,200

9,050

2,800

1,000

1,400

14,250

124

Rank

5,300

9,230

2,800

1,000

1,400

14,430

5,400

9,400

2,800

1,000

1,400

14,600

5,500

9,570

2,800

1,000

1,400

14,770

5,600

9,750

2,800

1,000

1,400

14,950

5,700

9,920

2,800

1,000

1,400

15,120

5,800

10,100

2,800

1,000

1,400

15,300

5,900

10,270

2,800

1,000

1,400

15,470

6,000

10,440

2,800

1,000

1,400

15,640

6,100

10,620

2,800

1,000

1,400

15,820

6,200

10,790

2,800

1,000

1,400

15,990

6,300

10,970

2,800

1,000

1,400

16,170

6,400

11,140

2,800

1,000

1,400

16,340

6,500

11,310

2,800

1,000

1,400

16,510

-

Jr. Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.5770-140-8290

Rs.8700-34800 + Rs.4200 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

5,770

10,040

4,200

1,000

1,400

16,640

5,910

10,290

4,200

1,000

1,400

16,890

6,050

10,530

4,200

1,000

1,400

17,130

6,190

10,780

4,200

1,000

1,400

17,380

6,330

11,020

4,200

1,000

1,400

17,620

6,470

11,260

4,200

1,000

1,400

17,860

6,610

11,510

4,200

1,000

1,400

18,110

6,750

11,750

4,200

1,000

1,400

18,350

6,890

11,990

4,200

1,000

1,400

18,590

7,030

12,240

4,200

1,000

1,400

18,840

7,170

12,480

4,200

1,000

1,400

19,080

7,310

12,720

4,200

1,000

1,400

19,320

7,450

12,970

4,200

1,000

1,400

19,570

125

Rank

7,590

13,210

4,200

1,000

1,400

19,810

7,730

13,450

4,200

1,000

1,400

20,050

7,870

13,700

4,200

1,000

1,400

20,300

8,010

13,940

4,200

1,000

1,400

20,540

8,150

14,190

4,200

1,000

1,400

20,790

8,290

14,430

4,200

1,000

1,400

21,030

-

Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.6750-190-9790

Rs.8700-34800 + Rs.4600 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

6,750

11,750

4,600

1,000

1,400

18,750

6,940

12,080

4,600

1,000

1,400

19,080

7,130

12,410

4,600

1,000

1,400

19,410

7,320

12,740

4,600

1,000

1,400

19,740

7,510

13,070

4,600

1,000

1,400

20,070

7,700

13,400

4,600

1,000

1,400

20,400

7,890

13,730

4,600

1,000

1,400

20,730

8,080

14,060

4,600

1,000

1,400

21,060

8,270

14,390

4,600

1,000

1,400

21,390

8,460

14,720

4,600

1,000

1,400

21,720

8,650

15,060

4,600

1,000

1,400

22,060

8,840

15,390

4,600

1,000

1,400

22,390

9,030

15,720

4,600

1,000

1,400

22,720

9,220

16,050

4,600

1,000

1,400

23,050

9,410

16,380

4,600

1,000

1,400

23,380

9,600

16,710

4,600

1,000

1,400

23,710

9,790

17,040

4,600

1,000

1,400

24,040

126

Rank

-

Master Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay

Rs.7400-200-10200

Rs.8700-34800 + Rs.4800 + Rs.1000 + Rs.1400

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

X Group Pay

Total Revised Pay

7,400

12,880

4,800

1,000

1,400

20,080

7,600

13,230

4,800

1,000

1,400

20,430

7,800

13,580

4,800

1,000

1,400

20,780

8,000

13,920

4,800

1,000

1,400

21,120

8,200

14,270

4,800

1,000

1,400

21,470

8,400

14,620

4,800

1,000

1,400

21,820

8,600

14,970

4,800

1,000

1,400

22,170

8,800

15,320

4,800

1,000

1,400

22,520

9,000

15,660

4,800

1,000

1,400

22,860

9,200

16,010

4,800

1,000

1,400

23,210

9,400

16,360

4,800

1,000

1,400

23,560

9,600

16,710

4,800

1,000

1,400

23,910

9,800

17,060

4,800

1,000

1,400

24,260

10,000

17,400

4,800

1,000

1,400

24,600

10,200

17,750

4,800

1,000

1,400

24,950

127

Air Force - Y Group Rank

-

Air Craftsman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3250

Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,250

5,660

2,000

1,000

8,660

Rank

-

Leading Air Craftsman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3650-60-4550

Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,650

6,360

2,000

1,000

9,360

3,710

6,460

2,000

1,000

9,460

3,770

6,560

2,000

1,000

9,560

3,830

6,670

2,000

1,000

9,670

3,890

6,770

2,000

1,000

9,770

3,950

6,880

2,000

1,000

9,880

4,010

6,980

2,000

1,000

9,980

4,070

7,090

2,000

1,000

10,090

4,130

7,190

2,000

1,000

10,190

4,190

7,300

2,000

1,000

10,300

4,250

7,400

2,000

1,000

10,400

4,310

7,500

2,000

1,000

10,500

4,370

7,610

2,000

1,000

10,610

4,430

7,710

2,000

1,000

10,710

4,490

7,820

2,000

1,000

10,820

4,550

7,920

2,000

1,000

10,920

128

Rank

-

Corporal

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3900-70-4950

Rs.4860-20200 + Rs.2400 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,900

6,790

2,400

1,000

10,190

3,970

6,910

2,400

1,000

10,310

4,040

7,030

2,400

1,000

10,430

4,110

7,160

2,400

1,000

10,560

4,180

7,280

2,400

1,000

10,680

4,250

7,400

2,400

1,000

10,800

4,320

7,520

2,400

1,000

10,920

4,390

7,640

2,400

1,000

11,040

4,460

7,760

2,400

1,000

11,160

4,530

7,890

2,400

1,000

11,290

4,600

8,010

2,400

1,000

11,410

4,670

8,130

2,400

1,000

11,530

4,740

8,250

2,400

1,000

11,650

4,810

8,370

2,400

1,000

11,770

4,880

8,500

2,400

1,000

11,900

4,950

8,620

2,400

1,000

12,020

Rank

-

Sergeant

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.4320-85-5595

Rs.4860-20200 + Rs.2800 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

4,320

7,520

2,800

1,000

11,320

4,405

7,670

2,800

1,000

11,470

129

Rank

4,490

7,820

2,800

1,000

11,620

4,575

7,970

2,800

1,000

11,770

4,660

8,110

2,800

1,000

11,910

4,745

8,260

2,800

1,000

12,060

4,830

8,410

2,800

1,000

12,210

4,915

8,560

2,800

1,000

12,360

5,000

8,700

2,800

1,000

12,500

5,085

8,850

2,800

1,000

12,650

5,170

9,000

2,800

1,000

12,800

5,255

9,150

2,800

1,000

12,950

5,340

9,300

2,800

1,000

13,100

5,425

9,440

2,800

1,000

13,240

5,510

9,590

2,800

1,000

13,390

5,595

9,740

2,800

1,000

13,540

-

Jr. Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.5620-140-8140

Rs.8700-34800 + Rs.4200 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

5,620

9,780

4,200

1,000

14,980

5,760

10,030

4,200

1,000

15,230

5,900

10,270

4,200

1,000

15,470

6,040

10,510

4,200

1,000

15,710

6,180

10,760

4,200

1,000

15,960

6,320

11,000

4,200

1,000

16,200

6,460

11,240

4,200

1,000

16,440

6,600

11,490

4,200

1,000

16,690

6,740

11,730

4,200

1,000

16,930

6,880

11,980

4,200

1,000

17,180

7,020

12,220

4,200

1,000

17,420

7,160

12,460

4,200

1,000

17,660

130

Rank

7,300

12,710

4,200

1,000

17,910

7,440

12,950

4,200

1,000

18,150

7,580

13,190

4,200

1,000

18,390

7,720

13,440

4,200

1,000

18,640

7,860

13,680

4,200

1,000

18,880

8,000

13,920

4,200

1,000

19,120

8,140

14,170

4,200

1,000

19,370

-

Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6600-170-9320

Rs.8700-34800 + Rs.4600 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

6,600

11,490

4,600

1,000

17,090

6,770

11,780

4,600

1,000

17,380

6,940

12,080

4,600

1,000

17,680

7,110

12,380

4,600

1,000

17,980

7,280

12,670

4,600

1,000

18,270

7,450

12,970

4,600

1,000

18,570

7,620

13,260

4,600

1,000

18,860

7,790

13,560

4,600

1,000

19,160

7,960

13,850

4,600

1,000

19,450

8,130

14,150

4,600

1,000

19,750

8,300

14,450

4,600

1,000

20,050

8,470

14,740

4,600

1,000

20,340

8,640

15,040

4,600

1,000

20,640

8,810

15,330

4,600

1,000

20,930

8,980

15,630

4,600

1,000

21,230

9,150

15,930

4,600

1,000

21,530

9,320

16,220

4,600

1,000

21,820

131

Rank

-

Master Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6750-200-9550

Rs.8700-34800 + Rs.4800 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

6,750

11,750

4,800

1,000

17,550

6,950

12,100

4,800

1,000

17,900

7,150

12,450

4,800

1,000

18,250

7,350

12,790

4,800

1,000

18,590

7,550

13,140

4,800

1,000

18,940

7,750

13,490

4,800

1,000

19,290

7,950

13,840

4,800

1,000

19,640

8,150

14,190

4,800

1,000

19,990

8,350

14,530

4,800

1,000

20,330

8,550

14,880

4,800

1,000

20,680

8,750

15,230

4,800

1,000

21,030

8,950

15,580

4,800

1,000

21,380

9,150

15,930

4,800

1,000

21,730

9,350

16,270

4,800

1,000

22,070

9,550

16,620

4,800

1,000

22,420

132

Air Force - Z Group Rank

-

Air Craftsman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3050

Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,050

5,310

2,000

1,000

8,310

Rank

-

Leading Air Craftsman

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3080-60-3980

Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,080

5,360

2,000

1,000

8,360

3,140

5,470

2,000

1,000

8,470

3,200

5,570

2,000

1,000

8,570

3,260

5,680

2,000

1,000

8,680

3,320

5,780

2,000

1,000

8,780

3,380

5,890

2,000

1,000

8,890

3,440

5,990

2,000

1,000

8,990

3,500

6,090

2,000

1,000

9,090

3,560

6,200

2,000

1,000

9,200

3,620

6,300

2,000

1,000

9,300

3,680

6,410

2,000

1,000

9,410

3,740

6,510

2,000

1,000

9,510

3,800

6,620

2,000

1,000

9,620

3,860

6,720

2,000

1,000

9,720

3,920

6,830

2,000

1,000

9,830

3,980

6,930

2,000

1,000

9,930

133

Rank

-

Corporal

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3200-70-4250

Rs.4860-20200 + Rs.2400 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,200

5,570

2,400

1,000

8,970

3,270

5,690

2,400

1,000

9,090

3,340

5,820

2,400

1,000

9,220

3,410

5,940

2,400

1,000

9,340

3,480

6,060

2,400

1,000

9,460

3,550

6,180

2,400

1,000

9,580

3,620

6,300

2,400

1,000

9,700

3,690

6,430

2,400

1,000

9,830

3,760

6,550

2,400

1,000

9,950

3,830

6,670

2,400

1,000

10,070

3,900

6,790

2,400

1,000

10,190

3,970

6,910

2,400

1,000

10,310

4,040

7,030

2,400

1,000

10,430

4,110

7,160

2,400

1,000

10,560

4,180

7,280

2,400

1,000

10,680

4,250

7,400

2,400

1,000

10,800

Rank

-

Sergeant

Pre-revised scale

Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3775-85-5050

Rs.4860-20200 + Rs.2800 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

3,775

6,570

2,800

1,000

10,370

3,860

6,720

2,800

1,000

10,520

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Rank

3,945

6,870

2,800

1,000

10,670

4,030

7,020

2,800

1,000

10,820

4,115

7,160

2,800

1,000

10,960

4,200

7,310

2,800

1,000

11,110

4,285

7,460

2,800

1,000

11,260

4,370

7,610

2,800

1,000

11,410

4,455

7,760

2,800

1,000

11,560

4,540

7,900

2,800

1,000

11,700

4,625

8,050

2,800

1,000

11,850

4,710

8,200

2,800

1,000

12,000

4,795

8,350

2,800

1,000

12,150

4,880

8,500

2,800

1,000

12,300

4,965

8,640

2,800

1,000

12,440

5,050

8,790

2,800

1,000

12,590

-

Jr. Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.5200-125-7450

Rs.8700-34800 + Rs.4200 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

5,200

9,050

4,200

1,000

14,250

5,325

9,270

4,200

1,000

14,470

5,450

9,490

4,200

1,000

14,690

5,575

9,710

4,200

1,000

14,910

5,700

9,920

4,200

1,000

15,120

5,825

10,140

4,200

1,000

15,340

5,950

10,360

4,200

1,000

15,560

6,075

10,580

4,200

1,000

15,780

6,200

10,790

4,200

1,000

15,990

6,325

11,010

4,200

1,000

16,210

6,450

11,230

4,200

1,000

16,430

6,575

11,450

4,200

1,000

16,650

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Rank

6,700

11,660

4,200

1,000

16,860

6,825

11,880

4,200

1,000

17,080

6,950

12,100

4,200

1,000

17,300

7,075

12,320

4,200

1,000

17,520

7,200

12,530

4,200

1,000

17,730

7,325

12,750

4,200

1,000

17,950

7,450

12,970

4,200

1,000

18,170

-

Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6170-155-8650

Rs.8700-34800 + Rs.4600 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

6,170

10,740

4,600

1,000

16,340

6,325

11,010

4,600

1,000

16,610

6,480

11,280

4,600

1,000

16,880

6,635

11,550

4,600

1,000

17,150

6,790

11,820

4,600

1,000

17,420

6,945

12,090

4,600

1,000

17,690

7,100

12,360

4,600

1,000

17,960

7,255

12,630

4,600

1,000

18,230

7,410

12,900

4,600

1,000

18,500

7,565

13,170

4,600

1,000

18,770

7,720

13,440

4,600

1,000

19,040

7,875

13,710

4,600

1,000

19,310

8,030

13,980

4,600

1,000

19,580

8,185

14,250

4,600

1,000

19,850

8,340

14,520

4,600

1,000

20,120

8,495

14,790

4,600

1,000

20,390

8,650

15,060

4,600

1,000

20,660

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Rank

-

Master Warrant Officer

Pre-revised scale

Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6600-200-9400

Rs.8700-34800 + Rs.4800 + Rs.1000

Stage in the prerevised scale

Stage in the revised Pay Band

Grade Pay

Military Service Pay

Total Revised Pay

6,600

11,490

4,800

1,000

17,290

6,800

11,840

4,800

1,000

17,640

7,000

12,180

4,800

1,000

17,980

7,200

12,530

4,800

1,000

18,330

7,400

12,880

4,800

1,000

18,680

7,600

13,230

4,800

1,000

19,030

7,800

13,580

4,800

1,000

19,380

8,000

13,920

4,800

1,000

19,720

8,200

14,270

4,800

1,000

20,070

8,400

14,620

4,800

1,000

20,420

8,600

14,970

4,800

1,000

20,770

8,800

15,320

4,800

1,000

21,120

9,000

15,660

4,800

1,000

21,460

9,200

16,010

4,800

1,000

21,810

9,400

16,360

4,800

1,000

22,160

Note : Military Service Pay (MSP) is to be taken in for purposes of fitment. No arrears on of Military Service Pay are to be paid. MSP will, therefore, actually be payable prospectively from the date indicated in the notification.

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Chapter 2.4

Lateral movement of Defence Forces personnel Introduction

2.4.1 Defence Forces have been facing a shortage of Officers. Resettlement of retired Personnel Below Officers Ranks (PBORs) is also an issue that has been engaging deep attention of the Government. The short tenure of Short Service Commissioned Officers (SSCOs) and PBORs in Defence Forces acts as a disincentive for many eligible candidates ing the Defence Forces. The Commission is also of the view that while a good compensation package is essential for the morale and quality of officers and men in the Defence Forces, the same will also, to a large extent, depend on those personnel being provided a life time career. 2.4.2 The problem of short tenure in Defence Forces has to be viewed in the context of ever increasing role of the Defence Forces in anti-terrorist and counter insurgency/related duties. These functions primarily lie with Central Para Military Forces (MFs) that have been specifically raised for performing duties relating to maintenance of law and order, carrying out anti-terrorists/counter insurgency operations, etc. However, help of the Defence Forces is also enlisted frequently for these duties. 2.4.3 In recent years, the size of MFs has increased by a large percentage to meet the increased internal security threat to the nation. The Government is presently recruiting a large number of personnel in various MFs and training them before they can be utilized for security related duties in the various para military forces. At the same time, a large number of personnel from the Defence Forces retire at a relatively young age when they are fit enough to discharge duties in MFs that are slightly less arduous than those required in Defence Forces. Further, these retired personnel are likely to have performed anti-terrorist and counterinsurgency duties while working in the Defence Forces. The Government is faced with an increased pension burden for these retired Defence Forces personnel who are still in their prime. It also has a responsibility of rehabilitating these trained personnel who still have a long, productive working life and are too young to take complete retirement from all work.

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2.4.4 The twin problems of locating suitable trained manpower for induction in various Central Para Military Forces and providing sufficiently long tenure for the Defence Forces personnel can be addressed in case the recruitment to Central Para Military Forces is done by lateral shift of the Defence Forces personnel. This is not a new concept. Even at present, 10% of the posts of Assistant Commandant in various para military forces are reserved for exservicemen. All posts in defence security corps are exclusively reserved for ex-servicemen. The Fifth C had recommended increase in percentage of posts reserved for the retired service personnel in Group C and D in Central Police Organizations (Os) to 25% that were recommended to be filled by lateral transfer of the retiring service personnel to Os. The Commission had also recommended filling up of 25% posts of Assistant Commandant in Os by lateral shift of Defence Forces personnel with this facility being made available in particular to the Short Service Commissioned Officers. The Fifth Pay Commission had also suggested setting up a t recruitment board comprising representatives of Os and Defence Forces headquarters that would tly select officers/men who would render 7 years service in Defence Forces to be followed by lateral shift to Os. Analysis

2.4.5 The recommendations of the Fifth Central Pay Commission are even more relevant today and need to be further extended so that all posts in different Os are filled by lateral shift of Defence Forces personnel. A similar dispensation needs to be extended for filling up the civilian posts in Ministry of Defence which should also be filled by lateral shift of the Defence Forces personnel. The average yearly discharge from the Defence Forces personnel is approximately 40,000. Assuming that a majority of these personnel would opt for lateral shift, around 35000 posts would be required annually to accommodate these personnel in Os/defence civilian organizations. The size of the various Os is approximately 7,00,000. The number of defence civilians in Ministry of Defence is around 4,00,000. The total number of average annual vacancies in Os and the various cadres of defence civilians would be around 35,000. Thus, the potential to allow lateral shift of nearly all Defence Forces personnel to Os and various cadres of defence civilians exists.

Recommendations

2.4.6 The Commission therefore is of the view that a scheme needs to be introduced for lateral shift of Defence Forces personnel to Os (including MFs) and defence civilian organizations. It is, accordingly, recommended that in future, all recruitments to the posts of Short Service Commissioned Officers and Personnel

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Below Officers Ranks in the Defence Forces, Os and various defence civilian organisations should be made with the selected candidates serving initially in the Defence Forces for some period before being laterally shifted to Os/defence civilian organizations. The lateral shift of the Defence Forces personnel to Os shall be operationalised in the following manner:i)

Common recruitment shall henceforth be made to all the posts in Defence Forces, Os and defence civilians in Ministry of Defence. ii) The recruitment shall be made by Recruitment Boards in Defence Forces. iii) All the successful candidates recruited by this Board will initially render minimum 7 years of service in the Defence Forces. The span could, however, be extended to 17 years depending upon the vacancy position in Os/defence civilian organisations as well as the requirement in Defence Forces. iv) On completion of the tenure in the Defence Forces, the personnel shall be laterally shifted to an analogous post either in any of the Os or in one of the defence civilian organisation. The lateral shift to a specific O or a defence civilian organisation will depend on the availability of post as well as the choice and medical fitness of the concerned Defence Forces personnel. v) During the lateral shift the pay fixed in the pay band and the grade pay of the employee shall be protected. Once the lateral shift is made, the military special pay will no longer be payable. However, while fixing pay in the corresponding pay band and grade pay on the civilian side, the Military Service Pay will also be taken into so that there is no drop in the salary. vi) The lateral shift, whether in Os or in one of the defence civilian organisations, will be to a post carrying same pay band and grade pay as being drawn by the concerned person in the Defence Forces at the time of lateral shift . vii) The Defence Forces personnel would have the option not to opt for the lateral shift. In such a scenario, the personnel shall retire at the stipulated age prescribed for the rank held by him/her in the Defence Forces. Pension as per the normal pension rules will then be payable. Since life time appointment would be offered under the scheme, no special pensionary benefits that were being given to compensate for the short tenure in the Defence Forces would henceforth be available. viii) The seniority of the concerned personnel on being laterally shifted to Os/defence civilian organisations will be determined on the basis of the date on which they were appointed in that specific pay band and grade pay in the

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Defence Forces. Thus, the seniority shall be fully protected during the lateral shift to Os/defence civilian organisations. In accordance with the extant rules, the Defence Forces personnel laterally shifted to the Os/defence civilian organisations will continue to be governed by the pension scheme which governed them during their tenure in the Defence Forces. Consequently, they will fall outside the purview of the New Pension Scheme. Benefits of the proposed scheme

2.4.7 This scheme will not only make available sufficient number of trained manpower for Os as well as defence civilian organisations but will also curtail the pension bill of the Government significantly. It is estimated that the Government spends nearly Rs.100 crore per annum on recruitment and training of personnel for Os and defence civilian organisations. This expenditure will be completely saved. Further the Government will have to pay pension to the retiring Defence Forces personnel only after 30/33 years of service as against 17 years of service at present. This will result in a further saving of Rs.700 crore per year. These savings will grow cumulatively for a period of 13 years. Therefore, at the end of 13 years the annual savings on this will be to the tune of Rs.7800 crore at constant price index. The Government will also not have to provide for special measures and find means of providing rehabilitation of ex-Defence Forces personnel. This will have other side benefits because the trained manpower of the Defence Forces will be engaged in a life time employment and no subversive elements will be able to misguide them for anti social activities.

Reservations expressed against the Scheme and analysis thereof

2.4.8 The issue of lateral shift of Defence Forces personnel in Os was discussed by the Commission with officials from Ministry of Defence as well as Ministry of Home Affairs. Whereas the former were generally in favour and in fact welcomed the scheme, the Ministry of Home Affairs had expressed several reservations. The Commission has analyzed these reservations of MHA as under:i)

MHA argument – The age profile of the Os will be hit adversely by this lateral shift. Analysis – – Presently the average age of recruitment in Defence Forces is 19 years. As against this, in MFs personnel upto the age of 26 years are recruited. After that such persons have to be trained. This on an average takes one year. If the recruits in Defence Forces are laterally shifted to the Os after a stint of 7 years, their average age at the time of entering the Os will be around 26 years.

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Moreover, they will be fully trained. As such, the age profile of Os will not be hit adversely by this lateral shift. ii)

MHA argument – The training of Defence Forces personnel is different from that of Os. Defence Forces personnel are trained to kill whereas police forces personnel are trained to control and not kill. Therefore, lateral shift of Defence Forces into Os will lead to operational problems. Analysis – It is fallacious to assume that training procedure of Defence Forces will not be effective for rendering service in Os. In fact, Defence Forces are highly disciplined and are trained to take action as per the orders given and as per the demand of the situation. This is evident by the fact that Defence Forces are now being used in a major way in all the counter insurgency operations which earlier were being carried out by the MFs and Os. Defence Forces are increasingly being used for various kinds of duties in the interior of the country which are far removed from protecting the borders from the attack of foreign enemies. The ex-Defence Forces personnel are also given employment in State Police and Os. In fact there is a 10% reservation for ex-Defence Forces personnel to the post of Assistant Commandant in Os. Nobody has every complained that the ex-Defence Forces personnel recruited in various police forces/Os have not performed as well as any other MF personnel. The argument, therefore, is not sustainable on facts.

iii)

MHA argument – The scheme will curtail the available employment opportunities. Analysis – This argument will need to be seen in the light of the fact that the scheme will provide life time employment to the successful candidates who will serve for a few years in the Defence Forces and thereafter be laterally shifted to Os/defence civilian organisations. Presently, persons recruited in the Defence Forces get a service of only 17 years. Consequently, re-employment has to be found for them once they are discharged from the Defence Forces. The new scheme will resolve this problem effectively. Therefore, no real loss in employment opportunities will occur due to implementation of this scheme.

iv)

MHA argument – There will be problems about career progression of existing recruits who are directly inducted in the MFs because Defence Forces personnel on lateral shift

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to Os/defence civilian organisations will retain their seniority and will, therefore, become senior to these personnel. Analysis – This problem will exist for some of the existing personnel who are recruited directly in MFs. However, the current scheme of running pay bands and the modified assured career progression scheme will ensure that none of the existing direct recruits in various Os/defence civilian organisations stagnates at any point in his/her entire career. Further, the problem will not exist for a very long time because eventually all the recruits in Os/defence civilian organisations will come through the Defence Forces personnel which will automatically resolve this problem. v)

MHA argument – It will be difficult to establish one to one parity between different posts in Defence Forces and Os/defence civilian organisations. Analysis – While it is true that no clear-cut parity had existed in Fifth C pay scales between different posts in Defence Forces and Os/different defence civilian organisations in the revised scheme of running pay bands and grade pay being recommended, a complete one to one parity has been established between posts in Defence Forces vis-à-vis those in Os/other civilian organisations. Hence, the problem has been effectively addressed in the revised scheme of running pay bands being recommended by the Commission.

Conclusion

2.4.9 Discussions in preceding paragraphs would clearly show that the scheme of lateral shift of Defence Forces personnel in Os/various defence civilian organisations is extremely viable, beneficial and no real drawbacks exist in effective implementation of this scheme. This will not only result in substantial financial savings for the Government but will also guarantee a life time employment to the Defence Forces personnel. The Government will also benefit by getting an abundant supply of trained manpower for induction into various posts in Os/defence civilian organizations. The scheme, therefore, should be implemented in its entirety without any delay.

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Chapter 2.5

Performance Related Incentive Scheme Introduction

2.5.1 of Reference of the Commission mandated it to devise ways for transforming the Central Government organisations into professional and citizen friendly entities dedicated to the service of the people. The of Reference also made it incumbent on the Commission to work out a pay package for Central Government employees that was linked to promoting efficiency, productivity and economy. The Commission also had to look into the financial parameters and conditions that would govern the payment of bonus. Keeping in view the aforesaid of Reference, the Commission had to devise compensation package which improves the efficiency and delivery mechanism in the Government and which rewards performance. This, in the view of the Commission, could be achieved by incorporating an incentive, over and above the normal salary, in the revised structure being recommended. This was all the more important because the thrust of the Report is to move to a system that increasingly recognizes performance and gives motivation in the form of monetary incentives, merit increments, etc. Giving monetary incentive over and above the normal salary will also ensure that the emoluments available in the Government become somewhat comparable to those available for similarly placed personnel in other sectors.

What is Performance?

2.5.2 Before elaborating further on the concept of incentive based on performance, need exists to define performance. Performance for the Government is usually not measured in of profit, but in of achieving societal goals and desired outcomes, for example, reduction of crime, enhancing the quality of life, reducing infant mortality etc. Performance is effective service delivery and responsiveness to stakeholders. In the Governmental context, performance can be defined as the ability of the Government to acquire resources and to put these resources to their most efficient use (input-output relationship) and to achieve the desired outputs and outcome goals (output-outcome relationship). It is the shift from inputs-process emphasis (efficiency) to results, social goals and outcomes (effectiveness). Performance can, in the final analysis, only be viewed in of the final deliverables to the /stakeholder.

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Definition of performance related pay (PRP)

2.5.3 The OECD, in its synthesis study ‘Performance Related Pay Policies for Government Employees’ (OECD 2005), has defined ‘Performance related pay’ (PRP) as the variable part of pay which is awarded each year (or on any other periodic basis) depending on performance. PRP systems are applied at the individual employee level and at the team/group level. The definition of PRP excludes: •

Any automatic pay increases by, for example, grade promotion or service-based increments (not linked to performance);

•

Various types of allowances which are attached to certain posts or certain working conditions (for example, over time allowances, allowances for working in particular geographical areas)

Past developments

2.5.4 Payment of incentives based on performance is not a new concept. The earlier two Pay Commissions i.e. Fourth and Fifth Pay Commissions had also commented on the issue of rewarding performance. The Fourth C had recommended variable increments for rewarding better performances. The Fifth Central Pay Commission had recommended the scheme of performance related increments for all Central Government employees where an extra increment was to be paid to the exceptionally meritorious performers with the under-performers being denied even the regular/normal increment.

Performance Related Incentive Schemes (PRIS) successful implementation in the SEs

2.5.5 The Central Public Sector Enterprises (SEs) have successfully implemented Performance Linked Incentive Schemes where performance related payment, not exceeding 5% of the distributable profit, is normally paid. This scheme is based on the recommendations of the Pay Revision Committee headed by Justice S. Mohan which proposed that all payments over and above the ceiling of 50 per cent should be entirely in the nature of Performance Related Pay. The Central Public Sector Enterprises (SEs) also have an Employees Stock Option Scheme (ESOS) based on beneficiary’s certificate against contribution by employees. Enterprise specific implementation models for performance related incentive based on project related targets, productivity linked key indicators etc. with organization, group and individual performance parameters have been functioning successfully for a number of years (Annex 2.5.1). PRI schemes tightly linked to organizational objectives are the norm in the private sector in India and vary according to the organisation (Annex 2.5.2).

PRIS – the International experience

2.5.6 Most OECD countries have introduced links between performance and pay. The methods by which different countries have introduced elements of performance-related pay in their public

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services broadly reflect the established methods for determining public pay. Asian countries like Singapore, South Korea, Vietnam and Pakistan have also introduced PRI. Performance related incentives have now been introduced in career based systems like , Hungary, Russia and Korea. Most of the countries pay PRI in form of merit increments as well as bonuses. Rate of merit increments normally varies from 3% to 20%. Rate of Bonus varies and countries like South Korea pays bonus of upto 100% of the monthly base salary (See Annex 2.5.3 for details). Change in work culture through PRIS

2.5.7 The Commission had engaged the Indian Institute of Management (IIM (A)) to do a Study on Formulating the Concept, Principles, and Parameters for Performance-Related Incentive Schemes in Government. The Synthesis Report of studies has observed:“In India, Government employees are paid according to their serviceincremental salary scales. For a larger (majority) section of employees there is hardly any performance for pay incentive available to them. Their salaries are today only a composite of basic pay plus certain allowances (variable) including DA that are issible depending on the nature of jobs and duties and accompanying working conditions. In fact, natural increases in salary are very much guaranteed to Government employees. This leads to a situation where employees do not exert themselves for a higher level of on-the-job performance and achievements, thus depriving the Government of potential productivity gains and service delivery enhancements, both in of quantum and quality. There is no external motivation for risk-taking and delivering a higher level of performance, because though the risk-taking is punished if things go wrong, it is not financially rewarded if things improve because of employees’ initiative and risk-taking. Over the years, this has led to the development of a culture where employees have become risk averse.” The lower risk taking ability of public servants where emphasis is only on routine observance of procedures without any reference to the end result or outcome can be changed only through changes in work culture that rewards performers. This will involve changes in the extant ability structures and linkage to outcomes and deliverables. PRI is being recommended to act as a lever to herald this new work culture.

PRIS a variable pecuniary benefit over and above the regular pay

2.5.8 Keeping in view the past developments, the model applied in SEs and the international experience, the Commission is of the view that a separate performance linked incentive scheme needs to be introduced to orient all Government departments towards better service delivery with higher emphasis on end results. The IIM (Ahmedabad) ‘Synthesis Report of studies for formulating the concept, principles and parameters for Performance Related Incentives defines “PRI as the variable

146

component of the pay which is awarded ex-post, after individual/group performance is measured against pre-set and mutually agreed upon goals for a given period of assessment. It is non-additive and non-cumulative. It is not an automatic default pay which is given for the nature of duties & responsibilities or levels of difficulty (working conditions) for a certain rank/post.” Accordingly, the Commission recommends introduction of a new performance based pecuniary benefit, over and above the regular salary, for the Government employees. The benefit will be called Performance Related Incentive Scheme (PRIS) and will be payable taking into the performance of the employee during the period under consideration. It is based on the principle of differential reward for differential performance. This incentive will be payable out of the savings made due to better performance of employee(s) during the period in consideration. To ensure that employees do not lose any of their regular salary as revised by this Commission in case they are found ineligible for this incentive; the Commission proposes to pay this incentive over and above the regular pay of the employee. In this sense, the incentive being recommended in this Report is different from Performance Related Pay (PRP) in other countries as, unlike in PRP; it is a benefit over and above the regular pay of the employee. Funding for PRIS: a budget neutral framework

2.5.9 The essence of PRIS is that it will improve efficiency and end delivery without placing any additional financial burden through more efficient use of the available resources. Expenditure currently incurred in of current expenditure on ad-hoc bonus and honorarium payments will, in any case, be available to ministries/departments. Additional finances for implementing PRIS would, therefore, have to be generated internally through cost and efficiency improvements and productivity/output increases resulting from improved work processes and extensive use of information and communication technologies. Potential for costsavings exists in most of the departments and ministries. This is also borne out in the study conducted by IIM (A). It is, accordingly, recommended that fifty percent of the organizational savings available to a Department or organization should be made available for the PRI schemes or other organizational priorities, keeping in mind the levels where these savings occurred, as reward for effectiveness, with the balance being apportioned to Government. For computing the savings, the Commission recommends benchmarking of the annual budget expenditure by the Ministries and Departments in the year 2005-2006 with flexibility given to the individual Ministries/ Departments to use the savings generated against the benchmark year under various heads for the PRIS or for other organizational priorities like additional manpower, office infrastructure etc. within the overall budget neutral framework. The department/organization should

147

consciously plan its savings. Savings from the restructuring and reorganization of work, rightsizing, improved efficiency and productivity, reduction in wasteful expenditure and tangible savings in contingencies like travel and consumables and outsourcing, savings through process re-engineering, greater delegation of responsibility and ability in decision making, redistribution of the work load and efficiencies of scale, de-layering and simplification of office procedures would be part of the budget available to the organization for deployment towards its own priorities. The savings from phasing out of ad-hoc bonus or PLB would also be part of available funds. The funding for PRI should flow from savings and deployment within the budget with focus on greater organizational effectiveness and improved functioning and efficiency in working without confining it to downsizing and manpower reduction. No uniform model for PRIS

2.5.10 Government of India performs myriad functions. Some Ministries are old whereas others are newly created. It is easier to make changes in new Ministries/Departments/Organisations where the structures are not so firmly established and can be modified for more effective performance. Further, performance across different ministries and departments as well as departmental units within a ministry/department show wide disparity. There is a variation in the social, demographic, and economic profile across the units. For rewarding unit level performance, these variations will need to be factored in. Concerns have also been raised on unequal opportunities due to difference in Department wise tasks/postings. To illustrate, in Railways, opportunities are perceived to be unequally distributed between line and staff functions; high density routes and branch lines. It is, therefore, apparent that a uniform model or a set of models cannot uniformly apply to all organisations insofar as grant of PRIS is concerned. Every organisation will, therefore, have to devise its own PRIS based on the organizational structure, levels and processes being used.

Decentralized design of PRIS at the Departmental level and below

2.5.11 In the preceding paragraph, it has been mentioned that no uniform model can be prescribed for PRI. Similarly, it is not necessary that PRI is introduced simultaneously across various Ministries/ Departments/Organisations in the Government. The IIM (A) study has also emphasized that any organization under a ministry or department of the Government should be free to decide whether they would like to participate in the PRIS or not. Voluntary adoption of PRIS at an operational level at the Departmental level and below, within the overall given framework, will allow flexibility and directness of rewards linked to the changes in the work processes, improved performance and effective and responsive service delivery.

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Range of incentives, multiple slabs and periodicity

2.5.12 The amount of PRI in governments internationally is normally within 5-15% of basic pay. The IIM (A) case studies have also recommended bonuses between 5-20% of the basic pay. The IIM (A) has recommended two or maximum three slabs with differentials (Annex 2.5.4). The Commission, however, is of the view that prescribing any set percentages/limits may not be appropriate and, a flexible, decentralized incentive payment structure for achievement beyond set targets with organizations having the freedom to set amounts and distribution within the benchmarked budget savings available would be more justified. 2.5.13 The periodicity of payment of PRI should be linked to work processes and the frequency of performance measurement and assessment. The form of PRI should, accordingly, be organization and design specific and payable as a cash incentive either when it becomes due, or on a monthly/quarterly/annual basis.

Normal Salary for employees not covered under PRI and

2.5.14 The adoption of PRIS is voluntary. In the event of ministries/departments deciding not to adopt the PRIS, the employees will continue to receive normal salary and compensation and will not be covered under PRIS.

Broad outlines for implementing PRIS Change in ability framework

2.5.15 PRIS cannot work unless field functionaries are given adequate freedom and autonomy to perform. Performance has to go hand-in-hand with delegation of powers. While micromanagement may be a way to ensure ability by monitoring performance and procedures, however, it leads to an over-emphasis on procedures leading to substantial non-productive paper work without any emphasis on end results and lack of delegation with a deleterious effect on performance. Narrow emphasis on ability demoralizes employees and also leads to shift in priorities to compliance of regulations and performance ability rather than service provision. Micro-management frequently proves detrimental to improvement in performance and effective service delivery. Basic changes in the ability systems are essential for effective implementation of the PRIS framework. This change is all the more justified as the centralized command and control systems with process compliance and input control have not been effective in securing performance. ability should be seen as the ability of the system to deliver results and services effectively and in a responsive manner of the appropriate quality and at the right time. The correct test of ability should be whether the results have reached the end consumer in a time-bound and effective manner and not merely whether all the prescribed procedures were followed without taking

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in consideration the final effect of the action. Thus defined, ability will lead to improvements in service and create an assurance in the working of the institution as against a narrow ‘blaming’ approach to ability. Changes required in organisational functioning

2.5.16 PRIS should be used as a tool for ushering in reforms rather than waiting for reforms before taking up PRIS. Following broad changes in organizational functioning are essential for effective implementation of PRIS:a) Increasing employee participation through strengthening of delegation and ability at each level of decision making to improve delivery of services to stakeholders. Delegation with ability will also result in delayering and streamlining the hierarchy of functioning leading to flatter organizations with “turning the pyramid upside down”. b) Complete thrust on ultimate deliverables and outcomes. c)

Enabling work environment with adequate infrastructure facilities and proper physical working conditions

d) Institutionalization of stakeholder participation to ensure effectiveness and responsiveness in service delivery. e) Introduction of flexible and holistic job design with high performance work practices (HPWP), multi-skilled work and greater employee engagement in the decision making process (Annex 2.5.5). f)

Use of ICT for transformation in work processes and public service delivery integration with minimal public interface for reduction in delay and corruption and upscaling of sectoral best practices through PRIS.

g) Change in performance management system incorporating open and transparent assessment and linking of performance measurement indicators to deliverables in performance appraisal systems. h) Shift in ability framework from emphasis on process compliance and input control to effective and responsive delivery of results and services. All these measures leveraged through PRIS will help improve service delivery of the various organisations in Government. A systematic and planned approach

2.5.17 The IIM (A) analysis shows that the target groups (ministries/department) studied by them are amenable for introduction of PRIS. The performance management system

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recommended by the IIM (A) consists of output/outcome definitions (Key Result Areas (KRAs)) with strategic performance indicators (SPI)), performance measurement (PMS) and data tracking (MIS) The IIM (A) Studies have emphasised that PRI needs to be implemented in stages. In the first stage of readying the organisation, basic frameworks and measures need to be established through a process of consultation and organisational mission and goals and stakeholder commitments/citizens’ charter clarified. The PRIS fund pool will have to be planned. This is necessary for building employee trust and acceptability of PRIS. In the next stage, measures for implementation of PRIS - like greater delegation and autonomy with greater ability; setting up of performance measurement standards and indicators against service deliverables and restructuring the management information system through simple process re-engineering with work processes being changed through the introduction of high performance work practices like multiskilling, job enrichment and job rotation etc., are taken. A pilot may also be taken up at this stage to test the basic parameters in one or more work units. The final stage will consist of more advanced reforms linked to service deliverables to bridge service gaps and improved outcomes with focus on greater delegation, process reengineering and convergence, change in ability mechanisms, re-structuring of work processes and introduction of high performance work practices and stakeholder participation and interface. The focus during this stage is on outcomes and service deliverables and effective governance. The source of funds for the PRIS initiative would be derived from cost efficiency and higher productivity. The performance measurement systems and indicators would be further developed and refined in the light of organizational goals and objectives. Role of Performance Measurement System (PMS)

2.5.18 Performance Measurement System (PMS) is an important part of PRIS as it will measure performance which will then be rewarded under PRIS. PMS is, therefore, at the heart of the performance initiative. It is easier to design performance measurement for the private sector because their main objectives are profitability and sales. In Government, performance cannot be assessed only in these . Performance, therefore, has to be gauged on the basis of a wide array of parameters that can be different for various organizations within the Government. In an effective PMS, there has to be complete clarity about the goals and the steps proposed to get there. The goals have necessarily to incorporate the shift beyond ability in of mere compliance with procedures to achievement of results and service deliverables linked to outcomes. The measures also have to be totally objective so that performance of every employee is captured. Measurement systems have to be perceived as fair. A system which

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seeks to differentiate among good, average and poor performers has to be transparent and open to scrutiny. Since monetary benefits are involved, it is all the more important that the basis of performance is unambiguous and accepted by all. Transparency is needed not only for measuring performance but also for linking it to a variable component. PRIS will be more effective when parameters measuring performance are output based, objective, and quantifiable. While parameters related to input/efforts such as work in progress can be incorporated, care should be taken to avoid measures like “number of meetings attended” or “number of files gone through” because they do not reflect efficiency/effectiveness. To assess the actual performance in of the end result achieved, inputs from the actual stakeholder is also essential. This should pose no problem in case of field offices. Even in respect of nodal Ministries, Departments, Organisations, etc. also, the stakeholder will be other Ministries, Departments, Organisations whose inputs should form invaluable inputs for measuring performance in connection with PRIS. Besides, Management Information Systems (MIS) should also be used extensively for capturing performance and monitoring service delivery and gaps. PRIS is an opportunity to re-engineer MIS focusing on work processes linked to deliverables and outcomes. Long term and short term goals, balanced measures

2.5.19 Performance measurement systems include long-term outcomes and strategic goals, intermediate outcomes or high level outputs; and short term outputs and outcomes. Indicators have necessarily to be a mix of these. Care has to be taken to see that short term perspectives do not get emphasised over long term perspectives. It is always easier to select short term and controllable goals as against meaningful results. On the other hand, indicators cannot be based purely on outcomes beyond the control of the organization. Further, PMS should be based on multiple measures covering work deliverables, product/ service quality, financial parameters, efficiency, innovation, improved processes and employee/stakeholder etc. so that the end result is balanced. Use of balanced measures help align individual, current performance with strategic planning for the future. Other performance measurement tools like balance scorecards can be added as the indicators are refined and systems put in place. No set of performance indicators are perfect and the meaningfulness of indicators against outcomes have to be continuously assessed.

Linking of Individual, Group and Organisation Level

2.5.20 PRIS in practice typically includes, (a) some measures of performance at an individual level; (b) some measures of an appropriate group in the organization; and (c) sometimes a measure of how the entire organization performs. All have their associated advantages and disadvantages. OECD studies have pointed to staff jealousy, hoarding of resources and decline in morale linked to

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purely individual indicators. On the other hand, group rewards may promote mean rather than outstanding performance. The best option, therefore, is to implement it at both the levels – largely group but some notional differentiation could be created for the above-average performing individuals. This is all the more justified since activities are interdependent for employees. The Commission, therefore, is of the view that it is preferable to have a combination of individual, team and organisation/unit based measures. The weights for the PMS can be implemented at individual/group/and organizational level. There can also be negative incentives, where some individuals within the group can be blocked from getting PRIS if certain parameters are not achieved. Further, separate organisation specific weights may be assigned to public service (stakeholder) ability and bridging of service gaps. SMART performance goals are specific, measurable, attainable, relevant and timely and help integrate organizational targets across levels, link budgeted expenditure to outcomes and focus beyond budgeted targets to strategic goals. Implementing organisations should have the freedom to decide the relative weights. PRIS design : Holistic implementation of PRI across all levels within the organization

2.5.21 In most countries today, the design of PRIS includes all categories of staff. The IIM (A) study has highlighted the fact that while internationally PRI schemes are more prevalent at top levels of Government, the same is not the case in India. The existing systems of bonus payment and Ad-hoc bonus (non-productivity linked) cover Group B C & D employees in the Government. PRIS has to be implemented as a lever for wider management changes in organizations. All employees in the organization should, therefore, be included in the PRIS.

Different forms of PRIS – selection of appropriate mix for the organization

2.5.22 It was earlier discussed that no uniform model of PRIS can be evolved. There are many different forms of performance related incentives, which may be used on their own or side by side. All methods share the characteristics of incentives linked on a single or stepped basis with measured output/outcome. Some of the most common types of PRI are piecework, payment by results, plant or establishment wide incentives, merit incentives, objectives related incentives, competence related incentives, profit related incentives etc. While operationalizing PRIS in respective ministries, it has to be customized to the objectives and deliverables of the ministry and become contextual. Employers may use a mix or move from one type to another, depending on the situation subject to the basic principle of differential incentives for differential performance.

Pilots to test organization

2.5.23 In case, implementing PRIS appears to be very complex, Ministries/Departments may be allowed to initially do a pilot test

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specific models and time frame

for PRI. The biggest advantage of a pilot system is that it allows the new system to be tested on a limited number of employees and it can be experimented with and improved before extending it to all the within an organization. It also makes implementation process smooth and relatively trouble free as there is reduced resistance to the new idea and simultaneously it is adapted to the organization. The tailoring of PRIS to the specific requirements of the organization and incremental change are essential to its success. Pilots give an opportunity to learn and adapt, to evolve and reform (incremental) rather than bring about a revolution. Pilots therefore require careful preparation, monitoring and implementation. The whole process of PRIS implementation should be reviewed and must be collected from all the stakeholders. The trials can be initiated on voluntary basis and may begin from the field offices, attached or subordinate offices or any organizational unit volunteering for the same. The pilot(s) can be run in one/multiple work units. The process can then be extended across all offices of the organization, in the next cycle and the model extended to other similar ministries.

Monitoring and Evaluation

2.5.24 PRIS implementation has to include regular monitoring and evaluation. Program evaluations are important to ensure that incentive programs are istered efficiently and fairly, reward high-performing employees, and continue to motivate employees. Use of ICT facilitates monitoring on an on-line real time basis, with status information. Objective evaluation has to be carried out against outcomes and organizational goals and against service standards and stakeholder expectations in order to bridge service gaps effectively (Annex 2.5.7). No new structure for oversight of the programme or creation of any additional staff is required and necessary need based structures may be created as cross functional teams. Coordination functions and piloting of the scheme may be dealt with by the Department of Expenditure. 2.5.25 Multiple assessors increase the reliability and dependability of the assessment process. The participation of stakeholders in the design and their institutional integration into the evaluation framework is necessary. Stakeholder evaluation and should be institutionalized in PRIS monitoring and evaluation design. Independent evaluation of deliverables, service quality and stakeholder satisfaction with performance by external agencies should be considered. The Sevottam model, for instance, has provision for third party (Annex 2.5.6). Employee input should also be included as a necessary part of the evaluation process to improve employee confidence in the PRIS process and make PRIS more effective. Team-efficiency also improves when

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team assess each other. Further, istration of PRIS awards is envisaged.

decentralized

Pitfalls of making payments under PRIS routinely and across the board

2.5.26 The introduction of PRIS as monetary incentives that are consistently awarded over time may come to be viewed as ‘entitlements’ for expected performance rather than rewards for performance and achievements. This may lead to a degeneration of the scheme and result in across the board payment of incentives or routinisation of incentives and has to be avoided. The effectiveness of PRIS as a tool lies in its stimulation of organizational changes, delegation with ability and breaking away from micromanagement, encouragement of innovation and process changes and rewarding differential performances with differential incentives.

PRIS- Life- cycle revisions and constant evolution, building capabilities and managing underperformance

2.5.27 Performance related incentive systems, like all systems, are organic and must evolve with time; else they will become redundant and unsuited to the environment as the context in which they are applied changes because of social, economic, and technological changes. They must be fundamentally reformed and adapt with changes in the organizational structures, processes, nature of work and priorities and constantly evolve in line with the changes in the external environment (economic, labor conditions, social, technological changes etc). Performance indicators over time clearly indicate whether services have improved or declined; define the trajectory and help active management of performance. They help identify weaknesses and build capabilities and also identify underperformance. Underperformance would also have to be addressed and resolved specifically.

All future increases in remuneration to be linked to PRIS

2.5.28 The ultimate measure of any istrative system is the ability, professionalism and responsiveness with which it delivers services to its stakeholders. An effective link between performance and additional compensation is necessary. Therefore, in future, the biggest increase in remuneration should be on of PRIS.

Benefits of PRIS Enhanced productivity/ performance

2.5.29 Currently only promotion is linked to performance and so employees have no other incentive to improve efficiency and customer-orientation. PRIS will be linked to achievement of targets and not length of service. This will motivate employees to work towards their targets, thus enhancing their productivity.

Improved work processes

2.5.30 One of the key effects of implementing PRIS will be that inefficient or redundant work processes will be reviewed to improve organizational /group / individual performance.

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Improved delivery to the citizen as end

2.5.31 PRIS will have an overall strong positive impact on citizen service delivery. Most of the outputs/ outcomes in Government departments/ organisations deal with service delivery to citizens and PRIS sharpens the focus on these outputs/ outcomes.

Emphasis on end result

2.5.32 Targets and measures related to result/ business orientation will help in developing employees’ focus in this direction. Result orientation focuses on efficient and effective governance and business orientation focuses on promoting market value of products/services.

Strengthening the team spirit

2.5.33 Group rewards help in fostering teamwork. They also assist in clarifying organizational/ group objectives and engage employees with the organization’s goal.

Better talent

2.5.34 Steep rise in salary and job conditions like autonomy is making private sector jobs seems much more attractive to the younger generation. If Government wants to attract good talent in future, then PRIS with delegation and transparency holds the key.

Higher ability

2.5.35 Metrics developed to measure employees’ business and customer orientation will bring the much-needed shift in their focus from political bosses to ordinary citizens. Transparent system will be a deterrent to corruption among employees.

Conclusion

2.5.36 The end objective of introducing PRIS in Government is not just limited to improving employee motivation; obtaining higher productivity or output and delivering quality public service; but seeks larger goals of effectiveness and systematic change for responsive governance. PRIS is necessary in the present scenario where the focus of public istration has changed from the command and control, strongly hierarchical structures and processes necessary at the initial stages of freedom with nation building and industrialization as central tasks. This change is linked to the shift in the nature of governmental tasks with facilitation and effective and responsive service delivery becoming the new focus of public istration. This necessarily requires flexibility in functioning, delegation of decision making, and change in the concept of ability. PRIS is envisaged as a tool which will facilitate this transformation. PRIS provides an opportunity to shift from the classical command and control istrative approach with vertical and horizontal differentiation to more holistic, flexible, empowering and consultative styles of working leading to greater job satisfaction and productivity. This flexible model will enable better responsiveness and performance for service delivery. It is structured around better use of human potential, thus improving the quality of work and stakeholder satisfaction. The structure of

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PRIS allows flexibility with freedom to innovate and bring about public service delivery oriented changes in work processes utilizing ICT; up-scaling of best practices; with greater delegation and introduction of High Performance Work Practices (HPWP) in a budget neutral framework. PRIS is also an important tool to inculcate pride in public service for employees with reinforcements of their contribution and potential and creation of a sense of ownership. Introduction of PRIS as an incentive system should, therefore, lead to improvement in effectiveness and responsive service delivery to the stakeholders without any losers.

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Chapter 3.1

Headquarters Organisations in Government of India & Office Staff in field offices Office staff in Headquarters and Field Organisations of Government of India

3.1.1 The various Secretariats of the Ministries and Departments of Government of India together constitute the headquarters organization. The Secretariats are chiefly involved in matters relating to formulation of policy and ensuring that these policies are executed in a coordinated and effective manner. Actual execution of these policies, however, is left to field agencies outside the Secretariat which may be either attached or subordinate offices or quasi-Government/autonomous/public sector undertakings.

Disparity between Secretariat and field offices

3.1.2 The senior istrative posts in the Secretariat are mainly filled by officers of All India Services and Central Group A services on deputation under the Central Staffing Scheme. Some of the posts in the middle level are also held by officers of the Central Secretariat Services, Railway Board Secretariat Service in Ministry of Railways, Defence Forces Headquarters Services in Ministry of Defence and by Indian Foreign services (B) in Ministry of External Affairs. Historically, various services in the Secretariat have been given an edge over analogous posts in the field offices. This was done on the ground that office staff in the Secretariat performs complex duties and are involved in analyzing issues with policy implications whereas their counter parts in field offices perform routine work relating to routine matters concerning personnel and general istration, etc. Another argument that is used to justify the edge for various posts in Secretariat is that in Secretariat, level jumping occurs and personnel in the grade of Assistant etc. submit files directly to decision making levels of Under Secretary, Deputy Secretary, etc. 3.1.3 Higher pay scales in the Secretariat offices may have been justified in the past when formulation of proper policies was of paramount importance. The present position is different. Today, the weakest link in respect of any Government policy is at the delivery stage. This phenomenon is not endemic to India. Internationally also, there is an increasing emphasis on strengthening the delivery lines and decentralization with greater

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role being assigned at delivery points which actually determines the benefit that the common citizen is going to derive out of any policy initiative of the Government. The field offices are at the cutting edge of istration and may, in most cases, determine whether a particular policy turns out to be a success or a failure in of actual benefit to the consumer. Accordingly, the time has come to grant parity between similarly placed personnel employed in field offices and in the Secretariat. This parity will need to be absolute till the grade of Assistant. Beyond this, it may not be possible or even justified to grant complete parity because the hierarchy and career progression will need to be different taking in view the functional considerations and relativities across the board. Posts where parity exists and other posts

3.1.4 A parity has long been established between the posts of Lower Division Clerk (LDC) and Upper Division Clerk (UDC) in Secretariat and field offices. The position becomes different for posts above UDC level; with the Assistant in Secretariat offices being placed in higher pay scale vis-à-vis those working in field offices. Earlier, the respective pay scales of Rs.5500-9000 and 50008000 existed for Assistants in Secretariat and in Field offices. This disparity was aggravated in 2006 when the Government further upgraded the pay scales of Assistants belonging to Central Secretariat Service to Rs.6500-10500.

Anomaly in pay scales of Assistants and SOs

3.1.5 This upgradation, apart from increasing the existing chasm between similarly designated posts in the Secretariat and Field offices, has also led to a piquant situation where the feeder posts of Assistant and the promotion post of Section Officer have come to lie in an identical pay scale.

Disparity between CSS and other Secretariat Services after 2006

3.1.6 Further, it has also caused a hiatus between similar placed posts in different Secretariats because the higher pay scale has been limited to the Assistants belonging to CSS (Central Secretariat Services) only. Assistants working in other Secretariat organizations like AFHQ, MEA and various other non participating ministries/organisations etc. have been denied this and are stridently demanding similar higher pay scales from the Government.

Analysis

3.1.7 The Government, however, did not concede this parity and have referred the issue to this Commission for taking a final view thereon. The Commission has separately recommended the merger of pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500. This will place Assistants in all Secretariat offices in an identical pay scale vis-à-vis the promotion post of Section Officer as the entry pay scale for Section Officers is Rs.6500-10500. Distinction, however, remains in the case of Section Officers as they automatically get placed in the pay scale of Rs.8000-13500 on completion of four years service in the lower scale of Rs.6500-

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10500. The scale of Rs.8000-13500 is not regarded as a Group A pay scale in their case. Further, the scale is also not taken into for the purpose of granting financial upgradation under AS. Recommendation

3.1.8 Elsewhere in the Report, the Commission has recommended that recruitment to all Group A posts (Junior Time Scale) shall be in the running Pay Band PB-3 of Rs.15600-39100 along with grade pay of Rs.5400. As per the general recommendations made in Chapter 2.2, the Group B posts presently in the pay scale of Rs.8000-13500 will be allowed the same grade pay viz. Rs.5400 as given to Group A posts; however, they will be placed in the running pay band PB-2 of Rs.8700-34800. This dispensation will also apply in case of Section Officers and Private Secretaries presently in the scale of Rs.8000-13500. This, however, does not address the problem of the pay scale of Assistants and the entry scale of Section Officers existing in one grade. It is also noted that officers of CSS help in decision making process and provide continuity. The entry pay scale of Section Officers in Secretariat Offices will, therefore, need to be upgraded especially when the post is presently in an identical scale as that of the feeder post of Assistants. In this context, it is seen that the pay scale of Assistants in CSS was increased in 2006. From 1.1.2006, the revised scales being recommended by the Commission shall take effect. Thus, the posts of Section Officer and Assistant will come to lie in an identical scale from 1.1.2006 itself on of restructuring of the scales. In all cases where promotion and feeder posts have come to lie in an identical scale pursuant to rationalization of the scales of Rs.650010500 and Rs.5500-9000 and it is not found feasible to merge the posts, the Commission has recommended the next higher grade corresponding to the pre-revised scale of Rs.7450-11500. A similar dispensation would ordinarily have been extended in this case as well. However, in the past, direct recruitment to the post of Section Officers in CSS as well as in DANICS/DANIPS has been made through the same entrance examination wherein the successful candidates were offered the same initial pay scale of Rs.6500-10500 in all these services. Elsewhere in the Report, the entry scale of Rs.7500-12000 has been recommended for DANICS/DANIPS. A similar dispensation needs to be extended in this case as well. Such upgradation would also be required for the post of Private Secretary in CSSS which has an established parity with Section Officers.

Recommendations

3.1.9 Accordingly, the Commission recommends upgradation of the entry scale of Section Officers in all Secretariat Services (including CSS as well as non participating ministries/ departments/organizations) to Rs.7500-12000 corresponding to the revised pay band PB 2 of Rs.8700-34800 along with grade pay of Rs.4800. Further, on par with the dispensation already available in CSS, the Section Officers in other Secretariat

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Offices, which have always had an established parity with CSS/CSSS, shall be extended the scale of Rs.8000-13500 in Group B corresponding to the revised pay band PB 2 of Rs.8700-34800 along with grade pay of Rs.4800 on completion of four years service in the lower grade. This will ensure full parity between all Secretariat Offices. It is clarified that the pay band PB 2 of Rs.870034800 along with grade pay of Rs.4800 is being recommended for the post of Section Officer in these services solely to maintain the existing relativities which were disturbed when the scale was extended only to the Section Officers in CSS. The grade carrying grade pay of Rs.4800 in pay band PB-2 is, otherwise, not to be treated as a regular grade and should not be extended to any other category of employees. These recommendations shall apply mutatis-mutandis to post of Private Secretary/equivalent in these services as well. The structure of posts in Secretariat Offices would now be as under:Post

Pre revised pay scale

Corresponding revised pay band and grade pay

LDC

Rs.3050-4590

PB-1 of Rs.4860-20200 along with grade pay of Rs.1900

UDC

Rs.4000-6000

PB-1 of Rs.4860-20200 along with grade pay of Rs.2400

Assistant

Rs.6500-10500

PB-2 of Rs.8700-34800 along with grade pay of Rs.4200

Section Officer

Rs.7500-12000

PB-2 of Rs.8700-34800 along with grade pay of Rs.4800.

Rs.8000-13500* (on completion of four years)

PB-2 of Rs.8700-34800 along with grade pay of Rs.5400* (on completion of four years)

Under Secretary

Rs.10000-15200

PB-3 of Rs.15600-39100 along with grade pay of Rs.6100

Deputy Secretary

Rs.12000-16500

PB-3 of Rs.15600-39100 along with grade pay of Rs.6600

Director

Rs.14300-18300

PB-3 of Rs.15600-39100 along with grade pay of Rs.7600

* This scale shall be available only in such of those organizations/services which have had a historical parity with CSS/CSSS. Services like AFHQSS/AFHQSSS/RBSS and Ministerial/Secretarial posts in Ministries/Departments organisations like MEA, Ministry of Parliamentary Affairs, CVC, UPSC, etc. would therefore be covered.

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Amalgamation of Secretariat and Stenographers’ Cadres

3.1.10 Presently, distinct Stenographers’ cadres exist in the Secretariat as well as in the field offices. The Secretariat Stenographers cadre is identical to the CSS/analogous cadres in non-participating Ministries/Organizations with the exception that the scale of Rs.14300-18300 does not exist in the hierarchy. Keeping in view the general principle envisaging multi-skilling and delayering that this Commission is recommending for the entire Government, no justification exists for maintaining a distinct Stenographers cadre in any Government office. The emphasis should be on recruiting multi-skilled personnel at Assistant level to be designated Executive Assistants who will discharge the functions of present day Assistants besides performing all the Stenographic functions. This should not be difficult as almost all the Central Government Offices now use Computers for office work. Keeping this objective in view where the Secretariat and Stenographers cadres would stand merged in future, there is a need for ensuring full parity between these two cadres right from this stage.

Recommendations for Secretariat Organizations

3.1.11 The Commission, accordingly, recommends introduction of a new grade in the scale of Rs.14300-18300 in CSSS and all other analogous Stenographers’ cadres in non-participating Ministries/Departments/Organizations. Fifteen percent of the posts of PPS/Senior PPS in the Central Secretariat Stenographers Service/analogous services in non participating Ministries/ Organizations would henceforth be upgraded and placed in the scale of Rs.14300-18300 corresponding to the revised pay band PB-3 of Rs.15600-39100 along with grade pay of Rs.7600. The new post so created shall be designated as Principal Staff Officer. The designation will continue till the time the cadres of office staff and stenographers in the Secretariat are merged. Once such merger takes place, a uniform designation, in any case, will attach to these posts. 3.1.12 Simultaneously, all future recruitment to CSS/CSSS/analogous Secretariat and Stenographers cadres in non participating Ministries/Organizations in the scale of Rs.6500-10500 will be made as Executive Assistants minimum recruitment qualification for which would include Graduation and one year Diploma in Computers. No recruitment should henceforth be made in the grade of Stenographers carrying the scale of Rs.4000-6000. All the vacancies arising in the scales of Rs.4000-6000/Rs.6500-10500 in CSSS/analogous cadres and in the scale of Rs.6500-10500 in CSS/analogous cadres would henceforth be filled by recruitment of Executive Assistants. These Executive Assistants will discharge the functions presently being carried out by Assistants as well as the Private Secretaries and in their case the cadres of CSS/CSSS and analogous cadres in other non-

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participating Ministries/Organizations will be merged for promotional and all other purposes. Insofar as present incumbents to CSS/CSSS and analogous cadres in other nonparticipating Ministries/Organizations are concerned, they may continue as distinct cadres till the time the istrative Ministry concerned evolves a procedure for their job enlargement/enrichment, retraining and re-deployment. Extra allowance for sitting late and attending office on holidays

3.1.13 Extra allowance for sitting late and attending office on holidays has been demanded for various grades in CSSS. The Commission does not find any merit in this demand. The same, therefore, cannot be accepted. Similar demands of separate secretariat allowance for various posts belonging to CSS, CSSS, CSCS etc. cannot be accepted.

Recommendations for non Secretariat Organizations

3.1.14 In accordance with the principle established in the earlier paragraphs, parity between Field and Secretariat Offices is recommended. This will involve merger of few grades. In the Stenographers cadre, the posts of Stenographers Grade II and Grade I in the existing scales of Rs.4500-7000/Rs, 5000-8000 and Rs.5500-9000 will, therefore, stand merged and be placed in the higher pay scale of Rs.6500-10500. In the case of ministerial post in non- Secretariat Offices, the posts of Head Clerks, Assistants, Office Superintendent and istrative Officers Grade III in the respective pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500 will stand merged. The existing and revised structure in Field Organization will, therefore, be as follows:(in Rs.) Designation

LDC UDC Head Clerk/Assistants/ Steno Grade II/equivalent Office Superintendent/ Steno Grade I/equivalent Superintendent/ Asst. n. Officer/ Private Secretary/ equivalent

Present pay scale 3050-4590 4000-6000

Corresponding Recommen-ded Pay Band & pay Grade Pay scale Pay Grade Band Pay 3050-4590 PB-1 1900 4000-6000 PB-1 2400

4500-7000/ 5000-8000

5500-9000

6500-10500

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6500-10500

PB-2

4200

Designation

istrative Officer Grade II /Sr. Private Secretary/equ.

istrative Officer Grade I

Corresponding Recommen-ded Pay Band & Present pay pay Grade Pay scale scale Pay Grade Band Pay 7500-12000 entry grade 4800 for fresh 7500-12000 recruits) (5400 PB-2 8000-13500 after 4 (on years) completion of four years) 10000-15200 10000-15200 PB-2 6100

Note 1

The posts in the intermediate scale of Rs.7450-11500, wherever existing, will be extended the corresponding replacement pay band and grade pay.

Note 2

The existing istrative Officer Grade II /Sr. Private Secretary/equivalent in the scale of Rs.750012000 will, however, be placed in the corresponding replacement pay band and grade pay till the time they become eligible to be placed in the scale of Rs.800013500 corresponding to the revised pay band PB 2 of Rs.8700-34800 along with grade pay of Rs.5400.

3.1.15 Simultaneously, separate recruitment to the ministerial and Stenographer cadres in the field offices shall cease immediately. All future recruitment in the pay scale of Rs.650010500 corresponding to the revised pay band PB 2 of Rs.870034800 along with grade pay of Rs.4200 for every field office shall be made as Executive Assistant whose qualifications as well as method of recruitment shall be as prescribed for Executive Assistants in the Secretariat. Fifty percent of the posts in this grade shall be filled by direct recruitment of candidates possessing minimum qualification of a Graduate degree and one year diploma in Computers. The existing incumbents in the ministerial and stenographers cadres in field offices shall continue as distinct cadres till the time the istrative Ministry concerned evolves a procedure for their job enlargement/enrichment, retraining and re-deployment in one unified cadre.

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Chapter 3.2

All India Services Introduction

3.2.1 Article 312 of the Constitution permits the Parliament to create ‘by law’ one or more all India Service common to the Union and the States. This Article also provides that the services known at the commencement of the Constitution as the Indian istrative Service and the Indian Police Service would be deemed as All India Services.

Present position

3.2.2 Presently, three All India Services exist viz. Indian istrative Service (IAS), Indian Police Service (IPS) and Indian Forest Service (IFS). The recruitment to IAS and IPS is made through the Union Public Service Commission on the basis of the combined Civil Services examination. A separate examination is conducted by UPSC for recruiting candidates to the Indian Forest Service. The officers of the All India Services are recruited by the Centre but their services are put under the various State cadres and they are liable to serve both under the State and the Centre. States may have independent or t cadres. The States of the Union of India are divided into 24 cadres/t cadres. There are three t cadres, namely, Assam-Meghalaya, ManipurTripura and AGMUT cadre comprising Arunachal Pradesh, Goa, Mizoram and all Union Territories. All other States have independent cadres.

AIS Act, 1951

3.2.3 The All India Services Act, 1951 empowers the Government of India to make, after consultation with the State Governments, rules for the regulation of recruitment and conditions of service of the persons appointed to an All India Service.

Need for All India Services

3.2.4 A professionally competent and politically neutral bureaucracy is a sine qua non for the smooth and efficient functioning of a democratic polity. The All India Services play a pivotal role in upholding the rule of law and the principles of democratic governance. They are expected to provide a uniformly high standard of istration and play a critical role in our federal structure. Concerted efforts, therefore, have to be made to improve the morale of the personnel belonging to AIS so that they develop a greater orientation towards upholding the Constitution,

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efficiency, efficient & timely delivery and innovations that would improve the quality of istration for benefit of the general masses. General issues

3.2.5 The Commission has ensured a decent salary package at entry levels for AIS/Group A these services by recommending a higher starting salary that has been pegged at Rs.21000 p.m. including the grade pay of Rs.5400. The Pay Bands have been devised to eliminate stagnation at any stage. The Commission is also recommending contractual fixed tenure appointments to specified senior level posts in the Centre which will allow these officers to function independently and also give them sufficient time to put their ideas and innovation in practice and to gauge the benefits/success thereof. Recommendations regarding Performance Related Incentive Scheme (PRIS) and variable increments should also motivate these officers to achieve greater results that will not only benefit the Government and the general public but will also prove financially remunerative to them. Proposed measures for making the process of deputation and appointments to various posts more transparent and equitable will improve the existing levels of meritocracy in these services. The Commission has also increased the minimum : maximum salary ratio slightly to ensure decent salaries at the highest echelons in the Government.

Edge for IAS – present position

3.2.6 Indian istrative Service has traditionally enjoyed an edge vis-à-vis other AIS and Central Services. This edge has continued right from the time the First Central Pay Commission with varying amounts. From the Third C onwards, the edge for IAS vis-à-vis other services has been as under:Grade JTS

STS

JAG

NFSG

Service IAS IPS IFS Group A IAS IPS IFS Group A IAS IPS IFS Group A IAS IPS IFS Group A

Third C 700-1300 700-1300 700-1300 700-1300 1200-2000 1200-1700 1100-1600 1100-1600 1500-2000 2000-2250 1800-2000 1650-1800 2000-2250

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Fourth C 2200-4000 2200-4000 2200-4000 2200-4000 3200-4750 3000-4500 3000-4500 3000-4500 3950-5000 3700-5000 3700-5000 3700-5000 4800-5700 4500-5700 4100-5300 4500-5700

Fifth C 8000-13500 8000-13500 8000-13500 8000-13500 10650-15850 10000-15200 10000-15200 10000-15200 12750-16500 12000-16500 12000-16500 12000-16500 15100-18300 14300-18300 14300-18300 14300-18300

Analysis and Recommendations

3.2.7 The edge of IAS in pay scales is limited to Senior Time Scale, Junior istrative Grade and Non-Functional Selection Grade. Other All India Services and Central Services have been demanding parity with IAS. This demand was projected before the various Central Pay Commissions constituted earlier but the edge has continued. The Fifth C recorded that no persuasive reason existed to do away with this edge. The position has not changed since then. The role of IAS is still very important in the overall scheme of governance. They have an important coordinating, multi-functional and integrating role in the istrative framework with wide experience of working across various levels in diverse areas in Government. They hold important field level posts at the district level and at the cutting edge at the start of their careers with critical decision making and crisis management responsibilities. The leadership function, the strategic, coordinating and integrative role at this level requires the best talent available. The existing position would, therefore, need to be maintained. It will ensure that IAS officers near the beginning of their career are given slightly higher remuneration vis-à-vis other services and act as an incentive for the brightest candidates to enter this service. This is essential as the initial postings of IAS officers are generally to small places, they face frequent transfers and the pulls and pressures they have to stand upto early in their career are much more intense. The slight edge in the initial stages of their career would, to an extent, neutralize these problems. The Commission, accordingly, is of view that the existing edge for IAS in the three grades viz. Senior Time Scale, Junior istrative Grade and Non-Functional Selection Grade needs to be retained. 3.2.8 The issue of exact quantum of edge that needs to be extended for these three grades in IAS in the revised structure of running pay bands will now need to be addressed. A perusal of the Fifth C pay scales reveals that the edge for IAS in STS, JAG and NFSG pay scales is equal to two additional increments. This edge, in monetary , works out to Rs.650 at the level of Under Secretary, Rs.750 at the level of Deputy Secretary and Rs.800 at the level of Director. Dearness allowance and dearness pay is additionally payable on this edge. However, this edge is presently not counted for purposes of annual increment and the rate of annual increment for posts in STS, JAG and NFSG is presently same for IAS as well as Group A / other All India Services. In the revised scheme of running pay bands, the increments will be payable as a percentage of pay in the pay band and grade pay thereon. Therefore, the edge will also count for increments. Consequently, the existing edge enjoyed by IAS in these three grades will need to be adjusted appropriately. Besides, the existing

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edge will have to be dovetailed with the new scheme of running pay bands. Keeping these factors in view, the Commission has recommended slightly higher grade pay of Rs.6500 for Senior Time Scale, Rs.7500 for Junior istrative Grade and Rs.8300 for Non-Functional Selection Grade of IAS. These grades pay exceed the grades pay for other services by Rs.400 at Senior Time Scale, Rs.900 at Junior istrative Grade and Rs.700 at NonFunctional Selection Grade. Abolition of DIG grade in IPS

3.2.9 Most of the IPS officers and their official memoranda have demanded removal of the Super Time Scale of Rs.16400-20000 that is currently attached to the post of DIG. The IPS (Central) Association has strongly urged abolition of the grade of DIG. It has also been stated that in many States like Maharashtra, Haryana, Karnataka, Kerala, etc., the Ranges are headed by Inspectors General. It is, however, observed that in most of the other States including large States like Madhya Pradesh, U.P., Bihar, etc., the post of DIG is a functional grade and the Ranges in these States are headed by DIGs. Ministry of Personnel, Public Grievances and Pension also has not favored abolition of the grade of DIG from the hierarchy in IPS. Considerable functional justification for persisting with the grade of DIG in IPS would, therefore, appear to exist. In any case, DIGs in various MFs have a functional role viz. in CRPF, DIGs head Range; in BSF they head a Sector, in CISF they head a Zone, etc. Hence, the level of DIG is an operational post whose retention in various MFs and other Os is functionally necessary. Abolition of this grade only in IPS will, therefore, create problems in smooth deputation to the post in this grade in various MFs and other Central Police Organizations. It is also observed that the post of DIG in IPS has relativity with the post of Brigadier/equivalent in the Defence Forces. The Commission, accordingly, recommends that the grade of DIG in IPS cadres of different States may be continued. The Government may, however, review the position in future in case functional justification for continuing with this grade ceases to exist completely.

Creation of post of Special Director General

3.2.10 Demands have also been made for creation of post of Special Director General in the various State cadres. No functional justification exists for creation of this additional grade. The Commission is, therefore, unable to recommend its creation.

Upgradation of the posts of Director General of various MFs

3.2.11 Presently, the post of Director General in Border Security Force (BSF) and Central Reserve Police Force (CRPF) is in the scale of Rs.26,000 (fixed). The posts of DG in other MFs are, however, in a lower pay scale. It has been demanded that all the posts of DG in various MFs should be placed in an identical scale of Rs.26,000 (fixed). There is considerable merit in this demand.

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Presently, officers are appointed as DG in MFs other than BSF and CRPF frequently have a short tenure and leave the post once they are emled in the scale of Rs.26000 (fixed). This affects continuity and long term planning in the concerned MFs. Even otherwise, it is difficult to differentiate the duties attached with the post of DG in different MFs. The Commission recommends that all the posts of Director General in the five Central Para Military Forces i.e. BSF, CRPF, ITBP, CISF & SSB should be upgraded to the scale of Rs.26,000 (fixed) corresponding to the revised pay scale of Rs.80,000 (fixed). This will entail upgradation of the existing posts of DG in ITBP, CISF & SSB to the higher revised scale of Rs.80,000 (fixed). Indian Forest Service (IFS) – demands & recommendations

3.2.12 The Fifth Central Pay Commission had made several recommendations relating to the Indian Forest Service. These recommendations were duly implemented and have gone a long way in improving the service conditions of this service. The Commission is not in favor of amending any of the relativities established by the earlier Commission in respect of IFS. Before the Commission, IFS association had asked for abolition of the post of Conservator. On functional as well a other considerations, the Commission has been unable to recommend abolition of the grade of DIG in IPS. It may, therefore, be necessary to persist with the post of Conservator as well. Besides, the post has a functional role to play. The Commission, accordingly, recommends that the post of Conservator of Forest in IFS cadres of different States should continue. IFS officers had also demanded more deputation posts in the centre. The revised mechanism for deputation recommended in this Report will address this demand.

Upgradation of the post of Director, IGNFA

3.2.13 Presently, the post of Director of the Indira Gandhi National Forest Academy (IGNFA) is in the pay scale of Rs.2240024500. Keeping in view the increased role of training, especially in the crucial field relating to conservation, the Commission recommends that the post should be upgraded to the scale of Rs.26,000 (fixed) corresponding to the revised pay scale of Rs.80,000 (fixed).

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Chapter 3.3

Central Services Group 'A'

Introduction

3.3.1 Group A civil posts in the Central Government can be broadly categorized into two, viz., those encadred in the Organized Group A Central Services and posts in Group A that are not part of any Organized Group A Service, which are classified as General Civil Service (GCS) Group A. While the Organized Civil Services are governed by their respective Service Rules, each GCS Group A post has its own individual recruitment rules which, inter alia, stipulate mode and method of recruitment, etc. Apart from the Organized Services and GCS Group A posts, posts of the level of Deputy Secretary and above in the Central Secretariat are filled up through the Central Staffing Scheme managed by Department of Personnel & Training (DOPT). The posts under Central Staffing Scheme do not have recruitment rules and are filled up in accordance with the provisions of the said Scheme. 3.3.2 While the three All-India Services, namely, the Indian istrative Service, Indian Police Service and Indian Forest Service are common to the Centre and the States, the manpower for performing the functions of the Central Government at Group A level is mainly provided by Organized Central Services and these Services for the bulk of the Group A posts under the Central Government. They are broadly classified into (I) NonTechnical Services, (II) Technical Services (which include engineering services), (III) Health Services and (IV) Other Services (which include the scientific services). The non-technical services are meant to ister non-technical areas of istration at the Centre like audit, income-tax, posts and railways. The technical services perform specialized functions on the technical side of the Central Government in departments like the WD. 3.3.3 In this chapter, Organized Group A Central Services are being taken up.

Evolution, Growth & Structure

3.3.4 An Organized Group A Central Service represents a group of posts belonging to a distinct functional area arranged in a hierarchical order and pyramidal manner representing different

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grades or levels of responsibility. These responsibilities increase with each senior level. At the time of the Second Central Pay Commission (C) in 1957, there were 6 Group A non-technical Services (then called Class I Services). By the time of the Fifth C, there were 62 Group A Services. Over the years, more of these Services were organized to manage and run a particular Branch of the Government, or a Department, which in many cases was an operative role. As a result, the officers belonging to these Services develop domain expertise in their particular Branch. At the same time, as officers of these Services grow in their cadres, they have to shoulder higher responsibilities relating to both policy formulation and general istration. Consequently, Organized Central Services have a very good talent pool, which has both the experience of general istration/policy formulation and extensive knowledge of their area(s) of specialization. 3.3.5 Consequent to the implementation of the Fifth C’s recommendations, following standard grades are prevalent in most of the Organized Group A Services: • • • • • • •

Junior Time Scale (JTS): Rs.8000-13500 Senior Time Scale (STS): Rs.10000-15200 Junior istrative Grade (JAG): Rs.12000-16500 Non-Functional Selection Grade (NFSG): Rs.14300-18300 Senior istrative Grade (SAG): Rs.18400-22400 Higher istrative Grade (HAG): Rs.22400-24500 Higher istrative Grade-I (HAG I): Rs.24050-26000

Most Services have the highest level post equivalent to the Secretary’s grade Developments in last 10 years

3.3.6 Till the time of the Fifth C, most Organized Central Services did not have an encadred Secretary level, or equivalent post. However, the Fifth C recommended that each Service should have one encadred post in the scale of Rs.26000 (fixed). Barring a few, this recommendation of the Fifth C has been implemented in most of the Services. In 2000, the Government implemented the Fifth C’s Recommendation and increased the percentage of Non-Functional Selection Grade (NFSG) posts from 15% to 30% of Senior Duty Posts. Simultaneously, for the Technical Services, the scale of Rs.14300-18300 was made the functional grade of Superintending Engineer (and equivalent) and the scale of Rs.12000-16500 was made Non-Functional Junior istrative Grade (JAG). Both these measures have considerably reduced the time taken by officers of both technical and non-technical Organized Services in getting the NFSG. The Ministry of Railways, however, did not implement the

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recommendation of the Fifth C regarding introduction of NonFunctional JAG for its Group A Technical Services on the ground that it would disturb the relativities between various Railway Services. 3.3.7 Through the mechanism of Cadre Review, most Organized Group A Services have also got more posts created at Senior istrative Grade (SAG) and Higher istrative Grade (HAG) levels. In the last ten years, some Organized Group A Services have opted to create additional HAG and SAG level posts through the mechanism of comprehensive ‘Cadre Re-structuring’. Present Scenario

3.3.8 Inspite of implementation of the recommendations of the Fifth C and the Cadre Reviews and Restructurings undertaken in the last ten years, most of the Services still have a great degree of stagnation at SAG and HAG levels. This is so, because the Services are organized in pyramidal manner and creation of a large number posts at senior levels beyond a certain threshold is not possible. Apart from this, promotions in the Central Group A Services are based strictly on the availability of vacancies; therefore, career progression of Officers in a particular cadre greatly depends on the manner in which it is managed on a long-term basis. In other words, in a scenario where an officer s an Organized Service in his mid-20’s and looks forward for at least a 35 year long career, his career progression depends on factors like the size of his batch as also the size of the batches immediately preceding his batch, his age at the time of ing and number of posts in various grades. Also, the ability of the Officers to work on deputation away from the parent department is a crucial tool in the management of cadres in Group A Services. 3.3.9 The Commission has recommended an open method of selection to the posts in SAG and above that are not encadred in any service. In order to increase the number of such posts, the Commission also recommends that all the Organized Group A Services should consider decadring 20% posts in SAG and above so that the Government has the option to select the most suitable personnel for some posts from any source. In case this is done, the individual service would be allowed to operate an equal number of posts in SAG/HAG on non-functional basis in addition to the already sanctioned SAG/HAG posts. These posts shall be filled up by officers having the minimum service prescribed for promotion to such posts. The procedure for such promotions shall be same as is being followed presently for promotions to SAG/HAG, including consultations with the UPSC, wherever required. No other screening shall be required when the officers thus promoted to the SAG are adjusted against regular vacancies based on their seniority. Promotions to the

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HAG on non-functional basis shall be given effect from 1st January of the year in which the officers become due, notwithstanding any delays that might occur on of procedures/delayed DPC etc. This will not only ensure that the interests of officers of these services are fully protected but will, in fact, increase their chances of promotion to the HAG as the posts in HAG so decadred could also be filled by these officers. Demands made in the Memoranda and the Oral Submissions

3.3.10 During the course of oral evidence, the Sixth Central Pay Commission heard Associations of most of the Organized Central Group A Services. Besides, Cadre Controlling Authorities of some important Group A Services were also invited for interaction by the Commission. Most Group A Services’ Associations demanded faster and better career progression, particularly, at SAG and HAG levels. Some suggested removal of the linkage between vacancy and promotions and demanded introduction of running pay bands. Specific demands relating to individual cadres have been addressed separately in succeeding paragraphs. 3.3.11 Insofar as the general demands are concerned, following demands were made :(i)

(ii)

(iii)

(iv) (v)

Analysis of the demands raised and recommendations thereon – parity with IAS

Full parity with the IAS in of pay-scales and career progression. This demand was made by a majority of the service associations. Classification of Central Group A Services into 3 categories, viz., 1) those having sovereign functions of the State; 2) those having regulatory functions; and 3) the ones that are commercial in nature. While category 1 should be paid the best salaries, category 3 should be corporatised. A level playing field for appointments in the Central Government under the Central Staffing Scheme the SAG and HAG levels. Ensuring an even progression for various Group A and All India Services. Increasing the entry grade in Group A Services sufficiently so that a nexus with the salaries existing in private sector is made and the Government is able to attract the best talent available.

3.3.12 Most Group A Organized Services’ Associations have demanded abolition of the edge presently granted to the IAS in of pay scales at the level of Senior Time Scale, Junior istrative Grade and Selection Grade. This issue has been examined in detail in this Report’s Chapter 3.2 on the All India Services. Insofar as the issue of equal career progression is concerned, the promotion of IAS officers in various State cadres

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varies depending on the vacancy position, etc. In any case, promotion in a State cadre has to be taken as distinct from their posting at different grades in the Centre. A case, however, exists for ensuring that the Group A services are given their due. In this context, it is observed that there is a conventional edge of two years between IAS and other AIS/Central Group A services. The Fifth C had considered this issue and taken the view that the edge need not be disturbed. In practice, however, the gap of two years for posting to various grades in the Centre in form of emment of IAS officers and promotion for other Group A officers, has increased in respect of many organised Group A services. This is not justified as organised Group A services have to be given their due which justifiably should mean that the disparity, as far as appointment to various grades in Centre are concerned, should not exceed two years between IAS and organised Central Group A services. The Government should, accordingly, consider batch-wise parity while emling and/or posting at Centre between respective batches of IAS and other organised Group A services with the gap being restricted to two years. Whenever any IAS officer of a particular batch is posted in the Centre to a particular grade carrying a specific grade pay in pay bands PB-3 or PB-4 , grant of higher pay scale on non-functional basis to the officers belonging to batches of organised Group A services that are senior by two years or more should be given by the Government. The higher non-functional grade so given to the officers of organised Group A services will be personal to them and will not depend on the number of vacancies in that grade. These officers will continue in their existing posts and will get substantial posting in the higher grade that they are holding on non-functional basis only after vacancies arise in that grade. This will not only ensure some sort of modified parity between IAS and other Central Group A services but will also alleviate the present level of disparity existing between promotional avenues available to different organised Group A services. It is also observed that eligibility criteria prescribed for promotion to SAG in different technical and non-technical organised Group A services are different. In order to bring uniformity, these eligibility criteria should be uniform across various organised Group A services. The Commission recommends accordingly. Analysis of the demands raised and Recommendations thereon – classification of

3.3.13 The demand of a few Associations regarding classification of Central Group A Services into 3 categories, viz., those having sovereign functions of the State; those having regulatory functions; and the ones that are commercial in nature have also been examined by the Commission. While the Commission is not in favour of disturbing the existing relativities in pay scales, the

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Group A services in three categories

need to reward performance cannot be understated. The Commission is recommending the introduction of Performance Related Incentive Scheme (PRIS) in the Government. The introduction of PRIS and the variable rate of increment would not only act as a motivating factor for the performers within the Civil Services, but also meet the demand that those who contribute more should be rewarded financially, apart from other benefits.

Analysis of the demands raised and Recommendations thereon – Deputation Policy

3.3.14 The demand regarding introducing transparency and providing a level playing field for appointment of officers to posts at the level of t Secretary and above under the Central Staffing Scheme was made by almost all the Group A Service Associations. Most of the Associations pointed out that at present the procedure for emment of officers under the Central Staffing Scheme lacks transparency and at times, there is a substantial time lag between the emment of IAS officers and those belonging to the Central Services. It is natural for officers from these services to look for career prospects under the Central Staffing Scheme, where the domain knowledge and expertise earned by them in their service can be utilized in senior capacities. Realizing these legitimate aspirations of the Officers, this Commission recommends that HAG posts and above under the Central Staffing Scheme should be filled up in consultation with the UPSC through an open competitive web-based method. This would bring about transparency and objectivity in these appointments. The entire scheme for deputation has been discussed in detail in Chapter 6.1.

Analysis of the demands raised and Recommendations thereon – uniform career progression

3.3.15 A perusal of the memoranda submitted by various Group A Organized Services’ Associations reveals that even amongst these Services, there is wide variation in of career progression. While officers of some Services get promoted to the Senior istrative Grade in 16 years, officers in some other Services take more than 26 years for the same promotion. Absolute parity amongst various Organized Group A Services for the purpose of promotions to SAG and HAG levels is not possible, as each cadre is designed and managed in a manner which is unique to itself. In any case, the recommendation made in para 3.3.12 will address this issue and bring about a degree of uniformity in the promotional avenues, pay and allowances of officers belonging to these Services having same seniority.

Analysis of the demands raised and Recommendations

3.3.16 The demand to have higher pay for the entry grade in the Organized Services has considerable merit. It is a fact that there is a need to have a higher entry grade to attract the best talent available in the country for ing the premier Civil Services. Accordingly,

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thereon – higher pay scales

the Commission is recommending a higher starting pay for the Junior Time Scale of Organized Group A Services and the AllIndia Services. However, the contention that higher pay scales are essential to attract the best talent for these posts is not totally convincing. The Government job provides many other benefits apart from challenges and opportunities which cannot be strictly measured in pure monetary . During the course of the oral evidence, the Commission also heard Directors of some important National Training Academies and Staff Colleges where young directly recruited and also promotee officers are trained before they actually assume their responsibilities. All the Heads of Training Academies unanimously stated that the Services were still attracting the best and brightest of the youngsters as direct recruits, albeit the age of entry had increased due to the present recruitment policy of the Government. Further, it was also stated that most of the recruits were having professional qualifications and many had left corporate jobs with high salaries to the Civil Services. It is also to be noted that both the nature of Government Service and the nature of pay and allowances given to Government Employees are entirely different from the compensation package given in the corporate sector. Besides, some components of the service conditions of Government employees can not be monetized, like the security of job guaranteed by the Constitution. Therefore, this demand made by many Associations cannot be acceded to.

Cadre review of individual services

3.3.17 In the preceding paragraphs, the general demands relating to pay scales, career progression, opportunities for deputation and other related issues of organized Group A services made before the Commission have been discussed. The demands made by Group A service associations relating to allowances and other facilities have been dealt with in the related Chapters pertaining to these allowances, facilities, etc. Apart from these demands, many Service Associations also made demands relating specifically to their individual cadres. These demands chiefly pertained to Cadre Reviews, Cadre Restructuring and upgradation of posts. The Commission, as a general rule, has refrained from conducting cadre reviews of individual, services. Accordingly, demands made by individual service associations for cadre reviews have not been taken up.

Issues relating to various organised Group A Services

3.3.18 The service related specific demands made by the following individual services in the memoranda submitted to the Commission are examined in succeeding paragraphs :1) 2) 3) 4)

Indian Foreign Service Indian Audit & s Service (IA&AS) Indian Civil s Service Indian Customs & Central Excise Service

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5) 6) 7) 8) 9) 10) 11) 12) 13) 14)

Indian Defence s Service Indian Defence Estates Service Indian Economic Service Indian Information Service Indian Ordnance Factory Service Indian Postal Service Federation of Railway Officers’ Indian Revenue Service Indian Statistical Service Indian Trade Service

Issues pertaining to other services are covered separately in the Report at appropriate places. Indian Foreign Service

3.3.19 Indian Foreign Service is concerned with all issues relating to foreign relations of India. The service has an established parity with IAS. This parity needs to be maintained. It is recommended that the existing parity between IAS & IFS should be maintained. The Government should also ensure that batch-wise parity between IAS and Indian Foreign Service is maintained at the time of emment of officers for placement in various grades in the Centre.

Indian Audit & s Service (IA&AS)

3.3.20 Indian Audit & s Service (IA&AS) assists the C&AG of India in discharge of his constitutional responsibilities. They have demanded that in view of the similar nature of their job, the posts of Additional Deputy C&AG of India (ADI) and Deputy C&AG of India (DAI) should be merged. This would entail upgradation of the post of ADI from the present pay scale of Rs.24500-26000 to that of DAI in the scale of Rs.26000 (fixed). This merger is more in the nature of restructuring of a cadre. The Commission is not going into restructuring of cadres. The Government may, however, consider this demand keeping in view the fact that the suggestion for this merger was also endorsed by the Comptroller and Auditor General of India. Apart from IA&AS, other organised Group A s Services exists like Indian Civil s Service, Indian Defence s Service, Indian Railway s Service, etc. The Government should look into the feasibility of merging various other organised Central Group A s Services with IA&AS which will facilitate more efficient functioning and use of resources. A Committee to look into this issue may, therefore, be constituted by the Government at the earliest. Insofar as Indian Railway s Service is concerned, the issue of its merger should be looked into taking in the recommendation for corporatizing the Indian Railways as a Central Public Sector Enterprise.

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Indian Civil s Service

3.3.21 The Indian Civil s Service was constituted in 1977 when auditing and ing functions in civil Ministries of Government of India were separated. The officers of this service look after internal audit functions in the various Ministries/Departments excepting those which have an in-house ing set-up. The service is headed by Controller General of s. No specific demands for upgradation of any post have been made. They have, however, proposed integration of the finance and s functions. This involves a systemic change and the matter should correctly be looked into by the istrative Reforms Commission.

Indian Customs & Central Excise Service

3.3.22 This service exists in Department of Revenue. Officers of this service are concerned with collection of central indirect taxes. At its apex is the Central Board of Excise & Customs (CBEC) which is headed by a Chairperson who is also Special Secretary to Government of India. Five posts of Member also exist in the Board. All the are ex-officio Additional Secretaries to Government of India. The service has demanded functional and financial autonomy on par with that available in Railway Board for CBEC. Status of Principal Secretary along with pay of Cabinet Secretary has been demanded for the post of Chairperson, CBEC with the status of Secretary to Government of India being demanded for , CBEC. Apart from this, 4 additional posts of regional in CBEC, one each for North, East, South and West Zones, in the rank of Secretary to Government of India have been demanded. Upgradation of 35 posts in the Higher istrative Grade to Rs.26000 (fixed) and 50 posts in Senior istrative Grade to Rs.24050-26000 has also been demanded. Encadrement of all the posts of Chairperson and , CBEC in the service has also been sought. 3.3.23 Work entrusted to CBEC is revenue collection which is one of the sovereign functions. The Board cannot, therefore, be equated to the Railway Board which primarily discharges functions of a commercial nature. As such, complete functional and financial autonomy to CBEC is not justified. Functional justification for upgrading the extant pay scales of various posts and creating additional posts in the higher grades does not exist. The Commission is also not in favour of encadring any new posts in a particular service as the same restricts the choice of best available person. Elsewhere in the Report, the Commission has suggested placement of all the in Central Board of Direct Taxes (CBDT) in the scale of Rs.80000 (fixed) with their status being equated to that of Special Secretary to the Government of India. The post of Chairman is proposed to be continued in this pay band and with a similar status (Special Secretary to the Government). This dispensation may need to be

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replicated in CBEC once it is given in CBDT keeping in view the fact that these two Boards are similar. Indian Defence s Services

3.3.24 The Defence s performs functions relating to ing and payment, internal audit and financial management in various organizations under Ministry of Defence. Various demands relating to upgradation of posts have been made. These demands are chiefly based on the ground that taking in view the delegation of powers to the Service headquarters, Command headquarters and Field Formations, for efficient working the officers from the finance stream should be of the rank which, at the most, is only one lower than the Executive side. The Commission is not taking up cadre reviews of individual services. The demand should, however, be considered by the Government also keeping in view the functional considerations. Creation of certain posts like Additional CGDA (Internal Audit), CDA (Cost Audit)/(Coast Guard)/(Naval Dockyards), etc. has also been demanded. Creation of new posts has to be done only on functional considerations which should correctly be looked into by the concerned Ministry. Other demands relating to common issues have been addressed in the relevant Chapters.

Indian Defence Estates Service

3.3.25 The Indian Defence Estates service exists in Ministry of Defence and their officers perform all duties relating to custody and upkeep of defence lands. It has been demanded that 3 posts in the scale of Rs.24500-26000 should be created in this cadre for manning the posts of Senior Additional Director General in the Directorate General of Defence Estates; Principal Director, Central Command – Lucknow; and Principal Director, Southern Command, Pune. The post of Senior Additional Director General does not exist at present. The Commission, as a general policy, has not favoured creation of additional levels in the hierarchy. As such, creation of this additional grade cannot be recommended. Insofar as creation of posts of Principal Directors in the two Commands is concerned, the same should justifiably be considered by the Government keeping in view the functional exigencies. The Commission, therefore, is unable to recommend creation of these posts.

Indian Economic Service

3.3.26 The Indian Economic Service was constituted in 1961. IES officers provide economic inputs into policy formulation in Central Ministries and Departments. The Department of Economic Affairs is cadre controlling authority of this service. The IES cadre authority is advised by the Indian Economic Service Board headed by the Cabinet Secretary. Officers of this service presently are facing an acute stagnation with promotion in SAG taking more than 25 years. The association has demanded time-bound

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promotions upto HAG. The Commission has adopted a different approach to alleviate the problem of stagnation which would now be addressed in form of running pay bands, variable increments as a percentage of the basic pay as well as the scheme of Modified AS which will also cover the Group A posts. These measures should sufficiently address the problem of stagnation in this service. Indian Information Service

3.3.27 The officers of this service are concerned with the basic function of disseminating information regarding Government activities, policy and programmes. They are posted in various media organisation and departments of central Governments. The association has demanded constitution of a Board consisting of Senior IIS Officers to manage the promotion, transfer and posting of IIS Officers. Time-bound promotions have also been sought on ground of severe stagnation stated to exist in the IIS. Encadrement of the post of Information Advisor to the Prime Minister in IIS has also been sought. Constitution of a Board to look after istrative functions relating to a specific service is not justified and cannot be recommended. The Commission is recommending a Modified Assured Career Progression Scheme which will extend to Group A posts as well. As stated earlier, the problem of stagnation would be considerably addressed by the systemic changes being recommended by the Commission. Encadrement of any additional post in a specific cadre is generally not being recommended as it curtails the available choice for the best candidate. The demand cannot, accordingly, be accepted.

Indian Ordnance Factory Service

3.3.28 Ordnance Factories function as departmental formations under the Department of Defence Production and Supplies. Indian Ordnance Factory Service is concerned with overall management of Ordnance Factories. The service comprises both technical and non-technical posts with the former comprising nearly 90% of the total cadre strength. The technical posts are filled mainly by Combined Engineering Service Examination and through interviews (for Chemical Engineers, Metallurgists, Leather and Clothing Technologists) whereas non-technical posts are filled by the Civil Service Examination. The service has demanded a cadre-restructuring with the post of Chairman and (9 posts) being placed in the scale of Rs.26000 (fixed) and all Ordnance Factories being headed by HAG level officers. As stated repeatedly in the Report, the Commission is not looking into individual cadre reviews. The Commission observes that the mode in which sustainable growth of the various Ordnance Factories was to be achieved in the medium and long term was looked into by Nair Committee. This Committee had observed that conversion of

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Ordnance Factory Board into Ordnance Factory Corporation Limited, as done at the time of conversion of Department of Telecommunication into Bharat Sanchal Nigam Limited (BSNL), was the most viable option for future growth of these Factories. The Committee had observed that this conversion would enable the OFB to re-focus itself and its areas of cooperation in a flexible manner that would enable it to respond to the market as well as strategic interests in a better manner which would not only be costeffective but also improve efficiency. The recommendations of Nair Committee have been largely repeated in the recommendation of the Kelkar Committee. The Commission is in full agreement with the observations of these two Committee. It is, accordingly, recommended that Government should seriously consider corporatisation of all the Ordnance Factories on the lines of BSNL which would give them the necessary flexibility to meet the market forces in a competitive and cost-effective manner. No other recommendations are, therefore, necessary in respect of this service. Indian Postal Service

3.3.29 Indian Postal Service is the apex of the Postal Services run by Government. The apex postal body is a Postal Services Board comprising one Chairman and three . Secretary (Posts) is also the Chairman of the Board as well as the Director General of Postal Operations. The Fifth C had upgraded the pay scale of the of the Postal Board to Rs.24050-26000. 3.3.30 Indian Postal Service has demanded uniformity in service conditions for all organizations in the Government. Higher scale in entry grade of Group A and running pay bands have also been sought along with delegation of the process of decision making and emment to JS level / higher posts in the Central Secretariat by an independent agency like the UPSC. Specifically for their service, it has been demanded that the posts of Heads of Circles of States having a Metro city should be upgraded to the scale of Rs.22400-26000. Besides, upgradation of the heads of postal circles in the newly created states of Uttarnachal, Jharkhand and Chattishgarh from SAG to HAG has also been demanded. Other demands include creation of a new post of Member (Business Development and Technology) by upgrading the post of Chief General Manager (Business Development) and upgradation of all the posts of Member, Postal Services Board in the rank of Special Secretary. 3.3.31 Indian Postal Service is one of the very few Services to have posts in the pre-revised scales of Rs.22400-26000 as well as Rs.24050-26000. The Commission is recommending merger of these two pay scales as a part of restructuring of the extant pay scales. Consequently, as a result of the proposed merger of the

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pre-revised pay scales of Rs.22400-26000 and Rs.24050-26000, the posts of Member in the Postal Board and those of Principal Chief Postmaster Generals in three States would come to be placed in an identical revised pay band PB-4 of Rs.39200-67000 along with grade pay of Rs.13000. These posts constitute promotion and feeder posts and cannot, therefore continue to exist as separate levels in the hierarchy as at present. These posts would need to be merged. The Commission recommends that Postal Services Board will now comprise six posts of in revised pay band PB-4 of Rs.39200-67000 along with grade pay of Rs.13000. This shall be done by placing the erstwhile post of Principal Chief Postmaster General as Member, Postal Service Board. This will also be functionally justified because the Postal Services Board is expanding their activities relating to business development, parcel and logistics, etc. Simultaneously the three Circles in the States of Maharashtra, Tamil Nadu and Madhya Pradesh that were earlier headed by Principal Chief Postmaster General will now be headed by Chief Postmaster General in the running pay band PB-4 of Rs.39200-67000 along with grade pay of Rs.11000. It is also seen that Postal Circles in the three newly created States of Jharkhand, Chattisgarh & Uttarakhand do not have any post of Chief Postmasters General in HAG even though all other States have this post in HAG. Government may, in the context of the size and amount of postal work in these three new States, examine whether these postal circles require to be headed by Chief Postmasters General in the Higher istrative Grade. Federation of Railway Officers

3.3.32 Federation of Railway Officers represents the following nine organized services in Indian Railways:1. 2. 3. 4. 5. 6. 7. 8. 9.

Indian Railway s Service (IRAS) Indian Railway Medical Service (IRMS) Indian Railway Personnel Service (IRPS) Indian Railway Service of Engineers (IRSE) Indian Railway Service of Electrical Engineers (IRSEE) Indian Railway Service of Mechanical Engineers (IRSME) Indian Railway Stores Service (IRSS) Indian Railway Service of Signal Engineers (IRSSE) Indian Railway Traffic Service (IRTS)

3.3.33 The Association has demanded introduction of a modern system that would motivate civil servants to be pro-active so as to ensure good-governance in the country. They have also demanded constitution of a permanent, independent body for looking after the pay and cadre structure of the various Services in the Government. Higher rate of allowances along with higher pay scales have also been sought.

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3.3.34 The Commission is recommending a revised scheme of pay structure that includes the mechanism of variable increments and performance related incentive which is expected to ensure a greater orientation towards delivery of service for the betterment of common man. It is observed that the Fifth Central Pay Commission had recommended constitution of a permanent body for looking after the pay scale/service related issues. The Commission, however, is not in favour of recommending constitution of a separate body in this regard as specific mechanisms already exist in the Government. The demands relating to higher pay scales and allowances have been addressed elsewhere in the Report. Indian Revenue Service

3.3.35 Indian Revenue Service is concerned with collection of direct taxes for the Government. Over a period of time, the role of this Service has grown insofar as collection of taxes is concerned. The ratio of direct taxes to GDP has gone up from 2.35% of GDP to around 6% in the last 15 years. The Service is the largest organized Group A service with a cadre strength of more than 4400. It is also seen that Income Tax Department is predominantly an officer driven Department. Despite the large cadre strength, the Service does not have a single Secretary level post encadred in the Service. This is clearly anomalous especially because this Service is performing the important function of revenue collection. The Commission is aware that as a general policy, no recommendation regarding restructuring of individual cadres is being made. However, considering the fact that other Group A services with less than 1/10th the strength of Indian Revenue Service have more Secretary level posts, Government will have to seriously examine the issue and resolve the legitimate aspirations of the service. The Government should consider upgrading the post of Member, CBDT presently in the scale of Rs.24050-26000 to the revised apex pay band of Rs.80000 (fixed). The post of Chairman shall continue to exist in this pay band and the status of Chairman as well as , Central Board of Direct Taxes will be that of Special Secretary to the Government of India with the Chairman, CBDT occupying the position of first amongst equals. Since no post in the Board is encadred, the Government should encadre some of the post(s) in the revised apex scale of Rs.80000 in CBDT in IRS which will ensure that this service, that has largest number of officers amongst all the organized Group A services, also has some post(s) in the apex scale. 3.3.36 Other demands made by IRS Association seek change in the extant deputation policy so as to allow better representation to various Group A Services. The Commission has addressed this demand elsewhere in the Report. Other general demands

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relating to better facilities and allowances have also been addressed in the respective Chapters. Indian Statistical Service

3.3.37 Indian Statistical Service is concerned with collection of statistics relating to different specific areas. The Central Statistical Organization in Ministry of Statistics and Programme Implementation is the nodal agency for planned development of the statistical system in the country. of this service have lamented intense stagnation in their service. The figures made available reveal that the minimum period for promotion to the posts in JAG, NFSG, SAG and HAG is 10.8 years, 15 years, 23 years and 30.1 years respectively. It has also been stated that the minimum qualifications required for entry to this service is a postgraduate degree as against graduate degree prescribed for other Group A services and hence a better deal needs to be extended in their case. They have, accordingly, desired in-situ promotions at SAG level for officers who have completed more than 20 years of Group A service. They have also demanded strengthening of statistical functions in various ministries by creation of additional posts for this purpose. 3.3.38 The Commission is not in favour of creating additional posts for functions which are already inherent in the existing scheme of things. The Commission is also not considering restructuring of individual cadres. The issue of stagnation will, to a large extent, be ameliorated under the scheme of running pay bands, variable increments as a percentage of salary, etc. The Commission is also opening up a large number of posts in the higher echelons which will now be filled by an open method of selection. No other specific recommendation is, therefore, necessary in respect of this service.

Indian Trade Service

3.3.39 The Indian Trade Service was originally created to provide a specialized cadre of officers to man the import-export trade control organisation. The Service was created in 1997and direct recruitment through the Civil Services Examination was started in 1986. In their memorandum to the Commission, the Service has demanded restructuring of the entire cadre along with other general demands like introduction of running pay bands, amending the Central Staffing Scheme so as to provide better opportunities for manning SAG level and higher posts, better allowances, etc. 3.3.40 The Commission is not considering cadre reviews of individual Services. Other demands like introduction of running pay bands, making necessary changes in the extant Central Staffing Scheme, etc. have been duly addressed in the relevant Chapters. No other specific recommendations are, therefore, necessary.

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Chapter 3.4

Engineering Services

Introduction

3.4.1 Organized Engineering cadres exist in a number of Ministries and Departments of the Central Government. Largest cadres exist in Ministries of Railways, Road Transport and Highways, Urban Development, Water Resources, Defence, Mines and Science & Technology.

Demands

3.4.2 All Group A Engineering Services have demanded better promotional prospects. It is their constant refrain that acute stagnation exists in Engineering services vis-à-vis similarly placed Group A Civil Services and All India Services. Lamenting the absence of adequate number of post in the higher echelons, certain specific services have demanded creation of additional posts in Higher istrative Grades. Allowances like NPA and Field Duty Allowances have also been demanded.

Analysis

3.4.3 It is observed that some level of stagnation exists in many Group A Engineering cadres. The levels of stagnation, however, are not uniform; engineering cadre in Railways is much better off in this regard. The Commission has suggested running Pay Band PB-3 for Group A posts that encomes all levels below the Senior istrative Grade. The Commission has also recommended opening up of appointments to most of the senior level posts. Engineers will also be eligible for appointment to these posts. Recommendations made in para 3.3.12 of the Report will extend to the organized engineering services as well. All these measures will alleviate the existing problem of stagnation being felt in many Group A Engineering cadres in the Government.

Allowances

3.4.4 The demand for extension of non-practicing allowance to categories other than Doctors has been discussed by the Commission in Chapter 4.2 of the Report. In consonance with the recommendations made therein, non-practicing allowance cannot be extended to any of the engineering cadres. The demand for grant of field duty allowance had been made before the Fifth Central Pay Commission also who, however, did not consider it justified. The view expressed by the Fifth Pay Commission is appropriate. Consequently, no field duty allowance can be

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allowed in case of engineering cadres. Design and planning allowance is presently available to the engineering officers posted in Planning/Design wings. In consonance with the general policy followed, the existing rates of these allowances shall be doubled. Subordinate Engineering cadres

3.4.5 Subordinate engineering cadres include holders of diploma in engineering and other posts of engineers carrying minimum direct recruitment qualification of Bachelor of Engineering who have not been recruited to a Group A service or post.

Demands

3.4.6 Junior Engineers have demanded parity with Inspectors in Central Board of Direct Taxes and Central Board of Excise and Customs. Most of the Subordinate Engineering cadres have demanded parity with the Junior Engineers in Central Public Works Department (WD) insofar as financial upgradations under AS are concerned. Certain individual departments and individual cadres have brought out specific problems where the general pay scale recommended for the category by the Fifth Central Pay Commission was not implemented. 3.4.7 Fifth C had recommended that all posts carrying minimum qualifications of diploma in engineering should be placed in the pay scale of Rs.5000-8000. While this recommendation was accepted, however, its implementation has not been uniform because the recommendation was interpreted differently in different departments and organisations. The scale of Rs.5000-8000 will now get merged with the scales of Rs.55009000 and Rs.6500-10500 on of restructuring of pay scales being recommended by the Commission. To ensure that the recommendation made by Fifth C and accepted by the Government is uniformly implemented in the revised structure of pay bands, the Commission recommends that all posts in Subordinate Engineering cadres carrying minimum qualification of diploma in engineering for direct recruits and having an element of direct recruitment should be placed in the running Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.650010500. Simultaneously, all posts in Subordinate Engineering cadres carrying minimum qualifications of a degree in engineering and having an element of direct recruitment should be placed in the running Pay Band PB-2 of Rs.8700-34800 along with the grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. These posts will form feeder cadre for promotion to the posts in running Pay Band PB-3 of Rs.1560039100 carrying grade pay of Rs.5400 (pre-revised Rs.8000-13500)

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in which direct recruitment to Group A Engineering cadre posts is made. 3.4.8 Most of the cadres of Junior Engineers/equivalent have demanded the hierarchical structure that presently exists for Junior Engineers in Central Public Works Department (WD). This demand is made because the structure in WD proves more beneficial for getting financial upgradations under the extant scheme of AS. The Commission has separately recommended a modified AS in which the financial upgradations will invariably be to the next grade in the hierarchy of revised pay bands and grade pay and, therefore, the financial upgradation under AS will invariably provide similar benefit irrespective of the hierarchy of the posts existing in the organisation. This will ensure uniform progression under the AS. No other specific recommendation is, therefore, required in this case. 3.4.9 In some organisations separate quotas have been prescribed for cadres of diploma engineers and degree engineers for promotion to the post of Assistant Engineer. This frequently leads to problem as even a senior degree holding engineer sometimes gets superseded by a junior diploma holding engineer. The position, therefore, needs to be rectified. It is, accordingly, recommended that no separate quota for diploma and degree holding engineers should be prescribed for promotion to the Group A posts in PB-3 of Rs.15600-39100 along with a grade pay of Rs.5400 (pre-revised Rs.8000-13500). However, existing eligibility criteria for diploma and degree holders should continue to be maintained without any change. This will give a slight edge for degree holders while ensuring that no eligible senior gets superseded on of demarcation of posts available on promotion in different quotas. Draughtsman

3.4.12 Category of Draughtsman has been considered in Chapter 3.8 of the Report. No separate recommendations are being made for this category in this Chapter.

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Chapter 3.5

Scientific Services

Introduction

3.5.1 Separate benefits for scientists in certain ministries/departments are discussed in relevant Chapters. Here, the Commission is primarily discussing the Flexible Complementing Scheme for scientists.

Flexible Complementing Scheme Historical background

3.5.2 Third C had, for the first time, recommended introduction of Flexible Complementing Scheme (FCS) for scientific services. This scheme envisaged promotion from one grade to another after a prescribed period of service for scientists of proven merit and ability irrespective of the availability of any vacancy. The scheme was initially introduced in a few scientific Departments and autonomous bodies engaged in scientific research and development activity before being extended to the major S&T Ministries, Departments and organisations, as also some scientific personnel in other organisations. The Fifth C while noting that the FCS suffered from certain structural distortions and lack of uniformity in its application in the identified organisations, recommended a modified Flexible Complementing Scheme for R&D professionals at Group A level to replace the scheme then existing. The modified FCS was to apply to all eligible R&D professionals working in fields of creative research activity throughout their service in all Departments, including Space, Atomic Energy and Defence Research and Development Organisation, without special dispensations for individual departments. Professionals posted to Secretariats of Ministries and Departments, were to be excluded from this scheme. The Fifth C had specifically recommended that FCS will not apply to personnel in Groups B, C & D. FCS was to be uniformly applied to scientific Group A posts in all R&D organisations and promotions after stipulated residency periods were to be extended in the following pay scales :-

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Pay Scale (Rs.) 8000-13500 10000-15200 12000-16500 14300-18300 16400-20000 18400-22400

Residency Period 3 years 4 years 4 years 5 years 5 years -

3.5.3 The Fifth C had also recommended constitution of assessment boards for assessing the suitability of candidates for promotion under FCS which would comprise minimum 50% of the from outside the organisation. It was also stipulated that 50% of the should be subject matter experts in the concerned field of activity. Adequate provisions were also built in so that any R&D professional did not suffer due to delayed assessment. The Commission also defined R&D professionals, R&D activity and R&D organisation to whom FCS would apply. Existing position

3.5.4 The Government did not accept the recommendation of the Fifth C proposing extension of modified FCS to all departments including Department of Space, Atomic Energy and DRDO uniformly. Accordingly, the then existing schemes of merit based promotion system for Groups A, B & C personnel in Departments of Space, Atomic Energy and DRDO were allowed to continue. The Government, however, revised the criteria for identifying institutions/organisations as scientific and technological institutions as well as for defining scientific activities and services. The assessment procedure was also revised and assessment of Annual Confidential Reports on a 10 point scale with 10 marks being given for Outstanding grading; 8 marks for Very Good; 4 marks for Good and Average; and 0 marks for Poor grading was introduced. Officers who satisfied the minimum residency period and acquired a minimum percentage of performance based on the marks in their ACRs alone were eligible for being considered under FCS. The residency periods recommended by the Fifth C were adopted without any modification.

Analysis

3.5.5 The Fifth C had recommended modified FCS for scientists with a view to make it uniformly applicable across all the identified S&T organisations. The Government, however, chose to continue the existing scheme of merit based promotion in Departments of Atomic Energy, Space and DRDO. This was presumably done keeping in view the pre-eminent status of these departments. Post Fifth C, the Government has already issued orders restricting FCS to scientists and technologists holding scientific posts in scientific and technology departments and who

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are engaged in scientific activities and services. The assessment norms for promotions under the FCS have also been made more rigorous. Recommendations

3.5.6 Various time-bound promotion schemes may be necessary for scientific organisations as the morale of scientists has to be kept high in order to keep them motivated and to stop the flight of talent from Government organisations involved in research and scientific activities. The Commission, therefore, recommends that the existing scheme of FCS with necessary modifications has to be continued for R&D professionals in all S&T organisations. Merit based promotion scheme in the Departments of Atomic Energy, Space and DRDO would also need to be persisted with. The Commission, however, recommends following features to be incorporated in the existing schemes of FCS and merit based promotion so as to make the same more relevant to the context:i)

The criteria for identifying institutions/organisations as scientific and technical institutions and defining scientists and scientific posts should be made more objective and stringent so that only those organisations as are involved in creating new scientific knowledge or innovative engineering, technological or medical techniques or which are involved in professional research and development work predominantly including survey and mapping of geological, geo-physical or metrological nature are covered under FCS.

ii)

The promotions under FCS should be limited to grades carrying grade pay of Rs.9000 or lower.

iii)

In the case of Departments of Space, Atomic Energy and DRDO, the scheme of FCS may also cover posts carrying grade pay of Rs.11000.

iv)

The assessment board for judging the suitability of candidates for promotions under FCS should have a majority of who are outside the concerned organisation and who possess expertise in the concerned field.

v)

Greater emphasis should be paid on the achievements as evaluated by an independent peer group rather than the seniority.

vi)

Emoluments should not be a bar for recruiting a scientist of merit whose services are considered necessary. Recruitment in such cases should be made on contractual

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basis with a significantly higher start. The pay in such cases, can be fixed anywhere within the prescribed pay band with the post carrying the grade pay of the rank in which the recruitment is being made. The contract should be made for a period of 3 or 5 years and should be renewable at the option of the Government and the contractee scientist. Option of ing the Government as a permanent employee in regular scale of pay, allowances and other benefits should also be made available at the time of renewing the contract. vii)

Scientific Staff

The Performance Related Incentive Scheme (PRIS) and variable increments should also be made applicable to all Ministries/Departments/organisations in which FCS or merit based promotion scheme is in vogue. This will ensure that achievements of scientists are invariably acknowledged and will motivate them to perform increasingly better. The scheme should be immediately implemented in all scientific departments working on mission mode as the achievements in these departments are easily quantifiable.

3.5.7 Large number of scientific and technological staff exists in different Ministries/Departments/Organisations classified as scientific. They assist scientific officers in work related to experiments, field reports, surveys, collection of samples and other scientific work. The Fifth C had considered this category in detail and had made certain recommendations. The Fifth C had recommended parity between posts of scientific staff carrying minimum qualifications of engineering degree and a postgraduate degree with the scale of Rs.6500-10500 being recommended for these posts. This relativity, wherever already conceded, may need to be continued in light of the fact that this Commission has recommended placement of all posts carrying minimum direct recruitment qualifications of a degree in engineering in pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500.

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Chapter 3.6

Medical and Para Medical Services

Introduction

3.6.1 Doctors in Central Government exist both in organized as well as outside organized services. The three organized health and medical services are Central Health Service, Indian Railway Medical Service and Indian Ordnance Factories Health Service. Defence Forces have an Army Medical Corps and various MFs also have a cadre of Medical Officers.

Central Health Service

3.6.2 Central Health Service (CHS) was constituted in 1963. The Service was declared a Group A Central Service in 1973. It was restructured in 1982 and divided into four sub cadres viz. Teaching Specialists, Non Teaching Specialists, Public Health Specialists and General Duty Medical Officer. The present strength of each subcadre is as under:• • • •

General Duty Medical Officer sub-cadre - 3139 Teaching Specialists sub-cadre - 638 Non-Teaching Specialists sub-cadre - 780 Public Health Specialists sub-cadre - 078

In addition there are 13 posts in the Higher istrative Grade, which are common to all the four sub cadres. Railway Medical Service

3.6.3 Indian Railway Medical Service (IRMS) officers work in various hospitals and dispensaries of Indian Railways. No sub cadres exist in IRMS. There is a post of Director General in the scale of Rs.26000 (Fixed). Prior to Fifth C, the post existed in the pay scale of Rs.7300-7600 corresponding to the revised pay scale of Rs.22400-24500. The Fifth C had recommended only the corresponding revised pay scale for this post. However, Government subsequently upgraded the post.

Indian Ordnance Factories Health Service

3.6.4 Indian Ordnance Factories Health Service comprise 214 posts. The Medical Officers of this service are posted in Hospitals, Dispensaries and Clinics of various Ordnance Factories.

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Demands

3.6.5 Demands for increasing the rate of Non-Practicing Allowance (NPA) to 50% and for creating better promotional avenues at the level of Senior istrative Grade and Higher istrative Grade have been made by various associations of Doctors.

NPA

3.6.6 The Commission has considered this issue in Chapter 4.2. No recommendations on NPA are, therefore, being made in this Chapter.

DA

3.6.7 The Fifth C had recommended scheme of Dynamic Assured Career Progression (DA) for different streams of doctors upto the scale of Rs.14300-18300. For Group A posts, Assured Career Progression Scheme (AS) was recommended by the Fifth C. The Government did not extend the A Scheme to non isolated Group A posts and in the case of isolated posts, the A scheme was implemented with the modification that two promotions shall be provided after 12 and 24 years of service instead of 3 (after 4 years, 9 years, 13 years) recommended by Fifth C. However, the scheme of DA as recommended by Fifth C was implemented for doctors in CHS and a few other cadres. The scheme of DA is different from AS in the sense that the designation also changes under the former. The scheme, therefore, cannot be equated to that of AS. The scheme also does not suffer from any of the short-comings evident in the extant scheme of Assured Career Progression. Accordingly, DA would need to be retained in its existing form. Further, the scheme would need to be extended to other categories of Doctors presently not covered under the scheme as similar career advancement has to be ensured for all Doctors whose basic work remains same irrespective of the organisation or service to which they belong. Accordingly, the Commission recommends that the DA scheme recommended by the Fifth Central Pay Commission for different streams of doctors should be extended to all Doctors including those working in isolated posts. The promotions under DA for other categories of Doctors will be guided by the same conditions as applied in case of Doctors working in Central Health Scheme.

Conveyance allowance

3.6.8 Doctors are paid conveyance allowance for visit to hospitals and dispensaries outside normal duty hours as well as for making domiciliary visits. Presently, this allowance is payable at following rates:-

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Mode of conveyance i) ii) iii)

For those who maintain their own motor car For those who maintain scooter/motor cycle For those who do not maintain either car or motor cycle/scooter

Maximum per month Non- CHS CHS Rs. Rs. 550 1650

Minimum per month NonCHS/CHS Rs. 80

180

540

40

150

450

30

3.6.9 Keeping in view the general factor used for revising the rates of other allowances, the Commission recommends that the rates of conveyance allowance for doctors may be revised as under:-

Mode of conveyance i) ii) iii)

For those who maintain their own motor car For those who maintain scooter/motor cycle For those who do not maintain either car or motor cycle/scooter

Maximum per month Non- CHS CHS Rs. Rs. 1100 3300

Minimum per month NonCHS/CHS Rs. 160

360

1080

80

300

900

60

3.6.10 These rates should be linked to the Consumer Price Index and be revised every year equal to the change in the percentage of DA payable for the year vis-à-vis the immediate preceding year. Junior and Senior Resident Doctors

3.6.11 Junior and Senior Resident Doctors presently are placed in the pay scales of Rs.9000 fixed; Rs.9000-9550 and Rs.10325-10975. As a part of restructuring, the Commission has recommended merger of these pay scales. Accordingly, the posts will now be placed in pay scale of Rs.8000-13500 corresponding to the revised pay band PB-3 of Rs.15600-39100 carrying grade pay of Rs.5400 (for Junior Resident Doctors in the scale of Rs.9000 fixed or Rs.9000-9550) and the pay scale of Rs.10000-15200 corresponding to the revised pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.6100 (for Senior Resident Doctors in the scale of Rs.10325-10975).

Doctors of other streams

3.6.12 The recommendations made in respect of doctors shall equally apply in respect of the cadre of dental surgeons as well.

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Physicians in other streams

3.6.13 Presently, Government Physicians exist in various streams of Indian Medicine like Ayurveda, Yoga, Sidha, Unani and Homoeopathy. The Fifth Central Pay Commission had recommended a general parity with General Duty Medical Officers (GDMOs) for these streams. The Fifth C had also recommended creation of an organized service called Central Indigenous & Homoeo Medical Service for these streams. While creation of a separate organized service may not be necessary, however, the scheme of DA recommended by the Commission for Allopathy doctors should be extended, mutatis-mutandis, to the doctors of various streams of Indian Medicine like Ayurveda, Yoga, Sidha, Unani and Homoeopathy. This will ensure that the general parity of these streams is attained vis-à-vis the general medical officers belonging to Allopathy streams in Central Government Hospitals etc.

Para medical staff

3.6.14 Para medical staff categories include nursing staff, dieticians, medical laboratory staff and technicians, operation theatre staff and technicians, para-dental staff, physiotherapists and occupational therapists, pharmacists, radiographers, etc. The pay scales of various categories of para medical staff have been discussed in Chapter 3.8 relating to common categories. No recommendation in respect of pay scales of these categories is, therefore, being made in this Chapter. The issue of disparity between para medical staff in different organisations has been taken up later in this Chapter.

Extension of NPA to para medical staff

3.6.15 Many categories of para medical staff including nursing staff, pharmacists, physiotherapists, dental technicians, dieticians have demanded non-practicing allowance as well as risk allowance on the ground that they can practice their skills outside the office and they also face risk to their health while dealing with contagious diseases, viruses, etc. The Commission has considered this issue in detail in Chapter 4.2. In consonance with the recommendations made in that Chapter, the Commission does not recommend extension of NPA to any of the categories of para medical staff. A separate risk allowance shall also not be given to any of these categories. However, the Government shall provide appropriate insurance cover to such of those categories of para medical staff as are exposed to risk of infection etc. in their regular course of duties. Assured Career Progression Scheme, as modified by the Commission, shall apply in respect of all the categories of para medical staff.

Nursing allowance

3.6.16 Nurses are presently given nursing allowance at the rate of Rs.1600 p.m. In consonance with the general factor used for revising the rates of various allowances, the Commission

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recommends doubling of the rate of this allowance to Rs.3200 p.m. The rate of this allowance shall be increased by 25% whenever DA payable on revised pay scales crosses 50%. This allowance should be paid to all the nurses whether working in dispensaries or in hospitals. This is necessary because nurses in CHS are already paid nursing allowance irrespective of whether they are deployed in hospitals or dispensaries. A similar dispensation, therefore, needs to be extended to the nursing staff working in other organisations as well. Uniform & washing allowance

3.6.17 The Commission has already covered issues relating to uniform and washing allowance in Chapter 4.2. No separate recommendations are, therefore, being made on this issue in this Chapter.

Hospital Patient Care Allowance/ Patient Care Allowance

3.6.18 Presently, Patient Care Allowance (PCA) is issible to Group 'C' & 'D' (non-Ministerial) employees excluding nursing personnel at the rate of Rs.690 per month working in the health care delivery institutions/establishments (other than hospitals) with less than 30 beds subject to the condition that no Night Weightage Allowance and Risk Allowance, if sanctioned by the Central Government, will be issible to these employees. Similarly placed employees working in hospitals are eligible for Hospital Patient Care Allowance (HPCA). This allowance is not issible to Group C & D (Non-Ministerial) employees working in the Headquarters. The rules provide that only Group C & D, NonMinisterial employees whose regular duties involve continuous and routine with patients infected with communicable diseases or those who have to routinely handle infected materials, instruments and equipments, which can spread infection, as their primary duty can be considered for grant of Hospital Patient Care Allowance. It is further provided that HPCA shall not be allowed to any of those categories of employees whose with patients or exposure to infected materials is of an occasional nature. The Commission has separately recommended upgradation of all Group D categories. Consequently, the existing Group D para medical staff will need to be retrained and redeployed in the Group C posts along with a grade pay of Rs.1800. The PCA/HPCA will, therefore, be limited to Group C non-ministerial employees. The Commission has separately recommended extension of adequate insurance cover to all such categories of employees who face an element of risk in discharge of their official functions. This insurance cover should be extended to all the categories that are presently in receipt of HPCA/PCA. Simultaneously, HPCA/PCA should be withdrawn as no rationale would exist for these allowances once the element of risk is covered by grant of an appropriate insurance cover. The Commission is aware that this would still result in some pecuniary loss for these employees. The loss, however, would be

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more than compensated in respect of existing Group D employees who will be upgraded to Group C. This loss, for Group C employees, should be compensated in form of Performance Related Incentive Scheme (PRIS). Interorganizational disparities amongst various categories of Para Medical Staff

3.6.19 Speech Therapists in Safdarjung Hospital are in the higher pay scale of Rs.6500-10500. Speech Therapists in other institute including Lok Nayak Jaya Prakash Hospital (LNJP )Hospital, various Railway Hospitals, etc. are in the lower pay scales of Rs.4500-7000. Qualifications prescribed in both the places are similar. The Commission recommends that all post of Speech Therapists carrying an identical qualification(s) should be upgraded, including the LNJP Hospital and Railway Hospitals, to the scale of Rs.6500-10500 corresponding to the revised band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200. 3.6.20 In Railways, the entry level of Radiographers is Rs.40006000 whereas in all other organisations it is Rs.4500-7000/Rs.50008000. The qualifications and the job profile in all the organisations is similar. In their official memorandum, Ministry of Railways have recommended parity between Radiographers inside and outside Railways. This parity is justified and the post of Radiographer in Railways should also be placed in the scale of Rs.4500-7000 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800. 3.6.21 Dieticians in Railways have demanded higher pay scales of Rs.8000-13500 and Rs.10000-15200 as is existing for Dieticians in Central Government hospitals. The Fifth C had recommended the entry pay scale of Rs.5500-9000 for this post. In Railways, the entry pay scale is Rs.5500-9000. However, in some of the Central Government hospitals like Ram Manohar Lohia Hospital (RMLH) the entry scale is Rs.6500-10500. The post will automatically be placed in the higher scale of Rs.6500-10500 on of restructuring of pay scales being recommended by the Commission. No further upgradation is necessary. 3.6.22 The post of Medical Supervisor/Health Visitor is presently in the same pay scale of Rs.4000-6000 as the feeder post of Para Medical Worker. This is not justified. However, for the Common Category of para medical staff, the scale of Rs.4000-6000 has been prescribed for the post of Lady Health Visitor. An exception cannot be made in this case. It is, accordingly, recommended that the post of Medical Supervisor/Health Visitor and the Para Medical Worker should be merged in the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2400 which corresponds to the prerevised pay scale of Rs.4000-6000.

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3.6.23 Dental Hygienists having minimum qualification of 10+2 plus 2 years diploma were recently upgraded from the pay scale of Rs.4500-7000 to that of Rs.5000-8000. Other categories of Para Medical Staff like Pharmacists which also carry 10+2 plus 2 years diploma and Dental Mechanics who also carry identical qualifications are in the lower pay scale of Rs.4500-7000 and Rs.40006000 respectively. The categories have demanded parity with Dental Hygienists. It is a observed that Dental Hygienist were given higher pay scale on of onerous duties attached to the post. Ministry of Health & Family Welfare in fact has proposed a still higher pay scale of Rs.5500-9000 for them. As duties performed by various categories are different, no equation can be drawn. All these posts shall, therefore, be extended only the normal replacement pay band and grade pay. All India Institute of Physical Medicine & Rehabilitation

3.6.24 Presently, Additional Lecturers in the PT/OT stream in AIIPM&R are in the pay scale of Rs.5500-9000 which is identical to that of the feeder post of Physiotherapist. The next higher post of Lecturer is in the pay scale of Rs.6500-10500. With the proposed merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500, all these three hierarchical grades will be placed in one scale. To rectify this anomaly, the posts of Lecturer and Additional Lecturer should be merged and placed in the higher pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. Physiotherapists will continue in their existing pay scale and be extended only the normal replacement pay band and grade pay.

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Chapter 3.7

Group D Staff

Introduction

3.7.1 Presently, 4 Group D pay scales exist in Government namely:S-1 S-2 S-2A S-3

Rs.2550-55-2660-60-3200 Rs.2610-60-3150-65-3540 Rs.2610-60-2910-65-3300-70-4000 Rs.2650-65-3300-70-4000

The Fifth C had recommended only 3 Group D pay scales. The Fifth C had de-merged the erstwhile pre-revised pay scale of Rs.775-12-871-14-955-15-1030-20-1150 into the S-2 and S-3 pay scales. This, however, created certain problems. Consequently, the Government introduced the S-2A pay scale as a corresponding replacement pay scale for the erstwhile scale of Rs.775-12-871-14955-15-1030-20-1150. Existing position

3.7.2 Group D posts exist both in workshop and the nonworkshop categories. In the workshop staff, the Group D pay scale is available to unskilled (Rs.2550-3200) and semi-skilled (Rs.26504000) categories designated as Shramik and Skilled-II respectively by the Fifth C. Amongst the non-workshop staff, the Group D posts consist of various posts like Peon, Daftary, Safaiwala, Farash, Record Sorter, Chowkidar, Watchman, Malli, Packer, etc. 3.7.3 Prior to Fifth C, minimum educational qualification were not prescribed for posts like Safaiwala, Farash and Chowkidar. For other Group D posts, minimum qualification of 8th was prescribed. The Fifth C recommended that all Group D posts should be merged in four occupational groups namely, Office Attendants comprising Peons etc., Cosmetic Attendants comprising Safaiwalas, etc., Security Attendants consisting of Watchmen, etc. and Malis. The essential qualifications recommended for appointment as Office Attendant and Security Attendant was 8th standard and elementary education upto 5th standard was proposed for Cosmetic Attendants and Malis. The latter also had to possess two years experience in gardening. Insofar as Group D workshop staff is concerned, the Fifth C had recommended minimum

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educational qualifications of 8th for this category. The Fifth C recommended a four tier structure for Group D staff comprising the S-1, S-2, S-3 and S-4 pay scales. The first three pay scales viz. S-1, S-2 & S-3 were in Group D whereas the fourth (S-4) pay scale was the Group C pay scale of Rs.2750-70-3800-75-4400. Strength of Group D staff

3.7.4 Presently, approximately 9.7 lakh sanctioned Group D posts exist in the Central Government out of which nearly 8.6 lakhs are filled at present. The largest number of Group D posts exists in Ministry of Railways where more than 5.75 lakh Group D posts exist. Thus, more than 59% of the total sanctioned Group D posts are in Ministry of Railways. Other departments having a sizeable number of Group D employees include Ministry of Defence (civilian) which has strength of more than 1.8 lakh (18.5%) employees in this group. Ministry of Home Affairs and Department of Posts have approximately 55000 and 39000 Group D employees respectively.

Group D in Railways & Defence

3.7.5 The large concentration of Group D employees in Ministries of Railways & Defence is on of the workshop staff categories in these organisations. In Ministry of Railways, Group D staff comprises following different categories:Rs.2550-3200

Rs.2610-3540

Rs.2650-4000

Station Porter Token Porter Call Porter Box Boy Waterman Helper I/Helper II Safaiwala Lab. Khalasi Bearer Hospital Attendant

Station Porter Token Porter Call Porter Box Boy Waterman Helper I Safaiwala Senior Bearer Hospital Attendant -

Helper II Safaiwala Head Bearer Hospital Attendant -

Lab Attendant Gr. III

Lab. Attendant/Lab. Attendant Gr. II Senior Trackman Asst. Cook/ Kitchen Assistant

Cleaner Wash boy/Tea/Coffee Maker Watchman -

Vendor-III Cook Mate Gr. II

Vendor II Trackmen Cook Gr. I

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Rs.2550-3200 Cleaner/Ambulance Cleaner -

Rs.2610-3540 -

Rs.2650-4000 Cleaner

Chowkidar Salesman II -

Leverman II X-Ray Attendant Pointsman II Shunterman II Artisan Helper

3.7.6 In Ministry of Defence, the Group D staff categories chiefly comprise Shramiks and Skilled-II workshop staff. 3.7.7 Trends in the past have shown that, increasingly, basic work relating to cleaning, security, maintenance, etc. is being outsourced. This is a welcome trend that needs to be encouraged and ed by bringing about systemic changes in the existing scheme so that the employees in Government are only utilized for activities requiring a certain level of skill. A majority of the staff associations from Ministry of Railways, that has the largest concentration of Group D employees, contended before the Commission that the work done by the various categories of Group D staff was of a skilled nature and consequently the posts needed to be upgraded. A somewhat similar argument was also adopted by the various categories of workshop staff in ordnance factories under Ministry of Defence. Most of the associations pleaded against the retention of the unskilled category of workshop staff on the ground that every trade required application of skills. Analysis

3.7.8 There is considerable merit in the arguments propounded by various associations. Most of the jobs in the Government are skilled and that skill has to manifest in the pay scales and the minimum qualifications prescribed for these jobs. The few jobs which are not actually of a skilled nature are either infructuous or can be outsourced or can be easily performed by skilled workers in addition to their existing duties. In fact, restricting the employment in Government to skilled workers would go a long way in improving the efficiency of the Government. At the same time, it will not prove to be much of a constraint in ing the Government because rising educational levels have ensured availability of a large work force whose services can be utilized at appropriate levels in the Government. In any case, Commission has suggested an opening for unskilled persons whereby they shall be trained before being absorbed in the Government. The scheme is discussed in Chapter 2.2 of the Report.

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3.7.9 Functioning of the Government has become more complex. It, therefore, needs people with greater skills. The Government need not employ fifth or eighth class people when the need of the hour is to have multi-skilled employees who can perform a variety of jobs. Maximum number of employees in Group D are employed in Ministry of Railways. In a study conducted by the Ministry of Railways (Ansari Report), it has been pointed out that most of the jobs being done by Group D staff have actually become skilled. The Report, therefore, recommends upgrading these jobs by way of employing lesser number of more skilled workers without any additional financial repercussions. These recommendations are justified and need to be acted upon. The Commission has, in chapter 2.2, recommended that all Group D pay scales in the Government will stand upgraded to Group C along with the incumbents (after suitable retraining, wherever required) with no further recruitment taking place in any of the existing Group D posts. The minimum grade in which all future recruitments takes place will be the PB-1 (Group C) pay band of Rs.4860-20200 with the grade pay of Rs.1800. The recruitment in this grade will be from amongst candidates possessing minimum qualifications of either 10 or ITI or equivalent. Insofar as the present incumbents in the 4 existing Group D pay scales are concerned, their salaries will be fixed as under:i)

Initially, all Group D employees shall be placed in the -1S pay scale with appropriate grade pay. The Commission would like to reiterate that –1S pay scale is not a regular pay scale. This pay scale has been devised mainly for the purpose of initial fixation of pay of the Group D employees who had already been recruited on a regular basis as on the date of implementation of this recommendation by the Government.

ii)

Thereafter, such of those Group D employees as already possess the revised minimum qualifications prescribed for entry into the Group C pay band along with a grade pay of Rs.1800 would be placed in that grade (i.e. pay band of Rs.4860-20200 along with a grade pay of Rs.1800) with effect from 1.1.2006. No fitment benefit would be given again for this fixation. The Commission has devised a fitment table (Table 3.7.1) for this fixation. All fixations should be done accordingly.

iii)

Such of those existing Group D employees who do not possess the minimum qualifications prescribed would need to be retrained. The training package would need to be evolved separately for each of the individual Ministry/Department/Organisation keeping in view their specific needs. Job description of the Group D posts so

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upgraded and placed in Group C shall also be revised and re-defined with emphasis on multi skilling so that a single employee is able to perform various jobs. After retraining with emphasis on multi-skilling, the Group D staff will be placed in the Pay Band PB-1 of Rs.4860-20200 with the grade pay of Rs.1800. Once placed in the PB-1 Pay Band, this category of Group D staff will regain their seniority vis-à-vis the other category of Group D staff that already possessed the minimum prescribed qualifications and were, therefore, placed in the PB-1 Pay Band immediately.

Benefits envisaged

iv)

Inter-se seniority of all the employees in erstwhile Group D will be fully maintained with Group D employee in a higher Fifth C pay scale being placed higher vis-à-vis an employee in a lower pay scale. Within the same prerevised pay scale, the seniority will be fixed on the basis of date on which the person came to be placed in that pay scale.

v)

Appropriate designations can be devised by individual departments for the erstwhile Group D posts placed in the PB-1 Pay Band. Alternatively, a common designation of Skilled Work Assistant can be extended to this category.

3.7.10 The aforesaid will meet the demands raised by various associations seeking higher pay scales for various Group D posts. It will herald multi-skilling in the Government with one employee performing the jobs hitherto performed by many Group D employees. The Government will be able to pay a better package to the employees without placing an unduly heavy burden on itself as the requirement of additional hands will go down. This is also in accordance with the recommendations made in the Ansari Committee constituted by the Ministry of Railways to restructure the Group D posts. The Ansari Committee has recommended upgradation of various Group D posts that require a higher level of skills along with restructuring of the work force so that the work is performed by lesser number of employees which would ensure that no additional expenditure accrued on of the upgradation of Group D posts. The scheme will also not harm the interests of any of the existing Group D employees as all of them will be placed in the higher PB-1 Pay Band along with a grade pay of Rs.1800. The Group D employees not possessing the requisite qualifications will also not lose out as they will be placed in the PB-1 Pay Band immediately and without any loss of seniority once they are retrained. The Government will benefit by having a skilled workforce that will be more capable of performing multiple tasks thereby increasing efficiency and the output.

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Table 3.7.1 Fitment of existing Group D employees on upgradation to Group C Pre-revised scale (S – 1) Rs.2550-55-2660-60-3200 Basic Pay in the pre-revised scale 2550 2605 2660 2720 2780 2840 2900 2960 3020 3080 3140 3200 Pre-revised scale (S – 2) Rs.2610-60-3150-65-3540 Basic Pay in the pre-revised scale 2610 2670 2730 2790 2850 2910 2970 3030 3090 3150 3215 3280 3345 3410 3475 3540

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.1800 Revised pay in the running pay band 4,860 4,860 4,990 4,990 5,120 5,120 5,250 5,250 5,260 5,360 5,470 5,570

Grade Pay

Total Pay

1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800

6,660 6,660 6,790 6,790 6,920 6,920 7,050 7,050 7,060 7,160 7,270 7,370

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.1800 Revised pay in the running pay band 4,860 4,990 4,990 5,120 5,120 5,250 5,250 5,280 5,380 5,490 5,600 5,710 5,820 5,940 6,050 6,160

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Grade Pay

Total Pay

1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800

6,660 6,790 6,790 6,920 6,920 7,050 7,050 7,080 7,180 7,290 7,400 7,510 7,620 7,740 7,850 7,960

Pre-revised scale (S – 2A) Rs.2610-60-2910-65-3300-70-4000 Basic Pay in the pre-revised scale 2610 2670 2730 2790 2850 2910 2975 3040 3105 3170 3235 3300 3370 3440 3510 3580 3650 3720 3790 3860 3930 4000 Pre-revised scale (S – 3) Rs.2650-65-3300-70-4000 Basic Pay in the pre-revised scale 2650 2715 2780 2845 2910 2975 3040 3105 3170 3235 3300

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.1800

Revised pay in the running pay band 4,860 4,990 4,990 5,120 5,120 5,250 5,250 5,290 5,410 5,520 5,630 5,750 5,870 5,990 6,110 6,230 6,360 6,480 6,600 6,720 6,840 6,960

Grade Pay

Total Pay

1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800

6,660 6,790 6,790 6,920 6,920 7,050 7,050 7,090 7,210 7,320 7,430 7,550 7,670 7,790 7,910 8,030 8,160 8,280 8,400 8,520 8,640 8,760

Revised Pay Band PB-1 + Grade Pay Rs.4860-20200 + Rs.1800 Revised pay in the running pay band 4,860 4,990 5,120 5,120 5,250 5,250 5,290 5,410 5,520 5,630 5,750

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Grade Pay

Total Pay

1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800

6,660 6,790 6,920 6,920 7,050 7,050 7,090 7,210 7,320 7,430 7,550

3370 3440 3510 3580 3650 3720 3790 3860 3930 4000

5,870 5,990 6,110 6,230 6,360 6,480 6,600 6,720 6,840 6,960

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1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800 1,800

7,670 7,790 7,910 8,030 8,160 8,280 8,400 8,520 8,640 8,760

Chapter 3.8

Common Categories

Introduction

3.8.1 Common categories of staff are those categories that are engaged in similar functions spread across various ministries/departments /organizations of the Central Government. These categories are not limited to any specific ministry or department and, therefore, any decision taken for them impacts more than one ministry /department/organisation.

Categories under consideration

3.8.2 In this chapter, the following common categories are being considered:-

General Principles

s Staff belonging to un-organized s cadres Artists Canteen Staff Caretaker staff Drawing Office Staff Drivers EDP staff. Fire fighting staff Library staff Laboratory staff Para medical staff Photographers Police personnel Printing Staff Receptionists Store keeping staff Teachers Veterinarians Workshop staff

3.8.3 While dealing with these common categories, the Commission has been guided by the following principles :a)

In future, all recruitments in the Central Government would only be in the posts belonging to Group ‘C’ or higher categories carrying minimum qualifications of matriculation or ITI.

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b)

The Commission has recommended running pay bands and many of the existing pay scales have been merged with a view to de-layer the Government by cutting down the number of hierarchical levels. This would necessitate merger of posts which hitherto were in different pay scales and which, in a few cases, also constituted feeder and promotion posts.

c)

Existing relativities between posts in various categories have, as far as possible, also been kept in view while evolving the new structure for various common categories. Elsewhere, the Commission has upgraded the pay scales for constables in Delhi Police, MFs and other police organisations. This has been done to improve the delivery mechanism. While due care has been taken to ensure that this upgradation does not disturb the existing relativities, however, some of the relativities in of pay scales will get disturbed. The Commission wants to make it clear that disturbance of any of the existing relativities on this is a conscious decision. This is more so because posts in identical pay scales can not, in most cases, be held analogous, especially if their functions are totally diverse.

d)

The Commission has also taken a conscious decision to upgrade the pay scales of teachers, especially the primary school teachers. This, again, is a conscious decision because in the opinion of the Commission, the role of teachers is very important and a higher incentive needs to be extended to this category.

e)

Similarly, higher scales have been recommended for the nursing cadre keeping in view the arduous nature of their duties.

f)

It is emphasized that the focus of the report is to ensure better delivery mechanisms for the citizens of this country. The most frequent inter-face of the common man with the Government is at the level of beat constable and nurses in hospitals and health care. Teachers are critical as they are an investment for the future of the country. To ensure that best available talent enters the Government in these fields and continues to feel motivated to give their best after ing, the Commission has consciously recommended higher entry level pay scales for constables, teachers and nurses. The Commission is fully aware that these upgradations may upset some relativities, real or perceived, but the recommendations for these upgradations have been made as the same were considered necessary to ensure a better delivery system at the focal points of good governance. As

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stated earlier, disturbance of any of the existing relativity on this can not be taken as an anomaly merely on the ground that posts hitherto placed in an identical pay scale have come to lie in different pay scales pursuant to recommendations of this Commission. g)

As a measure of delayering, the Commission has recommended merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. In a large number of cases, posts in these pay scales have existed as feeder and promotion posts. While the Commission has tried to ensure that the promotion post is normally placed in a higher pay scale, however, in many cases, the same has not been done. Consequently, for a few categories, the erstwhile feeder and promotion posts have been merged. This is a conscious decision of the Commission and has been resorted to in cases where functional justification for maintaining two distinct levels as feeder and promotion post did not exist or where the operational efficiency was not impacted or is likely to actually improve by the merger. In all such cases, the interests of personnel in the erstwhile promotion grade have been protected by ensuring that their seniority as well as higher pay is kept intact in the revised running pay bands being recommended by the Commission.

Specific categories

3.8.4 Keeping in view the above broad principles, the specific common categories of staff referred to in para 3.8.2 are discussed in the succeeding paragraphs.

s Staff

3.8.5 All the posts belonging to the organized s cadres are covered in the recommendations contained in Chapter 7.56 relating to Indian Audit & s Department. Apart from the posts in the organized s cadres, isolated posts of s staff in Group ‘B’ & ‘C’ exist across various ministries and departments of Central Government. The ants belonging to unorganized cadres have always sought parity with the posts in the organized s cadres. Personnel belonging to the organized s cadres not only have different duties but their skill requirement is also higher. The personnel belonging to organized s cadres have to compulsorily departmental examinations like SAS for promotion. Such is not the case for posts relating to s work outside the organized s cadres. It is, therefore, not possible to draw any comparison between the posts in organized s cadres and those outside it. The Commission is, consequently, unable to concede any parity between various posts in organized and unorganized s cadres. The various posts in unorganized s cadres, however, have parity with the ministerial posts and this parity will need to be maintained. The

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Commission, accordingly, recommends that the existing relativity between the s related posts outside organized s cadres and ministerial posts shall be maintained. Artists

3.8.6 Post of Artists exists in Ministries of Defence, Agriculture, Human Resource, etc. The Fifth C had given a model structure for this category. The structure given by Fifth C is appropriate. However, some modifications will need to be effected keeping in view the restructuring of pay scales being recommended in this Report. Accordingly, the following structure is recommended for the category of Artists:-

Designation

Present pay scale

Recommended pay scale

Senior Artist Artist Gr. I Artist Gr. II* Junior Artist Gr. I Junior Artist Gr. II Junior Artist Gr. III

6500-10500 5500-9000 5000-8000 4500-7000 4000-6000 3050-4590

7450-11500 6500-10500 6500-10500 4500-7000 4000-6000 3050-4590

(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-2 4600 PB-2 4200 PB-2 4200 PB-1 2800 PB-1 2400 PB-1 1900

* Subsequent to merger of the pre-revised pay scales of Rs.50008000 & Rs.5500-9000, categories of Artist Gr. II and Artist Gr. I shall stand merged. Canteen Staff

3.8.7 Canteen staff comprises staff of both non-statutory canteens as well as statutory canteens in ministries like Railways and Defence. Employees of both statutory as well as non-statutory canteens are treated as Government employees. The Fifth C had recommended a specific structure for the various posts existing in different canteens in Central Government. Many of the posts of the canteen staff are presently in Group ‘D’ scales of pay. As a result of the general recommendations made by the Commission for Group ‘D’ posts, all the posts of canteen staff in Group `D’ shall now be placed in the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.1800 once the staff occupying these posts is suitably retrained and made multi-skilled. Other posts of canteen staff in the pay scales of Rs.3050-4590, Rs.3200-4900, Rs.4000-6000 and Rs.4500-7000 shall be extended the corresponding replacement pay bands and grade pay. The posts of canteen staff in the prerevised pay scales of Rs.5000-8000 and Rs.5500-9000 shall stand merged in the pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200.

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Caretaker Staff

3.8.8 The Fifth C had recommended that the Group ‘C’ and ‘D’ staff borne on the regular establishment, on deployment for caretaking duties, would be paid a caretaking allowance of Rs.100 (for Group ‘D’) and Rs.200 (for Group ‘C’) per month. It was further recommended that separate posts of caretakers, if any, shall be merged with the general ministerial posts in the corresponding scales of pay. The recommendations of the Fifth C for common category of Caretaker Staff are appropriate and the merger of posts in this cadre with the ministerial posts in corresponding pay scales should be carried out in every organization where it has already not been implemented. However, the amount of caretaking allowance may henceforth be paid at the rate of 10% of the aggregate of pay in the pay band and grade pay thereon.

Drawing Office Staff

3.8.9 The category of drawing office staff includes Draughtsmen, Design Assistants etc. The Fifth C had recommended a specific structure for the cadre of Draughtsman and had also recommended phasing out of the posts of Tracers/Ferro Printers on the ground that these were no longer required functionally. The recommendations of the Fifth C for the posts of Tracers/Ferro Printers/other posts similarly placed are all the more justified now. Accordingly, the Commission recommends that the posts of Tracers/Ferro Printers/other posts similarly placed should be phased out wherever these still exist, with the existing employees being redeployed elsewhere suitably and no further recruitment made to all such posts. Insofar as the cadre of Draughtsmen is concerned, the recommendations made by the Fifth C would need to be revisited in light of the restructuring of pay scales being recommended by the Commission. The relativities of Senior Draughtsman with the post of Junior Engineer (both the posts require a diploma in engineering or equivalent) and that of Chief Draughtsman with direct recruit engineering graduate would also need to be maintained. Accordingly, the following revised cadre structure is being recommended for the common category of Draughtsmen: (in Rs.) Corresponding Recommen- Pay Band & Present Designation ded pay Grade Pay pay scale scale Pay Grad Band e Pay Draughtsmen Gr.III 4000-6000 4000-6000 PB-1 2400 Draughtsman Gr.II/ 5000-8000 4200 6500-10500 PB-2 Sr. Draughtsman# Head Draughtsman 5500-9000 PB-2 4200 Chief Draughtsman 6500-10500 7450-11500 PB-2 4600 # This grade stands merged with that of Head Draughtsman.

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Drivers

3.8.10 Staff Car Drivers in Central Government presently exist in 3 grades of Rs.3050-4590, Rs.4000-6000 and Rs.4500-7000. Additionally, a selection grade of Rs.5000-8000 also exists. The existing structure provides sufficient opportunities of career advancement and will be further improved on of the proposed merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 due to which a Driver in the pre-revised pay scale of Rs.5000-8000 shall start drawing the grade pay attached to the revised pay band corresponding to the pre-revised pay scale of Rs.6500-10500. Various posts belonging to the common category of Drivers in Central Government shall, therefore, be extended the corresponding replacement Pay Band and grade pay. It is observed that Government has placed a ban on purchase of motor vehicles. The existing instructions not only forbid purchase of new cars but also direct that only hired cars should be used in lieu of the existing cars once these are condemned. In such a scenario, a need exists to make the cadre of Drivers multi-skilled which will not only enable them to utilize the office hours in performing some useful work during the time they are not actually driving the vehicle but will also help their seamless integration in other streams once their services as Driver are no longer required besides enhancing their chances of further career progression. The Commission recommends accordingly.

Electronic Data Processing (EDP) Staff

3.8.11 The Fifth C had recommended standard pay scales and qualifications for various grades of EDP staff. No further changes would, ordinarily, have been necessary in the extant structure of the EDP staff. However, some restructuring has become necessary pursuant to the reorganization of the pay scales being recommended by this Commission. The following revised pay structure is, therefore, recommended for the various categories of EDP staff:-

Present pay scale

Designation

Data Entry Operator Gr.A Data Entry Operator Gr.B Data Entry Operator Gr.C# Data Entry Operator Gr.D# Data Processing Assistant*

4000-6000

(in Rs.) Corresponding Recommen- Pay Band & Grade Pay ded pay scale Pay Grade Band Pay 4000-6000 PB-1 2400

4500-7000

4500-7000

PB-1

2800

5000-8000

6500-10500

PB-2

4200

5500-9000

6500-10500

PB-2

4200

6500-10500

7450-11500

PB-2

4600

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Corresponding Recommen- Pay Band & Present Grade Pay ded pay pay scale scale Pay Grade Band Pay 4600 7450-11500 7450-11500 PB-2

Designation

System* Programmer/ equivalent Programmer/ 7500-12000 7500-12000 PB-2 4800 System Analyst # Data Entry Operator Grade C shall stand merged with Data Entry Operator Grade D. * Data Processing Assistant shall stand merged with System Programmer. All Group ‘A’ posts of EDP staff shall be accorded the corresponding replacement Pay Band and grade pay. Fire fighting staff

3.8.12 Fire fighting staff exists in various Union Territories as well as different Government organizations. Their job requirements and duties necessitate that the various posts of fire fighting staff should be afforded pay scales on par with those being recommended for the posts of Constable and Head Constable in MFs, Delhi Police, IB and CBI. Accordingly, the pay scales of the fire fighting personnel in various UTs and departments/ministries of Central Government shall be revised as under:-

Present pay scale

Designation

Firemen Leading Fireman Station Officer Asst. Divisional Fire Officer Deputy Divisional Fire Officer Divisional Fire Officer Library staff

2610-3540 3050-4590 4000-6000 5000-8000

(in Rs.) Corresponding Recommen- Pay Band & Grade Pay ded pay scale Pay Grade Band Pay 3050-4590 PB-1 1900 3200-4900 PB-1 2000 4500-7000 PB-1 2800 4200 6500-10500 PB-2

6500-10500

7450-11500

PB-2

4200

8000-13500

8000-13500

PB-3

5400

3.8.13 The Fifth C had recommended distinct cadre structure for Librarians. Consequent to upgradation of all Group ‘D’ posts being recommended by the Commission, the posts of Library Attendant Grade II and I shall stand merged and placed in the

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revised pay scale PB-1 of Rs.4860-20200 along with grade pay of Rs.1800 after their skills are suitably enhanced. The posts of Library and Information Assistant (present scale Rs.5500-9000) will come to lie in the revised Pay Band of PB-2 of Rs.8700-34800 along with grade pay of Rs.4200. The next higher post of Assistant Library Information Officer (present scale Rs.6500-10500) will be upgraded and placed in the revised Pay Band of PB-2 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. All other posts belonging to this category shall be extended the corresponding replacement pay band and grade pay. Laboratory Staff

3.8.14 Laboratory staff exists in Groups ‘B’, ‘C’ and ‘D’ pay scales. All the posts of Laboratory staff presently in Group ‘D’ (commonly designated as Laboratory Attendants Grade I, II & III) shall now be placed in the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.1800 after their skills are suitably enhanced. The post of Laboratory Assistant exists in different scales of Rs.3050-4590, Rs.4000-6000 and Rs.4500-7000. All these posts shall be extended the corresponding replacement pay band and grade pay. Laboratory Technicians exist in different scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. The posts of Laboratory Technician Gr. II and III in the existing scales of Rs.5500-9000 and Rs.5000-8000 respectively shall stand merged in the revised pay band PB2 of Rs.8700-34800 along with grade pay of Rs.4200. The post of Laboratory Technician Gr. I in the existing pay scale of Rs.6500-10500 shall be upgraded and placed in running Pay Band PB-2 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of rs.7450-11500.

Para Medical Staff

3.8.15 As mentioned in para 3.8.3, the Commission is recommending higher pay scales for the cadre of Nurses. This will affect some of the existing relativities of nursing cadres vis-à-vis other para medical staff. This, however, is a conscious decision of the Commission for giving a better deal to the Nurses in recognition of the duties being performed by them. Apart from the cadre of Nurses, the Commission has made a conscious effort not to disturb any of the established relativities between the other cadres of para medical staff. In any case, the different categories of para medical staff will benefit from the re-organization of pay scales being recommended by the Commission. Accordingly, the following pay structure is being recommended for different categories of para medical staff including Nurses: -

(in Rs.)

214

3050-4590

3050-4590

Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-1 1900

4000-6000

4000-6000

PB-1

2400

5000-8000

6500-10500

PB-2

4200

5000-8000 5500-9000

7450-11500 6500-10500

PB-2 PB-2

4600 4200

5500-9000 6500-10500

7500-12000 7450-11500

PB-2 PB-2

4800 4600

6500-10500

8000-13500

PB-3

5400

7500-12000

8000-13500

PB-3

5400

8000-13500

10000-15200

PB-3

6100

10000-15200 12000-16500

PB-3

6600

Present pay scale

Designation

Operation Theater (OT) Asstt./ Asstt. Radiographer III Dental Tech.III/Asstt. Radiographer II /Lady Health Visitor OT Tech./Dental Tech.I/Pharmacist II/ Radiographer III Staff Nurse Dietician Gr.III/ Pharmacist I/ Physiotherapist/ Occupationaltherapist/ Radiographer II Nursing Sister Dietician Gr. II/ Lecturer in PT/OT/ Radiographer Asstt. Nursing Superintendent Deputy Nursing Superintendent Nursing Superintendent Chief Nursing Officer

Recommended pay scale

Posts of other para-medical technicians/personnel not mentioned above shall be extended the corresponding revised pay bands and grade pay. The posts which were in different pay scales earlier but have come to lie in an identical pay band and grade pay shall stand merged. Rates of existing allowances for all the categories of para-medical staff, except those specifically considered in the Report (like HPCA/PCA), shall stand doubled.

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Photographers

3.8.16 Pursuant to upgradation of all Group ‘D’ posts, the post of Photography Attendant Gr. II in the scale of Rs.2650-4000 / any other lower scale shall stand upgraded to the revised Pay Band PB-1 with grade pay of Rs.1800. The posts of Cinematographer Gr. II and Gr. I/equivalent in the existing pay scales of Rs.5000-8000 and Rs.5500-9000 respectively shall be merged and placed in the revised Pay Band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200. The post of Chief Cinematographer/equivalent in the extant pay scale of Rs.6500-10500 shall be upgraded and placed in the revised Pay Band PB-2 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. All other posts belonging to this common category shall be extended the corresponding revised pay bands and grade pay.

Police personnel

3.8.17 Categories of Police personnel are discussed in the Chapters 7.19 & 7.57 relating to Ministry of Home Affairs and Union Territories, respectively. Police personnel belonging to the Railway Protection Force are covered in Chapter 7.36 relating to Ministry of Railways.

Printing Staff

3.8.18 Printing staff had traditionally been considered as a category similar to that of Workshop staff. Fifth C had made detailed recommendations about this common category spread across various ministries/departments and establishments. Subsequently, the Government effected changes in the pay scales of some categories of printing staff. Many of the Government printing presses have now been corporatised or are in the process of being corporatised. In such a scenario, recommending any large scale changes in the extant pay structure of this common category may not be justified. However, some restructuring will be necessary on of the proposed changes in the general structure of running pay bands. It is, accordingly, recommended that posts of printing staff in the pre-revised pay scales of Rs.5000-8000 and Rs.5500-9000 shall be merged and placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200. The posts of printing staff in the pre-revised pay scale of Rs.6500-10500 shall be upgraded and placed in the revised pay band PB-2 of Rs.870034800 along with grade pay of Rs.4600 that corresponds to the prerevised pay scale of Rs.7450-11500. The posts of printing staff presently in the pay scales of Rs.6500-10500 and Rs.7450-11500 will, therefore, stand merged.

Receptionists

3.8.19 Insofar as the cadre of Receptionists is concerned, it is observed that the Fourth C had recommended merger of these posts with the clerical cadres of the respective ministries. These recommendations are appropriate and in consonance with the general philosophy of this Commission which emphasizes on multiskilling of all categories of the existing employees so that they are

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able to perform multiple roles as may be required in discharge of their official duties. The Commission recommends merger of the various posts of Receptionists with the clerical cadre in the corresponding pay band and grade pay. In case no corresponding grade pay exists in the clerical cadre, the merger should be made in the immediate higher grade pay available in the clerical cadre. Storekeeping Staff

3.8.20 Store Keeper Grade I, Senior Store Keeper Grade III and Senior Store Keeper Grade II presently existing in the respective pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 will come to lie in an identical pay scale on of the restructuring of pay scales being recommended by the Commission. Consequently, the posts of Store Keeper Grade I and Senior Store Keeper Grade III shall be merged and placed in the Pay Band PB 2 along with grade pay of Rs.4200. The post of Senior Store Keeper Grade II presently in the scale of Rs.6500-10500 shall be upgraded and merged with the post of Senior Store Keeper Grade I in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.745011500. This dispensation shall be extended to all the analogous posts of storekeeping staff, irrespective of the designation. All other posts shall be given the corresponding replacement pay bands and grade pay.

Teachers

3.8.21 Presently, three different grades of Teachers exist i.e. Primary School Teachers (PSTs), Trained Graduate Teachers (TGTs) and Post Graduate Teachers (PGTs). Their existing pay structure is as under:(in Rs.) Designation Grade III Grade II Grade I PST

4500-7000

5500-9000

6500-10500

TGT

5500-9000

6500-10500

7500-12000

PGT

6500-10500

7500-12000

8000-13500

7500-12000

8000-13500

Vice Principal

-

Principal

-

-

10000-15200

3.8.22 In order to attract better Teachers and to retain them in the Government, the Commission is inclined to recommend a higher start for Primary School Teachers. This, along with the restructuring of pay scales being recommended by the Commission, will necessitate restructuring of the existing pay scales of Teachers. Accordingly, the following pay bands and grade pay are recommended for the category of Teachers:(in Rs.)

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Designation

Grade III

Grade II

Grade I

Primary School Teacher

PB-2 of 870034800 along with grade pay of 4200 (Rs.650010500)

PB-2 of 870034800 along with grade pay of 4600 (Rs.745011500)

PB-2 of 870034800 along with grade pay of 4800 (7500-12000)

Trained Graduate Teacher

PB-2 of 870034800 along with grade pay of 4600

PB-2 of 870034800 along with grade pay of 4800

PB-3 of 1560039100 along with grade pay of 5400

(7450-11500)

(7500-12000)

(8000-13500)

PB-2 of 870034800 along with grade pay of 4800

PB-3 of 15600-39100 along with grade pay of 5400

PB-3 of Rs.1560039100 along with grade pay of 6100

PostGraduate Teacher

(7500-12000) Vice Principal

-

(8000-13500) PB-3 of Rs.1560039100 along with grade pay of 5400 (8000-13500) Principal

-

-

(10000-15200) PB-3 of 1560039100 along with grade pay of 6100 (10000-15200) PB-3 of 1560039100 along with grade pay of 6600 (12000-16500)

(Pay scales in bracket denote the corresponding pre-revised pay scales) Residency period for promotion from one grade to another grade shall remain unchanged. 3.8.23 The Commission has, elsewhere in the Report, recommended grant of half pay leave to the Teachers. A special allowance for Teachers in residential schools in the Ministry of Railways and Ministry of Defence has also been recommended. 3.8.24 As a consequence of upgradation of the post of Principal, the posts of Education Officer/Assistant Director of Education shall also be upgraded to Pay Band PB-3 of Rs.15600-39100 along with grade pay of Rs.6600 corresponding to the pre-revised scale

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of Rs.12000-16500, and be merged with the post of Deputy Director of Education. Veterinarians

3.8.25 The Fifth C had extended parity with General Duty Medical Officers and Dental Doctors to the posts of Veterinary Officers requiring a degree of B.V.Sc. & AH along with registration in the Veterinary Council of India. This parity is justified and may need to be continued. Insofar as the posts of para veterinary staff are concerned, all the Group ‘D’ posts of Para Veterinary Attendants shall be placed in the revised pay band PB1 along with the grade pay of Rs.1800 after they are retrained suitably. The posts of Para Veterinary Attendant/Compounder shall be extended the corresponding replacement pay band and grade pay. All the three grades in the category of Animal House Supervisor/ Assistant Veterinarians/ Biological Assistants/ Zoological Assistants shall now be placed in the PB-2 pay band of Rs.8700-34800 along with grade pay of Rs.4200. Posts of Para Veterinary staff in the erstwhile scales of Rs.5000-8000 and Rs.5500-9000 will stand merged. The posts of Para Veterinary staff in the pre-revised scale of Rs.6500-10500 shall be upgraded and placed in the higher Pay Band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. These posts shall, therefore, stand merged with posts already existing in the pre-revised scale of Rs.7450-11500, if any.

Workshop Staff

3.8.26 Workshop Staff comprises Artisans and personnel working in Railway Workshop premises such as loco running establishments, etc. and personnel employed in Central Government workshops, production units and departmentally run establishments. Most of the workshop staff is employed under the Ministry of Railways, Ministry of Defence and Printing Presses. Workshop staff is classified as unskilled, semi-skilled, skilled, highly skilled and master craftsman. The Fifth C had recommended that the nomenclature of unskilled should be replaced by ‘Shramik’. The minimum qualifications and the pay scale attached to the post of unskilled worker were, however, not changed. This Commission is of the view that all Government jobs require some level of skill and has, accordingly, recommended upgradation of all existing Group ‘D’ posts to Group ‘C’ with no future recruitment to take place in Group ‘D’. Accordingly, the category of unskilled workers would cease to exist in workshop staff with all the existing unskilled workers being upgraded as Group ‘C’ employees in the pay band PB-1 along with grade pay of Rs.1800 corresponding to the prerevised pay scale of Rs.2750-4400. The skilled workers are presently in the scale of Rs.3050-4590. The next higher grade of highly skilled workers is in the scale of Rs.4000-6000. The posts of skilled and highly skilled workers have an established relativity with the

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posts of LDCs and UDCs respectively. The Commission proposes to retain this relativity. The next higher post of Master Craftsman is in the scale of Rs.4500-7000 in all workshops other than those in the Railways. The Railways have upgraded the post of Master Craftsman and placed it in the scale of Rs.5000-8000 even through its promotion post – that of Chargeman ‘B’ – is also in an identical scale. The post of Master Craftsman is proposed to be kept in the pay band corresponding to the existing pay scale of Rs.4500-7000 in future. This is essential because pursuant to the merger of the prerevised scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, the next higher scale in the hierarchy would be that of Chargeman ‘A’. In the existing hierarchy, Chargeman `B’, apart from being the feeder cadre for promotion to the post of Chargeman `A’, is also the promotion post for Master Craftsman. As such, it has not been possible to place the post of Master Craftsman in the pay band corresponding to the pre-revised pay scale of Rs.5000-8000. Besides, no functional justification also exists for such upgradation. 3.8.27 Keeping the above discussion in view, the Commission recommends the following structure of pay scales for the workshop staff other than the supervisory categories: (in Rs.) Corresponding Recommen- Pay Band & Present Designation Grade Pay ded pay pay scale scale Pay Grade Band Pay PB-1 Unskilled 2550-3200 2750-4400 1800 PB-1 Semi Skilled 2650-4000 2750-4400 1800* PB-1 Skilled 3050-4590 3050-4590 1900 PB-1 Highly Skilled 4000-6000 4000-6000 2400 PB-1 Master Craftsman 4500-7000 4500-7000 2800# * The existing grades of unskilled workers and semi skilled workers shall stand merged in the revised pay band PB-1 along with grade pay of Rs.1800. # Master Craftsmen presently in the scale of Rs.5000-8000 shall be merged in the cadre of Chargeman ‘B’. In future, the post of Master Craftsman shall be operated only in pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800 (4500-7000). 3.8.28 Insofar as supervisory staff of workshop staff is concerned, the following structure exists at present:Designation Chargeman ‘B’/Chargeman

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Pay scale Rs.5000-8000

Chargeman ‘A’

Rs.5500-9000

Asstt. Shop Superintendent/Dy. Shop Superintendent/ Asstt. Foreman

Rs.6500-10500

Shop Superintendent/Foreman

Rs.7450-11500

3.8.29 Consequent to restructuring of the pay scales recommended by the Commission, the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 stand merged. Some restructuring will, therefore, need to be effected in the supervisory cadre of the workshop staff. This is necessary even on functional grounds as, in a delayered organization, no justification would exist for retaining more than two levels of technical supervisors. The Commission, accordingly, recommends following revised pay structure for the cadre of supervisory/technical supervisory staff in the workshops: -

Designation

Chargeman ‘B’/Chargeman ‘A’ Asstt. Shop Superintendent*/ Dy. Shop Superintendent/ Asstt. Foreman Shop Superintendent*/ Foreman

(in Rs.) Corresponding Recommen- Pay Band & Present Grade Pay ded pay pay scale scale Pay Grade Band Pay 5000-8000/ 6500-10500 PB-2 4200 5500-9000 4600 6500-10500 7450-11500 PB-2

7450-11500

7450-11500

PB-2

4600

* The grades of Asstt. Shop Superintendent/equivalent and Shop Superintendent/equivalent stand merged.

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Chapter 4.1

Dearness Allowance

Introduction

4.1.1 The payment of dearness allowance stems from the need to protect the erosion in the real value of basic salary on of inflation. Consequently, the DA issible is positively correlated to the level of inflation.

Views of earlier Pay Commissions

4.1.2 Successive Pay Commissions have made changes to the DA formula, suggesting their own methodology for determining the quantum and frequency.

Fifth C recommendations

4.1.3 The Fifth Central Pay Commission recommended uniform neutralization of DA at 100% to employees at all levels; conversion of DA into Dearness Pay each time the I increases by 50% over the base index with Dearness Pay counting for all purposes including retirement benefits; and Dearness Allowance including Dearness Pay being paid net of tax. The Commission did not favor the option of employing separate indices for each category of employee because of the sheer impracticality of the task and, therefore, recommended using the 12 monthly average of All India I (IW) with base 1982 for calculating DA.

Existing position

4.1.4 The Government of India presently calculates the level of inflation for purposes of grant of dearness allowance to Central Government Employees on the basis of the All India Consumer Price index Number for Industrial Workers (1982=100) (AII). The twelve monthly average of the AII (1982 base) as on 1st January and 1st July of each year is used for calculating the Dearness Allowance (DA). Increase in DA is calculated with reference to the AII (IW) average (base 1982=100), as on 1st January 1996 of 306.33. The compensation for price rise is issible twice a year i.e. on 1st January and 1st July of each year. Only the whole number component of the percentage increase in prices is adopted for estimation of DA. The rates of DA paid by the Central Government during the period 1.1.96 to 1.1.04 are as follows:

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As on 1.1.96 1.7.96 1.1.97 1.7.97 1.1.98 1.7.98 1.1.99 1.7.99 1.1.2000 1.7.00 1.1.01 1.7.01 1.1.02 1.7.02 1.1.03 1.7.03 1.1.04

Rates of DA (%) 0 4 8 13 16 22 32 37 38 41 43 45 49 52 55 59 61

4.1.5 The Government merged 50% of the DA with basic pay w.e.f. 1.4.04 and the dearness allowance continued to be calculated with reference to the AII (IW) average as on 1st January 1996 of 306.33 without changing the base consequent to the merger. Accordingly, DA at following rates was sanctioned by the Government from 1.7.04 till 1.7.07:As on 1.7.04 1.1.05 1.7.05 1.1.06 1.7.06 1.1.07 1.7.07

Rates of DA (%) 14 17 21 24 29 35 41

As a consequence, salaries of Government employees are being neutralized more than hundred per cent. Demands made

4.1.6 In the demands made before the Commission, it has been suggested that the existing DA formula continue with the following modifications:• •

Instead of revising the DA once in six months, it should be revised once in three months. The principle laid down by the 5th C for merger of 50% of DA with the Pay as DP should be modified to 25% to remove distortions in the pay structures.

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•

Determining the level of inflationmethodology

DA should be paid net of taxes on the same line as recommended by the 5th C to make the concept of 100% neutralization somewhat meaningful.

4.1.7 While considering the issue of the quantum of DA issible, the Commission considered at length the procedure for estimation of inflation. Presently, inflation as determined by the AII (IW), is estimated using the Laspeyere’s Fixed base methodology. The inflation index using this methodology captures the cost of buying a basket of goods (fixed in the base year) at current prices relative to the cost of buying the same basket of goods at base year prices. 4.1.8 Economic theory postulates that, generally, if the price of a commodity rises vis-à-vis other goods, the consumer adjusts his consumption basket to buy less of the goods the prices of which have increased relatively and more of those goods the prices of which have fallen relatively. This envisaged shift in consumption pattern should be considered for calculating inflation. A ‘chainbase index’ captures the inflation taking into the changes in quantities purchased consequent upon changes in the relative prices. Moreover, it also considers new products in the consumers’ basket as well as quality of the existing products improving every year. Therefore, inflation captured using ‘Chain-base’ technique would generally tend to be lower than the ‘Laspeyre’s price index’. [Under certain circumstances, however, the chain-base index could be higher than the Laspeyer’s index, i.e. if there is an increase in the price of basic items, which are necessities, having low substitutability and which form a sizeable chunk of the consumption basket. The increase in prices of such goods would result in less than proportionate reduction in quantity, thereby translating into higher expenditure in value . Therefore, the weightage (calculated in of percentage value of total consumption expenditure) attributed to these items in the construction of the composite price index would increase. This would result in the chain base price index being higher than the price index estimated using the fixed base technique.]

Analysis

4.1.9 India is on the growth path. Growth leads to wider choice with enlarged availability of substitutes. Such availability of substitutes would impact the price-demand relationship. Given this backdrop, the feasibility of developing chain base index was explored by the Commission. It was observed from the Reports of the National Sample Survey Organization on Consumer Expenditure Survey, that while expenditure data in value was generated through the survey, its breakup in of quantity and price was available only for a few items under food,

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clothing, bedding, etc. Data on durables consumed poses a problem as consumption of individual items is very infrequent and reporting irregular. This issue gets compounded when aggregation is attempted at the All India level. Recommendation on chain base index

4.1.10 The feasibility of developing a Chain based index is dependent on the availability of time series data on both prices and the corresponding quantities demanded of each item. While there is merit in developing a chain based index for capturing inflation, this would be feasible only if the Consumer Expenditure Survey generates time series data, on both quantity consumed as well as value of expenditure for fairly large list of items in the consumption basket providing the possibility of substitution over short time span. The Government may explore this possibility. In the meantime, the Government should keep revising the base year in the existing fixed base index method as frequently as feasible.

Use of AII (IW) for estimation of DA

4.1.11 Presently, the estimation of DA for Central Government Employees is based on the movements in the AII (IW) (1982=100). The Fourth Central Pay Commission, while considering the issue of suitability of the AII, opined that the Government should examine whether a more suitable index could be prepared for Government employees taking into their consumption pattern and other relevant factors. This recommendation was based on the view that the AII does not truly represent the consumption pattern of all central Government employees. On the other hand, the Fifth Central Pay Commission took the view that consumption patterns of Group A,B,C,D employees within Government are bound to be different due to different income levels and hence a suitable index based on consumption pattern for Government employees as recommended by the Fourth Central Pay Commission is likely to suffer from the same set of problems which the AII(IW) suffers. The Fifth Central Pay Commission opined that even though the option of employing separate indices for each category of employees did exist, it was devoid of merit because of the sheer impracticality of the task as well as needless suspicion such an arrangement was likely to arouse between various groups. Therefore, they recommended that the AII (IW) should continue to be the index used for calculating DA for Government employees. 4.1.12 The Fifth Central Pay Commission, observed that for the purpose of estimation of AII (IW) by Labour Bureau, the coverage of ‘Industrial Workers’ extended to 70 selected centres in

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seven sectors namely Factories, Mines, Plantations, Railways, Public Motor Transport Undertakings , Electricity Generation and Distribution Establishments, and Ports and Docks. A Working Class family was defined as one where one of the worked as a manual worker in any of the seven sectors and which derived one half or more of its income through manual work defined on the basis of classification of occupations and jobs involving sufficient physical labour but at the same time not requiring much of educational background in the field of general, scientific, technical and other areas. The Fifth Central Pay Commission also observed that in the Family Living Survey , which is the basis for estimation of the AII (IW), the design of the monthly family income classes is open ended, ranging from ‘less than Rs.750’ to ‘Rs.5000 and above’. The Working Class family Income and Expenditure Survey (1999-2000) for Delhi points to the fact that 53% of the families fall in the income class ‘less than Rs.5000 per month’, which is less than the minimum earning of a Government employee in Delhi. This implies that a composite price index generated from this survey may not adequately represent the price index for Government employees. This is because consumption pattern of the Government employees vis-à-vis the ‘Working Class Family’ sample selected in the Family Living Survey would be considerably different. Recommendation

4.1.13 The Government of India has set up the National Statistical Commission to serve as a nodal and empowered body for all statistical activities of the country; to evolve, monitor and enforce statistical priorities and standards and to ensure statistical coordination among different agencies involved. The Commission is mandated to evolve standard statistical concepts, definitions, classification and methodologies in different areas of statistics and lay down national quality standards on those statistics. The Commission is of the view that the National Statistical Commission may be asked to explore the possibility of a specific survey covering Government employees exclusively, so as to construct a consumption basket representative of Government employees and formulate a separate index. Meanwhile, the Government may continue to use the AII (IW) for estimating the DA, subject to the modifications proposed in the subsequent paras.

Revision of Base of AII (IW) for calculation of DA

4.1.14 The Fifth C had adopted the AII (IW) using the 1982 series for estimation of DA. The Government has developed a new series with base 2001, with effect from January 2006. It is possible to generate the back data series with base 2001, with the help of the stipulated linking factor of 4.63. The 2001 series has an extended coverage of 78 centers compared to the 70 centers in the 1982 series. The weightage emerging from the series with 2001

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base, being recent, is more representative of the current consumption basket. The Commission, therefore, recommends that the AII (IW) with base 2001 may, henceforth, be used for the purpose of calculating DA till it gets revised. As mentioned earlier, the base year should be revised as frequently as feasible. The Commission also looked into the weightages assigned to various components of consumption and the manner in which the Labour Bureau conducts the survey. The examination has revealed a direct correlation in the movement of the price index for housing and the movement of the HRA rates of Government employees. If a representative sample is used for construction of the price index for housing, there should not be such a direct correlation keeping in view the fact that for industrial workers, the escalation in rental should not be so steep for various obvious reasons. Since housing has a large weightage in AII (IW), there is a possibility of substantial distortion in DA calculations. The Commission recommends that the Government take expeditious steps to rectify these noticed distortions in the construction of the current AII (IW) series. The National Statistical Commission may also take these factors into consideration while evolving a separate index for Government employees. Formula for calculation of DA

4.1.15 The rate of dearness allowance is calculated in of the percentage increase in 12 monthly average of AII (base 1982) over the average index of 306.33, which was the reference base for the existing scales of pay recommended by the Fifth Central Pay Commission. 4.1.16

The extant formula for calculation of DA till 1-1-2004 was:

12 Monthly Average-306.33 ----------------------------------- X 100 = percentage increase in prices 306.33 (ignoring fractions) and inflation neutralization at 100% at all levels) 4.1.17 The Fifth Pay Commission had recommended that DA should be converted into DP each time the I increased by 50% over the base index. The Government merged 50% of DA with the basic pay w.e.f. 1-4-2004. The formula for calculation of DA for the period from 1-7-2004 is: 12 Monthly Average-306.33 {----------------------------------- X 100}-50 = percentage increase in 306.33 prices ( ignoring fractions and inflation neutralization at 100% at all levels)

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4.1.18 The corollary to this merger should necessarily have been a revision in the existing reference base of price index of 306.33. The new reference base, therefore, should have been the 12 monthly average index when the index increased by 50 percent. The reference base index would have, therefore, been higher than 306.33, given the uptrend in price levels, which would translate to a lower DA rate compared to the extant rates. Logically, therefore, conversion of dearness allowance as dearness pay should invariably be accompanied with simultaneous revision of the base index. This conversion, however, is not necessary in the revised structure being recommended where increments are payable as a percentage of the pay in the pay band and grade pay thereon and provision has been made for all allowances/benefits to be revised periodically linked to the increase in the price index. The Commission is, therefore, not recommending merger of dearness allowance with basic pay at any stage. 4.1.19 No real justification exists for revising DA once in 3 months. Accordingly, DA may continue to be sanctioned twice a year as on 1st January and 1st July payable with the salary of March and September respectively for istrative convenience with inflation neutralization being maintained at 100% at all levels.

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Chapter 4.2

Allowances other than Dearness Allowance Introduction

4.2.1 Compensation for price rise is given in the form of Dearness Allowance. This allowance has been dealt with separately as it compensates the variation in the purchasing power of the salary. Apart from Dearness Allowance, a variety of allowances are payable to the Central Government employees. Following allowances of this nature have been considered in this Chapter: (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x)

Compensatory allowances. Traveling Allowance & T.A. on Transfer. Transport Allowance. Non-practicing Allowance. House Rent Allowance. Education Allowance. Risk Allowance. Uniform related Allowances. Deputation Allowance. Miscellaneous Allowances.

General principles followed for revising allowances

4.2.2 A plethora of Compensatory and other allowances presently exists in the Government. The rates of some of these allowances have now become insignificant. Further, continued grant of a few of these allowances may not be justified in the present situation. Another factor that had to be taken into by the Commission is that many allowances will now be payable on the basis of the grade pay since in the revised scheme of pay scales (pay bands), entitlements are to be governed on the basis of the grade pay. This required some adjustment in the existing scheme of allowances particularly to ensure that the existing entitlements are not lowered in the case of any employee. The Commission has made necessary adjustments in the existing scheme of allowances for the Government employees.

Compensatory allowances

4.2.3 Compensatory allowances are paid on of peculiar local difficulties or to compensate for the high cost of living in bigger cities. These allowances can broadly be divided into City Compensatory Allowance and Other Compensatory Allowances.

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4.2.4 City Compensatory Allowance (CCA) is granted to Central Government employees to adjust the high cost of living in certain specified localities. Demands

4.2.5 The Commission has received many memoranda seeking increase in the rates of CCA. Revised classification for payment of this allowance has also been demanded.

Analysis

4.2.6 The existing rates of City Compensatory Allowance are as under : BP + SI + DP + NPA# Rs. Below 3,000 3,000 – 4,499 4,500 – 5,999 6,000 and above

Amount of CCA p.m. `A-1’ Rs. 90 125 200 300

`A’ Rs. 65 95 150 240

`B-1’ Rs. 45 65 100 180

`B-2’ Rs. 25 35 65 120

# Basic Pay + Stagnation Increment(s) + Dearness Pay + Non-Practicing Allowance

4.2.7 The present rates of CCA work out to approximately 1% to 5% of the Basic Pay. For most of the employees, the rates vary between 1 to 2% of the Basic Pay. Big cities usually have problems of accommodation and transportation. Specific allowances in form of House Rent Allowance (HRA) and Transport Allowance already exist to address these problems. The classification of regions for the purposes of CCA is mainly based on the size of the population. It has been contended that size of the population cannot be an adequate index of the expensiveness of the localities. The Commission also notes that the Consumer Price Index numbers measure the changes in the price level over a period of time at a given place and do not indicate variations in the price levels from place to place at one time. The index, therefore, does not provide any criteria for classifying cities on the basis of relative expensiveness. Recommendations

4.2.8 Facts discussed in preceding paragraphs may reveal that CCA does not really address the problem of providing proper compensation for relative expensiveness of a particular region/city. The Commission also notes that, apart from the problems of Housing and Transportation, larger cities and towns have much better facilities than smaller places. As such, no rationale may now exist for compensating any other factor other than accommodation and transportation in order to meet the high cost of living in large cities designated as A1/A/B1/B2 localities. The Commission is recommending adequate revised rates of HRA and Transport Allowance separately. Consequently, no rationale exists for

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continued payment of City Compensatory Allowance. Rates of Transport Allowance are being increased substantially and will subsume the element of CCA. Accordingly, the Commission recommends abolition of City Compensatory Allowance. The Commission is aware that as per the extant rules, not all employees are eligible for Transport Allowance. The Commission has recommended certain liberalization in the rules relating to payment of Transport Allowance. This may not, however, benefit all the employees and there could still be some isolated cases where the employee remains ineligible for Transport Allowance. This category of employees will face a loss in of withdrawal of CCA. Such loss, however, cannot be termed iniquitous as these employees are already well-placed and most of these will already be enjoying the facility of Government transport. Further, the loss will be notional as the adequate increase being recommended by the Commission in salaries and other allowances will more than make up the loss on of withdrawal of CCA in respect of this category of employees. Other Compensatory allowances

4.2.9 Special Compensatory Allowance (Hill Areas/Remote Locality/Border Area/Gandhinagar) - Special Compensatory Allowances are paid on of exceptionally difficult local conditions in various places. 4.2.10 Hill Area allowance - It is granted to Central Government employees posted at Hill stations located at an altitude of 1000 Mtrs. or more above sea level. The rates of Special Compensatory (Hill Area) Allowance vary between Rs.40 to Rs.300 per month. 4.2.11 Special Compensatory (Remote Locality) Allowance - It is payable to the employees serving in specified remote localities at rates varying between Rs.40 to Rs.1300 per month. 4.2.12 Special Compensatory Allowance to Gandhinagar – It is paid at the rate of 2.5% of the Basic Pay. Group C & D employees and Group B non-Gazetted employees drawing salary in scales corresponding to the scales of Group C employees are eligible for this allowance while posted at Gandhinagar. 4.2.13 Special Compensatory (Border Area) Allowance - It is paid at rates varying between Rs.40 to Rs.200 per month. This is payable to Central Government employees during the period of their posting within 16 Kms. of the international border in Punjab or within 30 miles of the international border in Rajasthan. No other Special Compensatory allowance can be paid along with this allowance. of Security forces and Central Government employees whose conditions of recruitment primarily include service in border areas are not eligible for Border Area allowance.

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4.2.14 Special (Duty) Allowance – It is given at the rate of 12.5% of the Basic Pay to offset the security environment and the difficult working and living conditions prevailing in North Eastern Region. The allowance is payable to AIS officers and Central Government employees having all India transfer liability on their posting to any station in the North Eastern Region from outside the region. 4.2.15 Island Special (Duty) Allowance – It is given at rates varying between 12.5% to 25% of the Basic Pay to Central Government employees on their posting to the Andaman & Nicobar Islands and Lakshadweep. This is paid in lieu of Special (Duty) Allowance. 4.2.16 Project Allowance - It is granted to employees to compensate for lack of amenities like Schools, Markets, proper Housing and Medical facilities at the places of construction of major projects. This is mainly paid to Railway employees whose offices are located in project area and who have to reside within a nearby locality. It is payable at fixed rates varying between Rs.150 to Rs.750 per month. 4.2.17 Tribal Area Allowance – It is paid in certain Tribal Talukas and pockets in certain States and is payable at rates varying between Rs.40 to Rs.200 per month. 4.2.18 Sunderban Allowance – It is paid to the Central Government employees during the course of their postings in the Sunderban area of West Bengal. The allowance is payable on slab basis at rates varying between Rs.30 to Rs.120 per month. 4.2.19 Hard Area Allowance – It was granted w.e.f. 1/4/2004 to the Central Government employees posted in the Nicobar Group of Islands. This allowance is payable at the rate of 25% of the Basic Pay. 4.2.20 Bad Climate Allowance – It is paid to the employees serving in areas designated as Bad Climate Area/Unhealthy Locality by the Government. It is paid at rates varying between Rs.40 to Rs.200 per month. The rates are identical to those attached to the Tribal Area Allowance. Demands

4.2.21 A large number of employees & their service associations have desired that Special (Duty) Allowance should also be paid to Group B, C & D Central Government employees during their posting in the North East in case they are transferred from one area in the North East to another irrespective of whether they have all India transfer liability or not. These employees and their service

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associations have contended that appointment letters in their cases also mention that they are liable to be posted anywhere in India and as such the clause of all India transfer liability applies equally in their cases as well. Substantial increase in the existing rates of the allowances which are currently paid as fixed amount and not as a percentage of pay (viz. Special Compensatory Allowance, Project Allowance, Risk Allowance, etc.) has also been sought. Analysis

4.2.22 Presently, many allowances exist to compensate for the hardship of service in certain areas or where the employee, because of special conditions of living, is unable to keep his family. In many cases, the employee fulfills the condition for grant of more than one such compensatory allowance. Ministry of Finance Order (O.M. dated 18/7/1990) stipulates that in cases where CCA, Composite Hill Compensatory Allowance [now redesignated Special (Hill Areas) Allowance] and Special Compensatory Allowance are issible, an employee can draw only one of these allowances most beneficial to him. Some of the allowances also appear to have outlived their utility and may need to be abolished\merged. 4.2.23 Special Duty Allowance (SDA) is presently payable to only such of those employees as have All India transfer liability and are posted to North East area from outside the region. All India transfer liability exists when a person is recruited through an All India examination and belongs to a cadre which has inter-se seniority on All India basis and whose are liable to be posted anywhere in India. Group C & D employees do not fulfill these criteria and are, therefore, ineligible for SDA. This issue has led to a lot of controversy because All India Services/Group A officers who have All India transfer liability get this allowance even though they may be original inhabitants of North East region. Further, North East region comprises seven States and an employee on his/her transfer from one North East State to another will not be entitled for SDA even though he/she has to move the entire establishment to a new State. The situation has become even more complex due to a large number of court cases due to which Group C & D employees of certain Departments are in receipt of this allowance on of orders of the Courts/Tribunals. Some modifications in the scheme of this allowance are, therefore, necessary.

Recommendations

4.2.24 The rates of various Compensatory allowances that are paid as a fixed amount were revised in the second half of 1998 when DA was payable at 22%. Since then the inflation has increased by more than 50% (it was 74% as on 1/1/2006 and 91% as on 1/7/2007). A case, therefore, exists for doubling the rates of these allowances. The Commission, accordingly, recommends revision of the rates of Special Compensatory (Hill Area/Remote Locality), Tribal Area

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Allowance, Project Allowance and Bad Climate Allowance as follows : 4.2.24.1 Special Compensatory (Hill Area) Allowance/Bad Climate Allowance/Tribal Area Allowance Category

Bad climate/Tribal Area allowance

For posts in the grade pay of Rs.5400 and above For other posts

Rs.400 p.m.

Special Compensatory (Hill Area) Allowance Rs.600 p.m.

Rs.240 p.m.

Rs.480 p.m.

4.2.24.2

Special Compensatory (Remote Locality) Allowance Category

For posts in the grade pay of Rs.5400 and above For posts in the grade pay of less than Rs.5400

Part A (Rs. p.m.) 2600

Part B (Rs. p.m.) 2100

Part C (Rs. p.m.) 1500

Part D (Rs. p.m.) 400

2000

1600

1200

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4.2.24.3 Project Allowance Category For posts in the grade pay of Rs.5400 and above For posts in the grade pay of less than Rs.5400

Project allowance Rs.1500 p.m. Rs.1000 p.m.

4.2.24.4 The rates of all the above allowances shall automatically increase by 25% whenever the Dearness Allowance payable on the revised pay bands goes up by 50%. 4.2.24.5 The Commission is unable to find any rationale for continued payment of Special Allowance in Gandhinagar. Similarly, no justification exists for continuing border area allowance unless of course the area qualifies for the Special Compensatory Allowance on of its remoteness or hilly terrain. The present rates of these allowances is also very low. The impact of withdrawing these allowances will be negligible, especially in light of substantial increase in the pay and other allowances being recommended in the Report. The Commission recommends abolition of Special

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Compensatory Allowance for Gandhinagar Compensatory (Border Area) Allowance.

and

Special

4.2.25 As regards Special (Duty) Allowance for postings to North East Regions, the allowance at the existing rates should be paid to all Central Government employees on their posting on transfer to any North East Region irrespective of whether the transfer is from outside the North East Region or from another area of that region. The condition that the employees have all India transfer liability should also be dispensed with. This will ensure that all employees, irrespective of their group, get the benefit of this allowance on their posting to a new city in North East on transfer. This will also benefit autonomous institutions like IIT that are located in North East and which follow Central Government pattern of allowances. Currently, no SDA is payable in these institutions because no all India transfer liability exists. Consequently, very few candidates from outside the region like to work in these institutes. The problem will be resolved as SDA can then be paid in these institutes also. No increase in the rate of this allowance is being recommended as the allowance is paid as a percentage of the pay, which will ensure a suitable increase in the actual amount of this allowance in the revised pay bands even if the existing percentages are retained. The employees posted in Ladakh also face similar difficulties as being faced by the employees posted to North East region. In the Commission’s opinion, these employees also need to be treated similarly. The Commission recommends that the Special (Duty) Allowance as well as other concessions allowed to the Government employees in North East region should also be extended to the Government employees posted in Ladakh. 4.2.26 Island Special (Duty) allowance is presently payable at rates varying from 12.5% to 25% of pay. No change is recommended in respect of this allowance. However, this allowance should, henceforth, also be paid to all Central Government employees on their posting on transfer to any place in these Islands without insisting on an all India transfer liability. The Commission notes that Hard Area allowance was introduced in 2004 for Central Government employees posted in the Nicobar group of Islands at the rate of 25% of pay. The orders granting this allowance, however, specify that either Island Special (Duty) Allowance or Hard Area Allowance can be drawn by an employee. This condition makes the grant of Hard Area Allowance, which was given keeping in view the very harsh living conditions in Nicobar group of Islands, meaningless as Island Special (Duty) Allowance, in any case, is also payable in Nicobar group of Islands at the rate of 25% of pay. Obviously, the intention behind orders dated 1/3/2004 issued by Department of Expenditure for sanctioning Hard Area Allowance would have been to pay this allowance over and above

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the Island Special (Duty) Allowance. The Commission, accordingly, recommends that Hard Area Allowance to the employees posted in the Nicobar group of Islands should be paid separately along with Island Special (Duty) Allowance. Further, this allowance should also be extended to the Lakshadweep group of islands. Traveling Allowance

4.2.27 Traveling Allowance on tour comprises fares for journey by rail/road/air/sea; road mileage for road journeys otherwise than by bus and Daily Allowance for the period of absence from Headquarters.

Travel entitlements

4.2.28 Presently, Government employees drawing basic pay + NPA + Stagnation Increment of Rs.16400 and above are allowed travel by First Class AC in train; those drawing salary between Rs.8000 to Rs.16399 can travel by AC II Tier; employees in the pay range of Rs.7999 to Rs.4100 are entitled to travel by AC III Tier/First Class while those drawing below Rs.4100 are allowed travel by Sleeper Class. Air travel is allowed to officers in receipt of pay of Rs.16400 and above. Officers drawing pay between Rs.12300 and 16400 can, at their option, travel by air in case the distance is more than 500 Kms. and the journey cannot be performed overnight. Some concessions are also available for air travel to Port Blair and Lakshadweep. 4.2.29 The Fifth Central Pay Commission recommended that all Group A officers should be allowed air travel with Group B, C & D employees being allowed to travel by AC II Tier train, First Class/AC III Tier Train and Sleeper Class Train respectively. This was recommended on the ground that since Government officials have to undertake tours specifically in public interest, it is necessary to allow appropriate entitlements to travel by rail/air. 4.2.30 These recommendations of Fifth Pay Commission were not accepted by the Government. The conditions today have changed. With the opening up of skies to private airlines, cheap air-tickets are now available. Accordingly, air-travel in the lowest (economy) class may need to be allowed for many more grades of employees. This will improve productivity of the employee as the time spent on travel would be considerably reduced. The travel entitlements of all employees will, in any case, increase and no employee’s travel entitlement will be restricted to sleeper class due to various steps like upgradation of all Group D posts; proposed introduction of the new scheme of pay scales (pay bands) where all entitlements will be governed by the corresponding grade pay, etc. The Commission, therefore, recommends that the travel entitlements while on tour and transfer should be revised as under :

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Pay Range For posts in the grade pay of Rs.9000 and above For posts carrying grade pay from Rs.6600 to Rs.8400 For posts carrying grade pay from Rs.5400 to Rs.6500 For posts carrying grade pay from Rs.4200 to Rs.4800 For posts carrying grade pay of less than Rs.4200

Travel entitlements J Class by air/AC First Class by train Y Class by air/AC First Class by train Y Class by air/AC II Tier Class by train AC II Tier Class by train First Class/AC III Tier/AC Chair Car by train

4.2.31 No change is recommended in the travel entitlement for travel outside India. In case of road travel between places connected by rail, travel by any means of public transport may be allowed provided the total fare does not exceed the train fare by the entitled class. In case of places not connected by train, travel by AC bus for all those entitled to travel by AC II Tier and above in train and by Deluxe/Ordinary bus for those who are entitled to travel by First Class/AC III Tier/AC Chair Car/Sleeper Class in train is recommended. The Commission has also observed that there is an increasing tendency on part of Government officers to travel by air in order to gain mileage points which are then used by them for private travel. The Commission is strongly of the view that official tours cannot be made a source of any profit. Accordingly, the Commission recommends that henceforth all mileage points earned by Government employees on tickets purchased for official travel should be utilized by the concerned department for other official travel by their respective officers. Any usage of these mileage points for purposes of private travel by an officer should be viewed seriously and appropriate departmental action initiated. Daily Allowance

4.2.32

The present entitlements of Daily Allowance are as under : `A-1’ Class cities

Pay Range

Rs.16,000 and above Rs.8,000 to Rs.16,399 Rs.6,500 to Rs.7,999 Rs.4,100 to Rs.6,499 Below Rs.4,100

`A’-Class cities and specially expensive localities Ordy. Hotel Rs. Rs. 210 525

`B’-Class cities and specially expensive localities Ordy. Hotel Rs. Rs. 170 425

Ordy. Rs. 260

Hotel Rs. 650

230

505

185

405

150

200

380

160

305

170

245

135

105

125

85

237

Other localities

Ordy. Rs. 135

Hotel Rs. 335

330

120

225

130

250

105

200

195

110

160

90

130

100

70

85

55

65

4.2.33 These rates are grossly inadequate. Most of the employees and their service associations have requested rationalization of the present entitlements of Daily Allowance for stay in hotels. The Fifth C had also observed that considerable difficulties were being faced by officials in securing decent accommodation while on official tour and had recommended accommodation entitlements ranging from reimbursement of actual expenditure incurred towards normal single room rent in a hotel of a category not above 5 star in case of Top Executives (corresponding to Senior istrative Grade (SAG)/equivalent) to any hotel upto a specified amount for auxiliary staff (corresponding to Group D) while on official tour. These recommendations were not accepted. The situation today is, therefore, that the existing rates are totally unrealistic and Government employees, while on official tour, are unable to find any decent accommodation at the prevailing commercial rates. Accordingly, the rates of Daily Allowance have to be modified appropriately. The Commission, therefore, recommends following entitlements of accommodation while on official tour : Grade Pay Rs.9000 and above

Rs.6600 to Rs.8400

Rs.5400 to Rs.6500

Rs.4200 to 4800

Below Rs.4200

Daily Allowance Reimbursement for Hotel accommodation of up-to Rs.5000 per day; reimbursement of AC taxi charges of up-to 50 Kms. for travel within the city and reimbursement of food bills not exceeding Rs.500 per day. Reimbursement for Hotel accommodation of up-to Rs.3000 per day; reimbursement of nonAC taxi charges of up-to 50 Kms. per diem for travel within the city and reimbursement of food bills not exceeding Rs.300 per day. Reimbursement for Hotel accommodation of up-to Rs.1500 per day; reimbursement of taxi charges of up-to Rs.150 per diem for travel within the city and reimbursement of food bills not exceeding Rs.200 per day. Reimbursement for Hotel accommodation of up-to Rs.500 per day; reimbursement of travel charges of up-to Rs.100 per diem for travel within the city and reimbursement of food bills not exceeding Rs.150 per day. Reimbursement for Hotel accommodation of up-to Rs.300 per day; reimbursement of travel charges of up-to Rs.50 per diem for travel within the city and reimbursement of food bills not exceeding Rs.100 per day.

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The rates of all the components of Daily Allowance shall automatically increase by 25% whenever the Dearness Allowance payable on the revised pay bands goes up by 50%. 4.2.34 The above rates do away with all distinction between hotel and ordinary rates because all reasonable expenditure incurred by an employee while on official tour has been made reimbursable. In order to keep the expenditure on this in check, the Commission recommends that budget for travel should be sanctioned stringently, which would allow official travel only for very important official business. 4.2.35 In case of stay or journey on Government ships, boats etc. or journey to remote places on foot/mules etc. for scientific/data collection purposes in organisations like FSI, Survey of India, GSI etc., daily allowance will be paid at rate equivalent to that provided for reimbursement of food bill. However, in this case the amount will be sanctioned irrespective of the actual expenditure incurred on this with the approval of the Head of Department/Controlling Officer. For journey on foot, an allowance of Rs.5 per kilometer traveled on foot shall be payable additionally. This rate will also be increased by 25% whenever DA payable on revised pay scales goes up by 50%. T.A. on Transfer

4.2.36 Presently, T.A. on transfer comprises a Composite Transfer Grant equal to one month’s Basic Pay + Dearness Pay along with actual fares for self & family as per the entitled class and cost of transportation of personal effects and conveyance possessed by the employee. No T.A. on transfer is payable in case no change of residence is involved or if the transfer is made at one’s own request. While the rates of Composite Transfer Grant are adequate and would, in any case, increase once the revised pay bands and grade pay are introduced, problems exist for transportation of personal effects. This is because the transportation of personal effects is governed by the existing rates of Transport by train and in case of employees drawing pay range of Rs.8000 and above the same is fullfour wheeler wagon or 6000 Kgs. by goods train or one double container. Double container is usually unavailable and transportation by goods train is very cumbersome. The employees, therefore, have to carry their personal effects by road while on transfer. In such cases, however, the entitlement is limited to 1.25 times the fare payable for transportation of similar quantity of goods by goods train. This results in pecuniary loss to the employee because the rates of transportation by road are much higher. The Commission observes that extant rules provide for transport by road in case of places not connected by train. The rates of transport by road in this case are as follows:-

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Basic pay + NPA + Stagnation Increment Rs.16,400 and above

Rs.8,000 to 16,399

Rs.6,500 to 7,999

By Train/Steamer

6000 Kgs. by Goods Train/ 4 wheeler wagon/1 double container 6000 Kgs. by Goods Train/ 4 wheeler wagon/1 single container 3000 Kgs.

Rs.4,100 to 6,499

1500 Kgs.

Rs.3,350 to 4,099

1500 Kgs.

Below Rs.3,350

1000 Kgs.

Rate per Km for transport by road A-1, A and Other places B-1 cities (Rs.P.) (Rs.P.) 30.00 18.00 (Rs.0.5 per kg. (Rs.0.3per kg. per per km.) km.)

30.00 (Rs.0.5 per kg. per km.)

18.00 (Rs.0.3per kg. per km.)

15.00 (Rs.0.5 per kg. per km.) 7.60 (Rs.0.51 per kg. per km.) 7.60 (Rs.0.51 per kg. per km.) 6.00 (Rs.0.60 per kg. per km.)

9.00 (Rs.0.31 per kg. per km.) 4.60 (Rs.0.31 per kg. per km.) 4.60 (Rs.0.31 per kg. per km.) 4.00 (Rs.0.4 per kg. per km.)

4.2.37 No justification exists for prescribing different rates in case of places connected by train and places not connected by train especially when the facility of transporting personal effects at Government cost is only available in case of transfer on public interest. Further, the employee has to be allowed the discretion of choosing the mode of transporting the household effects while on transfer as per his/her own convenience. The Commission recommends that transportation of personal effects by road at the rates prescribed for ‘other places’ should be allowed in respect of places connected by train as well without subjecting it to the extant restriction that these can not exceed 1.25 times of the eligible train fare. The revised entitlements of transport while on transfer shall, therefore, be as follows :-

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Grade Pay Rs.6600 and above

Rs.4200 to Rs.6500

Rs.2800

Below Rs.2800

By Train/Steamer 6000 Kgs. by Goods Train/4 wheeler wagon/1 double container 6000 Kgs. by Goods Train/4 wheeler wagon/1 single container 3000 Kgs.

1500 Kgs.

Rate per Km for transport by road

(Rs. Per. Km.) 18.00 (Rs.0.3per kg. per km.)

18.00 (Rs.0.3per kg. per km.)

9.00 (Rs.0.31 per kg. per km.) 4.60 (Rs.0.31 per kg. per km.)

These rates shall automatically increase by 25% whenever the Dearness Allowance payable on the revised pay bands goes up by 50%. This will ensure that Government employees are not put to a financial loss while transporting their personal effects on transfer at any point in future. 4.2.38 Another problem stated to exist on this is in case of transfer to Andaman & Nicobar Islands and Lakshadweep Islands. It has been mentioned that the existing rates for transporting personal effects by Steamer on transfer to these Islands are inadequate and a Government employee has to shell out a large amount of money from the pocket in order to transport the personal effects while being transferred to these Islands. The Commission, however, notes that special provisions exist in case of transfer to Andaman & Nicobar Islands and Lakshadweep and the extant rules provide that entitlements for transporting personal effects on sea by Steamer would be on the basis of the maximum issible weight of personal effects according to the grade to which the officer belongs, irrespective of the weight of the baggage actually carried. The Commission finds the existing provisions to be appropriate. However, the Commission recommends that the rates for transporting the entitled weight by Steamer should always be kept equal to the prevailing rates prescribed for such transport in ships operated by Shipping Corporation of India. Transport Allowance

4.2.39 Presently, Government employees are entitled to Transport Allowance at the following rates :

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Employees drawing pay in the scale of (Rs.)

8000-13500 & above 6500-6900 & above but below 8000-13500 Below the scale of 65006900

Rate of Transport Allowance per month A-1/A Class Other Places City (Rs.) (Rs.) 800 400 400 200 100

75

4.2.40 Transport Allowance was recommended by the Fifth C to defray the cost of travel between office and residence. This allowance was introduced w.e.f. 1/8/1997. This allowance is one of the very few allowances that are payable on the basis of pay scale rather than pay range. All Central Government employees who are not living in Government accommodation within the same campus or within one Kilometer of the office and have not been provided with official transport are entitled to this allowance. 4.2.41 The Commission has received many demands for increasing the rate of this allowance keeping in view the rising cost of transportation. Many employees and their service associations have demanded that this allowance should also be paid on the basis of pay range. It has also been contended that the huge gap between A1/A Class cities and other places needs to be bridged as the distances may be shorter in other places but the means of public transport are also woeful, therefore, the employees in these areas have to per-force travel by private vehicles or by personal vehicles which is considerably costlier than the public transport. It has been suggested that rates of this allowance in other places needs to be adjusted suitably. 4.2.42 Insofar as the issue of paying this allowance on the basis of pay range is concerned, the demand is solely based on the argument that since all other allowances are based on pay range, same principle needs to be followed in respect of this allowance as well. This, however, is not a cogent reason because Transport Allowance is a new allowance proposed by the Fifth C for the first time and they had specifically recommended that this allowance shall be based on the classification based on pay scales. In any case, in the revised scheme of pay scales, all the allowances and facilities will be governed by Grade Pay. 4.2.43 As regards increasing the rates of this allowance and reducing the difference between at the rates existing in A-1/A class

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cities and other places, the demands made have considerable force. The rates of petrol have risen continuously in the recent past and an employee will have to spend considerably higher amount on traveling to and fro to office from his residence. Not only the existing rates of this allowance need to be increased but the allowance has to be made inflation proof so as to ensure that any future increase in petrol prices and/or in price of transport does not affect the real value of this allowance. The Commission recommends following rates for Transport Allowance : Employees drawing grade pay of (Rs.) 5400 & above and posts in the apex scale and Cabinet Secy./equivalent 4200 to 4800 Below 4200

Rate of Transport Allowance per month A-1/A Class City Other Places (Rs.) (Rs.) Rs.3200 + DA Rs.1600 + DA thereon thereon Rs.1600 + DA thereon Rs.400 + DA thereon

Rs.800 + DA thereon Rs.300 + DA thereon

4.2.44 Simultaneously, the existing condition which prohibits grant of Transport Allowance to the employees who have been provided with official accommodation within one Kilometer of the office should also be removed because this creates an artificial distinction between the employees living in private accommodation within one Kilometer of the office vis-à-vis those living within one Kilometer of the office in Government accommodation. Other conditions regulating the grant of this allowance shall remain unchanged. Physically disabled employees shall continue to draw this allowance at double the normal rates. This, however, will be further subject to the condition that Transport Allowance in the case of physically disabled employees shall, in no case, be less than Rs.1000 per month plus the applicable rate of dearness allowance. Employees in pay band PB-4 who are entitled to the use of official car for travel between residence and office may be given the option to draw transport allowance at a higher rate of Rs.7000 p.m. plus dearness allowance provided they give up the use of official car for travel between residence and office. Non-Practicing Allowance (NPA)

4.2.45 Presently, Doctors are given Non-Practicing Allowance (NPA) at the rate of 25% of the basic pay subject to the condition that NPA + basic pay + dearness pay does not exceed Rs.44,250. NPA is counted as pay for all service and pensionary benefits.

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History

4.2.46 Earlier, Doctors in the Government were allowed private practice. The Ministry of Railways was the biggest employer of the medical staff under the Central Government. In Railways, the private practice was allowed for all medical officers barring the Chief Medical Officer subject to the condition that it did not interfere with other official duties. Outside Railways, medical officers were generally debarred from private practice and were consequently granted a Non-Practicing Allowance. At the time of the constitution of the Commission of Enquiry on emoluments and conditions of service of Central Government employees (1957-59), medical officers working under the Contributory Health Service Scheme in Delhi were given an NPA at the rate of 50% of pay subject to a maximum of Rs.400. Doctors working in Willingdon (now renamed Dr. Ram Manohar Lohia Hospital) and Safdarjung Hospitals were given NPA at the rate of 25% of pay. Outside Delhi, Doctors were given NPA at varying rates. The allowance was not allowed to the Doctors holding purely istrative posts such as DG, Health Service etc. 4.2.47 The Commission of Enquiry recommended stoppage of private practice with all Doctors in Central Government being paid NPA at the rates approved for the Central Health Service which was 25% of pay subject to a minimum of Rs.150 and maximum of Rs.400. 4.2.48 The issue was thereafter considered by the Third Pay Commission. Most of the associations representing non-medical service had contended that it was discriminatory to grant NPA only to the Doctors while denying it to others. The Third Pay Commission, however, did not agree to extend NPA to other categories. At the time of Third Pay Commission, the rate of NPA in Central Health Service was 50% subject to a maximum of Rs.600 per month for all Doctors except General Duty Medical Officer (GDMO) Grade II who were paid the NPA at the rate of 33.33% subject to a minimum of Rs.150 per month. In Railways, the Doctors were paid NPA at the rate of 35% subject to a maximum of Rs.500 per month. Assistant Medical Officers were paid NPA at the rate of 33.33% subject to a minimum of Rs.150 per month. Third Pay Commission recommended payment of NPA on slab basis with Doctors in various grades being paid NPA at fixed rates varying between Rs.150 to Rs.600 per month. Significantly, NPA at the rate of Rs.600 per month was payable to Doctors in the Super Time/Specialized grade of Rs.1800-2250. Thus, the rate of NPA for them at that time varied from 33.33% to 26.66% of the basic pay. 4.2.49 The Fourth C also considered the demand for extension of NPA to other categories of employees but did not recommend it. Fourth C changed the rates of NPA from Rs.125 to Rs.250 per month. The rates of NPA recommended by the Fourth C signified

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a decrease in percentage because the NPA recommended by Fourth C for Doctors worked out to approximately 12% to 18% of the basic pay. 4.2.50 The Fifth C considered the issued of NPA in light of the submissions made by the Doctors that its rate had gone down from 25% - 40% of the basic pay earlier to 12.5% - 16% and recommended that NPA should be paid at the rate of 25% of the basic pay subject to the condition that NPA + basic pay does not exceed Rs.29,500. The Fifth C also did not recommend extension of NPA to any other category. It was also recommended that the NPA shall continue to count towards all service and pensionary benefits without any change. These recommendations of Fifth C have been accepted. Consequently, the situation today is that Doctors are getting NPA at the rate of 25% of the Basic Pay + Dearness Pay + Stagnation Increment. Demands

4.2.51 Most of the employees & their service associations before the Sixth Central Pay Commission have demanded NPA at par with that payable to medical Doctors. The class of employees who have sought this benefit does not only include the para-medical staff like nurses, pharmacists, physiotherapists, technicians (like OT technicians, dental hygienists etc.) but also technical categories like engineers as well as other services/organizations. The common refrain of all the employees and their service associations is that they can also utilize their expertise for private practice outside the Government. Since private practice is not allowed, the employees and their service associations have sought NPA on par with Doctors.

Analysis

4.2.52 Doctors have been given NPA on some specific grounds which can briefly be enumerated as under : (i)

Earlier, Doctors in Government service were allowed the privilege of private practice or non-practicing allowance in lieu thereof. At such time, the emoluments of Doctors were deliberately kept low with the presumption that they will make good the loss by private practice.

(ii)

The basic medical course is of a longer duration (4 ½ + 1 year internship). Due to this, the Doctors are able to enter Government service at a late stage. Whereas in other services the average age of entry of a graduate direct recruit is about 23 years, in the medical branch it is about 27 years. Due to this they have shorter effective service.

(iii)

The entry level posts in the cadre of Doctors have to be filled by direct recruitment. Accordingly, promotion prospects for them are lesser vis-à-vis officers in other organized services.

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(iv)

The nature of duties and condition of work of Doctors involve certain uncommon deprivations. They have to often work at odd hours. Beyond the prescribed working hours, often they have to attend to urgent cases.

Recommendations

4.2.53 It is noted that the demand for extension of NPA to categories other than Doctors had consistently been made before all the earlier Pay Commissions (barring First C) and none of the Commissions had recommended extension of NPA to the other categories. The Commission is of the view that a case exists for treating the Doctors as a distinct category in so far as payment of NPA is concerned. Accordingly, the Commissions recommends that Doctors should continue to be paid NPA at the existing rate of 25% of the aggregate of the band pay and grade pay subject to the condition that the Basic Pay + NPA does not exceed Rs.85,000. While recommending this, the Commission would like to emphasize the fact that NPA to Doctors is paid not only for the loss of private practice but also to compensate for longer duration of studies, longer working hours/nature of duties and to compensate for the relatively lesser promotional prospects that exist on of entry level posts of Doctors necessarily having to be filled by direct recruitment without any posts in the entry level being filled by promotion. The facility of NPA cannot, therefore, be extended to any other category. NPA should be restricted only to the medical Doctors occupying posts for which minimum qualifications of a medical degree is prescribed.

House Rent Allowance

4.2.54 House Rent Allowance is presently payable at the following rates : Classification of Cities/Towns

Population

Rates of HRA as a percentage of Basic Pay + SI + DP + NPA

A-1

50 lakh & above

30

A, B-1 & B-2

A

20-50 lakh

15

B-1

10-20 lakh

B-2

5-10 lakh

C

50,000 to

C

7.5

5 lakh Unclassified

Below 50,000

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5

4.2.55 The Fifth C had recommended a high increase in the HRA of Metropolitan towns like Delhi & Mumbai in view of the inordinate increase in monthly rents for residential accommodation in the period upto 1995 in these cities. The Fifth C also persisted with the population criteria for classification of cities and towns and recommended creation of a new category of A-1 cities for cities having a population of 50 lakh and above. Demands

4.2.56 The Commission has received many demands relating to payment of HRA. Most of the demands seek an increase in the rates of HRA especially in cities other than A-1. Demands have also been received for granting A-1 status to the cities of Bengaluru and Hyderabad. This demand was, however, conceded by the Government during the term of the Commission and Bengaluru and Hyderabad already stand classified as A-1 cities.

Analysis

4.2.57 The situation after implementation of recommendations (in a modified manner) of Fifth C is that in A-1 Cities, the percentage of pay for meeting the House Rent is 30% + 8.67% of the Dearness Allowance because the weightage of housing in the Consumer Price Index 1982 (being 8.67%) gets subsumed in the pay. The percentage of pay for meeting the expenditure on house rent in other classes of cities is as under :Classification of Cities/Towns A, B-1 & B-2 C Unclassified

Percentage of salary available for meeting expenditure on House Rent 15 + 8.67% of DA 7.5 + 8.67% of DA 5 + 8.67% of DA

4.2.58 This is not adequate for meeting the expenditure towards House Rent in these Cities/Towns. The present situation is that while housing remains costly in Metro cities, the house rents in smaller cities and towns have galloped on of economic development as well as a dearth of residential accommodation in such cities/towns. Accordingly, Government employees posted to smaller towns and cities face problems in getting appropriate accommodation. The problem is further compounded because the Consumer Price Index gives lesser weightage (Central Weightage in All India) to the smaller regions. For example, while Mumbai, Kolkata and Chennai carry weightages of 7.87, 4.24 and 3.47 respectively, the weightages allotted to relatively smaller towns like Guwahati (0.66), Surat (0.86), Haldia (0.83), Solapur (1.24), Jaipur (1.25) is much lower. Accordingly, the increase in House Rent in these regions is not appropriately neutralized by grant of Dearness Allowance. The problem is more acute in very small towns having population of below 50,000 that presently carry the classification of

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`Unclassified Towns’ where very little residential accommodation is available on rent. A strong case, therefore, exists for increasing the rates of HRA in regions other than A-1 Class Cities. Recommendations

4.2.59 Keeping the various factors in view, the Commission recommends merger of C Class Cities (having population of 50,000 to 5 lakh) with `Unclassified Towns’ (having population of less than 50,000). The existing population criterion for classifying towns and cities for purposes of HRA is being retained. It is, however, recommended that population in the urban agglomeration should be taken into for classifying a city for purposes of HRA. The Commission recommends retention of the existing rate of HRA in A-1 cities which will, therefore, now be paid at the rate of 30% of the total of revised pay in the running pay band and grade pay thereon. Despite the same percentage, the HRA in real will increase substantially for A1 cities as the revised pay band and grade pay are substantially higher than the total of corresponding basic pay and dearness pay on which the HRA is payable presently. The rates of HRA in other cities are proposed to be adjusted suitably so as to meet the increased cost of housing in these regions. Erstwhile A, B-1 and B-2 categories are being merged. Similarly C & Unclassified categories are also being merged. These mergers are recommended so as to give a better deal to the employees posted in smaller towns in so far as their housing requirement is concerned. Keeping these factors in view, the Commission recommends the following rates of House Rent Allowance: Revised classification of Cities and Towns on Population Criteria 50 lakhs & above 50 - 5 lakhs Below 5 lakhs

Revised Classification of Cities/Towns

Rates of HRA as a percentage of Pay in the pay band + Grade Pay + MSP* + NPA*

X (Earlier classified as A-1) Y (Earlier classified as A, B-1 & B-2) Z (Earlier classified as C and Unclassified)

30 20 10

* where applicable

Thus, the rate of HRA for cities presently classified as A, B-1 and B-2 will go up from 15% at present to 20%, for cities presently classified

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as C - from 7.5% to 10% and for cities presently classified as unclassified – from 5% at present to 10%. Education Allowance

4.2.60 Presently, assistance for education of children is available to all Central Government employees without any pay limit. The assistance is in the form of :i)

ii)

iii)

Reimbursement of Tuition Fee of upto Rs.40 per month for students in Class I to X and Rs.50 per month for students in Class XI & XII. In case of physically handicapped and mentally retarded children, the maximum limit is Rs.100 per month. Children’s Education Allowance is payable at the rate of Rs.100 per month in case the Government employee is compelled to send his child to a school away from the Station of his posting. Hostel subsidy at the rate of Rs.300 per month is paid in case the employee is obliged to keep his children in a hostel away from the Station of his posting and residence on of transfer.

4.2.61 In all these cases, the benefit is available up-to 3 children in respect of children born upto 31/12/1987 and 2 children born thereafter. Demands

4.2.62 The Commission has received numerous demands seeking an appropriate increase in the rate of education assistance available to Central Government employees so that the same has some relevance to the school fees actually being charged by most of the schools. Department of Personnel & Training had also forwarded demand of the Staff Side for revision of rates of Children Education Allowance, Reimbursement of Tuition Fee and Hostel Subsidy to Rs.200 per month, Rs.100-300 per month and Rs.750 per month respectively. This demand was raised by the Staff Side in the National Council of JCM and a disagreement recorded thereon. Subsequently, the demand was discussed again wherein it was decided to remit the matter for consideration of this Commission.

Analysis

4.2.63 The rates of school fees were last increased following the recommendations of the Fifth Central Pay Commission. No change in the rates has been made since then even though nearly a decade has elapsed. It is also noted that rates of school fees went up considerably after the implementation of the Fifth C Report which recommended a substantial increase in the salary structure of Teachers. Since most of the reputed private schools also follow salary structure of Government schools, the salaries of Teachers in these schools were also increased and the burden ed on to the parents of students in form of increased fees. The present rates of education assistance are inadequate. The demands made by the Staff Side for increasing the rates of these allowances are, therefore,

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justified. The Commission also observes that Government has increased the budget on Sarva Shiksha Abhiyan Scheme to Rs.6993 crores for the year 2007-08. The total budget on elementary education stands at Rs.16934.16 crores for the year 2007-08. This clearly shows the increased emphasis of the Government in the field of education. Accordingly, the existing rates of education assistance need to be overhauled so that these are in conformity with the fee structure prevailing in most of the schools. Recommendations

4.2.64 Keeping the various factors in view, the Commission recommends merger of Children Education Allowance and Reimbursement of Tuition Fee which will henceforth be reimbursement upto the maximum of Rs.1000 per child per month subject to a maximum of 2 children. Hostel subsidy may be reimbursed upto the maximum limit of Rs.3000 per month per child. The limits would be automatically raised by 25% every time the Dearness Allowance on the revised pay bands goes up by 50%.

Risk Allowance

4.2.65 Risk Allowance is presently given to employees engaged in hazardous duties or whose work will have deleterious effect on health over a period of time. Risk Allowance is also paid to Sweepers and Safaiwalas engaged in cleaning of underground drains, sewer lines as well as to the employees working in trenching grounds and infectious diseases hospitals. The Risk Allowance is being paid at following rates : Class Unskilled workers Semi-skilled workers Skilled workers Supervisors Gazetted officers engaged in Nitro Glycerin preparations Non-Gazetted officers engaged in Nitro Glycerin preparations Dangerous Buildings Officers

Rate (Rs.) p.m. 20 30 40 50 150 90 200

Demands

4.2.66 Many Government employees and their service associations, presently not in receipt of this allowance have demanded extension of the allowance in their case on the ground that their job also involves various degrees of risk. Enhancement in the rate of this allowance has also been sought.

Analysis

4.2.67 The Fifth C had recommended that risk allowance should be restricted only for jobs where the element of risk was inherent

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and continuous with adverse effect on health. The Fifth C had specifically recommended withdrawal of this allowance in jobs which involved only contingent risks relating to one time events where the event itself was uncertain. The Fifth C had also identified a few categories from which the allowance was to be withdrawn. Simultaneously, the Commission had recommended that each Ministry should set up a Committee to review the categories of employees in receipt of Risk Allowance in line with the revised guidelines. The Commission is in partial agreement with the recommendations of the Fifth C to the extent that Risk Allowance is only justified for jobs which are inherently risky with adverse effect on health. However, the Commission is of the view that any pecuniary allowance cannot suitably compensate the element of risk. What the Government as an employer has to ensure is that the risk element in these jobs is reduced to the maximum extent and an employee is fully covered in case any mishap takes place even after observing the maximum level of care and precaution. Appropriate insurance cover, therefore, needs to be provided free of cost to compensate for the risk of any immediate injury and suitable medical and other appropriate facilities like longer leave entitlement provided to ward off any long term deleterious effect on health due to these jobs. This has to be coupled with the use of latest technology and utmost care to ensure that the risk element inherent in the job is minimized. Recommendations

4.2.68 The Commission, accordingly, recommends withdrawal of Risk Allowance. All categories of jobs that involve inherent element of risk with deleterious effect on health over a period of time should instead be provided with free medical and life insurance of Rs.5 lakhs for employees in PB-1 pay band; Rs.7 lakhs for employees in PB-2 pay band; Rs.10 lakhs for employees in PB-3 pay band/higher pay bands/scales. To offset the effect of inflation, amount of the insurance should automatically be increased by 50% every time the DA payable on the revised pay goes up by 50%. The entire expenditure on paying for this insurance will be borne by the Government. The amount insured will be paid in case of any serious injury/death sustained in the course of employment and will be over and above the other benefits available to all categories of Government employees. These employees should also be provided with additional health benefits with mandatory health check-ups every quarter and enhanced leave, wherever the same is necessary for proper recuperation. Further, the Government should ensure that latest technology and greatest level of care is observed in these jobs so that the element of risk involved therein is minimized.

Uniform related Allowances

4.2.69 Uniform Allowance is issible to IPS officers, personnel of Central Para Military Forces, Central Police Organizations,

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Railway Protection Force, National Cadet Corps, Border Roads Organization and Nursing staff. Nurses are paid Uniform Allowance at the rate of Rs.250 per month. Police personnel belonging to IPS, MFs, RPF etc. are paid this allowance at the following rates : Grant Initial grant Renewal grant

Rate Rs.6500 Rs.3000 (payable after every seven years)

4.2.70 Uniform Allowance is also paid to certain categories of officers in Customs & Central Excise as well as the officers belonging to Coast Guard organization. The later category is also paid Kit Maintenance Allowance in addition to the Uniform Allowance. Demands

4.2.71 A substantial raise in the existing rates of this allowance has been demanded on the ground that existing limits are totally inadequate to meet the expenditure on purchase of uniforms.

Analysis

4.2.72 The Fifth C had considered the issue of Uniform Allowance and recommended different amounts for various categories of employees. The approach adopted by the Fifth C appears to be appropriate as different organizations perform different functions and have to maintain different sets of uniform for this purpose.

Recommendations

4.2.73 Keeping in view the functions performed by various uniformed personnel, the Commission recommends the following rates of Uniform Allowance for different categories of such personnel : 4.2.74

For MFs/Os/RPF/IPS Grant Initial grant Renewal grant

Rate Rs.14000 Rs.3000 (payable after every three years)

4.2.75 Higher rates of uniform allowance are warranted for Coast Guard officers as they face bigger problem in maintaining their white uniforms during sea duties. The Commission, accordingly, recommends following rates of uniform allowance for Coast Guard officers:Grant Initial grant Renewal grant

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Amount Rs.16000 Rs.5000 (payable after every three years)

4.2.76 Existing rates of Kit Maintenance Allowance should be doubled for all categories of employees presently in receipt of this allowance. Uniform Allowance for nurses should also be increased to Rs.500 per month. 4.2.77 The rates of Uniform Allowance and Kit Maintenance Allowance for all the above categories shall be increased by 25% every time the Dearness Allowance on revised pay bands goes up by 50%. Deputation Allowance

4.2.78 Deputation (Duty) Allowance is presently payable in case of appointments made in public interest outside the normal field of deployment. In case of deputation within the same station the allowance is paid at the rate of 5% of basic pay plus dearness pay thereon subject to a maximum of Rs.500 p.m. In other cases, Deputation (Duty) Allowance is payable at the rate of 10% of basic play plus dearness pay subject to a maximum of Rs.1000 p.m. Payment of Deputation (Duty) Allowance is further subject to the condition that the sum of basic pay and Deputation (Duty) Allowance should not exceed Rs.22400 p.m. or the maximum of the scale of the post held on deputation. Officers belonging to All India Services and other Group A Central Services on their appointment to posts below t Secretary under the Central Staffing Scheme are eligible for Central (Deputation on Tenure) Allowance that is payable at the rate of 15% of basic pay and dearness pay subject to a maximum of Rs.800 for Under Secretaries and Rs.1000 p.m. for Deputy Secretaries and Directors. The Fifth C had recommended that the ceilings on Deputation (Duty) Allowance should be removed. As regards Central (Deputation on Tenure) Allowance, the Fifth C had recommended that the monetary ceilings should be removed subject to the condition that the aggregate of the pay drawn and the allowance did not exceed the maximum of the scale of pay of the deputation post in case of appointments as Under Secretary and the aggregate was less than the minimum of the scale of pay of t Secretary by Rs.50 in case of appointments to the posts of Deputy Secretary/Director. The Commission is in agreement with the recommendations given by the Fifth C to the extent that no pecuniary limits should be prescribed for grant of Deputation (Duty) Allowance or Central (Deputation on Tenure) Allowance as the same operates harshly against senior persons deputed to these posts. The only limit that may need to be prescribed would be to ensure that the aggregate of pay and deputation allowance does not exceed the minimum pay attached to the posts for which no such allowance is prescribed. The Commission, accordingly, recommends that the rates of Deputation (Duty) Allowance and Central (Deputation on Tenure) Allowance may continue to be paid at the rate of 5%, 10% and 15% of the aggregate of pay in the pay band and grade pay without any

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pecuniary limit. This will, however, be subject to the limit that the aggregate of pay in the pay band and Deputation (Duty) Allowance/Central (Deputation on Tenure) Allowance does not exceed Rs.39,200 being the minimum pay in the pay band PB-4. As at present, Central (Deputation on Tenure) will continue to be paid only to the posts upto the level of Director. Miscellaneous Allowances

Analysis

Recommendations

4.2.79

These allowances include :

i)

Cycle Allowance issible where the duties attached to the post require extensive traveling on bicycle. The allowance is paid at the rate of Rs.30 per month and the official concerned has to maintain and use his own cycle for official journeys. ii) Washing Allowance which is paid at the rate of Rs.30 per month to all categories of Group C & D employees who have been supplied with uniforms. iii) Cash Handling Allowance paid at rates varying between Rs.75 to Rs.300 per month to LDCs/UDCs/Assistants appointed to perform the duty of Cashier. Group D staff assisting Cashier in depositing or bringing cash from bank is paid special allowance at the rate of Rs.30 per month. iv) Machine allowance payable at the rate of Rs.100 per month to the staff working on Multi-purpose counter machine in post offices. v) Care Taking Allowance payable at the rate of Rs.100 to Rs.200 per month to Group C & D employees deployed on caretaking duties. vi) Night Duty Allowance payable at the rate of Rs.25 to Rs.34 to Cipher Assistants in MEA. vii) Split Duty Allowance payable at the rate of Rs.100 per month to Sweepers and Farashes in the Central Secretariat/allied offices performing split duties where the break in between the shift is at least 2 hours and who have not been provided residential accommodation within 1 Km. of the office premises. 4.2.80 Continued grant of Cycle Allowance, Washing Allowance, Cash Handling Allowance, Special Allowance, Care Taking Allowance, Night Duty Allowance and Split Duty Allowance appears justified on functional considerations. The rates of these allowances may, therefore, need to be enhanced appropriately. No rationale, however, appears for continued grant of Machine Allowance in post offices. This allowance, therefore, may need to be withdrawn. 4.2.81 The Commission recommends doubling of the extant rates of Cycle Allowance, Washing Allowance, Cash Handling Allowance, Special Allowance, Night Duty Allowance and Split Duty Allowance. Similarly, rates of allowances specific to

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different Ministries/Departments/Organisations not covered in this Report will also be doubled. The rates of these allowances will be increased by 25% every time the Dearness Allowance payable on revised pay scales goes up by 50%. Simultaneously, Machine Allowance should henceforth be withdrawn. Caretaking allowance is discussed in Chapter 3.8 on Common Categories.

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Chapter 4.3

LTC & other benefits

Introduction

4.3.1 Leave Travel Concession (LTC) is presently available to all persons appointed to Civil Services and posts including civilians in the defence services and of All India Services serving in Central Government. Employees with one year of continuous service on the date of journey performed by them/their family are eligible. Railway employees and Government employees whose spouse is working in Indian Railways/National airlines are not eligible for LTC as they are entitled for free rail/air es from their respective organisations. Under the LTC scheme, a Government employee and his/her family can travel to the declared home town once in a period of two calendar years. Journey on LTC can also be performed to any place in India in lieu of one of the two journeys to Home Town in a block of 4 years. The employees have the option of availing LTC to home town once every year. In that case they are not entitled to LTC to anywhere in India.

Demands

4.3.2 The Commission has received a large number of demands relating to LTC. Most of these demands seek an increase in the frequency of LTC or facility of travel anywhere in the world at least once in the entire career under the scheme or encashment of LTC.

Analysis of demands

4.3.3 The scheme of LTC was introduced to enable Central Government employees to discharge their social obligations at their home town as well as to acquaint themselves with different regions and cultures in the country. The facility was never intended as a supplement to the pay. The issue of encashment of LTC was also considered by the Fifth C who negated the demand for giving cash compensation in lieu of LTC. This Commission endorses the view of the Fifth Central Pay Commission. Accordingly, the demand for paying cash compensation in lieu of LTC cannot be accepted. 4.3.4 The demand for allowing travel abroad at least once in the entire career under the scheme is not in consonance with the basic objective of the scheme. The Government employee cannot gain

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any perspective of the Indian culture by traveling abroad. Besides, the attendant cost in foreign travel would also make the expenditure under this scheme much higher. The Commission is, therefore, not inclined to concede the demand to allow foreign travel under LTC. 4.3.5 As regards the frequency of travel allowed under LTC, it is noted that an employee having his/her family at home town can avail of this concession for self alone every year instead of availing it for both himself/herself and family once in two years. The benefit of LTC to any place in India is also not available in this case. While this provision allows the employee to travel to meet the family every year, it curtails the facility for the family who cannot make use of this benefit at all. The Fifth C had recommended that Government employees who are posted outside their home town should be given an option to avail of the concession to travel to their home town on three occasions in a block of four years by surrendering their claim to the all India LTC. The Government, however, has not implemented this recommendation. The Commission is of the view that the problem of traveling to home town is more acute for young officials as at that time the requirement to visit home town is higher and also the salaries are not sufficiently high to permit even annual travel on their own cost to their home town. Clearly, a more liberal LTC package needs to be given to the officers during their early career in the Government. The Commission, accordingly, recommends that Central Government employees should be allowed to travel to their home town along with their families on three occasions in a block of four years and to any place in India on the fourth occasion. This facility shall be available to the Government officers only for the first two blocks of four years applicable after ing the Government for the first time. The blocs of 4 years shall apply with reference to the initial date of ing the Government even though the employee changes the job within Government subsequently. The existing blocks will remain the same but the entitlements of the new recruit will be different in the first eight years of service. All other provisions concerning frequency of travel under LTC are proposed to be retained. Recommendations

4.3.6 Presently, entitlements for class travel under LTC are slightly more strict vis-à-vis the travel entitlements during official tours and transfer. The Commission is of the view that travel entitlements under LTC should also be same as those on official tour and transfer. It is, therefore, recommended that travel entitlements, whether for the purpose of official tour/transfer or LTC, should be same but no daily allowance shall be payable for travel on LTC. Further, the facility shall be issible only in respect of journeys performed in vehicles operated by the

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Government or any Corporation in the public sector run by the Central or State Government or a local body. 4.3.7 Presently, the definition of family for the purposes of LTC includes parents and/or stepmother residing with and wholly dependent on the Government employee. Stepfathers residing with and wholly dependent on the Government employee are denied the benefit available to similarly placed stepmothers. The definition also places an unreasonable restriction in such of those cases where parents, despite not having any source of income and being totally dependent on the Government employees, continue to live in the native place. The parents in such cases are denied the option to travel to the place of posting of the Government official under LTC. The Commission, therefore, recommends that parents and/or step parents (stepmother and stepfather) who are wholly dependent on the Government employee shall be included in the definition of family for the purpose of LTC irrespective of whether they are residing with the Government employee or not. The definition of dependency is being linked to the minimum family pension for all purposes. Accordingly, all parents and/or step parents whose total income from all sources is less than the minimum family pension prescribed in Central Government and dearness relief thereon would be included in the definition of family for this purpose. The extant conditions in respect of other relations included in the family including married /divorced /abandoned /separated /widowed daughters shall continue without any change. Recommendations for defraying incidentals

4.3.8 Another demand frequently made concerns defraying the incidental expenses during LTC. The Fifth C had considered the issue and recommended encashment of Earned Leave of 10 days along with LTC subject to a maximum of 60 days in the entire career. The Earned Leave so encashed during LTC was, however, deductible from the maximum limit of Earned Leave encashable at the time of retirement. The recommendation was accepted by the Government but has not been of much use to the Government employees as any prudent employee would like to preserve the maximum available encashment for their retirement. Many employees, especially those belonging to Group C and D, are loath to utilize the benefit of LTC because they are unable to bear the incidental expenses involved on travel. This is not justified. The Commission would like to rectify this situation. It is, accordingly, recommended that while encashment of Earned Leave upto 10 days along with LTC to the extent of total of 60 days may be continued, the leave encashed at the time of availing LTC should not be deducted from the maximum amount of Earned Leave encashable at the time of retirement. Consequently, the employees would be eligible to encash 300 days of Earned Leave

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at the time of their retirement, even though they may have encashed Earned Leave of upto 60 days during their career while availing LTC, whether to their home town or to any place in India. Insofar as Railways is concerned, the employees shall be allowed to avail of this encashment at the time of availing of es for a maximum of 60 days in the entire career subject to the condition that successive encashment cannot be made before a minimum period of two years has elapsed.

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Chapter 4.4

Over Time Allowance and Bonus

Over Time Allowance

4.4.1 Prior to Fifth Central Pay Commission, all non-gazetted employees in receipt of monthly basic pay of upto Rs.2200 were entitled to Over Time Allowance for performing duties beyond the designated working hours. The Fifth Pay Commission had recommended abolition of Over Time Allowance for all categories except the Staff Car Driver, operational staff and industrial employees. The Pay Commission had also recommended that the staff deployed on weekly off days should be given a compensatory leave rather than any cash compensation in the form of OTA or otherwise. The recommendations of the Fifth C were, however, not accepted and status-quo was maintained with notional pay issible in pre-revised (Fourth Central Pay Commission) pay scales being taken into for this purpose.

Recommendations

4.4.2 The emphasis of this Report is to herald a proper work culture and result orientation in all the Government offices with increased productivity and efficiency being rewarded in the form of Performance Related Incentive Scheme (PRIS) that will be payable as an extra component over and above the salary. In such a scenario, continued payment of Over Time Allowance will be totally without any justification. The Commission, accordingly, recommends abolition of compensation in the form of Over Time Allowance or any other similar allowance to any of the Central Government employees except those belonging to the categories of operational staff and industrial employees governed by statute. The categories of operational staff and industrial employees who are governed by statutory provisions will need to be paid this allowance in accordance with the extant rules and instructions because payment of this allowance in their case is a statutory requirement. 4.4.3 In regard to bonus, the of Reference of the Commission are as follows:“F. To make recommendations with respect to the general principles, financial parameters and conditions which should

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govern payment of bonus and the desirability and feasibility of introducing Productivity Linked Incentive Scheme in place of the existing ad hoc bonus scheme in various Departments and to recommend specific formulae for determining the productivity index and other related parameters.” 4.4.5 Presently, Productivity Linked Bonus (PLB) schemes exist in industries run departmentally like Railways, Post & Telegraphs, etc. In other departments where, in view of the Government, the nature of the work placed limitations on measuring productivity of the employees, non-PLB bonus is paid. The amount of non-PLB bonus is determined by Department of Expenditure and announced every year. In accordance with the of reference, the Commission has, after analyzing the existing PLB schemes, made recommendations regarding the general principles and financial parameters which should govern these schemes. As far as the ad-hoc bonus scheme is concerned, the question of its replacement by productivity linked scheme and the specific formulae to be followed has been considered. Background of PLB

4.4.4 Workers employed in industrial establishments are entitled for bonus under the Payment of Bonus Act, 1965. The Act originally provided for a minimum bonus of 4% of pay including dearness allowance. The minimum limit of 4% was raised to 8.33% from 1971-72 onwards. In 1966, the Government decided that the benefits available under the Bonus Act will also be extended to other industries that were hitherto outside the purview of the Act. Subsequently, the employees of Government industries run departmentally like Railways etc. started demanding bonus as well. The Railway employees also went on strike on this issue in 1974. The PLB scheme was implemented for the first time in Railways in 1979 and the functioning of the scheme was reviewed in 1982-83 by the Bazle Karim Committee. This Committee recommended the evolution of PLB for all the Government employees as a whole. However, evolving a formula under which such PLB could be extended to all the employees was not found feasible and presently, the Government employees not covered by the PLB are paid bonus as per the Ad-Hoc Bonus Scheme.

Recommendations

4.4.5 PLB, as the name suggests, has to have a linkage with the increase in profitability and productivity of an organization. It is based on the assumption that the increased profitability/productivity is primarily due to the endeavor and efforts of the employees who should, therefore, be rewarded for such increase. If bonus scheme is to meet its objectives, the nexus between payment of bonus and the increase in productivity/profitability has to be drawn clearly in discernable

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and quantifiable financial parameters. The Commission has separately recommended introduction of Performance Related Incentive Scheme (PRIS) in various Government organisations. PRIS will be payable over and above the salary and will be based on the productivity and the attendant savings made to the Government on this . A portion of these savings would then be paid to the concerned employee/group of employees. The full contours of the scheme are discussed in Chapter 2.2. Ultimately, PRIS should replace the existing schemes of bonus, whether productivity linked or ad-hoc. The Commission, accordingly, recommends that all Departments should ultimately replace the existing productivity linked bonus schemes with Performance Related Incentive Scheme. The ad-hoc bonus schemes should cease immediately and be replaced with PRIS. In places where PLB is applicable and it is not found feasible to implement PRIS immediately, the existing productivity linked bonus schemes may be continued in a modified manner where the formula for computing the bonus has a direct nexus with the increased profitability/productivity under well-defined financial parameters and in the meantime, PRIS can be tried out on pilot basis for some selected areas of work. PLB Schemes in specific organisations

4.4.6 Although the Commission recommends that all PLB schemes should also be replaced by PRIS, the existing PLB schemes in 3 of the largest departments/ministries in Government of India were examined to analyze critically the extant formulae and the nexus between the increased profitability/productivity and payment of bonus under these formulae so as to correct any infirmities till such time PRIS is implemented. These 3 departments/ministries are: Department of Posts Ministry of Railways Ministry of Defence (Ordnance Factories)

PLB scheme in Department of Posts

4.4.7 In Department of Posts, formula for computing PLB was based on the performance of the year 1976-77 for which 25 days wages as bonus is payable. The productivity for the base year i.e. 1976-77 is taken as 100. For each point increase beyond the base figure of 100, 1 day’s additional bonus is payable over and above the 25 days wages. Similarly, for every 0.75 decrease below the base figure, the bonus is to be reduced by 1 day. The point increase/decrease called Productivity Index (PI) is computed by the following formula :-

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PI

=

Total workload in equivalent units ------------------------------------------Total staff [All Departmental staff + 18.7% of GDS (BPM*) and 50% of other categories of GDS] *Branch Post Master of GDS.

The above formula had resulted in payment of bonus of 65 days in 2002-03. In 2003-04, the formula would have resulted in payment of PLB equal to 74 days wages. However, Department of Expenditure (whose approval is essential before any PLB can be declared by any individual department) had allowed payment of ad hoc bonus equal to 60 days wages for the said year. Earlier, a ceiling of 40 days existed in so far as payment of PLB to Department of Posts employees was concerned. In 1998, the Government approved removal of this ceiling of 40 days and also approved the revised formula presently in vogue for calculating the PLB as a transitional arrangement till arrangements for Multi Stage Stratified Random Sample Survey were operationalised. The transitional arrangements for computing the PLB was to be used only till 2002-2003 with a revised formula being operationalised in the year 2003-04. This could not be done as the requisite survey had not been completed. Accordingly, for the year 2003-04, the Department of Posts gave PLB to its employees on ad-hoc basis. The position has not changed much as a formula based on Multi Stage Stratified Random Sample Survey has not been finalized till date. Department of Posts, instead, has favored continuing the interim formula for payment of PLB on a permanent basis with the only modifications that:(i)

(ii)

Analysis of the extant formula

the weightage given to Gramin Dak Sevaks (GDSs) is changed from existing 18.75% to 50% of the actual strength of permanent staff; and the volume of the uned traffic is estimated on the basis of the revenue accruing from uned articles (excluding revenue generated from Money Order commission) with reference to the base year 1995-96.

4.4.8 The formula of Department of Posts for computing PLB is not satisfactory as it does not operationalise the Multi Stage Stratified Random Sample Survey as a permanent method of computing PLB for its employees. Further, it also suffers from an apparent infirmity in the computation of the total workload in equivalent units, as under the existing formula, computation of the total workload in equivalent units for the entire year is done by counting all articles at the delivery point twice in a year for a

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period of 2 weeks each. The volume of annual traffic is then computed on the basis of the enumerated traffic during these 4 weeks. The revenue from such annual traffic is thereafter calculated by multiplying it with figures of ‘average revenue’ derived on the basis of a separate annual survey. The estimated total revenue based on this exercise is compared with the ed revenue from the sale of stamps and stationary minus the revenue generated through ed posts. A correction factor is thereafter applied. Past trends have invariably showed that the estimated total revenue worked out as per the above exercise is invariably higher than the actual revenue generated. In fact, in the past, the istrative department itself has applied a correction factor of as high as 70% to rectify this mismatch. This method of computing the estimated total revenue cannot, therefore, be held as correct. Further, the formula is broadly based on the increase in physical parameters without any reference to the increase in profit in real . It also does not take into the natural increase in output that would be there in any case on of modern technology that are also being applied in the department. The investments made on modern tools and technologies and which result in an increased output per employee should justifiably be set off against any increase in the revenue so as to arrive at a fair estimate of the increase in productivity on of the endeavor of the employees alone. Recommendations

4.4.9 The extant formula for computing PLB in Department of Posts, therefore, does not give the correct picture about the actual productivity of the employees of the department. The formula, therefore, needs to be completely overhauled. As an illustration, far better and accurate way to compute the total revenue would be by taking the actual net revenue generated from sale of stamps/stationary/other items. The base figure could then be drawn with reference to the average net revenue generated in the last 3 years. The ratio of these figures as adjusted to neutralize the effect of increase in the prices of various products and infusion of new technology would give a very good indication of the increase in productivity and be utilized to give PLB to the employees concerned. The Commission recommends that the extant formula for computing PLB in Department of Posts be examined and revised to incorporate the above aspects till the scheme of PRIS is introduced.

PLB scheme in Ministry of Railways

4.4.10 PLB Scheme for Railways employees was introduced in 1979 and is reviewed every three years. The principles of Payment of Bonus Act were kept in view while evolving this scheme. Productivity Linked Bonus in Ministry of Railways is payable to all non-gazetted Group 'B', 'C' and 'D' employees (excluding

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RPF/RPSF personnel) in the Railways. Where wages of the employees exceed Rs.2500 per month, PLB payable is calculated assuming their wages to be Rs.2500 per month. The limit of Rs.2500 was revised in 1993-94 and has remained unchanged since then. The Fifth C had recommended that the existing calculation ceiling of Rs.2500 per month should be retained. Analysis of the formula

4.4.11 The existing formula for computing PLB in the Railways is rather complex and based on the ratio between the productivity index in the year under consideration and the base year productivity index. The result and figure is multiplied by the actual PLB paid during the last 3 years to arrive at the PLB for the year. The base year productivity index is the ratio of average Equated Net Tonne Kilometers (ENTK) to the average total number of non-gazetted employees for the years. This details of the PLB formula are as under:-

PLB

=

Productivity Index X Average Number of PLB days paid during the base index years -------------------------------------------------------Base year productivity index

In this formula Average Number of PLB Days Paid Ratio of average PLB paid During the Base Index Years = during the last 3 years.

Base Year Productivity Index denotes the ratio of Average ENTK to the Average of Non-Gazetted Group 'B', 'C' and 'D' staff for the last 3 years.

Productivity Index

=

Output -------Input

Where Output =

Equated Net Tonne Km. (ENTK) [i.e. Total Goods Revenue Net Tonne Kms. + (Non-Suburban enger Kms. X 0.076) + (Suburban enger Kms. X 0.053)].

Input =

Total strength of Non-Gazetted staff + (Total strength of Non-Gazetted Group 'B', 'C' and 'D' Staff X Percentage increase in the incremental capital)

And

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Percentage Increase in Incremental Capital =

(Increase in Traction Effort X 0.5) + (Increase in Wagon Capacity X 0.2) + (increase in Coach Capacity X 0.3).

Recommendations

4.4.12 The existing formula is, therefore, based purely on physical parameters without any reference to the financial viability and does not take into the capital investments made by the Railways in areas other than the Rolling Stock. This means that capital investments made by Ministry of Railways in various staff welfare measures like providing for housing, medical facilities, subsidized catering etc. are not taken into for purposes of computing the PLB. Other factors like quality of service, customer satisfaction, punctuality etc. also are not given any weightage. A new formula for computing PLB that is based on financial parameters and where profit is computed as per the established principles of commercial ing, wages with appropriate adjustments for increases, the impact of capital investment; element of subsidy, etc. would, therefore, need to be devised in case the PRIS is not implemented immediately in Ministry of Railways. The Commission recommends accordingly. As an illustration, keeping in view the existing methods of ing, a formula for computing PLB in Railways is given in Annex 4.4.1 of the Report for reference of the istrative ministry.

PLB scheme in Ordnance factories

4.4.13 The PLB scheme in various production units under Ministry of Defence was originally implemented in August, 1980. The scheme covers only the civilian employees and Defence Forces personnel are not covered under it. The PLB in the initial years varied between 25 days in 1980-81 to 36 days in 1985-86. The PLB scheme in Ordnance Factories was last revised in 2000. Average Piece Work Profit of the Ordnance Factories forms the basis to determine PLB payable in a year. The revised PLB formula has a base of 30 days for 25% Piece Work Profit and for every 2% increase in Piece Work Profit, one additional day of PLB will be payable provided that this payment for more than 30 days will be due only when Piece Work Profit exceeds the index of 25% by 4% i.e. in other words for 29% PW profit, the PLB payable will be 31 days. Thereafter, for every 2% increase, PLB will increase by one day. If the average Piece Work Profit exceeds 30% in any year, it is restricted to 50% for purposes of PLB. PLB is thus not paid in excess of 41 days in any year. In case average Piece Work Profit percentages fall below 25%, the PLB is to be reduced, i.e. if the Piece Work Profit falls by 4% below 25%, PLB will be reduced by one day (if Piece Work Profit is 21% PLB will be paid for 29 days). Then for each subsequent reduction of 2%, PLB will be reduced by one day. Under the existing scheme, Ordnance Factory Board is

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required to review the standard man-hours for jobs whenever there is a change in production processes or when new labour saving machines are introduced. While the present formula for payment of PLB in Ordnance Factories takes into the piece work profits and aspects related to changes in technology, care must be taken to ensure that proper discounting is done when revision in salary are carried out so that the mere impact of increase in salary does not entitle the employees to higher PLB. Concluding remarks

4.4.14 The Commission would like to observe that the extant formulae of paying PLB in none of the 3 major ministries/departments are geared towards rewarding an actual increase in productivity/efficiency. The introduction of PRIS will ensure that actual performance of each employee or group of employees is measured using objective criteria and incentive given based on performance rather than uniformly across the organisation. The concerned Ministries should, therefore, seriously consider devising an appropriate PRIS. The Government, as a policy, should also consider replacing all form of bonus schemes by that of PRIS. It is also clarified that in the revised scheme of emoluments being recommended by the Commission, all increase in productivity/profitability should reflect in form of PRIS. The ad-hoc bonus schemes should cease immediately and be replaced with PRIS. Payment of Bonus with the modified formula in PLB schemes shall be continued only till the time a scheme for implementing PRIS is formulated. This should be done within the time period of three years, after which all incentives presently being paid in form of bonus, etc. shall be allowed only in form of PRIS. The Government may also implement the scheme of variable increments for all groups of employees to reward individual performances.

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Chapter 4.5

Holidays and leave facilities Introduction

4.5.1 Various offices of the Central Government are allowed 17 closed days in a year including the three National Holidays and 14 Gazetted Holidays. Additionally, Central Government employees are also entitled to avail of 2 Restricted Holidays in a year. Over and above this, civilian Government employees are allowed 8 days Casual Leave, 20 days’ Half Pay Leave (which can be commuted to Medical Leave) and Earned Leave of 30 days. Government employees are also entitled to Study Leave and Extraordinary Leave separately.

Present position and the view of earlier Pay Commissions

4.5.2 The issue of the large number of holidays has to be examined in the light of the fact that the Government offices observe five day week which result in over 104 Saturdays and Sundays as off days every year. The Fifth Central Pay Commission had strongly recommended keeping the Central Government Offices closed only on the three National Holidays with the individual employees being permitted to avail of a larger number of Restricted Holidays annually to enable them to celebrate their festivals and other occasions of special significance and interest. The Fifth C had also recommended revival of the six day week along with second Saturday of the month being declared as a closed holiday. This was the position that existed prior to the introduction of the five day week.

Analysis

4.5.3 As far as Gazetted Holidays are concerned, the position, as rightly elucidated by the Fifth Central Pay Commission, is that the proliferation of these holidays is primarily due to festivals. In a culturally diverse nation like India, once the principle of declaring holidays on festivals is allowed, the number of holidays cannot but increase to a very high figure in order to accommodate the sentiments of the different communities and segments within the society. The Fifth C had observed that in order to promote a sense of true secularism, festivals should be treated as personal to individual employee. These observations are justified and the principle has to be accepted unreservedly to curtail closure of Government offices on different occasions which inconveniences the public at large. It has to be understood that uniform closure of

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all governmental organizations, which incidentally also includes Banks especially Nationalized Banks, commercial establishments, educational institutions, etc. not only hinders production activity, trade and commerce but also causes inconvenience to the public and a great deal of misery to the various daily wage earners whose existence depends on their daily earnings. Declaration of holidays on demise of leaders

4.5.4 Apart from the recommendations relating to closure of Government offices on various festivals, the Fifth Central Pay Commission had also made recommendations regarding declaration of holidays on demise of leaders. The recommendation of Fifth C relating to declaration of holidays on demise of leaders has been accepted by the Government but the recommendations on revival of the six day week and declaration of holidays on festivals have not been accepted.

Six day week

4.5.5 Insofar as the issue of revival of the six days week is concerned, it is seen that most of the States are now following the five day week pattern. It is observed that the major factor for the introduction of five day week, apart from conserving electricity etc., was that the same would provide more time to the employees for rest and recreation and also enable them to fulfill their domestic and social obligations. This premise holds true even now and actually contributes to their physical and mental well-being and consequently to increase of efficiency. As more and more women are now ing the Government, the five day week facilitates them to look after their dual responsibilities in a better manner. It is also noteworthy that loss of one working day in a week was compensated by a corresponding increase in the daily working hours which continue to be 40 hours per week. In all the developed countries with high level of productivity and better work ethics, five day week is almost universally in vogue. The five day week is now well entrenched and accepted by all the Government employees and reverting to the six day week at this stage would lead to discontent amongst Government employees without any commensurate benefits accruing in of productivity and efficiency. The Commission, therefore, recommends continuation of the five day week in the offices of the Central Government.

Holiday policy

4.5.6 As regards the issue of holidays, there can be no rationale for observing a large number of closed holidays in the Government along with a five day week. It is also very true that in a secular nation, religious festivals should be treated as personal to each individual employee without the Government offices having to be closed on that . Keeping in view the recommendations of the Fifth Central Pay Commission in this regard, the Commission

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recommends that, henceforth, the Government offices should remain closed only on the 3 National holidays. No other closed holidays should be allowed. To enable the Government employees the freedom to celebrate their festivals and other occasions of special significance to them, the number of Restricted Holidays available to an employee shall be increased to 8 with the list of Restricted Holidays being suitably enlarged to include all the erstwhile Gazetted Holidays therein. The Commission is aware that on few occasions, it may not be possible to open the office due to local considerations like lack of availability of adequate transport facilities on that day or some other practical problem. Every Head of Department (HoD) should, therefore, be allowed the option of declaring the office closed for a maximum of two Restricted Holidays in a year based on local considerations. These days should be decided by the HoD at the beginning of the year in consultation with the Staff Side of the organization and be prominently displayed in the office premises. All employees of the office will be deemed to have availed Restricted Holiday on those two days. This will not only ensure that Government offices remain open for a larger number of days even though a few employees may be absent on certain specific occasions but will also allow sufficient leeway to the individual organizations to keep the office closed on upto 2 specific occasions in a year when it is not practical to run the office. The number of Casual Leave, Half Pay Leave and Earned Leave available to Government employees shall remain unchanged. In Chapter 4.8, the Commission has recommended 12 days casual leave for physically disabled employees. The number of casual leave for this category of employees, therefore, will stand increased to 12 days. From 1/9/1981, Teachers, Principals and Head Masters working in schools and from 28/7/1984, Librarians, Laboratory Assistants and Watermen working in schools have not been allowed the facility of half pay leave. This facility needs to be restored for these categories as the present rules place them in difficulties in times of sickness, etc. These categories should be made eligible for half pay leave on par with other Central Government employees.

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Chapter 4.6

Advances

Introduction

4.6.1 Two types of advances are available to the Government employees. These are:(1) (2) 4.6.2

Interest free advances; and Interest-bearing advances

The details of these advances are as follows:-

Interest free advances Name of advance

Amount (Rs.) 1. Advance of 1 months pay. Pay on transfer 2 months pay in case of transfer due to shift of headquarters as a result of Government policy.

Eligibility Available to all officers transferred to another station in public interest

2. Advance of T.A. on tour/ transfer/ retirement

An amount sufficient to cover the officials’ personal traveling expenses for a month or six weeks in case of prolonged tours

All cases where TA is issible.

3. Advance of T.A. to the family of a deceased Government employee

Limited to 3/4th of the probable expenses issible under the rules

Same as for retirement/transfer

4. Advance of LTC

Upto 90% of the fare.

All eligible Central Government employees

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Name of advance 5. Leave Salary Advance

6. Advance in connection with medical treatment

7. Festival Advance

Amount (Rs.) An amount not exceeding the leave salary including the allowances for the first 30 days of leave after making due deductions. 90% of the package deal for specific major illnesses. Rs.10,000 for indoor treatment or outdoor treatment of 3 months or less for cancer. Rs.36000 for treatment of TB where duration is more than 3 months. 1500

8. Advance in the event of natural calamity like flood, drought, cyclone, etc.

2500

9. Advance for training in Hindi through Correspondence Course.

150

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Eligibility All officials provided the leave taken is not less than 30 days.

issible to all Central Government employees.

Non-gazetted employees whose basic pay plus DP plus stagnation increment does not exceed Rs.12,450 p.m. Only non-gazetted employees

For those Central Government employees who undergo training through Correspondence Course conducted by the Central Hindi Directorate

Interest-bearing advances Name of advance 1. Advance for purchase of warm clothing.

2. Advance for purchase of table fan.

3.

4.

5.

6.

Amount (Rs.) 1500

Eligibility All Group C & D employees posted at a hill station either on first appointment or on transfer, for a period of not less than one year Group D employees

1000 or actual whichever is less or Inspector of Post Advance to Postal and 1500 Offices/Inspector actual, RMS Inspectors for whichever is of RMS purchase of less typewriter. Advance for purchase of conveyance, i.e. motor car, 1,80,000 for Officials drawing first time pay of Rs.15,750 p.m. or more. 1,60,000 subsequently motor cycle/ scooter 30,000 for Officials drawing first time pay of Rs.6900 p.m. or more. 24,000 subsequently bicycle 1500 Non-gazetted Government employee with pay not exceeding Rs.7500 p.m. Advance for purchase 80,000 for Same as for Motor of Personal Computer first time Car Advance 75,000 subsequently 7,50,000 All permanent Advance for officials or officials construction/ with at least 10 purchase of years of continuous house/flat/ service enlargement of living accommodation

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4.6.3 Apart from above, two more interest free advances are also available to Government employees. These are advance on first appointment/deputation and leave ex-India and advance in connection with legal proceedings. Interest Free Advances

4.6.4 It is observed that the interest free advances are usually given to defray the cost of purchasing tickets etc. on tour, transfer, travel, retirement or in connection with medical treatment, legal proceedings or for taking training in certain specified courses. Apart from this, interest free advances of small amounts are also given to some categories of non-gazetted employees in specific circumstances like festivals and in calamities. These advances are recovered from the employees within a short period. The interest free advances may, therefore, need to be continued. The Commission, accordingly, recommends that the existing amount of following interest free advances should be doubled:-

Festival Advance Advance in the event of natural calamity like flood, drought, cyclone, etc. Advance for training in Hindi through Correspondence Course.

The rates of these allowances shall be increased by 25% every time dearness allowance on revised pay bands increases by 50%. 4.6.5 All other existing conditions in respect of various interest free advances shall be maintained without any change. Interest Bearing Advances

4.6.6 Insofar as interest bearing advances are concerned, the Commission is of the view that the loan for purchase of typewriters should be dispensed with as these are no longer relevant after introduction of computers. Advance for purchase of table fan is available only to Group D employees who are, in any case, being upgraded to Group C. Consequently, no need exists to retain this advance. Other advances include some advances for Group C or non-gazetted employees like warm clothing advance and bicycle advance. Some advances are given for major items like purchase of houses, vehicles etc. These advances will, therefore, need to be continued so as to facilitate their purchase by the Government employee. Advances for purchase of warm clothing and bicycle are for small amounts and are mainly utilized by employees drawing lower salaries. It may, therefore, not be appropriate to charge interest on these two advances. The Commission, accordingly, recommends that no interest should be charged on advances for purchase of warm clothing and bicycle. Like in the case of other interest free advances, the existing rates of advances for purchase of warm

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clothing and bicycle should also be doubled. Insofar as grant of advances for purchase of major items like motorcar, house, etc. is concerned, it is observed that the grant of these advances by the Government locks up Government funds for a long period that could otherwise be used for other welfare purposes. Further, as the amount available for being given as advances is specified, all Government employees wanting to avail these advances do not always get them despite being eligible as sufficient funds are not available under that head. Although the advances are interestbearing, these incorporate an inherent interest subsidy since the interest is only paid after the principal has been fully repaid and simple interest is chargeable on the advance. The rates of interest payable by the employee, therefore, are somewhat lower than the existing market rates. The Commission is of the view that in order to spread the benefit in a more equitable manner, it is desirable to provide only for the element of interest subsidy and make available various interest bearing advances to Government employees through arrangements with public sector banks. This will not only give the Government employee the freedom to approach the specified bank for a loan but would also simplify the existing procedures saving a lot of istrative work which is presently being done in Government offices for grant of loans and servicing thereof. It will also enable every eligible Government employee to get the requisite loan/advance from the specified bank(s) as shortage of funds under that specific head will no longer be a constraint. Given the size of the Government machinery, the Government can also negotiate with leading PSU banks to offer loans to employees at reduced rates of interest. Banks, keeping in view the large volume, should be able to offer a competitive rate of interest. The deal would be made even more attractive for the Government employees because the Government will give interest subsidy (such subsidy is being given even at present), on the negotiated rate of interest being charged by the specified bank(s). The Commission, accordingly, recommends that the Government should not give any interest bearing advances. Instead the Government should enter into agreement with leading PSU banks to extend this facility at pre-determined competitive rates to Government employees. While the employee shall take the loans/advances directly from the bank with the approval of the sanctioning authority in the Government and also repay the installments directly to the bank. The Government will give an interest subsidy equal to 2 percentage points in rate of interest being charged by the bank to the employee. The interest subsidy for employees with disabilities will be equal to four percentage points in the rate of interest being charged by the bank. Simultaneously, the existing limit of various interest bearing advances should also be doubled for the purpose of getting the subsidy. This limit should automatically be increased by 25%

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every time the dearness allowance payable on revised pay bands goes up by 50%. The eligibility for taking the advances should also be removed because the repaying capacity would, in any case, be considered by the concerned bank at the time of processing the loan application. This will also extend to the ceiling of Rs.18 lakhs presently prescribed on the cost of house for purposes of house building advance. Therefore, this ceiling should also be removed.

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Chapter 4.7

Women employees in Central Government Introduction

4.7.1 As per the Census of Central Government employees, 2001, women constitute 7.53% (2.92 lakhs) of the total regular Central Government employees. The participation of women is the highest in the Communications and IT Ministries. Ministries of Defence and Railways also have a substantial number of women employees.

Views of previous Pay Commissions and present scenario

4.7.2 Keeping in view the dual responsibilities borne by working women and the increasing practical difficulties in balancing work and family responsibilities, previous Pay Commissions made recommendations for providing special facilities for women in of provision of residential accommodation for single women, provision of transport facilities, introduction of concepts such as flexi-time and flexi-place on trial basis, options for working half time during the period that children are young , etc. The provisions made by the Central Government for women employees include age relaxation for appointment in Group ‘C’ and ‘D’ posts, exemption from educational qualifications for comionate appointments to widows of deceased Government employees, maternity and paternity leave benefits, guidelines for provision of crèche facilities as well as for posting of husband and wife at the same station.

Demands of the Staff Side

4.7.3 In the memoranda received by the Sixth Pay Commission, it has been suggested that earlier recommendations of flexi-time, flexiplace as well as half day working should be implemented and that the guidelines for posting of husband and wife at the same station made mandatory. Other suggestions in regard to women employees include provision of rest rooms and refreshment rooms at the work place, safe transport facilities, child care allowance at the rate of Rs.1000 per child till the child attains the age of 10, voluntary retirement for women after 15 years of service, etc.

Position in other countries

4.7.4 A number of countries have provided facilities to working women by either providing for longer maternity leave or day-care centers, staggered working hours to start and finish work early or late, restricting overtime and late night working, part time leave of up to two hours a day till the child is 3 years old, child-care leave which can be divided into periods for both parents to take care of the child alternately, spouse maternity leave, etc.

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Recommendations

4.7.5 The Commission has studied the facilities provided in other countries and taken into the demands made in this regard. It is the considered opinion of the Commission that adequate facilities need to be provided to ensure that more women take up public employment and to enable them to balance the dual responsibilities of looking after children and work. In pursuance of this, the Commission makes the following recommendations: (i)

The concept of staggered working hours needs to be introduced for women employees as it would give flexibility to employees to work either early or late depending on their requirements at the home front. Under this scheme, 11 AM to 4 PM will be core hours during which all women employees will necessarily need to be present in the office. They will, however, have the option of either coming upto one and a half hours earlier or leaving upto two hours late depending upon the actual time they have clocked in. The time may be adjusted in case the office follows different work hours. For this arrangement to succeed, biometric entry/exit would be required.

(ii)

The concept of child care leave exists in countries like Japan & Netherlands where women employees are allowed leave to look after the needs of their children. A similar facility needs to be extended in Central Government as it will facilitate women employees to take care of their children at the time of need. All women employees having minor children may, therefore, be allowed total leave of upto two years (i.e. 730 days) for taking care of upto 2 children whether for rearing the children or looking after any of their needs like examination, sickness, etc. Child care leave should also be allowed for the third year as leave not due. However, no child care leave shall be given for a child who is eighteen years of age or older.

(iii)

Although instructions exist in regard to setting up of daycare-centers/crèches in offices or major residential areas, most Departments have not created such facilities. The setting up of these crèches should be made mandatory in offices where the employees, male and female, have preschool or primary school going children. This will enable male employees also to keep their children in such crèches. These crèches could also be run on contributory basis so that appropriate standard of facilities is maintained.

(iv)

Maternity leave of 135 days is presently permitted to women employees for two children. Further, leave up to a

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period of one year can be availed of in continuation of maternity leave. Keeping in view the guidelines of Ministry of Health & FW which recommends nursing of children till the age of 6 months, the Commission recommends that maternity leave should be increased from 135 days at present to 180 days. Further, the period of leave which can be availed of in continuation of maternity leave should be increased to 2 years instead of one year at present. (v)

One of the major problems faced by single working women is that of residential accommodation. The Commission recommends that Government should address this issue in all seriousness and either build or lease working women’s hostels so that the initial years of service are smooth.

(vi)

Government has enacted several legislations for the protection of women such as the Domestic Violence Act. It is recommended that the provisions of these Acts may be incorporated in the CCS (Conduct) Rules and violations should call for disciplinary action. Government will, therefore, serve as an example by ensuring that provisions of these Acts are first implemented within.

(vii)

Insofar as Transfer TA is concerned, only one transfer grant is permitted if the transfer of husband and wife takes place within 6 months of each other from the same place to the same place. This condition places unreasonable difficulty because the transferred spouse has to take some essential household items even for periods less than six months. It is recommended that fifty percent of the transfer grant on transfer should be allowed to the spouse transferred later in case the transfer takes place within six months but after 60 days of the transfer of the spouse transferred earlier. No such transfer grant shall be issible in case where both the transfers are ordered within 60 days. The existing provisions shall continue in case of transfers after a period of six months or more. Other rules precluding transfer grant in case of request transfer or transfer other than on public interest shall continue to apply unchanged in their case.

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Chapter 4.8

Persons with disabilities in Central Government

Introduction

4.8.1 Government of India has given various incentives for employing persons with disabilities. Three percent reservation is given to persons suffering from:Blindness or low vision; Hearing impairment; Locomotor Disability or cerebral palsy; Persons with minimum disability of 40% or higher are eligible. The 3% reservation in Group C & D is with reference to total strength of the cadre and in Group A & B, it is with reference to identified posts in the cadre. Existing percentage of persons with disabilities in various grades in the Government is as under: Group A Group B Group C Group D

Facilities currently available

3.07% 4.41% 3.76% 3.18%

4.8.2 Apart from reservation in the initial appointment, other facilities are also available for these employees. These facilities apply during in-service employment and are briefly enumerated as under:(i)

Relaxation in upper age limit of upto 10 years when recruitment is made through open competitive examinations and of 5 years when recruitment is made otherwise through competitive examination.

(ii)

As far as possible, they are to be posted near their native region.

(iii)

Exemption from typing test in case of clerical post.

(iv)

Transport allowance at double the normal rates.

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Demands

(v)

An employee who acquires a disability during his service cannot be dispensed with or reduced in rank.

(vi)

Promotion cannot be denied to a person merely on the ground of his/her disability.

(vii)

Employees who are disabled or incapacitated on of causes attributable to or aggravated by Government service are eligible for special benefits under the CCS (Extraordinary) Pension Rules. Similar provisions also exist for Defence Forces personnel.

4.8.3 Associations of employees with disabilities projected the following demands before the Commission:(i)

Provision of necessary facilities in place of work so as to enable them to discharge their functions efficiently.

(ii)

Making available the best prosthetics which would increase their efficiency.

(iii)

Grant of liberal conveyance loans as vehicles have to be specifically modified in their case and are, therefore, costlier.

(iv)

Better facilities for transportation.

Analysis

4.8.4 Proper facilities for employees with disabilities are essential. Vide Notification dated 1st January, 1996, the Government has also notified guidelines for equal opportunities to the persons with disabilities. National Policy for Persons with Disabilities (enunciated in February, 2006) lists out various measures to be taken by the Government for providing gainful employment to persons with disabilities. United Nation’s Convention on the Rights of Persons with Disabilities (61st Session held in December, 2006) also stresses the protection of the rights of these persons to just and favorable conditions of work and safe and healthy working conditions. Provisions for the benefit of persons with disabilities are, therefore, not only justified but also mandatory.

Recommendations

4.8.5 A package of benefits over and above the facilities currently available is, therefore, desirable for persons with disabilities working in the Central Government/UTs. The Commission has made recommendations giving special dispensation to this category in various Chapters of the Report.

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These recommendations are being recounted here. Additionally, some other benefits are also being recommended for persons with disabilities which should be implemented at the earliest :(i)

Number of Casual Leave available for employees with disabilities should be 12 days as against 8 days for other employees.

(ii)

Aids and appliances like dictaphones, braille writing equipments, CD player/tape recorder, low vision aids and other learning equipments that will enable the employees with disabilities to discharge their official functions better should invariably be made available free of charge.

(iii)

The office environment should be made friendly for employees with disabilities. This is also in accordance with the guidelines prescribed in the National Policy for Persons with Disabilities which provide for modifications in the designs of machinery work station and work environment necessary for the persons with disabilities to operate without barriers in the office. Specifically, the guidelines direct the Government to ensure that industrial establishments and offices provide disabled friendly work place for their employees with adequate safety standards being developed and strictly enforced. All Government offices have to follow these guidelines. Article 9 of the UN Convention on the Rights of Persons with Disabilities also ens upon the States to ensure accessible work place for these persons. These guidelines are contained in paras 50 and 51 of the National Policy of persons with disabilities and have been reproduced in Annex 4.8.1 of the Report. These guidelines should invariably be observed in all Government offices.

(iv)

A higher interest subsidy (4%) has been recommended for automobile loans for employees with disabilities in the relevant chapter.

(v)

Liberal flexi hours should be allowed for these employees. Concept of flexi week should be introduced in their case wherein these employees will need to put in the stipulated hours of duty every week which can be calculated with reference to their time of arrival and departure in the office and the number of days they actually attend the office. This is necessary because these employees face difficulties in commuting and also are

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susceptible to higher medical problems necessitating frequent hospital visits. As such, maintaining regular working hours in their case poses many problems that can be alleviated by liberal flexi hours. This will not have any adverse effect on their output or productivity as they will still need to put in the stipulated weekly hours of duty prescribed. (vi)

Women with disabilities have to face even higher problems while looking after their children. National Policy for Persons with Disabilities mandates the Government to take up a programme to provide financial to women with disabilities so that they may hire services to look after their children. Article 6 of the UN Convention on the rights of Persons with Disabilities also recognizes the multiple discriminations faced by women and girls with disabilities and provides that all States shall take appropriate measures in this regard. The Government, as a model employer, therefore, has a duty to provide for extra benefits to the women employees with disabilities especially when they have young children. In view of this, an extra allowance of Rs.1000 p.m. (to be called Special Allowance for Child Care) is recommended for women with disabilities. The allowance shall be payable from the time of child’s birth till the child is two years old. It will be payable for a maximum of two children. This allowance will go up by 25% every time the DA crosses 50%. Education allowance for disabled children of Government employees shall be payable at double the normal rates prescribed.

(vii) Higher Transport allowance at double the rates subject to a minimum of Rs.1000 p.m. for persons with disabilities employed in the Government has been proposed in the Chapter on Allowances other than Dearness Allowance. (viii) Government of India has been assisting persons with disabilities in procuring modern prosthetic aids and appliances that reduce the effect of disabilities. National Policy for Persons with Disabilities provides for extension of the availability of these devices further with financial being provided by the public sector banks for enterprises involved in the manufacture of high-tech assistive devices for persons with disabilities. Government has to ensure that all such employees are able to obtain the most modern devices available that will

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enhance their productivity by reducing the effect of disability. Medical Rules may need to be amended so as to allow the best possible prosthetic aids to the physically handicapped employees. Modification of the extant provisions to provide for Government bearing 50% of the cost exceeding the prescribed limit in case the employee with disabilities opts for a better quality prosthetic aid/appliances whose value exceeds the prescribed limit is, accordingly, being recommended. (ix)

A proper grievance redressal machinery for looking into the interest and welfare of persons with disabilities employed in the Government should be put in place in every office where one or more such employees are posted.

The aforesaid measures along with the extant provisions should go a long way in alleviating the problems faced by persons with disabilities employed in the Government.

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Chapter 4.9

Central Government Employees Group Insurance Scheme & General Provident Fund Scheme Central Government Employees Group Insurance Scheme

4.9.1 The Central Government Employees Group Insurance Scheme (CGEGIS) was introduced in January, 1982 to provide insurance cover to the employees so as to enable their families to get a lump-sum amount in the event of employee’s death. The scheme also envisages a lump-sum payment on cessation of employment. The scheme is wholly contributory and is run on self-financing basis. The rates of subscription and the insurance cover under this scheme vary for different groups. The present rates of subscription and insurance cover for the different categories of employees are as under : Group A B C D

Rate of monthly subscription 120 60 30 15

Insurance cover 1,20,000 60,000 30,000 15,000

Subscription under the scheme is apportioned between the insurance fund and the savings fund in the ratio of 30:70. The rates of monthly subscription as well as the insurance cover are supposed to be revised periodically. Demands & Analysis

4.9.2 The foremost demand from the Staff Side on this issue is for increasing the insurance cover under this scheme. In this context, it is observed that the rates of subscription and insurance cover were last revised in January, 1990. Thereafter, the Fifth C, taking in the erosion in the real value of the rupee, recommended doubling of the rates of monthly subscription as well as the insurance cover available to various categories of employees under this scheme. The Government has not implemented this recommendation till date.

Present position

4.9.3 The rates of subscription and the amount of insurance cover not having been revised for almost 18 years, the insurance cover presently available under the scheme has become totally

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inadequate and an amount of Rs.15,000 cannot provide financial to the family of a deceased Group D employee. Clearly, a need exists to substantially increase the amount of insurance cover provided under the scheme. Since the scheme is self-financing, it will naturally entail an increase in the amount of monthly subscription as well. Another aspect that will have to be kept in view is that the Commission has recommended upgradation of Group D in the Government with all existing Group D employees being upgraded and placed in the entry grade of Group C. Accordingly, no separate slab for Group D would now be necessary. When the rates of subscription and the insurance cover under this scheme were last revised in 1990, the pay scales recommended by Fourth C were in vogue. The minimum salary in the Fourth C pay scales was Rs.750. As against this, the minimum salary recommended by this Commission for PB-1 pay band is Rs.6660 (Rs.4860 as pay band + Rs.1800 as grade pay). Another factor that will have to be kept in view is that DA equal to 38% of basic pay was payable as on 1/1/1990. The minimum salary as on 1/1/1990 was, therefore, Rs.1035. The increase in the minimum salary between 1/1/1990 and the date of implementation, viz. 1.1.2006, of the pay scales being recommended by this Commission, therefore, works out to more than six times. To restore the actual value of insurance cover provided under the scheme, the present amount for various categories will need to be enhanced by at least six times with a similar enhancement being done in respect of the monthly subscription as well. Recommendations

4.9.4 The Commission recommends that the rate of monthly subscription and the amount of insurance cover under the Central Government Employees Group Insurance Scheme should be enhanced as under:Group A B C

Rate of monthly subscription 720 360 180

Insurance cover 7,20,000 3,60,000 1,80,000

Such of those employees belonging to erstwhile Group D who are continuing in the -1S pay band till the time they are retrained will also be covered under the rates of subscription and the amount of insurance prescribed for Group C employees. No other changes are being recommended in the existing scheme. Government should, however, take a view on the apportionment of subscription from employees between the insurance fund and the saving fund keeping in view the changes in the average

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mortality rates. This exercise should have no bearing on the rate of subscription and the amount of insurance cover recommended. General Provident Fund

4.9.5 General Provident Fund (GPF) for Central Government employees has been in vogue since 1960. It covers all Government employees who have completed one year service as well as all reemployed pensioners who are not covered under the Contributory Provident Fund scheme.

Making GPF optional

4.9.6 The scheme was introduced to foster the habit of saving amongst Government employees and also to provide them some pecuniary help in times of need. The earlier Pay Commissions had considered the issue of making the fund optional. The demand to make the fund optional had arisen because of increased availability of other, more attractive, saving instruments and the growing tendency amongst employees to withdraw frequently from the fund using it like a savings . The Fourth Central Pay Commission did not favour making the scheme optional on the ground that the fund provided relief to employees in times of genuine need and allowed more convenient withdrawals than that provided under other similar schemes like Public Provident Fund. The Fifth C endorsed the observations of the earlier Pay Commissions, adding that accretions to the fund also improved the Government’s ways and means position. The Fifth C also considered that, in case the scheme was made optional, the State Governments would also be compelled to follow suit, which they could ill afford due to severe resource constraints. No change in the minimum subscription of 6% of emoluments was recommended by the Fifth C.

Analysis

4.9.7 The conditions today have changed. With the introduction of New Pension Scheme w.e.f. 1/1/2004, all the employees ing the Government on or after this date are not covered under the GPF scheme. Further, the New Pension Scheme is expected to have two tiers and while the Government is to make an equal contribution for employees covered under Tier I, no contribution will be made by the Government for Tier II and accretions will be generated only from investments made. Although the second tier under the New Pension Scheme is still to be operationalised, the said tier would be open to all employees irrespective of whether they have ed before or after 1/1/2004. Since the employees should be given a choice to decide the best scheme of investment for their future well-being, making GPF compulsory for all pre-1/1/2004 Central Government employees may not be the most justified course any longer.

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Recommendations

4.9.8 The resource position of the Central Government is comfortable and the revenues are showing a steady growth. Similar is the position with State Governments which can now also raise the necessary resources for defined projects from the market. At present, employees have the option of a variety of market instruments to choose from for investment purposes. In any case, with the liberalization of rules for taking advances and withdrawals from the fund, the net accretions in the fund are not very significant especially due to the growing tendency among the employees to resort to frequent withdrawals. Another factor that needs to be taken into is that the Commission has separately recommended a significant increase in the amount of monthly subscription and insurance cover under the Central Government Employees Group Insurance Scheme (CGEGIS). Since 70% of the subscription under CGEGIS is for saving purposes, the Government employees will, in any case, be making a much higher saving under this scheme. Their family would also be assured of a significant amount in case of death of the employee. In such a scenario, no further rationale exists for continuing the GPF scheme as a compulsory scheme for all Central Government employees. The Commission, therefore, recommends that future investments in GPF should be allowed purely on voluntary basis with no minimum being prescribed for all Central Government employees covered under the CCS (Pension) Rules, 1972. This will also provide ample choice for all Central Government employees to opt either for contributions under the second tier of the New Pension Scheme where the amount contributed by the employee will not be matched by the employer or under the GPF scheme or go in for suitable investment schemes available in the market. Another benefit will be that it will also make the Government prescribe a competitive rate of interest on investments made in GPF in order to ensure that the Government employees continue investing in the scheme.

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Chapter 4.10

Allowances & conditions of service of Defence Forces personnel

Introduction

4.10.1 Defence Forces personnel are in receipt of a variety of allowances, some identical to those granted to civilian employees and others granted exclusively to them taking into their specific conditions of service. Among the allowances that are common to civilians and defence personnel are Dearness Allowance, City Compensatory Allowance, Deputation (Duty) Allowance, Transport Allowance, Non-Practicing Allowance, House Rent Allowance, special compensatory allowances etc.

Fifth Pay Commission and thereafter

4.10.2 The Fifth C had recommended doubling of the allowances of civilian as well as Defence Forces personnel in general with a few exceptions such as Flying Allowance for which a higher multiplication factor had been used in the case of fighter fliers, and field service concessions for which a lower factor was used as these concessions had last been revised in 1993. While implementing the recommendations of the Fifth C, Government revised the rates of the Flying Allowance, Submarine Allowance and the Siachen Allowance. Thereafter, a number of other allowances such as Field Area Concessions, Counter Insurgency Operations Allowance, Technical Allowance, MARCOS/Chariot Allowance, Para Allowance, Special Forces allowance, etc. were revised upward by the Government. The Government also extended the Island Special (Duty) Allowance and Special Compensatory Allowance to Defence Personnel and certain new allowances such as Instructional Allowance, Air Worthiness Certificate Allowance, Aeronautical Technical Allowance, Qualification Pay for Air Traffic Controllers and Fighter Controller Officers as well as a Highly Active Field Area Allowance were introduced. Such revision took place in a majority of cases with effect from 2000 or 2001.

Proposals in Defence Forces memoranda

4.10.3 In their memoranda to the Sixth Pay Commission, the Defence Forces have generally sought a four and a half times increase in the existing rates of allowances in line with their demand for a four and a half times increase in pay. For certain allowances, however, such as the highly active field area allowance, Counter Insurgency Operations allowance, Air Despatch Pay, Composite

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Personal Maintenance Allowance, etc., a higher increase has been sought. Introduction of certain new allowances such as Skill Allowance, Boiler Watch Keeping Allowance, UAV Crew Skill Allowance, Hardship Allowance, Assessors allowance and a Service Incentive Allowance has also been sought. Specific demands in respect of individual allowances have been discussed in the forthcoming paragraphs of this chapter. The Commission’s approach

4.10.4 Elsewhere in the Report, the Commission has brought out the rationale governing the revision of allowances on the civilian side. While examining the demands made by the Defence Forces, the Commission has gone into the rationale for grant of individual allowances and has also considered the demand for a four and a half times revision in the context of the revision of allowances of other categories of employees including those in the MFs. Also, in spite of the fact that a number of allowances were revised in 2000/2001 and may not have called for the same multiplication factor, the Commission has decided not to disturb the existing relativities between the rates of allowances and has, therefore, in general, doubled the rates of allowances. It also has to be noted that recommended rates of allowances have been made inflation proof and are recommended to be increased automatically every time the dearness allowance payable on revised pay bands goes up by 50%.

Allowances common to Civilians and Defence Forces personnel

4.10.5 Insofar as the allowances common to civilian and Defence Forces personnel are concerned, the recommendations made by the Commission in Chapters 4.1 & 4.2 on Dearness Allowance, City Compensatory Allowance, Transport Allowance, Children’s Education Allowance, Conveyance Allowance, Non-Practicing Allowance, will apply equally to Defence Forces personnel. These recommendations have been formulated after taking, among other factors, due note of the specific suggestions made by the Defence Forces personnel in respect of these allowances. 4.10.6 In addition to the allowances mentioned above, the following compensatory allowances are issible to Defence Forces personnel on and conditions as are applicable to civilian employees. However, if field service concessions are issible in such areas, the Defence Forces personnel have the option of receiving the higher of the two allowances. Special Compensatory (Hill Area) Allowance Special Compensatory (Remote Locality) Allowance Island Special Duty Allowance Project Allowance Hard Area Allowance Special Compensatory (Bad Climate) Allowance

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4.10.7 The revised rates recommended in regard to the above allowances for civilian employees in the relevant chapter will also apply in the case of Defence Forces personnel. It has been brought out by the Defence Forces that in certain remote locations where there are no Central Government establishments other than defence organizations, these allowances are not paid. It has been suggested that the Ministry competent to declare areas as remote should consider even these locations so as to make them eligible for compensatory allowances as applicable. Further, areas in which Defence Forces have to provide relief and rescue during disasters and calamities should be declared hard areas automatically and Hard Area Allowance should be granted. 4.10.8 The Commission is unable to agree to the demand related to declaration of areas affected by natural disasters and calamities as hard areas because of its repercussions on other Central Government and State Government employees. As far as the areas eligible for grant of compensatory allowances are concerned, the existing system is to follow the State Government’s classification for remote/difficult areas etc. Although the facilities available in cantonments are generally reasonably adequate, there may be some locations where grant of the allowance can be justified based on the existing criteria. The Commission, therefore, recommends that the Central Government may issue instructions to State Governments to also consider the difficulties in areas where only Defence Forces establishments are situated for the purpose of determining whether such areas qualify for grant of compensatory allowances. Deputation (Duty) Allowance

4.10.9 In the case of Defence Forces personnel, Deputation Allowance is restricted to 50% of the rates applicable to civilian personnel on of service concessions that service officers continue to receive while on deputation. It has been demanded that Defence Forces personnel should be granted Deputation (Duty) Allowance at the same rates as for civilians and the allowance extended to service officers posted to DRDO and Assam Rifles. Further, Service Officers should be considered for deputation on the basis of equivalent pay rather than by rank. 4.10.10 The Commission is of the view that while lifting the restriction on Deputation Allowance completely will have repercussions on other deputationists, Defence Forces personnel could be given an option to draw 100% of the deputation allowance if they do not carry their service concessions on deputation. Defence Forces personnel may, therefore, be given an option to either (a) draw 50% of deputation duty allowance along with service concessions or (b) draw 100% of deputation allowance but forego the service concessions. However, no change is

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recommended for officers posted to the DRDO and Assam Rifles as these postings are not out of the regular line of postings for Service Officers. As far as the demand for deputation to posts on the basis of equivalent pay rather than rank is concerned, the problem would automatically be resolved in the revised pay structure recommended by this Commission as equivalent grade pay for analogous ranks of civilian and defence personnel has been recommended which should govern deputations to civilian organizations in future. Compensation in lieu of quarter (CILQ)

4.10.11 The service conditions of the Defence Forces personnel demand that personnel reside in cantonments close to their Units. The entitlement of accommodation, therefore, forms a part of service conditions. Keeping in view functional requirements, an authorization of married establishment has been decided by the Government. In the case of PBORs of the Defence Forces, the existing authorized married establishment is as follows: (a) JCOs & equivalent (b) Havaldars & equivalent (c) Naik & equivalent (d) Sepoy & equivalent

100% 95% 90% 50%

4.10.12 PBORs who fall within this percentage and cannot be provided married accommodation are entitled to Compensation in lieu of quarters (CILQ). CILQ is a composite allowance, meant to compensate for hiring of house, furniture, electricity and water etc. The existing rates of CILQ are as under: A1 class Sep/Nk Hav JCOs NCs(E)

1800 2100 2700 900

A, B1 & B2 class 900 1050 1350 450

C class

Unclass. Cities

600 750 900 300

450 510 600 150

4.10.13 The Defence Forces have demanded that HRA as issible to Central Government employees be issible to PBORs who should have the option to draw either HRA or CILQ, whichever is more beneficial. It has also been suggested that adequate compensation for furniture, electricity and water charges should be included in CILQ. It has further been demanded that authorized married establishments in respect of all PBORs be increased to 100% for CILQ and that age for marriage be brought down from existing 25 to 21 years. The authorized married establishment for DSC personnel is sought to be revised to 100% irrespective of rank and

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Non Combatants (Enrolled) of the Air Force have been proposed to be granted CILQ at lowest rates as applicable to PBORs. 4.10.14 The Commission has observed that the rates of CILQ are expected to include compensation for hiring of house, furniture, electricity and water etc. The Commission has also observed that while the rates of HRA for civilians are percentage based, the rates of CILQ are slab rates which did not get revised when Government decided to merge 50% of dearness allowance with pay as Dearness Pay w.e.f. 1.4.2004. This has created an anomalous situation disturbing the relativity between the rates of CILQ and HRA. Keeping in view the fact that provision for periodic revision of all allowances, including HRA, has been made, a similar dispensation will need to be extended in respect of CILQ also. The Commission recommends the following rates of CILQ which may be increased by 25% every time the dearness allowance payable on revised pay bands goes up by 50%:Posts

City Classification X

Y

Z

Sepoy/Nk.

3600

2400

1600

Hav.

4200

2800

2000

JCOs

5400

3600

2400

NC (E)

1800

1200

800

In addition, in order to iron out any inconsistencies, it is further recommended that PBORs may have the option to choose CILQ or HRA, whichever is more beneficial. In consonance with the dispensation recommended for MFs, introduction of Family Accommodation Allowance equal to minimum HRA payable in the Government to civilian employees is recommended for those PBORs who do not fall within the authorized married establishment in order to provide some compensation for housing of the families of these personnel. The rate of this allowance will increase by 25% each time the price index increases by 50%. House Rent Allowance

4.10.15 Officers of the Defence Forces are entitled to HRA if they are within the authorized married establishment and are not provided Government owned or hired accommodation. The Commission recommends that House Rent Allowance may be granted under the existing and conditions to Defence officers at the same rate as for civilians. For the purpose of computation of HRA, the existing basic pay plus grade pay and the military service pay shall be taken into . The Defence Forces have also proposed that the rates for hiring of

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accommodation may be revised on an annual basis to bring them in line with market rents. Ministry of Defence may take action to revise the rental ceilings from time to time keeping in view the market situation. Bhutan Compensatory Allowance

4.10.16 Bhutan Compensatory Allowance is issible to Defence Forces personnel posted to IMTRAT (Bhutan) at a depression in the standard rates promulgated by the Ministry of External Affairs. This was done because certain service concessions such as mess and canteen facilities were provided to Defence Forces personnel while in Bhutan. It has been represented in the memorandum of the Defence Forces that the depression in the allowance is not justified since these facilities are extended to all defence personnel posted in Bhutan including those in the Indian Embassy in Bhutan for whom no depression is made. The Commission observes that after September, 2005, the depression in the allowance has been removed but charges at the rate of 6% of the allowance from officers and 4% from PBORs for the free facilities are recovered. The existing position seems to be reasonable and the Commission is of the view that no further change is warranted.

Educational concession to children of missing /disabled/killed in action

4.10.17 Apart from the normal educational concessions granted to civilian and defence personnel, special educational concessions are available to children of defence personnel who are killed or disabled in action. The existing provisions in this regard are: Tuition Fees Hostel Charges Cost of Books/Stationery Cost of Uniform Clothing

Full Reimbursement Full Reimbursement Rs.250 p.a. Rs.850 (1st year) Rs.350 p.a. (subsequent year) Rs.250 (1st year) Rs.150 p.a. (subsequent year)

4.10.18 The Defence Forces have demanded substantial increases in the rates related to the reimbursement of cost of books, uniforms and clothing. After an assessment of the cost of the concerned items, the Commission recommends the following revised rates:Tution Fees Hostel Charges Cost of Books/Stationery Cost of Uniform Clothing

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Full Reimbursement Full Reimbursement Rs.1000 p.a. Rs.1700 (1st year) Rs.700 p.a. (subsequent year) Rs.500 (1st year) Rs.300 p.a. (subsequent year)

Instructional Allowance

4.10.19 Instructional Allowance, which is granted to Defence Forces personnel posted to field training establishments as Instructors, was introduced in February, 2000. The existing rates of Instructional Allowance are as follows: Officers JCOs & equivalent NCOs & equivalent

Rs.900 p.m. Rs.500 p.m. Rs.300 p.m.

4.10.20 The Defence Forces have proposed a four and a half times increase in the rates of the allowance on the ground that training is a vital aspect of the Defence Forces and Instructors are selected only from the best as not only must they be highly qualified but also have a flair, aptitude and dedication to become an Instructor. In view of the fact that postings as Instructor are normally prestigious peace postings and a large hike in the allowance would disturb the relativity vis-à-vis the allowances granted in field areas, the Commission recommends that the rate of the allowance may be doubled. Army Medical Corps (AMC), Army Dental Corps (ADC) and Remount and Veterinary Corps (RVC) Officers

4.10.21 A Specialist Allowance at the following rates is paid to specialist medical officers when posted to fill vacancies of specialists in the medical establishment: (a) (b) (c)

Graded specialist Classified specialist Consultant/Advisor/Professor -

Rs 800 pm. Rs 1000 pm. Rs 1200 pm.

4.10.22 The Commission, in line with its general approach on allowances and keeping in view the fact that non-practicing allowance is also payable to Doctors, recommends that the rate of the existing allowance may be doubled. A Post Graduate Allowance at the rate of Rs.500 p.m. for post graduate degree holders and Rs.300 for PG diploma holders is payable to specialist doctors for the duration that they are not eligible for grant of a Specialist Allowance. The Commission recommends that the rate of this allowance may also be doubled. Language Award/Allowance

4.10.23 Service Officers and PBORs are granted Language Awards to encourage them to learn foreign languages and carry out instructional translations and interpretership duties as and when required. The Award for ing Diploma Part-II examination is granted to those achieving 65% and above marks and the quantum of award varies from Rs.500 to Rs.1000 for sponsored candidates and Rs.700 to Rs.1500 for non-sponsored candidates depending on the categorization of the language. Similarly, for ing Interpretership examination with 70% and above marks, for the first

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3 positions in order of merit, an award ranging from Rs.1000 to Rs.2000 is issible to the sponsored candidates while nonsponsored candidates get an award ranging from Rs.1500 to Rs.3000, depending on the categorization of the language. While the awards are one-time in nature, a monthly Language Allowance of Rs.300 p.m. for category I languages, Rs.250 p.m. for category II and Rs.200 p.m. for category III languages is granted to Defence personnel for the period they actually perform instructional/translation/interpretation duties. Continuance of the allowance is subject to the recipient ing the proficiency test conducted every year. The Defence Forces have proposed an increase of five and a half times for Language Allowances so as to attract quality volunteers for meeting their requirements related to technological documents as most technologies available with the Defence Forces at present are imported with documentation in the foreign language which is needed to be translated urgently. Keeping in view the onerous nature of duties involved and the fact that continuance of this allowance is subject to the recipient clearing the proficiency test every year, a higher rate of increase is considered justified in their case. Accordingly, the rates of these awards and allowances may be increased three times. Flying Allowance, Submarine Allowance, Siachen Allowance

4.10.24 To compensate Defence Forces personnel for the risk and hardships to which they are exposed, a number of allowances are granted by the Government. These allowances include the Flying Allowance, Siachen Allowance and Submarine Allowance. Flying allowance is issible to officers of the flying branch and Technical Officers and Airmen performing air crew duties in the Air Force and to corresponding aviation personnel of the Army and the Navy. Although the allowance, when initially introduced, was issible only when the prescribed number of hours were flown annually, this was waived in pursuance of the recommendations of the Third Pay Commission and now, a monthly amount is granted. Submarine Allowance is granted to Naval Officers and Sailors appointed as crew for service on submarines keeping in view the additional risks and arduous conditions of service on-board submarines. Siachen Allowance is issible to troops serving in the Siachen region keeping in view the extremely difficult conditions in the area. There is an established relativity in the rates of Flying Allowance, Submarine Allowance and Siachen Allowance. The exiting rates of the allowances are as follows: -

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FLYING ALLOWANCE

SUBMARINE ALLOWANCE

Air Cmde & Equiv & above (Capt IN with > 3yrs seniority)

Rs 5250 p.m.

Capt (with >3 yrs service in the rank) and above

Rs 5250 pm

Sqn Ldr to Gp Capt & Equi (Capt IN with < 3yrs seniority)

Rs 7000 pm

Lt Cdr/Cdr/Capt (with < 3 years Service in the rank)

Rs 7000 pm

Flight Lt and Equivalent

Rs 5500pm

Lt

Rs 5500 pm

Flying Offr and Equivalent

Rs 4500 pm

Sub Lt

Rs 4500 pm

Warrant Ranks

Rs 4200 pm

MO II/I

Rs 4200 pm

Senior NCO

Rs 3500 pm

O & below

Rs 3500 pm

Siachen Allowance (a) Officers (b) JCOs/equivalent

Rs.7000 p.m Rs.4667 p.m.

4.10.25 The Defence Forces in their memorandum have suggested a four and a half times increase in the rates of these three allowances and have also made the following proposals in regard to the interpretation of eligibility: •

•

•

The Chief Petty Officers in the Navy have been placed one below their entitlement compared to the Air Force counterparts resulting in an anomaly in the grant of Flying Allowance. Correction of this anomaly has been sought. At present, on promotion from Group Captain to Air Commodore, there is a reduction in Flying Allowance which is not compensated by the increase in basic pay and rank pay of the officer. Increasing the Flying Allowance issible to Air Commodore and above and their equivalents has been proposed. Army Aviation Pilots are not granted Flying Allowance when they are posted to non-flying units while their Air

297

•

Force and Navy counterparts continue to draw the same. A similar position exists in respect of PBORs of MMG Units. It has been suggested that the allowance may be continued as long as these personnel continue to be borne in the Aviation Cadre. While Field Area Allowance and Siachen Allowance are exempt from income tax, Flying, Submarine, MARCOS and Chariot Allowance are not exempted. The Defence Forces have suggested that all these allowances should also be made exempt from income Tax.

4.10.26 As in the case of other allowances, it is recommended that the rates of these allowances may be doubled. This will also apply in the case of MARCOS and Chariot Allowance which is granted to marine commandos at rates equal to Submarine Allowance. Insofar as the other demands made by the Defence Forces are concerned, the following are recommended: a) b)

c)

Flying Allowance may be granted to the Chief Petty Officer at the same rates as Junior Warrant Officer of the Air Force. Extension of Navy and Indian Air Force eligibility conditions to the Army Aviation Pilots making them eligible for grant of the Flying Allowance as long as they continue to be borne in the Aviation Cadre may be done. As regards exemption of risk related allowances from income tax, the Commission is of view that it is for the Government to consider the matter taking into all relevant factors.

Test Pilot Allowance

4.10.27 The Defence Forces have proposed that the existing Test Pilot Allowance of Rs.1000 and Rs.500 per month which is granted to Test Pilots and Flight Test Engineers while they are on the posted strength or on detachment to any units for Test Pilot duties may be enhanced to Rs.4500 per month and Rs.2250 per month respectively. Extension of the allowance to Air Crew posted to aerobatic teams is also demanded on the ground that the performance of these teams depicts the level of flying skills of the Defence Forces and conveys to the adversaries the might of Forces in the air. Further, of aerobatic teams require very high professional skills. The Commission recommends that the existing rates of Test Pilot Allowance may be doubled and it should be extended to the air crew of aerobatic teams.

Submarine Duty Allowance

4.10.28 Submarine Duty Allowance is issible to personnel who are not qualified Submariners but embark on a submarine for training, age etc. The existing rates of this allowance are Rs.45 per day for officers and Rs.15 per day for PBORs. This has been sought to be increased by more than four times. Keeping in view the

298

discomforts inherent in sailing in submarines, the Commission recommends that the existing rates may be enhanced to Rs.90 per day for officers and Rs.30 per day for PBORs. Diving Allowance, Dip Money and Attendant Allowance

4.10.29 All naval personnel on the authorized diving cadre are entitled to Diving Allowance at monthly rates varying from Rs.200 to Rs.400 depending on whether they belong to the category of Ships Divers who dive to the depth of 35 meters, or Clearance Divers who are required to dive to a depth of 160 meters. In addition to Diving Allowance, Dip Money is also issible depending on depth and time spent under water. An Attendant Allowance is also paid onefifth of Dip Money to Divers’ Attendants. As in the case of other allowances, the Defence Forces have proposed an enhancement of four and a half times for Diving Allowance and Dip Money. Further, extension of the allowance to qualified Divers of Army and Air Force on similar and conditions as issible to Naval Divers has been proposed. The Commission recommends that the existing rates of Diving Allowance and Dip Money may be doubled. The requirement for diving in the case of Army and Air Force personnel may be occasional and it would be unfair to compensate them continuously for their limited instances of diving. However, they should be paid Dip Money and Diving Allowance on pro rata basis as and when they are required to dive.

Special Forces Allowance

4.10.30 The Special Forces of the Army and Air Force are granted an allowance which ranges from Rs.1000 per month for Sepoys, Naiks and equivalent to Rs.2600 per month for Lt. Col and above. The Defence Forces have demanded grant of this allowance at rates issible to MARCOS and Charioteers who are special forces of the Navy and are in receipt of a MARCOS allowance at rates similar to Submarine Allowance on the ground that Special Forces of Army and Air Force are also elite forces with comparable standards in regard to selection and training. The Commission observes that at present the rates of the Special Forces Allowance, the Field Area Allowance and Counter Insurgency (Ops) Allowance in peace areas are the same. Disturbance of this parity by granting a higher increase to Special Forces Allowance will generate demands for similar increase in the rates of these allowances. The Commission, therefore, recommends that the rates of Special Forces Allowance may be doubled.

Para Jump Instructor Allowance and Free Fall Jump Instructor Allowance

4.10.31 Para Jump Instructor Allowance at the rate of Rs.1200 p.m. for officers and Rs.900 p.m. for PBORs is granted to Indian Air Force personnel who are Parachute Jumping Instructors. A Free Fall Jump Instructors Allowance at the rate of Rs.1000 p.m. for officers and Rs.600 p.m. for PBORs is payable to Free Fall Jump Instructors. The Commission recommends that the existing rates be doubled without any change in the existing conditions of grant.

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Para Allowance and Para Reserve Allowance

4.10.32 Para Allowance is granted to officers and PBORs holding appointments of operational parachutists authorized in the war/peace establishments of their units. For continuance of grant of Para Pay, a Parachute Refresher course including a minimum of two jumps is required to be attended. The allowance ceases on shifting from operational Parachutist appointment and Para Reserve Allowance is granted thereafter subject to the condition that the individual has rendered a minimum of 3 years service in a para unit and is less than 35 years of age. The Para Refresher Course is required to be attended in this case also. The existing rates of Para Allowance and Para Reserve Allowance are as follows:Officers PBORs Para Reserves

Rs.600 p.m. Rs.400 p.m. Rs.100 p.m.

4.10.33 Apart from increase in the rates of these allowances, extension to naval and air force personnel has been sought by the Defence Forces. The Commission, while recommending that the rates of these allowances may be doubled, does not find justification for extending the allowance to Naval and Air Force personnel as they are not similarly placed. Highly Active Field Area Allowance and Counter Insurgency Operations Allowance

4.10.34 Personnel of the Defence Forces while deployed in field areas and in counter-insurgency areas are granted Field Area Allowances and Counter Insurgency Operations Allowance respectively at the following rates: Field Area Allowance Posts Lt.Col.& above & equ. Maj.& Equ. Capt & Equ. Lt. & Equ. JCOs & Equ. Hav & Equ. Sep/Nk & Equ.

Highly Active Field Areas 4200

Field Areas

Modified Field Areas

2600

1000

3880 3550 3390 2910 1940 1620

2400 2200 2100 1800 1200 1000

930 860 800 600 460 400

300

Counter Insurgency Operations (CIOps) Allowance Posts

CI Ops in Fd Areas

CI Ops in Peace Area

(Rs/p.m.)

CI Ops in Mod Fd Area (Rs/p.m.)

3900

3000

2600

3600 3300 3150 2700 1800 1500

2770 2540 2420 2080 1380 1150

2400 2200 2100 1800 1200 1000

Lt.Col.& above & equ. Maj.& Equ. Capt & Equ. Lt. & Equ. JCOs & Equ. Hav & Equ. Sep/Nk & Equ.

(Rs/p.m.)

4.10.35 It has been demanded that the categories of Counter Insurgency Operations Allowance may be reduced to two from the existing three with Counter Insurgency (Intense) Allowance being given the same rates as for CI Ops in Field Areas and Counter Insurgency (Moderate) Allowance at the same rates as in CI Ops in modified field areas. Extension of the CI Ops Allowance to Naval personnel and removal of the applicability condition of 30 days for drawal of the Allowance for Naval personnel has been suggested. Enhancement of the rates to five and a half times the existing rates in the case of Highly Active Field Area Allowance and CI Ops Allowance has been sought and enhancement of 4 ½ times has been demanded for field area and modified field area allowance. 4.10.36 The Commission has observed that the existing categorization of these allowances has established an equation in the rates of CI Ops Allowance in peace areas with the field area allowance. This equation appears to be quite rational and well thought out. In the circumstances, the Commission does not recommend any change in the categorization. The existing rates of the field area allowances and the CI Ops allowance may, however, be doubled. As far as the extension of CI Ops allowance to Naval personnel is concerned, the suggestion for grant of the allowance based on specific orders of the Government may be accepted with conditions for eligibility being same as for grant of Sea Going/Sea Duty Allowance. High Altitude Allowance

4.10.37 At present, High Altitude Allowance is granted to Defence Forces personnel deployed between 9000 to 15000 ft and above 15000 ft. at the following rates:

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Posts Lt.Col.& above & equ. Maj.& Equ. Capt & Equ. Lt. & Equ. JCOs & Equ. Hav & Equ. Sep/Nk & Equ.

Cat I (9000 to 15000 ft) Rs 1060

Cat II (Above 15000 ft.) Rs 1600

930 660 530 480 370 270

1400 1000 800 720 560 400

4.10.38 As in the case of other allowances, a four and a half times increase in the rates of these two allowances has been demanded and a new category has been sought in the list of High Altitude Areas to cover those areas where conditions similar to Siachen exist. An allowance equal to 80% of the Siachen Allowance has been proposed for these areas. 4.10.39 In line with its general approach on allowances, the Commission recommends doubling of the existing rates of High Altitude Allowance. As regards the demand for a High Altitude Allowance in certain areas at 80% of the rates of Siachen Allowance, the Commission observes that Government has already granted this allowance in July, 2007. Taking note of the rates recommended for this allowance, the Commission recommends that 80% of the revised Siachen Allowance shall be granted in these areas in future. Sea Going/Sea Duty Allowance

4.10.40 Sea Going/Sea duty Allowance is granted to officers and PBORs of the Navy at rates equal to field area allowance of the Army on pro rata basis with the condition that the vessels should be deployed for a minimum of 12 hours a day. The Defence Forces have demanded that the 12 hours a day condition be removed and the allowance be made issible on all sea going vessels which are deployed at sea for 120 hours or more in a month in the case of minor war vessels and 180 hours or more in the case of major war vessels. The Commission recommends that retaining the relativity with the field area allowance, the existing rates of the Sea Going/Sea Duty Allowance may be doubled. The Commission has also noted that the genesis of the Sea Going/Sea Duty Allowance is separation from the family. As such, it is of the view that the condition of 12 hours a day is reasonable and does not warrant any change.

Hardlying Money

4.10.41 Hardlying Money is paid to Naval personnel as compensation for extra discomforts on board the smaller ships and

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submarines. In the smaller ships like minesweepers, ocean going tugs and submarines, it is paid at full rates and in relatively more comfortable vessels at half rates. The existing rates are: Existing rates

Category

Full

Half

Officers including Midshipmen & Cadets

Rs.200 p.m.

Rs.100 p.m.

Sailors

Rs.140 p.m.

Rs.70 p.m.

4.10.42 In line with its general approach, the Commission recommends that the existing rates shall be doubled. Official Hospitality Grant

4.10.43 Official Hospitality Grant is given to specified appointments in the Defence Forces at rates ranging from Rs.2000 per month to Rs.1000 per month. The Commission recommends that the rates of the allowance shall be doubled without extension to any new category.

Technical Allowance and Professional Allowance

4.10.44 Technical Allowance is issible to Defence Forces officers belonging to the technical branches at the rate of Rs.1000 per month for Tier-I courses and Rs.1500 per month for Tier-II courses. If an officer qualifies both the courses, a maximum of Rs.2500 per month can be paid. It has been suggested that the rates may be enhanced four and a half times and the allowance be extended to all officers who undergo such or similar courses. In line with the approach followed for allowances, the Commission recommends that the existing rates of the allowance shall be doubled. The Commission is, however, unable to recommend extension of this allowance to all officers who undergo such courses as obtaining the qualification does not bear a direct relationship with duties in their case. The Defence Forces have also proposed that nontechnical officers who attain higher qualifications and higher levels of competence should be compensated by grant of Professional Allowance at Tier-I and II rates applicable to technical officers based on the sensitivity and importance of the qualifications achieved. The Commission is unable to find adequate justification for the same.

Aeronautical Allowance

4.10.45 An Aeronautical Allowance at the rate of Rs.100 per month is issible to those technicians who have successfully qualified in any of the prescribed courses. These technicians are authorized to maintain or service aircraft and related systems. The Commission recommends that rate of this allowance shall be doubled.

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Flight Charge Certificate Allowance

4.10.46 Flight Charge Certificate Allowance is granted to Senior Air Artificers/Mechanicians of ship borne helicopter flights for discharging higher responsibilities of maintaining and clearing aircraft for air worthiness in the absence of a Technical Officer. The present rates of the allowance are Rs.125 per month for Air Artificers/mechnicians and Rs.200 per month for Chief Air Artificer/Mechancians and above. The Defence Forces have suggested some correction in the applicability of this Allowance in the Army and Air Force stating that the allowance should also be granted to ranks above Junior Warrant Officer in the Air Force and Naib Subedars of the Navy since it is given to ranks above Chief Artificer in the Navy. The Commission recommends that the rates of the allowance may be doubled and that this anomaly may be removed provided such certification in the absence of Technical Officers is not part of the normal charter of duties of the ranks above Junior Warrant Officers in the Air Force and corresponding ranks in the Army. Further, extension of the Allowance to PBORs below Air Artificer and equivalent as proposed by the Defence Forces may be done provided they are given independent charge of machinery/equipment and perform these duties i.e. the existing eligibility conditions for grant are not changed.

Air Worthiness Certificate Allowance

4.10.47 An Air Worthiness Certificate Allowance was introduced in 2000 for the technical tradesmen in aircraft trades based on the recommendations made by the Group of Officers. It is granted at the rate of Rs.75 per month to Aviation trade PBORs with service of 2-10 years and at the rate of Rs.150 per month to those with more than 10 years service. Keeping in view the high level of responsibility borne by these PBORs, a four and a half times increase in the allowance has been demanded. The Commission recommends that the existing rates shall be doubled.

Air Steward Allowance

4.10.48 Air Steward Allowance is granted to catering assistants performing duties of air stewards in VIP flights at the rate of Rs.300 per month. Grant of the allowance at the rate of Rs.1800 per month and extension to Air Stewards in the Communication and VIP flights at commands has been demanded. The Commission recommends doubling of the allowance without extension to any new category.

Air Despatch Pay

4.10.49 Air Despatch Pay at the rate of Rs.120 p.m. is granted to PBORs employed on air dropping of supplies in forward areas. The Commission recommends doubling of the allowance which may also be renamed as Air Despatch Allowance.

Qualification Grant

4.10.50 At present, a lump sum Qualification Grant is paid to officers who qualify in various specified courses. The list of eligible courses for the grant is revised by the Government from time to time. The existing quantum of the grant is:

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Category Category I Courses Category II Courses Category III Courses Category IV Courses MNS Officers

Existing Rs.10,000 Rs.7,500 Rs.4,500 Rs.3,000 Rs.3,000

4.10.51 A four and a half times enhancement in the rates of qualification grant has been demanded by the Defence Services with extension to Medical Officers on the same and conditions. Extension of Qualification Grant to PBORs in four categories has also been proposed. The Commission recommends that the existing rates of the Qualification Grant may be doubled but is unable to recommend extension to Medical Officers as they are granted a Specialist Allowance or a PG Allowance on acquiring higher qualifications. Qualification Allowance

4.10.52 A monthly Qualification Allowance is granted for obtaining flying qualifications at rates ranging from Rs.140 per month to Rs.800 per month for different qualifications. The Commission recommends doubling of the rates of the allowance.

Shorthand Allowance

4.10.53 Shorthand Allowance is payable to PBORs of Air Force and Navy employed on shorthand duties at the rate of Rs.150 per month. While proposing enhancement of the rates, extension to PBORs of the Army has also been proposed. The Commission recommends that the rate of the allowance may be doubled. In the Army, however, personnel on shorthand duties are usually appointed on re-deployment. Extension to Army PBORs is, therefore, not recommended.

Judge Advocate General Department Examination Rewards

4.10.54 Officers of the three Services are granted a reward of Rs.3200 on qualifying the JAG Branch exam. The Commission recommends that the rate of this award may be doubled.

Uniform related allowances (Officers)

4.10.55 The following allowances related to uniforms are granted to Defence Forces Officers and Officers of the Military Nursing Service:Allowance One Time Kit One Time Kit One Time Kit Distinctive Uniform Kit Maintenance Kit Maintenance

Service Army, IAF Navy MNS Officers MNS Officers All three services MNS officers

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Rate (Rs) 6000 per 7 years 7000 per 7 years 2000 per 7 years 200 200 per month 100 per month

4.10.56 The Defence Forces have suggested a four and a half times increase in the rates of initial one time kit allowance including the distinctive allowance issible to MNS officers. Thereafter, the allowance is proposed to be subsumed in the kit maintenance allowance which is sought to be renamed as Kit Maintenance & Renewal Allowance and granted at the rate of Rs.2000 per month for officers and Rs.1000 per month for MNS officers. 4.10.57 The Commission has examined the proposal keeping in view the need for replacement for various items of uniform from time to time. A lump sum grant every few years is a better method of compensation than a monthly allowance as it will ensure that the officer has sums of money available to replace various items of uniform. However, the frequency of the renewal grant which is seven years at present could be increased. The Commission, therefore, recommends the following revised rates of the allowance:Allowance One Time Kit

Service Army, IAF

One Time Kit

Navy

One Time Kit

MNS Officers

Distinctive Uniform Kit Maintenance Kit Maintenance

MNS Officers

Rate (Rs) 14000 (initial grant) 3000 (every 3 yrs) 16000 (initial grant) 5000(every 3 yrs) 7000 (initial grant) 1500(every 3 yrs) 400

All three services

400 per month

MNS officers

400 per month

4.10.58 It is further recommended that the rates of uniform allowance granted to officers shall be increased by 25% each time the Dearness Allowance on revised pay bands goes up by 50%. Uniform related allowances (PBORs)

4.10.59 The following uniform related allowances are granted to PBORs of the 3 Services: One time Outfit Allowance to JCOs granted Honorary Commission One time Outfit Allowance to NCOs promoted as JCOs Mufti Allowance for Recruits in three Services (one time)

306

Rs.3200 Rs.500 Rs.200

4.10.60 The Commission recommends that the existing rates of these allowances shall also be doubled and may be increased by 25% each time the Dearness Allowance goes up by 50%. Composite Personal Maintenance Allowance (PBORs)

4.10.61 PBORs of the Defence Forces are granted a Composite Personal Maintenance Allowance of Rs.75 per month which consists of the following components: Hair Cutting Allowance Washing Allowance Rum Allowance Soap Toilet Allowance Clothing Maintenance Allowance Total

Rs.10/pm Rs.30/pm Rs.15/pm Rs.10/pm Rs.10/pm Rs.75 pm

4.10.62 The rates of the rum allowance component, however, vary as follows: Peace Areas Field Areas below 3000 ft Field Areas 3000 ft – 4999 ft Field Areas 5000 ft – 8999 ft High Altitude Areas

Rs.15 pm Rs.35 pm Rs.50 pm Rs.55 pm Rs.80 pm

4.10.63 A ten times increase in the rate of this Allowance has been sought by the Defence Forces and for PBORs of units deployed on ceremonial duties, a Personal Maintenance Allowance of Rs.1500 per month has been demanded. It has also been proposed that Nursing Assistants in the Defence Forces be paid a Washing Allowance at civil rates over and above the Composite Personal Maintenance Allowance. The Commission, keeping in view the enhancement made for such allowances on the civilian side including those applicable to the MFs, recommends doubling of the rates of the allowance. Spectacle Allowance

4.10.64 Spectacles are issued free to those Defence Forces personnel in whose case impairment of vision is either attributable to service or their sight is so defective that it interferes with their efficiency. When spectacles are not issued, reimbursement at the rates of Rs.65 for spectacles with normal lenses and Rs.125 for those with bi-focal lenses is permitted. Keeping in view the general increase in prices since 1996-97, the following rates of reimbursement are recommended: -

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Category For spectacles with normal lenses For spectacles with bifocal lenses

Rate Rs.130 Rs.250

4.10.65 No new allowance for purchase of Lenses is, however, recommended. Acting Allowance

4.10.66 Acting Allowance at the following rates is granted to JCOs appointed in Officers’ vacancies due to shortage of officers: For appointments tenable by Captain/equivalent For Appointments tenable by Major/equivalent

Rs.300 pm Rs 400 pm

4.10.67 The Commission recommends that the existing rates of the Allowance shall be doubled. Funeral Allowance

4.10.68 In all cases where death occurs while on active field service or serving in a mission/post abroad, the entire funeral expenses are a charge against the State. However, when death occurs in peace areas, a funeral allowance of Rs.1000 is granted and mortuary charges are reimbursed. The Defence Forces have proposed that the rate of funeral allowance may be increased to Rs.10,000. The Commission, however, recommends that the rate of funeral allowance shall be enhanced to Rs.4000.

Monetary Allowance for Gallantry Awardees

4.10.69 The Defence Forces have proposed a ten fold increase in the rates of the monetary allowance attached to the existing Gallantry Awards which presently range from Rs.250 per month for Sena/Nau Sena/Vayu Sena Medal for gallantry to Rs.1500 per month for the Param Vir Chakra. In the case of gallantry awards, the Commission is of the view that since these monetary allowances are granted for conspicuous gallantry in the face of the enemy or anti-national elements over and above the normal call of duty, the Central Government should revise the rates of these Gallantry Awards on their own without waiting for a Pay Commission as was the practice followed before the Fifth C.

Rewards for meritorious service

4.10.70 Rewards for meritorious service are issible to PBORs at the following rates: Category Annuity for MSM to JCOs Gratuity for Long service & Good Conduct Medal

308

Existing Rs.200 (pa) Rs.200 (one time)

4.10.71 The Commission recommends that the rewards for meritorious service should ultimately be incorporated in the Performance Related Incentive Scheme (PRIS) for Defence Forces. In the meantime, the rate of annuity shall be doubled. Submarine Technical Allowance

4.10.72 Submarine Technical Allowance is paid at the rate of Rs.100 per month to Naval Artificers and Mechanicians for the period they are deployed for submarine maintenance duties. In line with the recommendations made for other allowances, the rate may be doubled to Rs.200 per month without any change in the conditions for grant of the Allowance.

Hydrographic Survey Allowance

4.10.73 Hydrographic Survey Allowance is presently paid at rates varying from Rs.50 p.m. to Rs.400 p.m. as compensation for the working conditions of hydrographical survey ships. The Defence Forces have recommended a 4-1/2 times increase in the existing rate of the Allowance. The Commission recommends that the existing rates shall be doubled.

Unit Charge & Charge Certificate Allowance

4.10.74 Artificers and Mechanicians of the Navy, after ing prescribed examinations, are granted Unit Certificate and Charge Certificate Allowance on being certified by a designated Board/Authority. The Unit Certificate authorizes Artificers to take independent charge of machinery during watch at sea. The Charge Certificate authorizes the Artificers to take overall charge of machinery at sea. The existing rates of Unit Certificate and Charge Certificate Allowance are as under: Rs. p.m. (a) Unit Certificate i) Lower rate

75

ii) Higher rate

150

(b) Charge Certificate (i) Lower rate (ii) Higher rate (iii) Special rate

150 225 270

4.10.75 The Defence Forces have proposed a substantial increase in the rates of these allowances stating that the rates of these allowances as a percentage of salary have gone down successively. It has also been proposed that Artificers and Mechanicians of Power and Radio Track as well as Technical Sailors of ‘Y’ Group may be extended this Allowance. The Commission recommends that the rates of Unit and Charge Certificate Allowance shall be doubled without extension to any new category.

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Boiler Watch Keeping Allowance

4.10.76 Introduction of a Boiler Watch Keeping Allowance for Boiler Watch Keepers on Naval Ships has been proposed by the Defence Forces on the ground that (i) there is an acute shortage of Boiler Watch Keeping Certificate qualified Steam Sailors as their working conditions are extremely difficult due to the high temperatures near boiler drums (ii) these sailors remain posted on ships for 90 per cent of their engagement period. (iii) higher level of responsibilities are discharged by these Sailors and working hours in the harbours are extended due to the long time taken to prepare and shut the steam propulsion plant . 4.10.77 The Commission, finding merit in the proposal, and taking into the difficult working conditions near boilers, recommends introduction of a Boiler Watchkeeping allowance at the rate of Rs.2000 per month to be granted to these sailors. Corresponding personnel on board Coast Guard and survey ships shall also be extended this allowance at the same rate.

Free ceiling for electricity

4.10.78 Personnel belonging to the Defence Forces are permitted reimbursement of electricity charges for the first 100 units of electricity. The ceiling limit for free electricity has been sought to be revised to 350, 300 and 250 units for officers, JCOs and ORs respectively. The existing provisions are adequate. Therefore, the Commission does not recommend any change in the existing position.

Extra Duty Allowance

4.10.79 Extra Duty Allowance is paid to regular ranks of Naik and Havaldar in the Army holding certain appointments in peace and war establishments. The existing rates of this Allowance range from Rs.50 per month to Rs.80 per month. Defence Forces have suggested enhancement of rates ranging from Rs.200 to Rs.350 per month adding that the rates of the Extra Duty Allowance be granted to PBORs of the three Services. The Commission recommends that the existing rates of the Extra Duty Allowance may be doubled and the Allowance may be subsumed in the PRIS in future. In view of this, no rationale exists for extending this allowance to new categories.

Classification Allowance

4.10.80 Classification Allowance is presently granted to PBORs in the Army on attaining certain trade related qualifications in each group. Fifty per cent of the Classification Allowance is reckoned for pension. The existing rates of Classification Allowance are as follows: -

310

Group X Y Z

C14 to C13 Rs.50 p.m. -

C13 to C12 Rs.60 p.m. Rs.50 p.m. Rs.20 p.m.

C12 to C11 Rs.60 p.m. Rs.50 p.m. Rs.20 p.m.

4.10.81 The Defence Forces have proposed extension of the Classification Allowance to the Naval and Air Force PBORs in the context of the common pay scales proposed by them for PBORs of the three Services so as to maintain parity in the overall compensation package in of pay and pension. The proposed rates are four and a half times of the existing rates. 4.10.82 With the proposed common scales for the PBORs of the three Services, the pay scales of PBORs of the Army which were earlier lower than the other two Services, would be brought on par with the Navy and Air Force. The justification for a separate Classification Allowance would, therefore, not appear to exist. However, keeping in view the fact that Army personnel have been in receipt of this Allowance for a long time, and its removal would be perceived as a reduction in emoluments, the Commission recommends that the existing rates of Classification Allowance may be doubled and the allowance may be extended to the PBORs of the Navy and Air Force under similar conditions as available in the Army by prescribing specific trade qualifications for grant of the allowance. It is further recommended that 100% of the classification allowance shall be reckoned for grant of pension. Good Service/Good Conduct/Badge Pay

4.10.83 PBORs of the three Services are granted Good Service Pay after completion of certain specified service so as to maintain high degree of discipline, good conduct and professional competence. The Good Service/Conduct/Badge Pay is not issible to JCOs. The existing rates of Good Service Pay vary from Rs.32 p.m. to Rs.96 p.m. in the Army and Rs.40 p.m. to Rs.120 p.m. in the Navy and Air Force. 4.10.84 The Defence Forces have suggested a uniform period of 4 years, 8 years and 12 years for grant of the first, second and third Good Service Pay to PBORs of the three Services without any restriction on the rank. The rates suggested are Rs.180 per month subject to a maximum of Rs.540 per month. 4.10.85 The Commission has separately recommended introduction of Performance Related Incentive Scheme (PRIS) for the Defence Forces. It is, therefore, suggested that Good Service Pay may be subsumed in the PRIS to be evolved for Defence

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Forces personnel. However, till such time the detailed scheme is evolved, the existing rates should be doubled and the allowance be given without any change in the conditions of grant. Travel related entitlements

4.10.86 The recommendations made by the Commission in regard to TA/DA, Transfer Grant, Baggage entitlements etc. for civilian employees will apply equally to Defence Forces personnel. For the purpose of working out the entitlements, the grade pay proposed for various ranks will be reckoned. Certain other demands have been made in regard to travel entitlements related to movement of families from one Service Hospital to another, conveyance of dead bodies by air, evacuation of dangerously ill, seriously ill of family, conveyance of relatives of service personnel placed on dangerously ill list/attending funeral of deceased personnel, authorization of travel/baggage entitlements, option to use railway forms, payment of daily allowance to civilian candidates called for interviews for grant of Commission in the Defence Forces. Suggestions have also been made regarding the class of travel for officers going for hospital ission, reimbursement of road mileage allowance, conveyance of servants for the purpose, grant of full composite transfer grant instead of 1/3 composite transfer grant after retirement in NCR region, TA entitlement on first appointment, grant of additional warrant to bring the family at the new duty station on allotment of married accommodation/dispatch of family to selected place of residence etc. The Commission has examined each of the demands on merits and while it is unable to accept some of them, the following are recommended: (i)

(ii) (iii)

(iv) (v)

Travel by fastest means including air shall be authorized for onward and return journeys to dependents of deceased Defence Forces personnel for conducting customary social rites. The authorized class of travel for hospital ission shall be the same as that authorized for official tours. Conveyance granted to two relatives of battle casualties at Government expense to meet service personnel itted in a military hospital is presently limited to the rank of Lieutenant Colonels and equivalent only. Provisions of this rule should be extended to all defence personnel irrespective of rank. The existing rates of daily allowance payable to civilian candidate called for interviews for grant of Commission in the Defence Forces should be doubled. It has been suggested that the option to use railway forms for travel may be left to the individual and reimbursable expenditure should be limited to that issible by authorized class of travel. The Commission recommends that the Ministry of Defence may examine istrative

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feasibility of such an arrangement and take further action thereon accordingly. Hardship allowance, Assessors allowance, UAV crew allowance

4.10.87 Certain new allowances such as hardship allowance, skill allowance, super specialist allowance, assessors allowance, UAV crew skill allowance, service incentive allowance etc.have been proposed for introduction by the Defence Forces. The Commission, after examining the rationale given in regard to these allowances, could not find adequate justification for their introduction.

Leave Travel Concession

4.10.88 Service personnel are entitled to the following Leave Travel Concessions: -

Entitlements of service officers

Officers (a) Home Town (i)

(ii)

(iii)

Officers and their dependant family are entitled to free warrant to visit home town once in the second year of service for the first time and thereafter once in a block of two years. The officers’ families have independent title to avail of home town LTC but their return journey should be completed within six months from the date of onward journey. An officer may visit old duty station instead of hometown in case the family is residing at old duty station due to non-availability of accommodation at the new duty station.

(b) LTC to visit any station in India (i)

(ii)

Officers are entitled to free warrant once in a calendar year to visit any station in India at a distance not exceeding 1450 Kms. However, this concession is not issible in the year in which concession for home town is availed of. Similar concession is also issible to wife and dependant children to visit the same station which the officer visits. The journey is required to be performed on payment of cash and officer has to claim the entitled fare. The family has independent title but their return journey should be completed within six months from the date of onward journey.

(c) Apart from the above provisions, officers serving with units/formations in receipt of field service concessions are entitled to free warrant to visit selected place of residence/home town where family is residing once every year.

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(d) Army Aviation Officers who are on the posted strength of the Air Observation Post Flight Squadrons and who are engaged on regular flying duties against authorized vacancies involving regular flying are entitled to free warrant for journey upto a total distance of 1600 Kms for the onward and return journey. This is in addition to other entitlements for LTC. (e) Entitlement of Form D (i)

(ii)

Entitlement of PBORs

Service Officers when traveling by rail on leave at their own expense can use Form D to travel by entitled class. This form cannot be used for journey during week ends/closed holidays unless these are combined with or covered by leave duly sanctioned. Total number of Forms D issible to the officer, his/ her wife/husband and dependent children are for six one way journeys in a calendar year. Officer’s dependent parents, sisters and minor brothers who are residing with officer can use two of these six one way journey forms.

4.10.89 JCOs/ORs/NCsE/Hony Commissioned Officers PBORs and Hony. Commissioned officers can visit hometown every year on free warrant irrespective of limit of distance. Every alternate year they can visit any leave station of choice. The leave station of all the family is required to be the same.

Demands & Recommendations

4.10.90 In the demands made in the memorandum, Defence Forces have made suggestions in regard to travel by air, allowing service personnel and family to avail LTC to different places, making the use of Form D/free railway warrant optional as well as increase in Form D entitlement of officers. It has also been suggested that an additional free railway warrant/fare for both onward and return journey be authorized for personnel deployed in CI Ops/field service concession areas. During the tenure of the Commission, the Government allowed certain concession like removing the ceiling of 1450 Kms and permitting an additional free railway warrant/fare to those serving in field areas/CI Ops areas. These two concessions had been demanded by the Defence Forces before the Commission and have already been addressed. As regards the other demands made, the intention behind allowing service personnel and family to avail LTC for visiting the same station is to allow the family to spend time together as separation from family is one of the major hardships faced by Defence Forces personnel. The Commission does not recommend

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any change in this provision except that where the children are staying in hostels, they may be permitted to visit parents on LTC. As far as the question of making use of railway warrants/D Forms optional is concerned, the Ministry of Defence may examine the istrative feasibility of such an arrangement. The Commission also does not recommend any increase or any change in the entitlement of Form D. 4.10.91 Certain other suggestions have been made by the Defence Forces in the supplementary memoranda relating to travel by personal car on LTC, inclusion of dependent parents in the definition of family for purpose of all India LTC, LTC by air during road closure period to personnel of Ladakh Scout Regiment posted outside Ladakh , notional calculation of rail fare if an officer entitled to travel by AC Ist class opts to travel by air, grant of emergency ages to service personnel posted in the north east, islands of Andaman & Nicobar and Lakshadweep as well as journey on concession vouchers. In regard to proposals related to travel by personal car, inclusion of dependent parents and notional calculation of rail fare, recommendations made by the Commission for civilian employees will apply equally to Defence Forces personnel. Insofar as the provisions related to emergency ages to those posted in north eastern region etc. and journey on concession vouchers are concerned, the Commission does not recommend any change as the existing LTC entitlements of Defence Forces personnel are already more liberal than those for civilians and journeys on concession vouchers are provided mainly to spend time with the family. In the case of travel of Ladakh Scout Regiment posted outside Ladakh during road closure period, travel from Delhi/Chandigarh or J&K to Ladakh and back should be permitted on the lines of recommendations made for annual and emergency age to the employees domiciled in A&N Islands. Enhancement of educational standard for enrolment

4.10.92 It has been proposed that the educational standards for enrolment in the Defence Forces may be revised as below: Pay Group X Y Z

Existing

Proposed

Diploma Matric Non-Matric

Diploma 10+2 Matric & below

4.10.93 Consistent with recommendations made for civilian employees, particularly the MF personnel, and in view of the merger of Groups Y and Z, it is recommended that the minimum educational qualifications for entry into the Defence Forces should be Matriculation or ITI. However, Government may

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provide necessary exemptions from these minimum qualifications for groups which are traditionally recruited for certain regiments. Acting promotion

4.10.94 Acting promotions are granted to service personnel at Service Headquarters as well as at the formation level. A PBOR becomes eligible for the pay of his acting rank after 28 consecutive days of duty in the higher rank and an officer after 21 days. The grant of pay is, however, with retrospective effect. The Defence Forces have proposed to abolish the condition of holding the higher rank for 28/21 consecutive days before converting the same to paid acting rank. This demand is justified. It is, accordingly, recommended that the condition of holding the higher rank for a fixed number of consecutive days before the acting rank is paid, should be removed.

Conditions of service of PBOR in Territorial Army

4.10.95 It has been proposed to enhance the of engagement of Territorial Army PBORs from existing 17 years for Sepoy and Naik and 20 years for Havaldar to 19, 22 and 24 years for Sepoy, Naik and Havaldar respectively. The Commission is of the view that Government should take a view on the matter taking into the requirements related to age profile.

Conditions of service – Officers

4.10.96 The Defence Forces have made the following proposals in regard to the conditions of service during the training period of Officers: (i)

(ii)

Training at NDA/Naval Academy – At present, no stipend or allowance is paid to cadets at NDA/Naval Academy and similar Academies like AFMC, MCTE, MCME, CME, etc. during the period of training in these academies. The Defence Forces have suggested that a stipend of Rs.10000 per month may be paid to these Cadets during the entire period of training. Pay during training after graduation – Gentlemen Cadets, Flight Cadets and Midshipmen receive a stipend of Rs.8000 per month during the last year of training at IMA/AFA and at sea in the case of Navy. On successful completion of training, however, this stipend is converted to pay and all applicable allowances are paid as arrears to the cadets. The Defence Forces have suggested that provisional Commission may be granted in the last year of training with full pay and allowances and all attendant benefits of the commissioned rank. This period of training is proposed to be counted as service for all purposes. On successful completion of training, the Provisional Commission be converted into regular commission. Further, PBORs under training for grant of Commission as officers should be allowed the same dispensation as applicable to other trainees of the three

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Services. However, during the period of training, they should continue to draw pay and allowances appropriate to the rank held at the time of commencement of training and on successful completion of training, they should become entitled to the arrears. Recommendations

4.10.97 The justification given in regard to Cadets is that the change will bring the Services at par with the entry level conditions prevailing in other Central Government services and will make service conditions more attractive resulting in qualitative and quantitative improvement. In view of the fact that no payment is required to be made by Cadets to training academies like NDA/AFMC and the training results in award of a degree and subsequent employment in the Defence Forces, the Commission does not recommend grant of a stipend in NDA and similar training academies. As far as the grant of provisional commission in the last one year of training in Service Academies is concerned, the successful completion of training is a pre-requisite for the grant of Commission in the Defence Forces, a situation which is not totally comparable with the civilian side. Further, counting of the service spent under training for all purposes would imply that officers would get promoted as Captain one year after Commission instead of 2 years at present and this residency period appears to be extremely short. Keeping these factors in view, the Commission does not recommend any change in the present provisions related to training academies.

Substantive promotions

4.10.98 Substantive promotions are granted by time scale up to the rank of Lt Colonel and equivalent. Promotion to the rank of Colonel and above is by selection and is vacancy based. The existing eligibility for promotion to substantive rank of Colonel is 20 years of service. The Defence Forces have proposed to reduce the service requirement to 15 years in line with the A.V. Singh Committee recommendations stating that this will ensure reduction in existing deficiency of officers in junior ranks, provide faster career progression and reduce stagnation. This demand is in consonance with the approach adopted by the Commission. Further, this needs to be extended to all the higher posts which will go a long way in ensuring a younger age profile for the senior posts in Defence Forces and also allow deep selection. It is, accordingly, recommended that the minimum service prescribed for promotions to the ranks of Colonel/equivalent and above in Defence Forces should be reduced. The Government should evolve the minimum residency periods for this purpose afresh keeping in view the functional considerations.

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Ages of retirement

4.10.99 Proposals have been made by the Defence Forces in regard to the age of retirement of flying branch officers in the Air Force and for Law Officers in the Navy so as to bring about parity within the services and increase satisfaction levels among the officer cadres in the Defence Forces. It has also been suggested that if the retirement age of civilian services is enhanced, the same may be made applicable to the Defence Forces personnel also. The ages of retirement in the defence forces should be based on functional requirements, requirements of age profile etc. The Commission, therefore, is of the view that a decision on this matter needs to be taken by the Government keeping in view these and other relevant considerations.

Leave entitlements

4.10.100 The existing entitlement of leave for Defence Forces personnel are as under: Leave of officers, JCOs and Ors Type of leave

Officers

JCOs/OR

Recruits /Boys

Annual Leave Casual Leave Furlough Leave (at half pay) Sick Leave

60 days

60 days

30 days

20 days

30 days

30 days

60 days in a cycle of three years Upto a maximum of 180 days at full pay to be extended on sanction

NA

NA

(i) Entire period spent in a military or a recognized civil hospital is treated as duty subject to individual falling sick whilst on duty. (ii) After discharge from hospital, further sick leave may be granted, if advised by medical auth. (iii) There is no limit for sick leave.

issible as to Other Ranks.

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Type of leave

Officers

JCOs/OR

Recruits/ Boys

Maternit y leave to women officers

Two months leave on full pay to be extended by one month without pay in exceptional cases.

NA

NA

4.10.101 Personnel of the Defence Forces can accumulate Annual Leave upto 30 days in a year subject to the maximum ceiling of 300 days during their complete service. Personnel who proceed on retirement/discharge on their own request can encash leave as under:Service at the time of Invalidment 22 years and above 20 years and above but less than 22 years 17 years and above but less than 22 years Less than 17 years

Quantum of leave issible for encashment 300 days 265 days 132 days 113 days

4.10.102 In the case of Defence Forces personnel, the leave encashment allowed is based on number of years of service at the time of superannuation/death/invalidment/voluntary retirement, etc. It has been demanded that the quantum of encashment of leave should be delinked from the number of years of service and should be identical to civilian employees. This demand is appropriate. It is, accordingly, recommended that the quantum of encashment of leave for Defence Forces personnel should be delinked from the numbers of years of service and all Defence Forces personnel shall be allowed encashment of leave of upto 300 days. The relaxation made in the case of civilian employees in regard to encashment of leave during LTC and the ceiling for leave encashment shall also apply to Defence Forces personnel. The demand for extending the provisions of accumulation, commutation and encashment applicable to half pay leave to Furlough cannot, however, be accepted as it would introduce a distinction between the nature of the leave permitted to be encashed by officers and PBORs. The Commission, therefore, does not recommend encashment of Furlough.

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4.10.103 At present, sick leave is granted to officers for a maximum period of 6 months inclusive of annual leave at full rates of pay. It can be extended to 24 months but after the first six months, the extended leave is on half pay. Every case for prolonged hospitalization/sick leave beyond 6 months has to be forwarded to Ministry of Defence for obtaining waiver of the time limit. It has been proposed to grant full pay to officers during the entire period of sick leave irrespective of duration, provided the sickness/hospitalization is attributable/aggravated due to service conditions. The Commission recommends that the entire period of hospitalization should be covered by grant of full pay and allowances. Thereafter, further sick leave with full pay may be granted in case the sickness is attributable to service conditions. Lady Officers in the Defence Forces with less than two surviving children are granted maternity leave of 2 months. It has been proposed that this may be enhanced to 135 days for each confinement. In Chapter 4.7, the Commission has recommended that maternity leave for civilian women employees may be increased to 180 days keeping in view the guidelines of the WHO on nursing of babies. A similar provision should be followed in the case of women officers of the Defence Forces and they should be granted maternity leave for 180 days for each confinement subject to a maximum of two children. House Building Advance and Conveyance Advance

4.10.104 The Defence Forces, in their memorandum, have proposed substantial increases in the quantum of HBA and have sought that adequate budgetary provisions be made to ensure availability of funds for grant of HBA. In the case of conveyance advance also, substantial enhancement in the rates of conveyance advance have been proposed. Elsewhere in the report, the Commission has recommended that instead of providing House Building or Conveyance Advance, the Government may provide a subsidy in the interest rates of these advances and Government employees may avail of loans granted by Public Sector Banks. In consonance with these recommendations made for civilian employees, the Commission recommends that Defence Forces personnel may also be provided the subsidy in the interest rates for availing of these loans from Public Sector Banks subject to the same limits as have been laid down for civilian employees.

Income Tax

4.10.105 The Defence Forces have proposed that all allowances which are peculiar to Services and are provided in the form of compensation should be exempted from levy of Income Tax. Further, all payments to the Defence Forces pensioners on of pension should be fully exempt from Income Tax. The Commission is of the view that it is for the Government to consider exemptions from Income Tax keeping in view all relevant factors.

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Common ration scale for PBORs

4.10.106 It has been brought out by the Defence Forces that the scales of standard ration authorized to PBORs in the 3 Services are different and a common ration scale has been proposed. Such a rationalization has been considered necessary to bring in parity where differences are noticed during t operations. The Commission is of the view that different scales of rations may be dependent on the functional requirements as well as the levels of physical activity. As such, the Commission is not in a position to make any recommendation in the matter. It is for the Government to decide scales of ration required keeping in view all relevant factors.

Encashment of leave of Territorial Army personnel

4.10.107 It has been represented that Territorial Army personnel may also be allowed to encash leave upto a maximum of 300 days on par with the provisions applicable to regular Army personnel. It has been brought out in of the proposal that the rules for encashment of leave for Territorial Army personnel were brought on par with the regular Army in 1994 but after the Fifth C, when the limit was revised to 300 days for regular Army personnel, the same was not done for Territorial Army personnel. The Commission recommends that parity be maintained in the provisions related to leave encashment between Territorial Army personnel and regular Army personnel.

Future revision of allowances

4.10.108 As far as future revision of allowances is concerned, revision as specified elsewhere may be done in respect of allowances common to civilians and Defence Forces. In the case of allowances specific to Defence Forces, the rate of these allowances should be enhanced by 25% automatically each time the dearness allowance payable on the revised pay band goes up by 50%.

General recommendation on allowances

4.10.109 Although the Commission has recommended revised rates for the various allowances granted to Defence Forces personnel, the Commission is of the view that a majority of these allowances are amenable to conversion into performance related incentive. The Commission, therefore, recommends that the MoD and Service Headquarters may devise a PRI Scheme subsuming those of the allowances which can form part of PRIS.

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Chapter 4.11

Medical facilities for serving employees & pensioners Introduction

4.11.1 Presently, serving Government employees paid from civil estimates other than those working in Railways and Delhi istration are covered under the Central Government Health Scheme (CGHS) which is a compulsory scheme for all Central Government employees residing within the area covered by the CGHS Dispensaries. CGHS is a contributory scheme and the Government employees have to contribute varying sums between Rs.15 to Rs.150 p.m. for this facility. Pensioners/family pensioners can also avail CGHS facilities on payment of registration fee. It is not necessary for pensioners/family pensioners to be living in the areas covered under the CGHS for ing it. Railways and Defence have their own medical infrastructure and their employees/pensioners are not covered under CGHS. Presently, the coverage of CGHS is available in 24 cities. Central Government employees living outside these cities are not covered under CGHS. Employees and their family living outside the CGHS areas are entitled to reimbursement for medical attendance and treatment under the Central Services (Medical Attendance) Rules [CS(MA) Rules]. These CS (MA) Rules, however, are available only to the serving Government employees and the pensioners are not covered under these rules. Pensioners living in non-CGHS areas are allowed a sum of Rs.100 p.m. for meeting their medical expenditure that does not require hospitalization. The amount of Rs.100 was recommended by the Fifth C and has remained unchanged since then. Pensioners living in non-CGHS areas are, however, eligible for reimbursement of expenditure incurred on hospitalization in accordance with the prescribed rules.

Demands

4.11.2 Some associations of Government employees in their submissions to the Commission have lamented the poor quality of service available under CGHS and sought an alternative to it. The Central Government pensioners living in non-CGHS areas and their associations have demanded reimbursement of medical expenditure under the CS (MA) Rules on par with what is available to the serving employees. Substantial enhancement in the amount

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of medical allowance of Rs.100 presently payable to pensioners living in non-CGHS areas has also been demanded. Analysis and recommendations

4.11.3 The Commission is aware that there is increasing pressure on CGHS which sometimes results in less than satisfactory services being provided to its beneficiaries. On the obverse, CGHS is appreciated by a number of employees and most of the pensioners. In fact, most of the pensioners associations, in their submissions to the Commission, have requested continuance of CGHS facilities. The need of the hour may, therefore, be to retain the existing scheme of CGHS while simultaneously providing optional inpatient facilities (IPD) through medical insurance. This will provide an alternative to such of those employees/ pensioners who are not satisfied or are not living in the areas covered by CGHS. The Commission, therefore, recommends that the Government should revise entitlements for treatment in IPD for CGHS card holders so that private ward facilities are available at least to the employees in PB-2 pay band. The Commission is not in favour of extending CS(MA) Rules to the pensioners as not only it will prove to be very costly (estimates given by the Government peg it at Rs.1,820 crore p.a.) but will also suffer from problems relating to submission of bills, its verification and subsequent payment, etc. This will pose additional problems for the pensioners claiming reimbursement and will generate additional istrative work with attendant problems for the Government. The Commission is of the view that an insurance scheme should be devised for meeting the OPD needs as well. In the interregnum, the Government should consider enhancing the amount of medical allowance for pensioners living in non-CGHS areas appropriately.

Health insurance for Government employees & pensioners

4.11.4 Availability of health service providers in the private sector has increased discernibly in the recent past. Therefore, making available the in-patient facilities through a set up outside CGHS is now viable. CGHS, by way of referrals, is already using this both private and Government network. CS (MA) Rules, in any case, operate through a system of Authorized Medical Attendants (AMA) where adequate number of Government Doctors is not available. CS (MA) Rules also provide for a set of emled hospitals where the concerned employees can take treatment. The Commission was informed that the Government is in the final stages of introducing a health insurance scheme for its employees so as to provide them with wider facilities and quality health care without directly burdening the Government with the istrative responsibility of ing bills and/or expanding public sector medical infrastructure. The scheme being formulated by the Government, however, had not been formalized till the time of finalization of this Report. Accordingly, the Commission is

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recommending a scheme of health insurance for Central Government employees and pensioners in this Report. Recommendations

Railways & Defence (combatants)

4.11.5 The Commission, accordingly, recommends introduction of a Health Insurance Scheme for Central Government employees/pensioners as under :i)

For the existing employees and pensioners, the Insurance Scheme would be available on voluntary basis subject to paying the prescribed contribution. Contributions should be based on the actual paid. Group A, B and C employees should contribute 30%, 25% and 20% of the annual respectively with the Government paying the remainder. This arrangement should be reviewed periodically.

ii)

The Health Insurance Scheme would be compulsory for new Government employees who would be ing service after the introduction of the Scheme. Similarly, new retirees after the introduction of the Insurance Scheme would be covered under the Scheme. The new recruits and pensioners will consequently not be provided CGHS / CS (MA) facilities. The new recruits and the new retirees may be paid an appropriate amount for meeting their OPD expenditure till the time an insurance scheme for providing OPD facilities is devised.

iii)

Serving employees and existing pensioners shall have the option to opt out of CGHS and subscribe only to the Insurance Scheme, thus making their own arrangements for OPD needs. In such cases, they will not pay contributions to the CGHS. On par with new recruits, they will need to contribute only the amounts prescribed for similarly placed class of employees/pensioners under CGHS and may also be paid an appropriate amount for their OPD expenditure till the time an insurance scheme for providing OPD facilities is devised. The serving employees in non-CGHS areas may also opt for Health Insurance Scheme and subscribe to the same.

iv)

All personnel of the Central Government including All India Service officers, serving and retired, and others who are covered under the existing CGHS and under CS (MA) Rules may be offered the health insurance scheme on a voluntary basis.

4.11.6 The aforesaid scheme has been recommended for Government employees paid from civil estimates other than those working in Railways. However, Railways and Defence (combatants), who are having their own medical infrastructure, should also devise a similar scheme for their employees.

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Chapter 5.1

Pensionary benefits of civilian employees and Defence Forces Personnel Introduction

5.1.1 As per its of Reference, this Commission is required to examine the principles that should govern the structure of pension, death-cum-retirement gratuity, family pension and other terminal or recurring benefits having financial implications for the present and former Central Government employees appointed before January 1, 2004. 5.1.2 The Commission, therefore, had to consider pension and other related issues of all the Central Government employees except those covered under the New Pension Scheme which extends to all the Central Government employees, except those belonging to Defence Forces, as had ed the Government on or before January 1, 2004. 5.1.3 Central Civil Services (Pension) Rules, 1972 regulate pension of Central Government employees appointed on or before December 31, 2003. The employees of Union Territory istrations and civilian Government employees in the defence services borne on pensionable establishments are also covered by these rules. The term pension is not specifically defined under these Rules. The Supreme Court in the famous judgment of D. S. Nakara Vs. Union of India (AIR 1983, SC 130) had observed that pension is a payment for past services rendered.

Number of pensioners

5.1.4 The Commission deliberated all the issues relating to pension very carefully because the fate of a large number of pensioners depends on this issue. To get a clear perspective, details of the existing Central Government pensioners who would be affected by the recommendations on pension/related benefits is as under:Department • • • • •

Number of pensioners

Railway Posts Defence Telecom Civil

-

10.18 lakh 1.58 lakh 19.40 lakh 1.42 lakh 5.83 lakh

Total

-

38.41 lakh

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Pension liability of the Government

5.1.5 The annual pensionary liability of the Government at present is in excess of Rs.30,000 crore. While recommending modifications in the existing pension scheme, the Commission was guided by the twin objectives of ensuring a fair deal to all the pensioners, simultaneously keeping in view the capacity of the Government to bear additional burden on this .

Superannuation or retiring pension

5.1.6 Superannuation or retiring pension is granted on retirement from service on superannuation or invalidment after continuous service of 10 years or more. The retiring pension is also available on voluntary retirement after 20 years service or more. Presently, full pension is payable on completing qualifying service of 33 years or more. It is paid at the rate of 50% of the average emoluments drawn during the last 10 months of service. Pensionary Benefits of Civilian Employees

Retiral benefits available

5.1.7 Different retirement benefits available to employees are discussed in the succeeding paragraphs.

Gratuity

5.1.8 (i)

civilian

Three different kind of gratuity is payable in Government:Service gratuity is payable to a permanent employee retiring before completion of 10 years of qualifying service. It is payable at the rate of half month’s emoluments for every six months of qualifying service. This gratuity is payable in addition to retirement gratuity

(ii) Retirement gratuity is payable to employees retiring after minimum 5 years of qualifying service. It is payable at the rate of 1/4th of emoluments for each six monthly period subject to a maximum of 16.5 times the emoluments (including DA) or Rs.3.5 lakh, whichever is less. (iii) Death gratuity is payable in case of death in service. It is paid at the rate of twice the emoluments for service less than one year. In case of service between 1-5 years, it is payable at six times the emoluments. For service between 5 to 20 years, it is payable at twelve times the emoluments. In case the service exceeds 20 years, death gratuity is payable at the rate of half the emoluments for every six months period subject to a maximum of 33 times the emoluments (including Dearness Allowance) or Rs.3.5 lakh, whichever is less. Encashment of leave

5.1.9 Presently in the Government, encashment of Earned Leave (EL) is allowed at the time of retirement as well as while availing LTC.

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5.1.10 Limit of encashment of EL at retirement was increased from 180 days to 240 days by the Fourth C and to 300 days by the Fifth C. 5.1.11 No encashment while in service was allowed till Fifth C. Fifth C, apart from recommending increase in the maximum number of EL encashable at the time of retirement to 300 days, also allowed encashment of EL while in service. Encashment of EL upto 10 days on each occasion subject to a maximum of 60 days was allowed while availing LTC. EL encashed during service was to be deducted from the overall ceiling of 300 days. 5.1.12 Encashment of half pay leave is also allowed in case sufficient EL is not available. The extant formula reduces the half pay leave so encashed by the amount of pension payable. The Fifth C had observed that no real financial benefit accrued to the retiring Government employee on of the deductions inherent in the formula. The Fifth Pay Commission had, accordingly, recommended abolition of this formula for encashment of half pay leave and had proposed that Central Government employees be allowed to encash their accumulated half pay leave at the time of their retirement to the extent of the shortfall, if any, in the maximum earned leave that can be encashed by them. This recommendation of the Fifth C was, however, not accepted. Family pension

5.1.13 Family pension is payable to the spouse of the deceased employee/pensioner or other eligible family at the rate of 30% of the last pay drawn. 5.1.14 Family pension was first introduced under the Family Pension Scheme, 1950 which allowed 50% of the pension as family pension to employees rendering minimum 25 years of service. Family pension was issible only for a period of 5 years and maximum family pension payable was Rs.150 p.m. The period of eligibility was reduced to 20 years and family pension made issible for a period of 10 years w.e.f. 1/4/1957. 5.1.15 A revised Family pension scheme, 1964 was subsequently implemented. Under this scheme, all Government employees with one year of service or who had retired on pension were made eligible for family pension. Spouse and dependent children upto the age of 25 years were eligible. The quantum of family pension ranged from 30% of pay to 12% on a slab system. The scheme also envisaged payment of family pension at an enhanced rate (50% to 24%) for a period of 7 years or the age of superannuation, whichever was earlier.

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5.1.16 The scheme of Family pension was liberalized subsequent to implementation of recommendations of the Third Central Pay Commission. The pay limits under the slab system were enhanced. The benefit of family pension at enhanced rates was extended for a period of 7 years or till the employee/pensioner would have attained the age of 65 years, whichever was earlier. 5.1.17 The scheme of Family pension was earlier contributory and the retiring employee had to surrender two months gratuity in order to be eligible for grant of family pension on his demise. From 22/9/1977, the scheme was made non-contributory and the requirement of surrender of gratuity was dispensed with. The rules were liberalized to allow payment of family pension for life to handicapped children or till the time they became self-sufficient. 5.1.18 Subsequent to the Fourth Central Pay Commission, the minimum and maximum amount of family pension were revised to Rs.375 and Rs.1250 p.m. respectively. The slabs for paying family pension were also revised upwards and ranged from 30% to 15% of pay. 5.1.19 The condition of dependency for children of the deceased employee to be eligible for grant of family pension was removed in 1993. All children were made entitled for family pension upto the age of 25 years as against the age of 18 years prescribed in 1964 rules and the age of 21/24 years or till the time of their marriage, whichever earlier, for sons & daughters respectively prescribed by the Fourth C. 5.1.20 The scheme was liberalized further as per the recommendations made by the Fifth Central Pay Commission. Family pension was now payable at the rate of 30% of the pay last drawn in all cases. Maximum and minimum family pension was revised to Rs.9000 and Rs.1275 respectively. Family pension at enhanced rate of 50% of the pay last drawn was for a period of 7 years or till the employee/pensioner would have attained the age of 67 years, whichever is earlier. Married, widowed and divorced daughters were included for payment of family pension subject to the ceiling of 25 years. The limit of 25 years was subsequently removed in respect of unmarried/divorced daughters. Extraordinary pension

5.1.21 Extraordinary family pension is payable under the CCS (Extraordinary) Pension Rules, 1939 at the following rates:-

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(i)

In case of death or disability attributable to service or due to accidents in the performance of duty, extra-ordinary family pension is payable at 60% of the basic pay subject to a minimum of Rs.2500 per month.

(ii)

In case of disability, normal pension and gratuity is payable along with disability pension equal to 30% of pay for 100% disability. The disability pension is reduced proportionately for reduced disability. This is subject to the condition that the aggregate of the service and disability elements are, in no case, less than 60% of the basic pay last drawn.

(iii) In case of death or disability due to acts of violence by terrorists, anti-social elements etc., whether in performance of duties or otherwise, extraordinary family pension equal to last pay drawn upto re-marriage or death is payable. After remarriage, rules governing ordinary family pension are applicable. If the deceased employee has no widow but leaves behind only children, then all children together get 60% of basic pay subject to minimum of Rs.2500. In case of bachelors, family pension equal to 75% of pay last drawn is payable in case both the parents are alive. The pension is payable at the rate of 60% in case only one parent is alive, irrespective of their income. Disability pension

5.1.22 If the Government employee is discharged from Government service on of injuries sustained in specified operations as a result of either attack by or action against extremists, anti-social elements, etc. or in course of enemy action in international war or border skirmishes, he is entitled to a disability pension that comprises a service element and a disability element. The service element comprises the amount of the retiring pension plus gratuity counting service upto the date on which the employee would have retired in normal course. The disability element that is payable is equal to normal family pension for 100% disability with aggregate of service and disability element not being less than 80% of pay last drawn. 5.1.23 In case of death or disability attributable to attack by extremists, anti-social elements and enemy action, the following rates of extraordinary family pension are applicable:(i)

family pension equal to last pay drawn upto re-marriage or death. After re-marriage, ordinary family pension is issible. If there is no widow but only children, all children together get 60% of basic pay subject to the minimum of Rs.2500. In case of bachelors, family pension

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at the rate of 75% of pay last drawn is payable to parents or 60% in case only one parent is alive, irrespective of their income. (ii)

retiring pension plus gratuity counting service till normal age of retirement subject to the total amount not exceeding last pay drawn for 100% disability. Proportional reduction is made for lower disability.

Exgratia

5.1.24 Exgratia is also payable over and above the pension rules to families of Central Government employees who die in harness in the course of performance of their bonafide official duties. The rates of exgratia vary between Rs.5 lakh in cases of death occurring due to accidents in the course of performance of duty whether attributable to acts of violence by terrorists, anti-social elements etc. or otherwise to Rs.7.5 lakh in cases of death occurring due to enemy action in international war or border skirmishes or action against militants, terrorists, extremists, etc.

Changes made in the past in retiring pension

5.1.25 While considering the pension package for Central Government employees, the Commission has kept in view the various changes that have evolved in the pension benefits over the past decades. 5.1.26 The formula for computing pension has been substantially liberalized since the time of First Central Pay Commission. The pension was earlier payable at the rate of 30/80 (37.5%) of the average emoluments. This was later revised to 41.25% (33/80). From 31/3/1979, a slab system for payment of pension was introduced, wherein pension was paid at various rates ranging from 50% to 42.86%. The formula was further liberalized by the Fourth Central Pay Commission and from 1/1/1986, the pension is payable at the rate of 50% of the average emoluments comprising basic pay, dearness pay, non-practicing allowance and stagnation increments. 5.1.27 From 1/1/1996, full neutralization of dearness relief has been allowed to all pensioners. This was in conformity with the recommendations made by the Fifth C extending 100% neutralization of the increase in the price index to all the serving Central Government employees. 5.1.28 Central Government employees are also allowed to commute part of their pension for a lump-sum payment which is the commuted value of that portion of the pension. The lump-sum payment is computed by multiplying the commutation factor by 12 and further multiplying the product by the amount of pension

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offered for commutation. The commutation factor is taken from the commutation table with respect to the age next birthday. Originally, the amount of pension once commuted was not restored for life. However, pursuant to directions of the Supreme Court in writ petitions nos. 3958-61 of 1983, orders were issued allowing restoration of the commuted portion of pension both in case of civilian and defence pensioners after a period of 15 years on the ground that the commuted value of pension had to be restored once the lump-sum commutation paid and the interest thereon was fully adjusted. The Fifth C had recommended an increase in the percentage of commutable pension from 33% to 40% of pension along with its restoration after 12 years. The Commission had also considered the issue of revising the commutation table that has not been revised since March, 1971 and recommended that a detailed review of the commutation scheme based on current data should be carried out that would be more representative and closer to ground realities. The Government accepted the recommendation regarding increase in the percentage of commutable pension without taking any action on the other two recommendations relating to restoration of the commuted pension and devising a new commutation scheme. The present position is, therefore, that a pensioner can commute upto 40% of the pension which would be restored after 15 years. Demands- pension

5.1.29 Major demands on pension related issues made by the various staff associations and others sought the following relief:(i)

Components for purpose of calculation of pension should also include deputation duty allowance dearness allowance and 75% of the running allowance in respect of railway running staff retired after 4.12.88.

(ii)

Qualifying service for full pension should be fixed at 30 years

(iii)

Full pension should be 60% of the emoluments of the last month or the 10 month average, whichever is higher.

(iv)

Pension should be increased to 65% of the last pay drawn after age of 65 and by another 10% at age of 75.

(v)

Minimum qualifying service should be reduced from 10 to 5 years

(vi)

Minimum pension should be made equal to the minimum salary.

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Demands- family pension

(vii)

Full gratuity should be calculated on the basis of 25 days against 30 days in a month as issible under the gratuity act. The ceiling of 16.5 months should be removed.

(viii)

Full pension should be restored after 12 years, or on reaching 70 years of age, whichever is earlier.

5.1.30

Major demands relating to family pension are as under :

(i)

The period of 7 years for grant of enhanced family pension should be raised to 10 years.

(ii)

After the expiry of the above 10 years period, the family pension should be reduced to 75%.

(iii)

The family pension should not be less than the minimum pension of Rs.10,000.

(iv)

In the case of a son, the family pension may be allowed upto the age of 28 years because the recruitment age has been raised to 28 years. In the case of unmarried daughter, the age limit may be done away with.

Recommendations

5.1.31 The Commission has considered the various demands in light of the extant provisions, the need and justification of giving a proper deal to the pensioners and the capacity of the Government to bear additional burden on this . Recommendations on various pension related issues have, accordingly, been made in the succeeding paragraphs.

Recommendations relating to quantum of pension

5.1.32 As regards the issue of raising the quantum of pension from the existing 50% of the average emoluments to a higher percentage (say 60%), is concerned, it is noted that this demand was also considered by the Fifth C who had recommended that a supplementary pension scheme that was contributory in nature could be a viable means of increasing post retirement incomes. It is observed that the new pension scheme that is mandatory for post 31/12/2003 entrants, also envisages a second tier where contributions can be made on a voluntary basis by the Government employees towards their future pension. This can perhaps be utilized by the employees who are desirous of increasing their post-retirement incomes. Consequently, the Commission does not recommend any change in the present rates of pension which is payable at 50% of emoluments on completion of minimum prescribed years of qualifying service. The Commission, however, is of the view that older pensioners

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require a better deal because their needs, especially those relating to health, increase with age. Accordingly, the Commission recommends that quantum of pension available to the old pensioners should be increased as follows:On attaining age of 80 years 85 years 90 years 95 years 100 years Recommendations relating to qualifying service

Additional quantum of pension -

20% of basic pension 30% of basic pension 40% of basic pension 50% of basic pension 100% of basic pension

5.1.33 Presently, full pension is payable only on completion of 33 years of qualifying service. The rules also allow grant of upto 5 years of additional qualifying service for purposes of computing pension subject to certain conditions. Hence, an employee presently has to put in a minimum 28 years of qualifying service to become eligible for full pension. This acts as a disincentive for many employees for leaving the Government at an early age even though they have reached a plateau in their career and are not satisfied with their job, because they want to complete the minimum years of qualifying service prescribed for being eligible for full pension. By the time they complete such minimum years of service, they are too old to look for an alternative career and continue in the Government without being motivated to make any significant contribution. This has an adverse effect on the efficiency of the machinery. At the same time, the concerned Government employee is also prevented from pursuing an alternative career. The Commission, accordingly, recommends that linkage of full pension with 33 years of qualifying service should be dispensed with. Once an employee renders the minimum pensionable service of 20 years, pension should be paid at 50% of the average emoluments received during the past 10 months or the pay last drawn, whichever is more beneficial to the retiring employee. This will not work as a disincentive to the employees putting in longer years of service because their pay will increase along with the tenure that will have a direct bearing on the pension payable to them. With this, qualifying service will cease to have any relevance as full pension will be payable once minimum pensionable service is put in without any reference to qualifying service. Simultaneously, the extant benefit of adding years of qualifying service for purposes of computing pension/related benefits should be withdrawn as it would no longer be relevant.

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Recommendations relating to commutation

5.1.34 Earlier, the amount of pension commuted was not restorable. Consequently, a pensioner was eligible to draw only the commuted amount of pension for the remainder of the retired life. The position changed with effect from April 1, 1985 on of judgment ed in December, 1986 by the Supreme Court in Writ Petitions No. 3958-61 of 1983. In this judgment, the Supreme Court had directed restoration of the commuted value of pension once the commutation amount along with the interest element thereon was recovered fully. Accordingly, orders were issued for restoring the commuted amount of pension after 15 years. These orders were made effective retrospectively from April 1, 1985. 5.1.35 The Commission received many demands for reducing the period of restoring the full pension to 12 years. As mentioned earlier, the Fifth C had recommended such restoration after 12 years. The Fifth C had simultaneously recommended revision of the commutation table that was last revised in March, 1971. The commutation table is based on the mortality rates then extant amongst Government pensioners and a concessional rate of interest of 4.75% per annum. Department of Pension and Pensioners Welfare had considered the issue of revision of the current commutation table many times. These reviews revealed that whereas the mortality rates had not increased significantly, the rates of interest had become much higher. Another factor which has to be considered in any revision is that the commutation is now restored after a period of 15 years. Hence, any improvement in the age of life expectancy of Government pensioners beyond 15 years will cease to have any effect on computation of the commutation value. The present commutation table is more advantageous to the retiring employees and till the time, the commutation table is suitably revised to present the correct picture, there may not be any justification for decreasing the period of restoration. The Commission had commissioned the Centre for Economic Studies and Policy, Bangalore for evolving a new commutation table keeping in view all the relevant factors. This table is given in Annex 5.1.2 of the Report. The Government should modify the commutation table being used for purposes of commuting pension, accordingly. All future cases of commutation of pension should be considered as per the revised commutation table annexed to the Report which may be revised periodically by the Government keeping in view the interest rates and the mortality table. Since the commutation under the proposed scheme will be in consonance with the prevailing market rates of interest and the mortality factor, it should be possible to outsource the entire process of making payment on this . Accordingly, the Government may consider outsourcing the process of commutation of pension to any PSU Bank/Institution which would extend the commuted amount to the pensioners

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and get appropriate rate of interest on such amount. Government could extend an interest subsidy on the interest rate so charged, in case the same is found necessary. Amount of commutation Recommendations

5.1.36 In view of the aforesaid, the Commission does not propose any change in the maximum percentage of commutation allowed or in the period of restoration.

Recommendations relating to gratuity

5.1.37 Most of the Associations have demanded removal of the ceiling of Rs.3.5 lakh on retirement/death gratuity. The Fifth Central Pay Commission had recommended removal of ceiling on all kinds of gratuities keeping in view their recommendation to include dearness allowance in the definition of emoluments for calculation of gratuity. They had observed that with the inclusion of DA in the definition of emoluments, the amount of gratuity receivable will change every six months and any ceiling thereon will become unrealistic. The Government accepted the recommendation regarding inclusion of DA in the definition of emoluments for purposes of computing the amount of gratuity receivable. However, they did not remove the ceiling on maximum amount of gratuity payable but increased this limit from Rs.2.5 lakh to Rs.3.5 lakh w.e.f. 1/1/1996. This has resulted in a situation where employees retiring with the average basic pay of more than Rs.11,687 as on 1/1/2006 get restricted by the maximum limit in so far as payment of gratuity is concerned. While prescribing a limit, it may be necessary to limit the expenditure on payment of gratuity. The existing limit will prevent many Group B and C employees from getting the full benefit of gratuity. Hence, the limit of gratuity has to be such that all employees barring those in the top grades are able to get full benefit of gratuity payable as per the given formula. This is justified as death-cum-retirement gratuity was, at its inception, carved out of pension payable which earlier was issible at the rate of 30/60 of emoluments in the Liberalized Pension Rules, 1950. The rate was reduced to 30/80 of emoluments when DCRG, at the rate of 9/20 of emoluments for each year of service subject to a limit of 15 times of the emoluments, was introduced. In view of this and the fact that there is a substantial revision of emoluments, the Commission recommends that the maximum pecuniary limit of Rs.3.5 lakh on payment of gratuity should be raised to Rs.10 lakh.

Recommendations relating to encashment of leave

5.1.38 The last two Pay Commissions had successively increased the limit in accumulation of Earned Leave and its encashment by 60 days which, therefore, increased from 180 days to 240 days pursuant to recommendations of the Fourth C and to 300 days as per the recommendations of the Fifth C. The last Pay Commission had also allowed encashment of leave while availing

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LTC but the number of leave so encashed was deductible from the maximum number of leave encashable at the time of leaving the Government. 5.1.39 The maximum number of EL that can be accumulated and encashed has substantially increased by 120 days in the last 3 decades. Consequently, no rationale for raising this limit any further exists. However, it is not appropriate to deduct the number of EL encashed while in service from EL encashable at the time of leaving the service because the latter acts as a means for providing adequate resources to the retiring employee to meet the commitments at the start of the retired life. The Commission recommends that while no change may be made in the maximum number of EL that can be accumulated and encashed, whether in service or at the time of retirement/leaving the Government, however, the number of EL encashed while in service should be excluded from the overall ceiling of encashment of 300 days EL allowed at the time of retirement. 5.1.40 The present formula for making up the shortfall in the maximum amount of Earned Leave encashable at the time of retirement through encashment of Half Pay Leave (HPL) does not give any benefit. This is unjustified especially when leave salary equal to half the amount of leave salary on Earned Leave is payable during Half Pay Leave and the period spent on this leave is counted as qualifying service for purposes of pension. The Commission, therefore, recommends that both Earned Leave and Half Pay Leave should be considered for encashment of leave subject to the overall limit of 300 days. The provisions relating to encashment of Earned Leave shall continue unchanged. Half Pay Leave will be encashable at the rate equal to half the amount of leave salary payable during Earned Leave without any reduction being made on of pension payable. To make up the shortfall in Earned Leave, no commutation of Half Pay Leave shall be permissible. Family pension – analysis of changes made in the past and recommendations

5.1.41 Consequent to the recommendations made by the earlier Central Pay Commissions, the rates of family pension have been increased from 12% to 30% of the last pay drawn for all. Eligibility conditions have been relaxed and unmarried/divorced daughters made eligible for family pension without any age limit. Conditions for payment of family pension at enhanced rates have also been liberalized so that it is now payable for a period of 7 years. 5.1.42 Substantial liberalization having already been effected in rules governing payment of family pension, large scale changes are not required at this stage. The Commission also finds no merit in the suggested increase to 28 years for payment

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of family pension to the sons of deceased employees. The limit of 25 years in respect of unmarried daughters has already been removed and no further changes are, therefore, required in this regard. Any further extension in the present period of 7 years for grant of enhanced family pension is also not necessary. However, a special dispensation is justified for those dying in harness. The Commission, accordingly, recommends that in case of Government employees dying in harness, family pension may be paid at enhanced rates for a period of 10 years. The dependency criteria for all purposes should be the minimum family pension along with dearness relief thereon. This should also be followed in cases relating to payment of family pension as well. 5.1.43 In accordance with recommendations for paying higher quantum of pension to very old pensioners, quantum of family pension payable to similarly old family pensioners would also need to be increased. The Commission, accordingly, recommends that quantum of pension available to the family pensioners should also be increased on par with that recommended for pensioners as under:On attaining age of 80 years 85 years 90 years 95 years 100 years CCS (Extraordinary) Pension Rules, 1939 – analysis & recommendations

Additional quantum of family pension -

20% of basic family pension 30% of basic family pension 40% of basic family pension 50% of basic family pension 100% of basic family pension

5.1.44 The Commission notes that the provisions on extraordinary family pension have been liberalized substantially by the Fifth C. The present provisions, therefore, are adequate and no further large scale changes are necessary in so far these rules are concerned. However, in the case of disability pension, for 100% disability where the individual is completely dependent on somebody else for day to day functions, no Constant Attendant Allowance is available under the CCS (Extraordinary) Pension Rules, 1939. The Commission notes that such Constant Attendant Allowance is available in the Defence Forces. A similar allowance needs to be extended in respect of civilian retirees as well because their requirement would be similar. The Commission, accordingly, recommends introduction of a constant attendant allowance, on the lines existing in Defence Forces under the CCS (Extraordinary) Pension Rules, 1939 as well.

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Recommendations relating to exgratia

5.1.45 As mentioned earlier, exgratia is payable over and above the pension rules to families of Central Government employees who die in harness in the course of performance of their bonafide official duties. The existing categorization of exgratia payable is quite adequate. The Commission, however, notes that the troops employed in the high altitude and inaccessible border areas not only have to battle the enemy but also the elements. Any death while on duty in such specific border posts, whether during action against enemy or otherwise on of natural disasters, extreme weather conditions, etc. needs to be treated on the same footing and be made eligible for payment of exgratia at the higher rates. The rates of exgratia also need to be revised upwards so as to provide sufficient financial assistance to the families of the deceased employees who die in performance of their bonafide official duties. The Commission, accordingly, recommends that the rates of exgratia may be doubled and raised to Rs.10 lakhs in cases of death occurring due to accidents in the course of performance of duty whether attributable to acts of violence by terrorists, anti-social elements etc. or otherwise and to Rs.15 lakhs in cases of death occurring due to enemy action in international war or border skirmishes or action against militants, terrorists, extremists in the border posts or on of natural disasters, extreme weather conditions while on duty in the specified high altitude, inaccessible border posts, etc.

Past pensioners – analysis of changes made in the past and recommendations

5.1.46 The main demands of past pensioners related to grant of one rank one pension both for civilian as well as Defence Forces retirees and better medical facilities. In case of Defence Forces, the issue of one rank one pension was conceded partially when one time increase was granted to Defence Forces pensioners in 1992 that reduced the gap between past & present pensioners in Forces. The Fifth C extended full parity between pre & post 1/1/1986 pensioners and a modified parity between pre & post 1/1/1996 pensioners. In modified parity, it was provided that pension could, in no case, be less than 50% of the minimum of the corresponding Fifth C revised pay scale from which the pensioner had retired.

Fitment benefit to the past pensioners

5.1.47 The Commission notes that modified parity has already been conceded between pre and post 1/1/1996 pensioners. Further, full neutralization of price rise on or after 1/1/1996 has also been extended to all the pensioners. Accordingly, no further changes in the extant rules are necessary. However, in order to maintain the existing modified parity between present and future retirees, it will be necessary to allow the same fitment benefit as is being recommended for the existing Government employees. The Commission, accordingly, recommends that all past pensioners should be allowed fitment benefit equal to 40% of the pension excluding the effect of merger of 50% dearness allowance/

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dearness relief as pension (in respect of pensioners retiring on or after 1/4/2004) and dearness pension (for other pensioners) respectively. The increase will be allowed by subsuming the effect of conversion of 50% of dearness relief/ dearness allowance as dearness pension/dearness pay. Consequently, dearness relief at the rate of 74% on pension (excluding the effect of merger) has been taken for the purposes of computing revised pension as on 1/1/2006. This is consistent with the fitment benefit being allowed in case of the existing employees. A table (Annex 5.1.1) showing fixation of the pension of the existing pensioners in the revised dispensation consequent to implementation of the recommendations of this Commission has been prepared and should be used for fixing the revised pension of the existing pensioners. The fixation as per this table will be subject to the provision that the revised pension, in no case, shall be lower than fifty percent of the sum of the minimum of the pay in the pay band and the grade pay thereon corresponding to the prerevised pay scale from which the pensioner had retired. To this extent, a change would need to be allowed from the fitment shown in the fitment table. Medical care for pensioners

5.1.48 As regards improved medical care for pensioners, the Commission was informed that the Government is in the process of introducing a new scheme providing medical insurance to the pensioners. This scheme would have adequately addressed the indoor medical treatment needs of the pensioners. However, it was not operationalised till the time of finalization of this Report. The Commission has, accordingly, addressed the issue in the chapter on Medical facilities in this Report. Insofar as day to day expenditure on medicines and consultation for OPD treatment of the pensioners is concerned, the Fifth C had recommended a fixed medical allowance of Rs.100 per month for meeting the expenditure on day to day medical expenses of the pensioners residing in an area not covered by CGHS. The Fifth C had also recommended extension of CS (MA) Rules, 1944 to the pensioners in a restricted manner. The Government accepted the recommendation regarding payment of the fixed medical allowance but did not extend CS (MA) Rules, 1944 to the pensioners.

Medical Allowance for pensioners

5.1.49 The Commission notes that under CS (MA) Rules, 1944, the employees have to make the payments and then claim reimbursement from the Government. This procedure may pose problems to the retirees in claiming reimbursements. Accordingly, the Commission does not recommend extension of CS (MA) Rules, 1944 to the pensioners. In Chapter 4.11, recommendations have been made for providing OPD facilities to the pensioners living in non-CGHS areas.

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F/SRPF Optees

5.1.50 Many demands have been made seeking another option for the F/SRPF beneficiaries to switch over to the pension scheme. It is seen that the Fifth Central Pay Commission had examined the issue minutely and concluded that an option having been given to the SRPF retirees to switch over to the pension scheme as many as 12 times, no case existed to argue that they were not given a reasonable opportunity to do so. It is also noted that in the last option, all those who had not specifically opted to be governed by the SRPF scheme were automatically brought over to the pension scheme. Hence, no case would appear to exist for giving another option to these ex-employees. The Fifth C had recommended payment of exgratia at a flat rate of Rs.600 per month as a measure of adopting a sympathetic and humanitarian approach for such of those F/SRPF beneficiaries as had superannuated from the Government. The rates of the exgratia have been further revised by the concerned Ministries. Dearness Relief at prescribed rates is also payable on the exgratia which, therefore, is inflation proof. Accordingly, no further change in the existing scheme of payment of exgratia to F/SRPF optees is required. The existing scheme may, therefore, continue in their case.

Instances where the extant rules are discriminatory against women

5.1.51 Dependent sons/daughters are allowed to avail medical facilities under CS (MA) Rules and CGHS Rules. In case of sons the eligibility is till the time he starts earning or he attains the age of 25 years, whichever is earlier. In case of daughters it is till the time they start earning or get married, whichever is earlier. Consequently, whereas a dependent boy below 25 years of age will continue to be eligible for medical facilities even after marriage till the time he attains the age of 25 years or becomes independent, a dependent girl below 25 years will lose this facility the moment she gets married. It may be judicious to amend the rule so that the discrimination against women is rectified.

Medical facility to dependent daughters

5.1.52 Ministry of Health vide O.M. No.4-24/96-C&P/CGHS (P) dated 17th September, 1999 has conveyed to all Ministries/Departments of the Government the directions given by the High Court of Delhi as per which the medical facilities will continue to be available to sons who are dependent on the Government employees/pensioner irrespective of their age. The aforesaid order of Ministry of Health directs all Ministries/Departments of Government of India to comply with the aforesaid directions of the High Court. Significantly, the O.M. does not stipulate that a similar benefit should be extended to the daughters as well. The Commission had discussed this issue with the Department of Women & Child Development who were of the

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view that a similar benefit needed to be extended to the similarly placed daughters as well. The Commission finds considerable merit in the point of view conveyed by the Department. It is, accordingly, recommended that on par with the facility extended to the dependent sons, the medical facilities should be continued in respect of dependent daughters irrespective of their age. Presently, definition of family of Government employee for various purposes includes widowed/divorced daughters but does not include their minor and dependent children. The Commission has received several references seeking extension of the benefit of medical facilities to the minor and dependent children of widowed/divorced daughters on the ground that absence of such facility places an unreasonable burden on this category. This demand is justified. It is, accordingly, recommended that for the purposes of medical facilities, the definition of the family should be expanded to include the minor and dependent children of widowed/divorced daughters. Eligibility for family pension

5.1.53 For purposes of nomination for eligibility to get family pension etc., the term `Family’ is divided into two categories with the relations mentioned in first category having precedence over relations mentioned in the second category. The first category includes sons and unmarried daughters. However, widowed daughters have been placed in the second category. This is discriminatory towards the widowed daughters especially as sons, whether married/unmarried/widowers/divorced have been placed in the first category. The Commission, accordingly, recommends that for purposes of eligibility for Family Pension and other related benefits, the widowed daughters should also be placed in the first category.

Eligibility for encashment of leave

45.1.54 The issue regarding payment of encashment of leave to a person dying in harness, the amount is payable in the following precedence: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

widow or the eldest surviving widow (with reference to the date of marriage) or husband; the eldest surviving son or an adopted son; the eldest surviving unmarried daughter; the eldest surviving widowed daughter; the father. the mother; the eldest surviving brother below the age of 18 years; the eldest surviving unmarried sister; the eldest surviving widowed sister; the eldest surviving married daughter; and the eldest child of the eldest predeceased son.

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The amount is payable to a member only if member of the preceding category is not available. The table reveals that status of a married daughters slips to serial number 10 whereas in case of son, the serial number remains two irrespective of his marital status. This is patently unfair to the married daughter as she has been placed below certain categories of siblings of the deceased employee. Some adjustment is, therefore, needed in this case. The Commission recommends that for purposes of payment of encashment of leave to a person dying in harness, the amount should be paid to the relations as per the following order:1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Family Pension

widow or the eldest surviving widow (with reference to the date of marriage) or husband; the eldest surviving son or an adopted son; the eldest surviving unmarried daughter; the eldest surviving widowed daughter; the father. the mother; the eldest surviving married daughter; the eldest surviving brother below the age of 18 years; the eldest surviving unmarried sister; the eldest surviving widowed sister; and the eldest child of the eldest predeceased son.

5.1.55 Family pension is presently payable to widowed/divorced daughters till the time they get remarried or start earning more than Rs.2550 per month. Same is the case with the widow of a deceased Government employee who either does not have any children from the deceased employee or is not looking after such children. These widows are also paid family pension till the time they get remarried or die. The Commission has received many representations seeking continued family pension for such widows. The Defence Forces also made a strong pitch for this benefit. The Commission is of the view that stopping family pension on remarriage places an impediment in the remarriage of the widows. The position, therefore, needs to be rectified. The Commission, accordingly, recommends that the childless widow of a deceased Government employee should continue to be paid family pension even after her remarriage subject to the condition that the family pension shall cease once her independent income from all sources becomes equal to or higher than the minimum prescribed family pension in the Central Government .

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Pensionary benefits of Defence Forces Personnel Retiring Pension for Commissioned Officers

5.1.56 Pension of Commissioned Officers is fixed on the basis of average emoluments drawn during last 10 months. Pension is paid at the rate of 50% of the average emoluments. Minimum qualifying period of service is 20 years and full pension is payable on completion of 33 years of qualifying service. These rules are identical to those prevailing in case of civilians. Higher weightage of 3 to 9 years (civilians are allowed weightage of upto 5 years) is given to officers to compensate for truncated career. Weightage is given to the extent the prescribed age of superannuation for the post falls short of 60 years. Defence Forces have proposed that officers should be paid pension at the rate of 50% of the maximum of the scale attached to the rank from which they retire. The Commission has recommended payment of pension at the rate of 50% of the last pay drawn or the average emoluments, whichever is higher, irrespective of the number of qualifying years of service completed (subject to completion of 20 years of qualifying service). All reference to full pension being payable only on completion of 33 years of qualifying service are proposed to be removed. No justification, therefore, remains for allowing any weightage. Further, in the scheme of running pay bands and grade pay, the pension cannot be paid at the maximum pay attached to the post. The Commission recommends accordingly.

Commutation of pension

5.1.57 Commissioned Officers are allowed commutation of pension to the extent of 43%. The Fifth C, while increasing the amount of pension available for commutation in case of civilians from 33% to 40%, maintained the percentage for Commissioned Officers at 43%. The Defence Forces have desired that this amount be increased to 50%. The demand is justified. The Commission, accordingly, recommends that maximum allowable commutation of pension in case of Commissioned Officers should be increased to 50%. Similar dispensation should also be extended in case of PBORs who are presently allowed to commute 45% of their pension. Presently, commuted pension is restored on completion of 15 years as in the case of civilians. Defence Forces have proposed that the period of restoration should be reduced to 12 years. Similar demand was made by many civilian employees/associations but the same has not been found acceptable as the commuted value computed with reference to the extant commutation table was not fully recoverable even after a period of 15 years. A revised commutation table is being proposed which is also based on the premise that commuted portion of pension would be restored after a period of 15 years The period of 15 years may, therefore, need to be retained for civilians as well as the Defence Forces.

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One Rank One Pension

5.1.58 One Rank One Pension has been demanded for all exservicemen. The Fifth C had already granted full parity between pre and post 1/1/1986 pensioners and a modified parity between pre and post 1/1/1996 pensioners. Identical dispensation was given to the civilian employees as well as Defence Forces personnel. No change is proposed in the existing dispensation either in case of civilians or Defence Forces. Hence, extant provisions may continue.

Qualifying service for getting second pension

5.1.59 Presently, qualifying service for receiving second pension in case of ex-servicemen employed in Defence Security Corps (DSC) is 15 years. A demand has been made to reduce this period to 10 years. The Commission is recommending lateral movement of Defence Forces personnel to MFs/defence civilian organizations, including DSC, which will ensure a long tenure for these personnel. Further, with removal of any linkage of payment of full pension with qualifying service of 33 years, the necessity of liberalizing provisions for second pension may not really exist. No further liberalization is, therefore, necessary in this regard.

Retiring Pension for PBORs

5.1.60 Pension is payable at the rate of 50% of the reckonable emoluments. Full pension is payable on completion of 33 years of qualifying service. Since, PBORs have truncated careers, in their case; the reckonable emoluments are taken as maximum of the pay scale attached to the rank including 50% of the classification pay. Pension is payable after minimum qualifying service of 15 years. Weightage of 5 to 10 years is allowed. The Defence Forces have made following proposals in respect of PBORs pension:•

Pension to be paid at the rate of 75% of the maximum of the scale in case of PBORs retiring upto age of 55 years and at the rate of 50% for those retiring after the age of 55 years.

•

Whole of classification pay to be included for computing pension.

Existing weightage have been demanded to be enhanced as under:Rank in army/ equivalent ranks in other services Sepoy Naik Havaldar Naib Subedar Subedar Subjedar Major

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Present Weightage (Years) 10 8 6 5 5 5

Weightage Demanded (Years) 14 11 9 8 8 8

5.1.61 The Commission has recommended payment of pension at the rate of 50% of the emoluments irrespective of whether 33 years of service has been completed or not. While the pension in case of PBORs should continue to be paid on completion of qualifying service of 15 years, no rationale would continue to exist for paying their pension with reference to maximum of the pay scale or of giving them any additional weightage. In any case, in the revised scheme of running pay bands, fixing a maximum pay for any particular rank is not possible. Further, with lateral movement of Defence Forces personnel to MFs etc., additional weightage is not really necessary. The benefit being recommended for civilians that the pension would be based either on the pay last drawn or the average emoluments for last 10 months, whichever is more beneficial, would, however, need to be extended to the Defence Personnel as well. The Commission, accordingly, recommends that the pension of PBORs on completion of 15 years or more of reckonable service should be computed at the rate of 50% of the pay last drawn or the average emoluments, whichever is more beneficial, without any additional weightage being allowed. Military Service Pay would be counted for pension. Whole of classification pay may also be included for purposes of computing pension. This recommendation will take effect retrospectively from 1/1/2006 because the running pay bands shall take effect from this date. Therefore, the maximum of a pay scale will cease to have any relevance from this date. Consequently, the recommendation will need to be made effective for PBORs from 1/1/2006. The following table reveals that the pension payable even to the PBORs who retire only after 15 years of service would also increase substantially under the revised dispensation now being proposed:-

Post

Sepoy Naik Havaldar Nb. Sub Subedar Sub. Major

(Rs.per month) Pension as per Minimum existing rules * Revised Pension (basic pension + Increase DP + DR +) X Group 3319 5335 2016 3319 5620 2301 3380 6215 2835 4673 8320 3647 5518 9375 3857 5665 9910 4245

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Post

Sepoy Naik Havaldar Nb. Sub Subedar Sub. Major

Pension as per Minimum existing rules * Revised Pension (basic pension + DP + DR ) Y Group 3083 4330 3096 4680 3096 5035 4588 7490 5254 8545 5383 8775

Increase

1247 1584 1939 2902 3291 3392

* As on 1.1.2006 for a PBOR retiring after 15 years of service. The actual benefit for PBORs with more than 15 years of service will be higher. Pension for Honorary Ranks

5.1.62 Presently, Havaldars on getting the rank of Honorary Naib Subedar are given an additional pension of Rs.100. As against this, JCOs after becoming Honorary Officers get pension as per the existing formula on the basis of pay attached to the post of Honorary Officer. Defence Forces have proposed that the pension of Honorary Naib Subedars may also be fixed, accordingly, on the basis of pay attached to the rank. The proposal is inherent in the revised scheme of pay bands being proposed. A Havaldar, on promotion as Honorary Naib Subedar will be eligible for pension with reference to the salary drawn/drawable in the rank of Naib Subedar. Further, pension is now payable with reference to either 10 months average emoluments or the last pay drawn, whichever is beneficial. In light of these changes being recommended, pension for all Honorary ranks of Naib Subedar will henceforth be payable by taking this placement as a regular promotion to the higher grade wherein benefit of fitment in the pay band and the higher grade pay will be taken into for purposes of fixation of pension.

Family PensionExisting position

5.1.63 Family pension is payable to family or dependents upon death of a servicemen whether in service or after retirement. Ordinary Family Pension at the rate of 30% of last pay drawn is payable in cases of death due to causes neither attributable to nor aggravated by military service. Ordinary Family Pension is issible at enhanced rate of 50% for duration of 7 years after death or till 67 years of age, whichever is earlier. Enhanced rate cannot, however, exceed service pension or notional service pension of the deceased. Widowed daughters are authorized

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Ordinary Family Pension for life whereas unmarried daughters are allowed Ordinary Family Pension till the age of 25 years. Proposals regarding Ordinary Family Pension

5.1.64 Defence Forces have made following suggestions regarding ordinary family pension :• Rate of Family Pension payable to widow should be increased to 40% of the maximum of the scale till the time the deceased employee would have attained the age of 60 years. Thereafter it may be paid at 30% as at present. • Duration of enhanced rate of family pension should be increased to 15 years. • Stipulation limiting enhanced rate of ordinary family pension to service pension be removed. • Family pension to widows should be continued even after their re-marriage. If she abandons her children, the pension should on to the children collectively. • Ordinary family pension should be paid to unmarried daughters for life. • Families of persons drawing two pensions should be authorized to draw 2 family pensions. • Families of those dying during trials of indigenous developed weapon systems and ammunition should be authorized liberalized family pension.

Analysis of proposals on Ordinary Family Pension

5.1.65 Provisions regarding Ordinary Family Pension are same for civilians and Defence Forces personnel. The Commission has recommended that in case of Government employees dying in harness, family pension shall be paid at enhanced rates for a period of 10 years. This will equally apply in case of Defence Forces personnel dying in harness. As regards the stipulation that enhanced rate of Ordinary Family Pension should not exceed service pension, the same affects such of those PBORs who die after putting in short span of service. This will cease to be of relevance in the proposed dispensation as per which pension will be payable at 50% of the reckonable emoluments irrespective of the number of qualifying years of service put in. No justification remains for limiting family pension to unmarried daughters till the age of 25 years when widowed daughters are allowed family pension for life. Similar dispensation, therefore, needs to be extended in case of unmarried/divorced daughters. The Commission, accordingly, recommends that unmarried daughters should also be allowed family pension for life. Payment of family pension to widows on re-marriage was considered by Fifth C who recommended continuance of Ordinary Family Pension on re-marriage whenever the widow decided to look after the children. Defence Forces have proposed this dispensation. Extant rules already provide for this. No

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further recommendation is necessary on this . Defence Forces proposal for payment of liberalized Family Pension to those dying during trials of indigenously developed weapon system and ammunition is justified as at the time of initial trial, the efficacy and safety of the weapon is not known and the risk to life is higher. The Commission recommends that liberalized family pension should also be paid to the families of military personnel dying during trials of indigenously developed weapon system and ammunition. Disability Pensionary awards

5.1.66 Disability pensionary awards include:• • •

Disability Pension Invalid Gratuity & War Injury Pension

Disability Pension - Disability Pension is given to Defence Forces personnel who leaves service on of disability attributable to or aggravated by military service. The basic scheme is similar to that for civilians; however disability element for service personnel is paid at flat rates unlike in case of civilians who are granted disability element as a percentage of pay equal to issible family pension. Defence Forces personnel in receipt of Disability Pension for 100% disability are also given Constant Attendance Allowance. As per recommendations of Fifth C, this allowance is payable at the rate of Rs.600 p.m. Invalid Gratuity – Invalid Gratuity is paid at the rate of half month’s emoluments for every six months of service. It is payable in addition to DCRG. War Injury Pension – War Injury Pension is payable for injury sustained during notified operations. The War Injury Pension is payable on the basis of reckonable emoluments last drawn and is equal to reckonable emoluments last drawn for 100% disability and is proportionately reduced for lesser disability subject to the prescribed minimum. Disability Pension awards - demands

5.1.67 Following proposals made by the Defence Forces regarding disability pension awards:•

Defence personnel should also be paid disability component of Disability Pension on percentage basis at the rate of 30% of basic pay subject to a minimum of Rs.1550 p.m. In case of disability due to injury in war/war like situations, it should be paid at the rate of 60% of the last pay drawn subject to a minimum of Rs.3100 p.m.

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Disability Pension awards Analysis

•

No qualifying service should be prescribed for grant of Disability Pension due to causes neither attributable nor aggravated by service conditions.

•

In all attributable cases, disability component should be paid for disabilities below 20% (presently it is not paid for disabilities below 20%).

•

Rate of Constant Attendance Allowance should be raised to the minimum wage applicable to a Group D employee of Central Government so as to provide disabled soldiers enough means to hire an attendant.

•

Removal of the bar on payment of disability pension who are initially retained in service but subsequently seek voluntary retirement.

5.1.68 The demand that disability element should be calculated as a percentage of pay is justified especially as in the case of civilians also; disability element is computed as a percentage of pay (30%). The Commission, accordingly, recommends that disability element for purposes of disability pension in case of Defence Forces personnel should be computed at the rate of 30% of pay. Removal of any qualifying service in NANA (Neither Attributable Nor Aggravated) cases will have repercussions in the civilian side as well. Acordingly, the status quo may need to be maintained. Disability of 20% or lower cannot be treated as a disability that will vitally affect the functions of a person. On these grounds, disability element is not payable for disability of 20% or lower. The existing position is appropriate and may need to be retained. Rates of Constant Attendant Allowance need to be increased. Generally all the allowances have been proposed to be increased by a factor of two. However, a higher Constant Attendant Allowance needs to be given. Acordingly, the Commission recommends that existing rates of Constant Attendant Allowance may be increased by five times to Rs.3000. Further, these rates should be increased by 25% every time the dearness allowance payable on revised pay bands goes up by 50%. 5.1.69 As regards removal of the bar on payment of disability pension to those personnel who are initially retained in service but subsequently seek voluntary retirement, it is observed that all Defence Forces personnel found to have disability other than NANA and who are retained in service despite the disability, are paid compensation in lieu of the disability element. The Fifth C had considered the issue and recommended continuance of this system. Accepting this proposal would mean

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extending double benefits in form of the initial lump-sum payment and subsequent pension for the same disability element. The recommendations of the Fifth C in this regard are justified. However, an option may be given to the concerned official in cases of disability other than NANA whereby the lump-sum compensation in lieu of disability element is foregone but disability pension at the time of retirement, whether voluntary or otherwise, is given. This will entail a change in the extant rules which bar payment of disability pension in all cases of voluntary retirement. The Government may take necessary action in this regard. DCRG

5.1.70 The extant rules for DCRG in the Defence Forces are identical to those existing for civilians. In the case of civilians, the limit of DCRG is proposed to be increased to Rs.10 lakh without any ceiling on the number of months (the present ceiling is Rs.3.5 lakhs and 16 ½ months salary). The Defence Forces have demanded that all ceiling should be removed and that the existing weightages for PBORs may be increased. A special dispensation cannot be made for Defence Forces in respect of the ceiling as relativities with the civilians in this regard are already wellestablished. Weightages for PBORs can also not be increased because the same are being removed totally for purposes of pension. Acordingly, the Commission recommends that only the pecuniary ceiling on gratuity may be increased with the other conditions being kept unchanged.

Ex-gratia

5.1.71 Presently, families of defence personnel who die in harness in the performance of their bonafide official duties are paid ex-gratia lump-sum payment as under:Death due to accidents in course of duties

Rs.5 lakh

Death in the course of duties attributable to acts of violence by terrorists etc.

Rs.5 lakh

Death occurring during enemy action in war or border skirmishes or in action against militants, terrorists, etc. Rs.7.5 lakh Death occurring during enemy action in international war or war like engagements specifically notified

Rs.10 lakh

Defence Forces have demanded ex-gratia of Rs.10 lakh for deaths in harness other than NANA; Rs.25 lakhs for deaths due to accidents/acts of violence; Rs.35 lakhs for deaths due to enemy

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action in international war and border skirmishes and Rs.40 lakhs for deaths during operations notified by the Government. The rates of ex-gratia were last increased in August, 1999. The rates also have relativity with the civilian side as well. As a general principle, rates of various benefits and allowances revised after Fifth C are being doubled. The same principle needs to be applied in this case also. The Commission, accordingly, recommends the following revised rates of ex-gratia for families of Defence Forces personnel who die in harness in the performance of their bonafide official duties:-

Funding pension liability in future

Death due to accidents in course of duties

Rs.10 lakh

Death in the course of duties attributable to acts of violence by terrorists etc.

Rs.10 lakh

Death occurring during enemy action in war or border skirmishes or in action against militants, terrorists, etc.

Rs.15 lakh

Death occurring during enemy action in international war or war like engagements specifically notified

Rs.20 lakh

5.1.72 There has been a growing concern about the manner in which the burgeoning pension bill can be funded keeping in view the fact that the New Pension Scheme (NPS) implemented for civilian employees recruited on or after 1-1-2004 would start yielding benefits only after another three decades. A study was commissioned to Center for Economic Studies and Policy, Institute for Social and Economic Change, Bangalore (ISEC). The of study inter alia specifically included suggesting various options for meeting the future pension liability by devising suitable and selfsustaining models for financing the pension of Central Government employees recruited prior to 1.1.2004 with the final objectives that the funds so devised are able to meet substantially the entire pension liability of the Government. The study has revealed that while the future Central Government pensionary expenditure in absolute would be significant, as a percentage of GDP its share is on the decline. It was also seen that the two key factors that have had an impact on the growing pension related expenditure are the huge intake of Government employees in the initial years of the planned development of the country along with a sharp increase in the size of pay and other allowances over a period based on revisions recommended by the Pay Commissions from time to time. In recent years, there has been a considerable decline in Government employment. Consequently the number of retirees in future will also be lower with concomitant decrease in the future

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growth of the pension bill. The pension bill will be further reduced once the scheme of lateral movement of defence personnel to MFs is implemented. In any case, the projected pension costs are not alarmingly high given the expected robust growth of the economy and the short nature of the period during which the huge payments are to persist and are expected to fall considerably after touching an all time high of 1.1% of GDP in 1999-2000. Thus, the future pensionary liability of the pensioners and employees covered by CCS (Pension) Rules, 1973 as well as the defence forces can continue to be discharged under the existing Pay As You Go system with out much difficulty. Creating a partial pension fund

5.1.73 In case, however, the Government wants to create a pension fund to discharge their pension liability, the study by ISEC reveals that the net present value of the projected pension liability is Rs.3, 35,628 crore based on assumed rate of return of 8 percent. A fund of this magnitude would help the Government meet the pension payments from the returns of the fund, and help avoid earmarking resources on an annual basis for the mounting pension outgo that takes place on of the Pay As You Go system that currently happens with each budget. Creating a fund of this magnitude may not, however, be possible in the current fiscal scenario, wherein, the Central Government is still experiencing revenue deficit. As mentioned in the study by ISEC, the Government should, however, consider the possibility of segregating the projected pension liability into a partially funded component and partially Pay As You Go component for the employees not covered by new Pension Scheme who are still in service. This can be done in various ways. One method, suggested in the study by ISEC, can be to bring the pension liability of all the employees who are below the age of 40 years under a kind of funded investment. The study by ISEC reveals that at eight percent rate of return, the size of annual funding required to meet the liability arising on of all the employees aged below 40 ranges between Rs 6601 crore over a ten year period to Rs 4149 crore over a twenty five year period. Creating such a fund will allow the Government to partially defray their future pensionary liability with out impacting the present developmental activities. The interests of the employees will, in any case, be fully protected as they will continue to be eligible to draw pension as per the CCS (Pension) Rules.

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Chapter 6.1

Appointment & Promotion Policy

Appointments to the higher echelons

6.1.1 Presently, three All India Services exist viz. Indian istrative Service, Indian Police Service and Indian Forest Service. Apart from All India Services, Central Civil Services exist which are categorized as Group A. The All India Services are common to the Centre and the States whereas Civil Services of the Central Government are controlled only by the Central Government. The Central Civil Services for more than 2/3 of the total Group A posts under the Central Government and can be broadly classified as non-technical and technical services. The latter includes engineering and scientific services.

Career aspirations

6.1.2 The aspirations of candidates appearing for AIS/Organized Central Civil Services Group A are high, as they enter the Government at the highest entry level available. The incumbents to these posts always aspire to reach the highest level available in the Government. While the aspirations are justified, however, any reasonable cadre structure can only be pyramidal having lesser number of posts at the apex level. Accordingly, it needs to be appreciated that not everyone can rise to the top position even after ing the AIS/Organized Central Civil Services.

Demands made during oral submissions

6.1.3 During the course of oral submissions, almost all the Organized Group A Service organizations had conveyed the dismal state of career advancement which leads to acute stagnation. Consequently, almost every service organization had desired creation or upgradation of additional posts in the higher grades. The Commission has not considered demands of individual cadres as they have taken a conscious decision not to undertake any individual cadre reviews. Most of the Group A /AIS associations also stressed on the need to herald a work culture in the Government that will reward performance. In such a system, the employees will have an incentive to work harder to prove themselves. The Indian Civil & istrative Services (Central) Association, in their oral deposition before the Commission, emphasized the need for introducing a transparent and merit-driven placement and promotion framework which has uniform and transparent applicability across services and cadres.

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Present state

6.1.4 Despite the dismal state of career progression pointed out by most of the organizations, the Commission has observed that in the recent past, almost every cadre review of an organized Group A Service has resulted in creation of a large number of additional posts in the higher grades. While some of these upgradations would undoubtedly have been on functional considerations, the others were given primarily to alleviate stagnation and provide suitable promotional channels to the officers in the cadre. While such upgradations have resulted in a top heavy organization in most cases, still the problem of stagnation and finding suitable career advancement avenues for the officers of the respective cadres has not been appropriately addressed as most of the organizations\cadres are still perturbed about their career advancement prospects. Within the structure being recommended by the Commission, there will be flexibility to fit people in running pay bands. In para 3.3.12 of the Report, recommendation for grant of the higher scale on non-functional basis has been made. This will address the problem of stagnation effectively in all organized Group A Central Services.

Selection to deputation posts

6.1.5 The guiding beacon of the Commission’s report is to improve productivity and to bring about a result orientation with quantifiable and deliverable benefits across all Government organizations. The Commission wishes to bring in a work culture in the Government that will reward performance. In such a system, the employees will have an incentive to strive harder and deliver results. As mentioned earlier, most of the services as well as Indian Civil & istrative Services (Central) Association have desired introduction of a transparent and merit driven placement and promotion scheme that has uniform and transparent applicability across services and cadres. It is, therefore, high time to implement the much needed corrections in the process of selection for manning higher level deputation posts in the Government. This will mean a change in the existing scheme where selections to these posts are, as a matter of fact, primarily based on seniority. Faster selections of the deserving employees will not only give them an incentive to work hard but also lower the age profile.

Existing problems

6.1.6 To attain the aforesaid goals, the Commission is of the view that the procedure for appointments in the higher echelons of Central Government has to be modified so that due emphasis is placed on selecting performers who are suitable for specific jobs and whose performance can be monitored. The main problem faced by various Organized Group ‘A Services in deputations is the inordinate time taken for their emment for placement under the Central Staffing Scheme. Due to this, most of the Group A

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service officers are not able to get emled to the post of t Secretaries and above. This has led to a feeling of resentment in various Group A services that needs to be addressed. The Commission has, therefore, recommended appropriate changes in the existing scheme to address these issues. While doing this, care has been taken not to change the existing provisions that are time tested and already provide a level playing field to all, at least in theory. The Commission’s recommendations are just a reiteration of the principles laid down in the 1970s and 1980s regarding the constitution of the common management pool for manning the higher level posts in the Government. Selection for inclusion on the of officers adjudged suitable for appointment to various SAG/HAG level posts in the Government of India is open to all suitable officers subject to approval of ACC of the proposals submitted by the Cabinet Secretary. The Cabinet Secretary is assisted by a special Committee of Secretaries for formalizing proposals to be considered by the ACC. The rules provide drawing up of of suitable officers on an annual basis and for strict selection and evaluation of various relevant qualities for inclusion in the . Need for transparency

6.1.7 While the system appears to be very equitous on paper, it is non-transparent and does not inspire confidence amongst the concerned officers about its fairness. The modifications proposed by the Commission will remove opaqueness that has crept into the extant system. The system recommended follows the extant principles which have been freed from any bias and which, the Commission hopes, would give confidence to all the eligible officers about the fairness and impartiality of the selection process.

Proposed procedure

6.1.8 The Commission is recommending the following measures for appointment to the various SAG/HAG posts in the Government that are to be filled up on deputation basis: (i)

All posts at SAG level and all HAG level posts that are presently not encadred in any service/cadre/organization will henceforth be filled by a new selection process that will be open to all the eligible Central Government officers.

(ii)

Some of the identified SAG/HAG posts that require technical or specialized knowledge shall be opened up to the eligible candidates whether inside the Central Government or outside it.

These measures are discussed in detail in the succeeding paragraphs.

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Selection to Senior istrative Grade and Higher istrative Grade

6.1.9 The Commission recommends opening up of all the deputation posts under Central Staffing Scheme or outside it to all the eligible officers whether belonging to AIS or Group A Central Civil Services. The Commission is fully aware that in theory these posts are already open to all AIS as well as Central Group A Services. However, in practice, the selection procedure for these posts has been made so non-transparent that the credibility of the entire selection procedure is now being questioned. The pressing need is to ensure a selection process that is open, transparent and gives equitable chance to all the eligible officers. To attain this end, all the posts filled by deputation in the Senior istrative Grade and Higher istrative Grade should be filled through an open selection process conducted by an independent agency. The function of the independent agency should be done by the UPSC by involving few outside experts in the relevant field. For selection to SAG/HAG levels posts, all Group A officers who are already in the SAG/HAG levels respectively in their own cadre including those who have been given the scale non-functionally on personal basis would be eligible. 6.1.10 Additionally, for officers belonging to AIS, appointment of any one officer of the service in any State cadre in the scale attached to the posts in SAG or HAG, as the case may be, would be a sufficient condition for consideration of all the officers of a particular year of allotment. This is in consonance with the extant provisions. 6.1.11 The procedure for applying to these posts, whether in SAG or HAG, will also be transparent with eligible officers applying for these posts directly through a central official website, which would host all the vacancy circulars for such posts specifying the eligibility criteria. The format of the application should be such that it brings out the core competence of the aspirant. There shall be no separate emment for selection to these posts. All the applications for any specific post(s) shall be considered by the independent agency, which will shortlist few candidates for every vacancy on the basis of pre-defined transparent parameters. All the names of the candidates found to fulfill such prescribed criteria will then be sent to the concerned istrative ministry/department/ organization who may thereafter select any candidate from that list.

Benefits

6.1.12 The scheme recommended in the preceding para will have the following benefits: (i)

It will ensure widest range of suitable candidates for filling any of the SAG or HAG (other than those relating to core governance) level posts in the Centre.

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Lateral entry at higher grades

(ii)

It will ensure that domain expertise is the major criteria for selection to a post.

(iii)

It will facilitate infusion of younger persons that have excelled in their field and break the nexus between seniority and selection to such posts with high emphasis on performance.

(iv)

It will ensure a level playing field for of different services/AIS cadres and will afford an equal opportunity to the high performers irrespective of the service to which they happen to belong.

(v)

The scheme will be transparent, equitous and assure the applicants of the fairness and impartiality of the selection process.

6.1.13 Apart from opening up the process of selection for deputation to the higher level posts, the Government should also identify some of the SAG and HAG posts requiring technical or specialized knowledge and which are not encadred in any of the service. These posts would be open for being filled by suitable officers within the Government as well as by the outsiders. The Government can also suggest some names for consideration of the selecting agency. The selection for deputation to these posts could be made by the UPSC irrespective of their working in the Government or outside it. Government employees applying for these posts will, at the time of applying, have the option of either:•

continuing on normal pay and allowances in case they are selected (After their tenure in the post they will revert to their cadre); or

•

being given market driven salary on selection.

In case a Government employee chooses the option of appointment on market driven salary, he/she will have to sever all ties with the Government before applying for the post. The employee will have to either resign or take retirement at the time of applying, as an outside candidate. Candidates selected from outside the Government will invariably be appointed on contract for a fixed tenure and their remuneration fixed as dictated by the extant market forces. Their appointment will be for a fixed term that could, however, be renegotiated once the term expires at the option of the employing agency. This will ensure availability of the best talent for higher level posts in the Government and will also bring a higher sense of participation amongst citizens who would

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have an opportunity to contribute in the higher echelons of the Government provided they possess the right qualifications and experience for the job. Initially, the Government could consider filling some of the non-sensitive posts in the technical /other branches in this manner. Ban on creation of additional SAG/HAG posts in individual cadres

6.1.14 Once the aforesaid method of selection for holding deputation posts in SAG/HAG in Centre is implemented, a total ban on creation of any fresh posts in SAG and HAG in various Central Civil Services/AIS should be placed. No fresh creation of posts should take place in any cadre. Any further creation has to be based on functional considerations and the post so created would be an open post not encadred in any service.

Promotion Policy AS

6.1.15 Promotion policy exists to provide adequate career progression to the employees. The Fifth C was of the opinion that the Government should formulate a promotion scheme that caters to the promotion aspirations of Central Government employees in general. They recommended the Assured Career Progression Scheme (AS) for the general employees in the Government. The Fifth C had also recommended use of cadre review mechanism to bring uniformity in the career prospects of Group A central services. Department of Personnel & Training (DOPT) was also advised to issue detailed guidelines for cadre reviews of posts belonging to Groups B, C & D so as to ensure timely review thereof. The scheme of A recommended by the Fifth C envisaged three time bound promotions for Group A posts after 4, 8 & 13 years of service. For posts in Groups B, C & D, two time bound promotions were to be provided on completion of 8 & 16 years of service for Group B, 10 & 20 years for Group C and 12 & 24 years of service for Group D. The Government accepted this recommendation in a modified manner and introduced the AS for Groups B, C & D and isolated posts in Group A where two financial upgradations were to be provided on completion of 12 & 24 years of service. The financial upgradations were to be in the next higher grade in the existing hierarchy. Benefit of pay fixation under FR-22(1) (a) (i) was to be given at the time of these financial upgradations but no change in designation or functions accompanied such upgradation. The scheme, therefore, did not envisage a change in the status or rank of the employee who continued in the same post but only extended the next higher pay scale available in the hierarchy. AS has, by and large, alleviated the problem of stagnation and also allowed higher rate of increments in the higher scale extended under it. However, it has given rise to many other problems, mainly because the financial

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upgradations in the extant scheme follow the existing hierarchy. This gives uneven benefit to employees existing in the same pay scale in different organisations with a different hierarchical pattern. Employees working in organisations having more intermediate grades suffer because financial upgradation under AS places them in a lower pay scale vis-à-vis a similarly placed employee in another organisation that has lesser intermediary grades. This, in a few cases also leads to a situation where the benefit of higher pay scale is not available because the next post in the hierarchy also exists in an identical pay scale. In such cases, benefit under AS is limited to increase in salary in the same pay scale on of fixation under FR-22(1)(a)(i). The Commission has received many representations seeking a uniform benefit under AS or seeking abolition of intermediary grades merely with a view to get higher jumps in pay scales under AS. While delayering of Government machinery is desirable and the Commission has made numerous recommendations to achieve the same, abolition of intermediary levels just to give better jumps under AS, even though the same are not desirable functionally, cannot be considered. The only other way is to bring systemic changes in the existing scheme of AS so that all employees, irrespective of the existing hierarchical structure in their organisation/cadre, get same benefit under it. The Commission, therefore, recommends that the existing scheme of Assured Career Progression may, in future, be continued with two financial upgradations being allowed as at present with the following modifications:i)

The scheme will also be available to all posts belonging to Group A - whether isolated or not. Organised Group A services will, however, not be covered under the scheme.

ii)

Benefit of pay fixation available at the time of normal promotion shall be allowed at the time of financial upgradations under the scheme. Thus, an increase of 2.5% of pay and grade pay shall be available as financial upgradation under the scheme.

iii)

The grade pay shall change at the time of financial upgradation under this scheme. The grade pay given at the time of financial upgradation under AS will be the immediate next higher grade pay in the hierarchy of revised pay bands and grade pay being recommended. Thus, grade pay at the time of financial upgradation under AS can, in certain cases where regular promotion is not between two successive grades, be different than what is available at the time of regular promotion. In such cases, the higher grade pay attached to the next promotion post in the hierarchy of the

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concerned cadre/ organization will be given only at the time of regular promotion. iv)

Financial upgradation under the scheme will be available whenever a person has spent 12 years continuously in the same grade. However, not more than two financial upgradations shall be given in the entire career as was provided in the extant scheme.

The scheme with aforesaid modifications shall be called modified AS and will ensure suitable progression uniformly to all the employees in Central Government. Flexible Complementing Scheme/ Dynamic Assured Career Progression Scheme

6.1.16 Scientists and Doctors are presently covered under separate promotion schemes viz. Flexible Complementing Scheme and Dynamic Assured Career Progression Scheme respectively. The Commission has considered these schemes in Chapters 3.5 & 3.6 of the Report.

Limited Departmental Competitive Examination for posts in Groups B&C

6.1.17 Promotion channels are not very attractive for many posts in Groups B & C. Many times, highly qualified persons these posts but get demoralized on of prevailing stagnation. While running pay bands and Modified AS will address the problem of stagnation, the Commission is of the view that these employees need to be allowed a fast track promotion mechanism wherein the brighter employees will be able to get promoted faster, irrespective of their seniority, subject to their selection in the prescribed examination. The Commission recommends that 10% of the vacancies hitherto filled by direct recruitment for all posts in Group B and C (apart from those in pay band PB-1 with grade pay of Rs.1800) will now be filled by Limited Departmental Competitive Examination (LDCE). All employees possessing minimum qualifications prescribed for direct recruitment shall be eligible for this examination irrespective of their present grade and the period of incumbency therein. Thus, even an employee in pay band PB-1 with grade pay of Rs.1800 will be eligible to appear in LDCE for a post in PB-2 with grade pay of Rs.4800 provided he/she possesses the necessary qualifications. This will be over and above any existing scheme of LDCE for filling up posts in various grades.

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Chapter 6.2

Age of superannuation and voluntary retirement Age of superannuation

6.2.1 Age of superannuation was increased from 55years to 58 in 1962. The age of retirement for Group 'D' employees and workshop employees in the Central Government was maintained at 60 years. The Fifth C recommended an upward revision of this age to 60 years with the proviso that there will be total ban on extension of service except for Scientists and Medical Specialists who could be granted extension in service on a case to case basis upto the age of 64 years.

Existing Position

6.2.2 The present position is, therefore, that age of superannuation in Central Government is 60 years. Certain posts like those of Cabinet Secretary, Home Secretary and Defence Secretary have been made tenurial and incumbents in these posts continue for the duration of their tenure even after completing 60 years of age.

Demands

6.2.3 The Commission has received many demands for increasing the age of superannuation further keeping in view the increased longevity and better health care facilities leading to improved health standards. Ministry of Health & Family Welfare had sent a proposal seeking enhancement of the age of superannuation of General Duty Medical Officers (GDMOs) of Central Health Service to 62 years.

Recommendations

6.2.4 It is observed that the Fifth C increased the age of superannuation to 60 years precisely on these very considerations. The same grounds cannot, therefore, be justifiably used to further increase the age of superannuation. Another reason that prompted the Fifth Pay Commission to increase the age of superannuation to 60 years was the tendency on the part of senior officers to seek extension of service for further two years so that they could serve till 60 years. The Fifth C, in their wisdom, thought that a general increase in the age of superannuation coupled with total ban on extension of service except for certain specified categories, will remove this tendency to seek extension beyond the prescribed age of superannuation. This has clearly not happened. The tendency amongst the senior officials to seek extension of service

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beyond stipulated age of superannuation of 60 years has not abated at all. The argument for any further increase in the age of superannuation, therefore, becomes all the more unsustainable. Economic Survey, 2006-07 shows that out of the entire population of 111.2 crore, 3.57 crore is below 15 years, 69.9 crore between the age of 15-64 years and only 5.6 crore of and above the age of 65 years. According to the Technical Group on Population projections constituted by the National Commission on Population, the demographic dividend will manifest in the proportions of population in the working age group of 15-64 years increasing steadily from 62.9 per cent in 2006 to 68.4% in 2020. As such, a younger pool of manpower is and will be available for the requirements of the Government. This shows that India is a youthful nation with a majority of population in the working age group and this youthful profile will only increase in the decades to come. Besides, the entire import of this Report is towards maintaining a youthful profile of the bureaucracy that will be more dynamic, result oriented and better attuned to the needs of their constituents. In fact, the Commission has recommended liberalization of the extant pension rules with full pension being granted on completion of 20 years service so as to facilitate early exit of willing employees from the Government. In such a scenario, no rationale exists for recommending any further increase in the age of superannuation. The Commission is also not in favour of recommending a blanket increase in the age of superannuation for all General Duty Medical Officers belonging to Central Health Service. The Commission recommends that the current age of superannuation should be maintained. Further, except in the case of Scientists and Medical Specialists, no extensions should be given in any other case. Tenure based posts should be filled by incumbents who have sufficient period of service left before the stipulated age of retirement. Medical Specialists and Scientists may, however, be allowed extension of service of upto 2 years on a case to case basis. Voluntary retirement

6.2.5 Presently, all employees on completion of 30 years qualifying service can take voluntary retirement by giving 3 months’ notice. Group A & B Officers who had entered service before the age of 35 years have the right to retire after attaining the age of 50 years by giving a similar notice. Group A & B Officers who had entered the service after 35 years of age and all Group C & D employees can also take voluntary retirement at their option. Retirement becomes effective on the expiry of notice period. No formal approval is necessary unless the official is under suspension. Employee can also retire voluntarily by giving 3 months’ notice on completion of 20 years qualifying service. However, in this case, acceptance by the Appointing Authority is necessary.

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Present position

6.2.6 Pension on voluntary retirement is payable only if 20 years of qualifying service or more has been put in. In case of superannuation, pension is payable on completion of 10 years qualifying service or more. However full pension, whether on superannuation or voluntary retirement, is presently payable only on completion of qualifying service of 33 years. Weightage of upto 5 years for purposes of reckoning qualifying service for pension/gratuity is allowed in case of voluntary retirement provided the total qualifying service including the weightage does not exceed 33 years and the period does not go beyond the date of normal superannuation.

Pension on completion of 20 years

6.2.7 In Chapter 5.1 of the Report, the Commission has recommended payment of pension equal to 50% of the average emoluments/last pay drawn on completion of 20 years of qualifying service. This will ensure that the willing employees leave the Government at a relatively younger age without waiting to complete 28 years of qualifying service that along with the weightage of 5 years, would entitle them for full pension under the extant rules. No further inducement is, therefore, required for employees who have completed 20 years of qualifying service in the Government. However, employees who are still to complete 20 years of qualifying service are not eligible for pension in case they take voluntary retirement. Grant of full pension irrespective of the qualifying service put in will, therefore, not be of any help in their case.

Pensionary benefits after 15 years of service

6.2.8 The Commission is of the view that some benefit needs to be provided in respect of such of those employees who want to leave Government after putting in service of 15 years or more but less than 20 years. Presently, such employees are eligible for service gratuity equal to half months’ emoluments for each completed six monthly period of qualifying service in addition to death-cum-retirement gratuity that is available at the rate of 1/4th emoluments for each completed six month period of qualifying service subject to the pecuniary limit of Rs.3.5 lakhs and further subject to the ceiling that the amount shall not exceed 16.5 times the average monthly emoluments at the time of retirement. Thus, a person taking voluntary retirement after 15 years of service is presently entitled to 22½ times of the average monthly emoluments. For every additional completed year of service, an additional amount equal to 150% of the average monthly emoluments is paid. This is not very attractive especially because the retiring employee is not eligible for any other pensionary benefit. A need clearly exists to give a more attractive package to this category of employees as well.

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Analysis

6.2.9 The Commission has received many demands to the effect that employees seeking voluntary retirement after completing 15 years of service should also be made eligible for payment of pension. This, however, will entail payment of pension and family pension for many decades to an employee who has put in only 15 years of service with attendant problems of cost as well as ing. However, the lump-sum payment payable to this category of employees at the time of voluntary retirement has to be made more attractive. If the average life span of a Government employee is taken as 80 years, it will mean that the Government will pay pension for 35 years to an employee who retires at the age of 45 years after putting in 20 years of service. Additionally, Death-cum-Retirement Gratuity (DCRG) for 10 months will also be payable. In of monthly pay at the time of retirement, the total pensionary benefit in the case of this employee, therefore, work out to monthly emoluments for 220 months. The benefits will be somewhat lower for an employee retiring at a higher age. The average pensionary benefit can, however, be safely assumed as pay for 200 months in case of employees retiring after putting in 20 years of service. An employee retiring after 15 years of service should rightly be given retirement benefits which are at least 40% of the retirement benefits accruing to an employee who quits service after 20 years of service.

Recommendations

6.2.10 The Commission, accordingly, recommends that all Central Government employees seeking voluntary retirement on completion of qualifying service equal to or more than 15 years but less than 20 years should be paid one time, lump-sum, retirement benefit equal to 80 months’ salary last drawn or average salary, whichever is more beneficial to the retiring employee inclusive of benefits like service gratuity and deathcum-retirement gratuity that shall stand subsumed. The proposed dispensation would increase the present benefits available to an employee seeking voluntary retirement after 15 years of service by more than three times. At the same time, the benefits available on completion of twenty years of service will be substantially higher as then the employee will be eligible to receive lifetime monthly pension equal to 50% of the average emoluments and will additionally also be eligible for gratuity equal to 10 times the average monthly emoluments. Thus, the employees who had ed the Government before 1.1.2004 and are not covered under the New Pension Scheme will continue to have incentive for putting in minimum 20 years of service so that they are eligible for receiving pension from the Government.

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Chapter 6.3

Towards Effective and Responsive istration Introduction

6.3.1 The Commission has not directly addressed the issue of general istrative reforms in Government because a separate istrative Reforms Commission (ARC) is already looking into this aspect. However, changes in the pay structure being recommended in the Report are geared towards ensuring an effective istration which is responsive to the needs of end consumer. This was necessary as pay is at the centre of the human resource management framework. High performance work practices where high achievers are rewarded have to be made an integral part of the pay structure of the Government employees. of Reference of the Commission also en the Commission to evolve a comprehensive pay package that is suitably linked to promoting efficiency, productivity and economy through rationalization of structures, organizations, systems and process within the Government, with a view to leveraging economy, ability, responsibility, transparency, assimilation of technology and discipline

Common man’s perception of everyday governance

6.3.2 For the common man, bureaucracy denotes routine and repetitive procedures, paper work and delays. This, despite the fact that the Government and bureaucracy exist to facilitate the citizens in the rightful pursuit of their legal activities. Rigidities of the system, over centralization of powers, highly hierarchical and top down method of functioning with a large number of intermediary levels delaying finalization of any decision, divorce of authority from ability and the tendency towards micromanagement, have led to a structure in which form is more important than substance and procedures are valued over end results and outcomes. Non-performance of the istrative structures, poor service quality and lack of responsiveness, and the subjective and negative abuse of authority have eroded trust in governance systems which needs to be restored urgently.

istrative Reforms Commission (ARC)

6.3.3 The ARC in its approach paper on ‘Reforms in Governance and istration’ mentions that the State apparatus is generally perceived to be inefficient, with most functionaries serving no useful purpose. The bureaucracy is generally seen to be tardy,

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inefficient, and unresponsive. The positive power to promote public good being is restricted, making it difficult for even the most conscientious and competent functionaries to deliver optimal results. It has also been stated that the privileged position of even the lowliest of public servants gives them enormous power over most of the citizens, given the abject poverty, illiteracy, excessive centralization of power, a culture of exaggerated deference to authority, hierarchical tradition in society, and the legacy of colonial traditions and practices. ARC has observed that empowerment of local governments/stakeholders with effective and sufficient delegation and ability at every level to deliver should be the cornerstone of governance reform. Restoring pride in public service and core service values

6.3.4 Government employees are generally demotivated, with poor self perception reflected in low morale and low performance. This is notwithstanding the fact that at recruitment stage, through competitive procedures, the best quality is available to the Central Government at all levels. The problem, therefore, lies in retaining this excellence through deg motivating jobs with greater responsibility, ability and recognition of merit. A system rewarding performance in of the results achieved has to be heralded. Pride in public service and core public service values with effective and responsive delivery have to be rebuilt.

Restructuring for better delivery with delegation and ability

6.3.5 The existing istrative system needs to be transformed to leverage better public value to improve service delivery and increase effectiveness and responsiveness. There should be decentralization and delegation of powers with clear ability at each level of delivery combined with flatter management structures so that responsibility is pushed down to the operational level and to the employees who are close to the cutting edge. A reduction in the existing bureaucratic processes with simplification of procedures and process re-engineering to allow effective service delivery is vital. The centralized command and control systems that focussed on process compliance and input control have not been effective in securing performance and often resulted in excessive micro-management. These will, therefore, need to be changed. Simultaneously, the definition of ability has to be revised so that it is seen as the ability of the system to deliver timely results and quality services effectively and in a responsive manner.

Employee motivation

6.3.6 Employees are the most important asset of any organization. This holds true in case of Government employees as well and a holistic treatment with opportunity to grow and develop their potential in Government has to be heralded for them. The ‘machine model’ approach to jobs with the employee as a cog in the wheel and extreme division of work has to be replaced by a

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‘learning organization approach’ where employees are continually enhancing their capabilities and skills in high performance work cultures. Incentivising and rewarding innovation, creativity and responsive istration with inclusive outcomes on the part of employees have to be at the core of the new growth in productivity of services. A need also exists to increase representation of women, socially diverse groups, persons with disabilities in the bureaucracy for improved responsiveness and increased inclusiveness of these sections. Improving the work-life balance for employees is an important way to make Government service more attractive and satisfying. Measures contained in the Report for achieving the stated goals

6.3.7 In the Report, the Commission has recommended several measaures to ensure the attainment of the above goals. These include changes in the pay structure to reduce layers and hierarchy in Government, prevent stagnation and reward merit; giving importance to the delivery levels and up gradation of the cutting edge; creating an environment of growth and intrinsic satisfaction in work for the employees; ensuring availability of the best possible talent for Government; promoting autonomy and self regulation in functioning and introducing Performance Related Incentive Scheme (PRIS) for rewarding performance.

Changes in the pay structure to reduce hierarchy in Government, prevent stagnation and reward merit

6.3.8 The Commission has recommended merger of many pay scales which will bring about a structural reduction of layers in the Government, accelerate the decision making process and improve flexibility in functioning. Introduction of running pay bands will remove stagnation. Variable increments will provide the employees an incentive to excel and herald greater orientation towards performance outcomes.

Delegation with abilityrestoring importance to delivery and the cutting edge

6.3.9 Restoring delegation with ability at each level in the decision making process is one of the main thrust areas proposed by the Commission. Upgradation of critical cutting edge jobs like teachers, staff nurses, constables etc. has been recommended. Strengthening the decentralized levels with parity between field offices and the Secretariat has also been recommended as the motivation and performance of the field and programme offices is critical to improve service delivery to the common man.

Multiskilling , Annual Direct Recruitment Plan & Fresh recruitments

6.3.10 The Commission has recommended multiskilling of the Government employees which would increase their operational efficiency while simultaneously optimising the staff strength. It is, however, noted that while rightsizing in Government is necessary given the changes in work process due to technology and consequent reduction of layers, a blanket ban on filling of vacant posts across the board can impact effective functioning. More flexibility is required in this policy for effective service

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delivery and care has to be taken that istrative delivery structures do not become hollow or thin in critical areas. It is, therefore, essential that the Government revise the Annual Direct Recruitment Plan (ADRP) in of which only one third of the vacancies can be filled up. This instruction has resulted in an aging bureaucracy which does not easily adapt itself to technology. An active and younger profile in Government employment is the need of the hour. Further, strengthening of the cutting edge for efficient delivery is required. New guidelines, where reduction in manpower and levels of fresh manpower intake would be assessed and prioritized by the individual Ministry or Department keeping its work processes, service delivery and functional requirements and budgetary savings at centre stage should, therefore, be issued. Creating an environment of growth and satisfaction through work

6.3.11 Government employees have to be motivated to take pride in public service. Holistic job design with high performance work practices, multi-skilled work and greater employee engagement in the decision making process is central to employee motivation. The Commission has recommended various measures for job enhancement and job enrichment. The functions presently being discharged by Assistants and Private Secretaries will now be carried out by Executive Assistants. Upgradation of all posts in Group D in the Government to Group C along with their retraining and multiskilling will provide enlargement and enrichment of functions and responsibilities to a large section of government employees. Measures like fast track promotions through limited departmental competitive examinations will motivate the employees towards lifelong learning and equip them to meet changing work place requirements. Recommendations have been made for training as a means of actualizing life long learning and upgrading of competencies.

Making Government service attractive for better representation and work – life balance

6.3.12 The Commission has also made recommendations for giving enhanced facilities and improved working conditions for women and employees with disabilities. As part of the package to create an enabling and satisfying inclusive work environment, improved work-life balance and family-friendly employment practices, the Commission has proposed measures like flexible working hours, child care leave, enhanced education allowance, etc. for women employees. Special measures have also been recommended for employees with disabilities that will allow them to perform the office work more efficiently.

Ensuring the availability of the best possible

6.3.13 Lateral entry at higher echelons in the Government to ensure availability of the best possible talent from within and outside Government with performance contracts has been

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talent for Government

recommended. This will ensure entry and retention of talent in the Government even for those jobs that have a high demand and in the open market. A higher start and better incentives have been given at the initial entry level so as to attract a younger talented profile. No increase in retirement age is recommended as an active younger employee profile is best suited for the tasks ahead.

Performance Related Incentive Scheme

6.3.14 The introduction of Performance Related Incentive Scheme (PRIS) is designed to reward performance, innovation, creativity and responsive delegated istration with institutionalization of stakeholder interface for inclusive outcomes and service delivery. This will be a budget neutral tool for results based management with performance targets, standards and indicators and greater ability. The Commission has proposed benchmarking of the annual budget expenditure by Ministries and Departments in the year 2005-2006 with flexibility given to the individual Ministry/Department to use the savings generated. Savings from reorganization of work, rightsizing, improved efficiency and productivity, reduction in wasteful expenditure, non essential travel and consumables and outsourcing would now be available to the organization for deployment towards its own priorities including payment of performance related incentive to the levels where these savings occurred as reward for effectiveness. The model proposed is essentially decentralized and flexible to be implemented voluntarily by Heads of Departments. It will enable re-engineering of the decision process with integration of ICT and technology with greater ability and employee participation. The result will be greater transparency and faster decision making through change in processes.

Conclusion

6.3.15 The Commission is not making specific recommendations regarding restructuring of individual services and cadres as this task will be better performed by the Ministries and departments. The main recommendations of the Commission relate to rationalization of pay structures for promoting effective and responsive service delivery and motivating employees and encouraging changes in processes with greater delegation, ability and stakeholder orientation through the mechanism of variable increments and Performance Related Incentive Scheme (PRIS). It is expected that the recommendations of the Sixth Central Pay Commission contained in this Report will provide an enabling framework for desired change towards innovative, effective and responsive service delivery to stakeholders in the entire Government machinery in a sustainable manner.

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Chapter 6.4

Training Academies & Staff Colleges Introduction: Importance of Training and Recent Developments

6.4.1 Human resource development is critical for the enhancement of knowledge, skills and competencies and provides a critical input for greater performance focus for improved service delivery. Training Academies and Institutes are centres of expertise and excellence for the Government employees. They are important for the morale of cadres. Strengthening training faculty by attracting the best talent available, with provision of very good infrastructure and resources is important given the growing importance of this sector with provision of not only induction level training but life long learning through mid-career in-service training at various points during the career progression. The dialogic process of learning and exchange of knowledge with peers in an environment which s questioning and analysis of field experience with critical tools is an essential ingredient for accretionary change in our Government organisation and work culture. 6.4.2 Highly developed in-service training is an essential part of the human resource framework to change the work ethos and improve delivery orientation. The Railways provide for training inputs accompanying every change in functional level to equip the officers to adapt to the changing roles and responsibilities. Consequent to the Yugandhar Committee Report on Training, compulsory in-service training has also been introduced at mid career level for the All India Services. Completion of training has been made essential for career progression to the next higher grade. The Lal Bahadur Shastri National Academy of istration (LBSNAA) imparts in-service training before the Junior istrative Grade (Phase III), the Super Time Scale (Phase IV) and Phase V training in the 26th and 28th year of service. The Indira Gandhi National Forest Academy (IGNFA) also imparts training at mid-career level in the 10th, 17th and 27th year of service. The Sardar Vallabhbhai Patel National Police Academy (SVPNPA) and the National Academy of Direct Taxes (NADT) are also planning mid-career training programmes with comprehensive inputs at the time of each promotion involving change in job profile. The quality of competencies and inputs for training at these

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levels requires strengthening of these National and Central ‘Group A’ Training Establishments to enable them to attract and retain the best possible talent. Existing Training Allowance and Sumptuary Allowance

6.4.3 Consequent to the Report of the Fourth Central Pay Commission, the Department of Personnel and Training (Training Division) in 1987 provided for training allowance at the rate of 30 % of basic pay for Government officials working as faculty other than permanent faculty for autonomous training institutions aided by the Central Government which trained Group A Government officials. It further provided that only faculty who were classified as outstanding should be retained. The provision for training allowance at the rate of 30% of basic pay was revised in 1992 and reduced to 15% given the resource crunch. It was further clarified that a faculty member proceeding for study or tour within the country would not be entitled to Training Allowance during the study period. The Government, on the recommendation of the Fifth Central Pay Commission, continued this allowance at the rate of 15% of Basic Pay in the revised scale of Pay. This allowance was not granted to the permanent faculty of the training institutes and trainers. 6.4.4 A sumptuary allowance of Rs.250 per month had also been sanctioned to the Heads of the training institutions in 1987 to meet the expenses of entertaining small groups of students, faculty and visiting faculty. This was revised to Rs.500 per month with effect from 1.10.1999. It was further clarified that sumptuary allowance was exempt from Income Tax under Section 10(14) of the I.T. Act and may be treated at par with transport allowance. Sumptuary allowance is also not issible during absence from duty exceeding 30 days due to leave, training or tour etc.

Recommendations

6.4.5 The Commission heard the leading Central Training Academies and Institutes and recommends better incentives to attract talented faculty for the National and Central Training Establishments for Group A Officers.

Training Allowance and Sumptuary Allowance

6.4.6 The training allowance should be raised to 30% of basic pay for deputationist trainers drawn from Government, universities and academic institutions working as faculty in the National/Central Training Academies and Institutes for Group A officers. This allowance may continue to be drawn for the period the trainer is on study or tour related to training activities. Separate deputation allowance will not be payable to these trainers. It may continue at the existing rate for other training establishments. Similarly, the Sumptuary allowance may be raised to Rs.3500 per month for the Director or Head of these

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National /Central Training Establishments for Group A Officers and also be extended to Course Directors and Counselors at the rate of Rs 2500 and Rs 2000 per month respectively. Flexible contracts

6.4.7 The need for constant skill up-gradation and attracting quality faculty requires powers for appointments on contract to be delegated to a search committee headed by the Director/Head of Department (HoD) with authorization to negotiate the and conditions of contracts- tenures, salary, and remuneration structure with appropriate incentives in order to attract highly qualified candidates. The Training Academies referred to the large number of vacancies in faculty positions which they had not been able to fill. The Commission recommends that HoDs should be empowered to engage experts required for projects, R&D and capacity building to enable them to fill vacant positions for one year or the life of the project, whichever is earlier, extendable up to three years by a Committee chaired by the HoD. The remuneration structure may be fixed anywhere in the pay band in the grade pay attached to the post with appropriate incentives linked to market conditions and last package drawn linked to the candidates expertise, qualifications, publications etc, in order to attract highly qualified experts and practitioners with a flexible pay package. This flexibility to pay higher rates on contract should attract experts, academicians and practitioners to work with the Training Academies.

Flexibility in operation of faculty posts

6.4.8 Further, HoDs should be given the flexibility to create faculty positions with savings from their budget with no additional budgetary requirement under the head salaries.

Fees and honorarium

6.4.9 Currently, certain Academies are paying Rs 500 per session to serving officers (total amount not to exceed Rs 5000 in a year) and Rs.1000 to non-serving officers as approved by the Department of Personnel and Training for the LBSNAA. The remuneration, fees and honorarium structure payable to experts/eminent persons coming as guest faculty may be made flexible with the upper limit being raised to Rs.4000 per session with full delegation of powers to the Heads of Departments within the budget ceiling. The pattern followed by the DOPT and LBSNAA may be made applicable to all other Central Training Establishments for Group A officers. Instructions under FR 46 B, which provide for a ceiling of Rs 5000 for honorarium to Government employees, may be amended for in-service training resource persons to provide for a ceiling of up to 30 days or 60 sessions in a year, whichever is lower, for this category.

Parity in pay and allowances with

6.4.10 The Commission has received requests for parity in pay and allowances between the staff of the Training Academies and that of

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the Central Secretariat Staff and Central Para Military Forces

Central Secretariat and Central Paramilitary Forces etc. The Commission is recommending parity between various posts in the secretariat and field offices. Insofar as posts in training academies to which personnel from any of the police forces are appointed, the parity should be maintained with reference to the pay band and grade pay of the post in the police organisation from which recruitment/appointment, whether on deputation or otherwise, is made.

Rent Free Accommodation

6.4.11 Rent free accommodation may be provided to all faculty and staff of National/Central Training Academies as the duty hours are long and constant interaction with the trainees in the residential campus is required.

Up gradation of required competencies and certification for all employees leveraging ICT

6.4.12 Life-long learning and regular courses with certification for required competencies to make employees more effective and equip them to meet changing work place requirements is necessary. Greater in-service training with certification for desired competencies and skill up gradation is necessary for all levels of Government employees and training for employees of other groups should also not be confined merely to the induction level.

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Chapter 6.5

Date of effect

Date of EffectPrevious recommendations & demands

6.5.1 Pay scales recommended by the Fifth Central Pay Commission were implemented from 1/1/1996. The Fifth C had also recommended that the date of implementation of the recommendations by the Sixth Central Pay Commission should be pre-determined as 1/1/2006. Most of the staff associations and other employees, during the course of written as well as oral submissions before the Commission, had demanded implementation of the revised pay scales from 1/1/2006. 6.5.2 The Commission has devised the revised scheme of pay bands and grade pay on the basis of price index as on 1/1/2006. Consequently, the revised structure of pay bands and grade pay being recommended in this Report would need to be implemented from 1/1/2006. The Government will have to pay arrears of salary on of fixation of pay in the revised pay bands and grade pay retrospectively with effect from 1/1/2006. 6.5.3 Recommendations on pay scales will also affect the pensions because the latter is paid as a percentage of the average salary. This, however, does not hold true in so far as the recommendation regarding payment of full pension on completion of 20 years of qualifying service for Government employees other than the Personnel Below Officer Ranks (PBORs) in Defence Forces is concerned. Consequently, the recommendation regarding payment of full pension on completion of 20 years of qualifying service will take effect only prospectively for all Government employees other than PBORs in Defence Forces from the date it is accepted by the Government. PBORs are presently eligible for pension with reference to the maximum of the pay scale from which they retire. As discussed in Chapter 5.1, for PBORs, the pension on completion of 15 years or more of recknonable service will, from 1/1/2006, be computed at the rate of 50% of the pay last drawn or average emoluments (including grade pay, military service pay and classification pay), whichever is beneficial. All other recommendations relating to pension will take effect retrospectively from 1.1.2006. Insofar as commutation of pension is concerned, the Commission would like to clarify that the revised commutation table will only be used for all future

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commutations and will not be applied for the past commutations. In respect of post 31/12/2005 pensioners who have already commuted their pension, the revised commutation table shall be used only to compute the amount of pension that has become additionally commutable on of retrospective implementation of the revised pay scales, in case such an option is exercised by the retiree. For all future pensioners, the commutation of pension shall be computed and paid as per the revised commutation table. 6.5.4 The Commission is of the view that prospective revision of various allowances is justified as their retrospective revision will give unintended benefits and may also, in some instances, cause loss to the employees as in the case of City Compensatory Allowance. Accordingly, the Commission’s recommendations relating to allowances shall take effect prospectively. All recommendations relating to other facilities, benefits and conditions of service shall also take effect prospectively.

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Chapter 7.1

Ministry of Agriculture

Introduction

7.1.1

Ministry of Agriculture comprises three Departments viz.

1. Department of Agriculture and Cooperation – This Department is responsible for formulating and implementing national policies and programmes aimed at increasing the agricultural growth as well as for formulation of overall cooperative policy of the country including all matters relating to cooperative organisations. Secretary (A&C) is the istrative Head of the Department and Principal Adviser to the Minister on all matters of policy and istration within the Department of Agriculture & Cooperation. He is assisted by Special Secretaries, Additional Secretaries, Agriculture Commissioner, t Secretaries, Economic & Statistical Adviser, Horticulture Commissioner and Plant Protection Adviser. 2. Department of Agricultural Research And Education (DARE) – This Department is the nodal agency for International Cooperation in the area of agricultural research and education in India. It also coordinates and promotes agricultural research & education in the country. DARE provides the necessary Government linkages for the Indian Council of Agricultural Research (ICAR). 3. Department of Animal Husbandry Dairying & Fisheries (DADF) – This Department came into existence w.e.f. 1st February, 1991. The Department looks after matters relating to livestock production including their preservation and protection from disease; improvement of stocks and dairy development; and fishing and fisheries - both inland and marine. Delhi Milk Scheme and the National Dairy Development Board also are under its control. Organizational structure

7.1.2 Number of posts in various grades in the Ministry is as follosws:-

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Group A B C D Total

Sanctioned Strength 331 412 2153 2614 5510

In Position 188 298 1658 2289 4433

Laboratory Assistant in Regional Centre of Organic Farming

7.1.3 Higher pay scale has been demanded for the post of Laboratory Assistant in Regional Centre of Organic Farming, Bhubaneshwar. The post is presently in the pay scale of Rs.30504590. The minimum qualifications prescribed are 10+2 along with one year’s experience. The minimum qualifications and the functions attached to the post do not justify higher pay scale. Proper career progression would be ensured for the post in the Modified Assured Career Progression Scheme and the running Pay Band being recommended by the Commission.

Employees in Central Sheep Breeding Farm

7.1.4 Higher pay scale of Rs.4000-6000 has been demanded for the post of Carpenter-cum-Blacksmith in Central Sheep Breeding Farm, Haryana. The post is presently in the pay scale of Rs.30504590. A higher pay scale is not justified for this post keeping in view the functions attached. Higher pay scales have also been demanded for Group D staff. The Commission has made recommendations about Group D posts in Chapter 3.7. The recommendations made therein shall be extended to these posts also. The employees of this institute have also demanded risk allowance on the ground that they are at risk of catching diseases from sheep. The Commission is of the view that the duties attached to these posts do not justify risk allowance. In any case, the Commission is separately recommending appropriate insurance cover to categories exposed to risk in place of risk allowance, wherever necessary. A separate risk allowance cannot, therefore, be recommended for these categories.

Plant Protection Officer in Directorate of Plant Protection, Quarantine & Storage

7.1.5 A higher pay scale has been demanded for the post of Plant Protection Officer in Directorate of Plant Protection, Quarantine & Storage. The post is presently in the pay scale of Rs.6500-10500. The Commission recommends that it may be placed in the pay scale of Rs.7450-11500 corresponding to the revised pay band PB2 of Rs.8700-34800 along with a grade pay of Rs.4600. This upgradation will ensure that the post of Plant Protection Officer remains in a higher grade vis-à-vis the feeder post of Assistant Plant Protection Officer. It has also been mentioned that problem of stagnation exists for various posts in this Directorate. The same will be alleviated by the scheme of running pay bands and Modified Assured Career Progression Scheme. No separate recommendations are necessary.

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Group B and C posts in Central Farm Machinery Training and Testing Institute

7.1.6 Higher pay scales have been demanded for various Group B and C posts in Central Farm Machinery Training and Testing Institute. The post of Senior Technical Assistant will be placed in the running pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.650010500 on of the restructuring of pay scales being recommended by this Commission. The post will consequently come to lie in the same scale as that of its promotion post and Senior Instructor. The post of Senior Instructor should, therefore, be upgraded and placed in the running pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. Higher pay scales for other posts are not considered justified.

Posts in Delhi Milk Scheme

7.1.7 Senior Clerks of Delhi Milk Scheme have demanded higher pay scales on par with that of Assistants. It is observed that no parity can be established vis-à-vis the post of Assistants. In fact the post is more akin to Senior Clerks existing in Railways etc. The post will, therefore, be placed only in the corresponding revised pay band and grade pay. The posts of Manager and Deputy Manager as well as Dairy Engineer and Senior Dairy Engineer are in an identical pay scale of Rs.10000-15200 even though the posts of Manager/Senior Dairy Engineer are promotion posts for the posts of Deputy Manager and Dairy Engineer respectively. This is not justified as feeder and promotion posts should, as far as possible, be placed in distinct pay scales. The Commission, therefore, recommends that the posts of Manager (Procurement/Processing/Quality Control/Distribution) and Senior Dairy Engineer may be placed in the pay scale of Rs.12000-16500 corresponding to the revised pay band PB-3 of Rs.15600-39100 along with grade pay of Rs.6600. The pay scales of all other posts in these organisations are appropriate, and no anomalies exist therein. The common category posts shall be granted pay bands and grades pay in consonance with the recommendations made in Chapters 3.8 and 3.1 of the Report. Pay scales of Group D staff will be regulated as per recommendations made in Chapter 3.7 of the Report. All other posts shall be granted corresponding revised pay bands and grade pay.

Ministerial posts in Central Institute of Coastal Engineering for Fishery

7.1.8 Higher pay scales have been demanded for various ministerial posts in Central Institute of Coastal Engineering for Fishery. The Commission has already recommended parity between headquarter organisations and field offices in Chapter 3.1. Recommendations made therein shall apply to these posts as well.

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Posts in Central Institute of Coastal Engineering for Fishery

7.1.9 Higher pay scales have been demanded for various posts in Central Institute of Coastal Engineering for Fishery. No anomalies exist in the extant pay scales. Duties, functions and qualifications attached to these posts do not justify higher pay scales. All the posts in this institute not belonging to common categories may, therefore, be extended the normal replacement pay bands and grade pay. Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

Marketing Officer Group I and Group III in Directorate of Marketing and Inspection

7.1.10 Higher pay scale of Rs.8000-13500 has been demanded for the post of Marketing Officer in Directorate of Marketing and Inspection. The post is presently in the pay scale of Rs.6500-10500. The qualifications and the duties prescribed for the post do not justify a higher pay scale. No apparent anomaly also exists. Hence, a higher pay scale cannot be recommended for the post. The problem of stagnation in this Directorate shall be alleviated under the scheme of running pay bands and Modified Assured Career Progression which is recommended to be extended to Group A posts as well. No separate recommendations are, therefore, necessary.

Wireless Operators in Directorate of Plant Protection Quarantine and Storage

7.1.11 Higher pay scale has been demanded for the post of Wireless Operators in Directorate of Plant Protection Quarantine and Storage. The post is presently in the pay scale of Rs.4000-6000. The minimum qualifications prescribed include Matriculation and diploma in the relevant field. The qualifications and the duties attached to the post do not justify a higher pay scale. Accordingly the post shall be placed in the corresponding revised pay band and grade pay. The next higher post of Wireless Supervisor shall also be extended only the corresponding revised pay band and grade pay.

Posts in Fishery Survey of India

7.1.12 Various categories including the posts of Scientific Assistant and Senior Scientific Assistant in Fishery Survey of India have demanded higher pay scales. Merger of the posts of Junior Fisheries Scientists Grade I and Grade II has been demanded. The Commission is of the view that there is merit in the demand for merger of Junior Fisheries Scientists Grade I and Grade II. Accordingly, the posts shall be merged and placed in the pay scale of Rs.7500-12000 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4800. The common category posts and the Ministerial posts shall be governed by recommendations made in Chapters 3.1 and 3.8. Group D posts will be governed by the recommendations made in Chapter 3.7. Other posts shall be granted only the corresponding revised pay band and grade pay. The scientists and staff of Fishery Survey of India have to remain at sea for long periods of time.

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Hard Duty Allowance at the rate of 40% of the basic pay has been demanded for the period spent at sea by the concerned categories. Commission has already made recommendations regarding payment of TA/DA to these categories while on board ships. Risk insurance, if considered necessary, may also be extended in their case. No separate hard duty allowance is considered necessary for these categories. Various posts in Directorates of Wheat, Rice, Millet, Pulses, Jute Development and Sugarcane

7.1.13 Higher pay scales have been demanded for various posts in Directorates of Wheat, Rice, Millet, Pulses, Jute Development and Sugarcane. The existing pay scales of the various posts are appropriate and no anomalies exist therein. The ministerial category and Group D posts shall in any case be governed by the recommendations made in Chapter 3.1, 3.8 and 3.7 respectively. No recommendation specifically upgrading any of the posts in this Directorate is justified.

ant-cumCashier in Regional Station for Forage Production and Demonstration

7.1.14 Higher pay scale has been demanded for the post of ant-cum-Cashier in Regional Station for Forage Production and Demonstration. The post is presently in the pay scale of Rs.5000-8000. This scale is being merged with the scales of Rs. 5500-9000 and Rs. 6500-10500. No further upgradation is necessary.

Parity with ministerial posts in Directorate of Marketing and Inspection, Nagpur

7.1.15 Parity for various ministerial posts vis-à-vis post existing in the headquarter organisation has been demanded by personnel working in Directorate of Marketing and Inspection, Nagpur. The Commission has already conceded this parity in Chapter 3.1 of the Report. The posts of Storekeeper in this organisation will be governed as per the recommendations given for the common category of Storekeepers in Chapter 3.8.

Junior Chemist

7.1.16 Junior Chemists working in the pay scale of Rs.4500-7000 have demanded the scale of Rs.6500-10500 on the ground that their post is comparable to the posts of Assistant Scientific Officer, Plant Protection Officer and other similar posts. The qualifications prescribed for the post and duties attached to it do not justify a higher pay scale. No comparison can be drawn vis-à-vis the posts of Assistant Scientific Officer, etc. The post may, therefore, be placed in the normal revised pay band and grade pay.

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Group D Staff in Central Frozen Semen Production and Training Institute and Central Cattle Breeding Farm and Regional Station for Forage

7.1.17 Group D Staff in Central Frozen Semen Production and Training Institute and Central Cattle Breeding Farm and Regional Station for Forage have demanded higher pay scales. Group D posts in these organisations shall be governed by the recommendations made in Chapter 3.7. No other specific recommendation is considered necessary.

Mechanic in the Directorate of Plant Protection, Quarantine & Storage, Faridabad

7.1.18 Post of Mechanic in the Directorate of Plant Protection, Quarantine & Storage, Faridabad exists in the pay scale of Rs.40006000. It is stated that the post of Driver is its feeder post. A three grade structure upto the pay scale of Rs.5000-8000 has been extended to the grade of Drivers. A demand has been made that the post of Mechanic should be placed in the next higher pay scale of Rs.5500-9000. A higher pay scale of Rs.5500-9000 is not justified for the post of Mechanic either on of qualifications prescribed or the functions attached. It is, accordingly, recommended that the post of Mechanic should not be made a promotion grade for the cadre of Drivers. The Commission is recommending a different dispensation for the cadres of Drivers where they would need to be multi-skilled. Hence the post of Mechanic should be merged with the cadre of Drivers.

Demand of M.Sc. Degree holders

7.1.19 M.Sc. Degree holders in Central Marine Fisheries Research Institute have demanded that all posts carrying minimum qualifications of M.Sc. degree should be placed in the pay scale of Rs.8000-13500. The Fifth C had considered this issue and recommended that while posts requiring minimum qualifications of post-graduate degree were ordinarily placed in the pay scale of Rs.6500-10500, a lower scale could also be prescribed. This Commission has taken the consistent stand that the minimum qualifications prescribed cannot be the sole criterion for grant of a specific pay scale and the same has to depend on various factors including the hierarchical pattern, the established relativities, the functions attached and the minimum qualifications prescribed. Accordingly, the demand cannot be accepted.

Assistant Director in Directorate of Cotton Development

7.1.20 The post of Assistant Director in Directorate of Cotton Development is presently in the pay scale of Rs.6500-10500. On of the restructuring of pay scales being recommended by the Commission, the post will come to lie in the same pay scale as that of its feeder post of Statistical Investigator/Senior Technical Assistant. Feeder and promotion posts should not normally exist in an identical scale. Accordingly, the post of Assistant Director in the Directorate of Cotton Development may be upgraded and

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placed in the next higher scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. Restructuring all the cadres in Ministry of Agriculture

7.1.21 A demand has also been made for restructuring all the cadres in Ministry of Agriculture so that a common cadre is created for all posts in different subordinate/attached offices. The Commission has not undertaken any individual cadre reviews. istrative Ministry may however, see the functional desirability of having an integrated cadre for its various subordinate/attached offices and take further action accordingly. The recommendations made by Expenditure Reforms Commission (ERC) for Ministry of Agriculture, discussed later in this Chapter, may also need to be kept in view while doing this restructuring.

Senior Seed Analyst in National Seed Research Training Centre, Varanasi

7.1.22 Higher pay scales have been sought for various posts in National Seed Research Training Centre, Varanasi. The post of Senior Seed Analyst, which is presently in the pay scale of Rs.6500-10500, may be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 because its feeder post of Junior Seed Analyst will come to be placed in the scale of Rs.6500-10500 on of the restructuring of pay scales being recommended by the Commission. Other posts may be extended only the corresponding replacement pay band.

STA (Manure/ Chemicals & Fertilizers) in INM in Department of Agriculture and Cooperation

7.1.23 Posts of Senior Technical Assistants (Manure/Chemicals & Fertilizers) in the Integrated Nutrient Management in Department of Agriculture and Cooperation exist in two different pay scales of Rs.5500-9000 and Rs.6500-10500. The posts will come to lie in an identical scale on of the proposed restructuring and should be merged in the scale of Rs.6500-10500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200. Other posts shall be placed in the corresponding revised pay scales.

Posts in Northern Region Farm Machinery Training and Testing Institute

7.1.24 The post of Instructor and its promotion post of Senior Instructor in Northern Region Farm Machinery Training and Testing Institute are in the pay scales of Rs.5500-9000 and Rs.6500-10500 respectively. The posts shall come to be placed in an identical pay scale on of the restructuring of pay scales being recommended by the Commission. This is not justified. Accordingly, the promotion post of Senior Instructor may be upgraded and placed in the next higher scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. Higher pay scales have been demanded for the posts of Welder, Black Smith, Carpenter and

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Machine man. The present pay scales attached to these posts are appropriate. No higher pay scales can, therefore, be given to these posts. Higher pay scales have also been demanded for the posts of Mate Grade I and Grade II. These posts are Group D posts. The recommendations made in Chapter 3.7 for Group D staff shall apply to these posts. Higher pay scales have also been demanded for various other categories of posts in this institute. The categories of Drivers, Cooks and other common category posts shall be governed by the recommendations made in Chapter 3.8 of the Report. Restructuring of the Ministry

7.1.25 The Commission would like to draw attention to the recommendations of the Expenditure Reforms Commission (ERC) wherein the need for identifying those activities of Ministry of Agriculture that had become redundant or could be appropriately performed by the States and parastatal organizations was stressed. The ERC had specifically recommended that Boards like National Oil Seeds and Vegetable Oils Development Board, Coconut Board, which had out lived their utility should be wound up. A restructuring of the entire Ministry rationalizing the structures with concomitant reductions in the staff strength was also directed. These recommendations of ERC regarding restructuring of the Ministry should be implemented in full by the Government at the earliest.

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Chapter 7.2

Ministry of Chemical & Fertilizers Introduction

7.2.1 Ministry of Chemicals and Fertilizers comprises following two departments:Department of Chemicals and Petro-Chemicals Department of Fertilizers

Organizational structure

7.2.2 Posts existing in various grades in this Ministry are as under:Group A B C D Total

Sanctioned Strength 121 205 198 141 665

In Position 103 167 154 132 556

Department of Chemicals & Petro-Chemicals

7.2.3 The Department of Chemicals & Petro-Chemicals was placed under Ministry of Chemicals and Fertilizers in 1991. The Department is entrusted with the responsibility of policy, planning, development and regulation of Chemicals, Petrochemicals and Pharmaceuticals Industries.

Department of Fertilizers

7.2.4 The main activities of Department of Fertilizers (DOF) include planning, promotion and development of the Fertilizer Industry; planning and monitoring of production; import and distribution of fertilizers; and management of financial assistance by way of subsidy/concession for indigenous and imported fertilizers. The Department is broadly divided into 4 Divisions dealing with (i) Fertilizers Projects and Planning (ii) Fertilizer Imports, Movement and Distribution (iii) istration and Vigilance and (iv) Finance and s.

Recommendations

7.2.5 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.3

Ministry of Civil Aviation

Introduction

7.3.1 Ministry of Civil Aviation is responsible for formulation and implementation of national policies and programmes in the civil aviation sector. The Ministry also oversees the development and regulation of civil aviation in the country. Functions relating to Railway Safety, including enquiries into serious railway accidents are also performed by this Ministry.

Offices under the Ministry

7.3.2 Ministry of Civil Aviation has following separate organizations for monitoring and regulating the civil aviation sector:i) Directorate General of Civil Aviation; and ii) Bureau of Civil Aviation Security. 7.3.3 Commission of Railway Safety oversees all the functions pertaining to Railway Safety including making enquiries in railway accidents of a serious nature.

Organizational structure

7.3.4 Posts existing in various grades in this Ministry are as under:Group A B C D Total

Directorate General of Civil Aviation (DGCA)

Sanctioned Strength 17 16 63 49 145

In Position 15 16 54 45 130

7.3.5 Directorate General of Civil Aviation (DGCA) is the principal regulatory body in the field of civil aviation. It is responsible for regulation of air transport services to/from and within India and formulation and enforcement of civil air regulations, air safety and airworthiness standards. It also coordinates all regulatory functions with International Civil Aviation Organisation.

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7.3.6 The DGCA is headed by the Director General of Civil Aviation. It has its headquarters in New Delhi. Following Directorates exist under DGCA:i) Directorate of Regulations and Information ii) Directorate of Air Transport iii) Directorate of Airworthiness iv) Directorate of Air Safety v) Directorate of Training and Licensing vi) Directorate of Aerodrome Standards vii) Directorate of Flying Training viii) Directorate of Flight Inspection ix) Directorate of Research & Development x) Directorate of istration Bureau of Civil Aviation Security (BCAS)

7.3.7 BCAS is an attached office of the Ministry. It is a regulatory body and is responsible for laying down the standards of preembarkation security and anti-sabotage measures in respect of civil flights in India. The Bureau keeps a constant vigil and monitors the enforcement of the security measures. BCAS has four Regional Offices in Delhi, Kolkata, Mumbai and Chennai.

Commission of Railway Safety

7.3.8 The Commission of Railway Safety is a statutory organisation under the Indian Railways Act which deals with matters pertaining to safety in rail travel and operations and performs certain statutory functions specified in the Indian Railway Act and the Rules framed thereunder. While the Railway Board is responsible for laying down and enforcing safety standards for the Indian Railways, the main task of the Commission is to direct, advise and caution the Railway executives through its regulations /inspection /audit and investigative /advisory functions and thereby assist them in ensuring that all stipulated measures are taken in regard to the soundness of rail construction and safety in train operation. The Commission is headed by the Chief Commissioner of Railway Safety who is also the Principal Technical Adviser to the Government of India in all matters concerning the Commission. The headquarters of the Commission are at Lucknow. The total strength of the organisation is 162 including 17 technical and 145 non technical and officials.

Transfer of Commission of Railway Safety to Railways ministry.

7.3.10 Though this organisation is under the Ministry of Civil Aviation, the technical posts of Deputy Commissioner of Railway Safety, Commissioner of Railway Safety etc. are invariably manned by officers on deputation from the Railways, who, after the stint in the Commission, revert to the Railways. A suggestion has been made that the present arrangement of placement of this

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organisation under another Ministry, namely Civil Aviation, does not necessarily ensure the organization’s functional independence from the Railways and a case exists for bringing the Commission of Railway Safety under the istrative control of Ministry of Railways. 7.3.11 It is seen that the Commission was separated from Railway Board and placed under the istrative control of another Department so as to ensure its independent functioning. The independence of the Commission has to be maintained as it is involved in very important aspects relating to railway safety. As such it may not be functionally desirable to place the Commission under the istrative control of Ministry of Railways. This is all the more necessary because this Pay Commission is recommending corporatisation of Railways. In such a scenario, the need for maintaining an independent body for looking into the safety related aspects of Railways would be paramount. Insofar as the issue of Railway Officers ing the Commission of Railway Safety on deputation is concerned, it is observed that before the Fifth C, the Chief Commissioner of Railway Safety had suggested appointment of officers in the Commission on permanent absorption basis. This suggestion, if implemented, would ensure complete independence. Chief Commissioner Railway Safety

7.3.12 Higher scale of Rs.24050-26000 has been demanded for Chief Commissioner Railway Safety. The post is presently in the scale of Rs.22400-26000 and will automatically be placed in the higher scale of Rs.24050-26000 on of restructuring of pay scales being proposed separately. No separate recommendation is, therefore, necessary.

Deputy Commissioner

7.3.13 Creation of additional grade of Deputy Commissioner in the scale of Rs.12000-16500 /Rs.14300-18300 has been proposed. This is akin to cadre restructuring and will also add another layer in the hierarchy. The Commission is of the view that creation of additional hierarchical levels frequently proves deleterious to the efficient functioning of an organization. Consequently, additional levels should not be created unless very strong functional justification exists. The demand cannot, therefore, be accepted.

Office Superintendents

7.3.14 Upgradation of Office Superintendents has been demanded. The post is presently in the scale of Rs.5500-9000 and will be placed in the scale of Rs.6500-10500 on of restructuring of pay scales proposed.

Pay scale & allowances for

7.3.15 Presently, Airworthiness Officers are recruited in the scale of Rs.8000-13500 being the entry level pay scale for Group A

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Airworthiness Officer in DGCA

officers. The minimum qualifications prescribed for the post is a science graduate with two years’ aviation experience or Graduation in Engineering. It has been stated that due to the boom in Civil Aviation Sector, gross salary of an Aircraft Maintenance Engineer in the Private Airlines is 4 to 5 times the salary drawn by an Airworthiness Officer. A number of Officers are stated to have resigned or taken VRS, mostly to the Private Airlines. Civil Aviation Sector is growing at a fast pace and the regulatory body to regulate this growth should be very strong. To compensate and retain these officers, higher pay scales and additional allowances like Technical Allowance equal to basic pay, Airworthiness Allowance, payment of Honorarium for conducting examinations and VVIP Duty Allowance have been sought. A demand has also been made that no direct recruitment should be made in higher grades as this adversely affects promotion and morale.

Analysis & recommendations

7.3.16 The demands have been considered. The Commission has recommended a significantly higher entry grade for all Group A services. This will also benefit the cadre of Airworthiness Officers. The Commission is of the view that keeping in view their functions, no additional specific allowances are necessary for these officers. PRIS should be used to compensate the officers for any additional work. The issue of direct recruitment in the higher grades does affect the promotional prospects of junior officers. Consequently, the same needs to be avoided. In case of functional necessity, such recruitment should be made on contractual basis by lateral entry as per the methodology recommended in the relevant Chapter. This will ensure that the promotional prospects of officers recruited in the lowest Group A pay scales are not affected.

Pay scale & allowances for istrative staff

7.3.17 Higher pay scales have been demanded for the istrative staff viz. Stenographers, Clerks, etc. in DGCA and BCAS on the ground that they have to handle secret confidential and time bound work such as renewal of pilot licenses, assisting in preparation of technical reports, investigation reports on aircraft accidents/incidents, conducting pilot licenses examinations, dealing court cases filed by pilots, etc. It has, therefore, been proposed that the pay scales of Stenographers, Clerks of Audit, Postal Assistants and Central Secretariat Staff which were revised by the Fifth C should be made applicable to these categories as well.

Recommendation

7.3.18 The Commission has recommended parity between various analogous posts in the Secretariat and field offices. This will ensure that pay scales of all these posts come on par with similarly placed posts in the Secretariat including those

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belonging to the various services of Central Secretariat. special dispensation is, therefore, necessary in their case.

No

Special Health Hazard Allowance

7.3.19 Special Health Hazard allowance has also been demanded on the ground that as the offices are situated near the airport, the staff is exposed to high decibel levels due to which they suffer deafness and physical and mental strain. They are also exposed to fumes emitted by aircraft. The Commission finds no merit in this demand. In any case, the Commission has recommended withdrawal of all risk related allowances and their replacement by an appropriate Health Insurance cover. Hence the demand for Special Health Hazard allowance for these employees cannot be conceded.

Running scales & time bound financial upgradations

7.3.20 Yet another demand related to introduction of time bound financial upgradations with running scales. The Commission has recommended introduction of running scales with annual increments as a percentage of the pay band and the grade pay. This will ensure that no employee stagnates at any level. Annual increments as a percentage of the pay band and grade pay will ensure a continuous increase in the actual amount of increment drawn every year. Modified Assured Career Progression Scheme will ensure two financial upgradations along with change in grade pay. No further recommendations are, therefore, necessary.

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Chapter 7.4

Ministry of Coal

Introduction

7.4.1 The Ministry of Coal has the overall responsibility of determining policies and strategies in respect of exploration and development of coal and lignite reserves, sanctioning of important projects of high value and for deciding all related issues. The Department is headed by a Secretary who is assisted by one Additional Secretary, three t Secretaries (including the Financial Adviser), one Project Advisor and other officers.

Organizational structure

7.4.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 42 79 183 97 401

In Position 37 74 139 94 344

7.4.3 All the existing posts not belonging to common categories in this organisation are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2. Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

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Chapter 7.5

Ministry of Commerce and Industry Introduction

7.5.1 Ministry of Commerce and Industry comprises two departments namely Department of Commerce and Department of Industrial Policy & Promotion.

Organizational Structure

7.5.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Department of Commerce

Sanctioned Strength 975 1469 3960 1871 8275

In Position 720 1252 3209 1666 6847

7.5.3 Department of Commerce is concerned with formulating and implementing the foreign trade policy. The Department is also entrusted with responsibilities relating to multilateral and bilateral commercial relations, state trading, export promotion measures and development and regulation of certain export oriented industries and commodities. It is headed by a Secretary who is assisted by two Special Secretaries, two Additional Secretaries, ten t Secretaries & t Secretary level officers and a number of other officers. 7.5.4 The Department has two attached offices namely Directorate General of Foreign Trade (DGFT) and Directorate General of Supplies and Disposals (DGS&D). It also has eleven Subordinate Offices including Directorate General of Commercial Intelligence and Statistics (DGCI&S), Office of Development Commissioner of Special Economic Zones (SEZs) and Office of the Custodian of Enemy Property (CEP).

Department of Industrial Policy & Promotion

7.5.5 Department of Industrial Policy & Promotion formulates the overall industrial policy and is responsible for formulation and implementation of promotional and developmental measures for growth of the industrial sector, keeping in view the national

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priorities and socio-economic objectives. Department of Industrial Policy and Promotion is also responsible for Intellectual Property Rights relating to Patents, Designs, Trade Marks and Geographical Indicators of Goods and oversees the initiative relating to their promotion and protection. Superintendent, Assistant Civil Engineer and Officer

7.5.6 Restructuring of various Group A posts including the posts of Superintendent of Salt, Assistant Civil Engineer and Officer in the Office of Salt Commissioner has been proposed. As mentioned in preceding Chapters, the Commission is not considering restructuring of individual cadres or services. No apparent anomaly exists in respect of pay scale of any of these posts. As such only replacement pay bands and grade pay shall apply in respect of these posts.

ERC recommendations – Salt Commissioner

7.5.7. Continuance of the office of Salt Commissioner in the present scenario may also need to be looked into by the Government especially as the functions being discharged by it appear redundant. ERC had also noted that the earnings of the Office of Salt Commissioner by way of cess (Rs.2.5 crore) and ground rent fee (approx. Rs.1 crore) total upto Rs.3.5 crore where as the total expenditure on the outfit of Salt Commissioner’s office is over Rs.10 crore. ERC had also observed that the subject of use of iodized salt is with Department of Women and Child Welfare and the technical and institutional aspects of salt are looked after by the public health division in the Ministry of Health and Family Welfare. In view of these observations, ERC had recommended closure of this office with the exception of the quality laboratories. Further action in respect of these recommendations of ERC should be taken at the earliest. A similar analysis needs to be done for Directorate General of Supplies and Disposals whose role as a central procurement agency would need to be re-visited in view of the revised General Financial Rules, 2005 and the current emphasis on decentralization.

Group C & D Posts

7.5.8 A higher pay scale corresponding to the Fifth Central Pay Commission pay scale of Rs.3050-4590 has been demanded for the post of Plain Paper Copier Machine Operator in Directorate General of Commercial Intelligence and Statistics on the ground that its feeder post of Daftary has come to lie in an identical pay scale of Rs.2650-4000. Even if the post had come to lie in an identical scale to its feeder post, the higher scale of Rs.3050-4590 was not justified as the intermediate pay scale of Rs.2750-4400 also exists. In any case, the post of Daftary will automatically be placed in the pay scale of Rs.2750-4400 as the Commission has recommended upgradation of all Group D posts with the present incumbents in these posts being extended the corresponding

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revised pay band PB-1 Rs.4860-20200 along with grade pay of Rs.1800 once the stipulated conditions are fulfilled and the revised job description with multi-skilled duties prescribed along with higher qualifications. In view of this, no specific recommendation for this post is necessary. Higher pay scales for the posts of Superintendent, Deputy Superintendent, Senior Investigator, and Investigator have also been demanded. No anomaly exists in the existing pay scales of these posts. Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report. Field offices

7.5.9 Assistants in various field offices have demanded parity with Assistants of Central Secretariat Service. This issue has been covered by the Commission in Chapter 3.1. The recommendations contained therein will apply in this case as well.

Demands for upgradation of various posts

7.5.10 Higher pay scales for the posts of Data Programme Librarian, Computer Operator, Data Entry Operator, Senior Executive, Junior Executive, Gestetner Operator, Staff Car Driver, Hindi Officer, Senior/Junior Hindi Translators, Canteen Managers and Halwai-cum-cooks have also been demanded. No anomalies exist in respect of existing pay scales of any of these posts. No other justification for upgrading the extant pay scales of these posts is also there. Hence, the posts not belonging to common categories will be extended only the normal replacement pay bands and grade pay. Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report. However, the post of Superintendent will automatically be placed in the pay band of Rs.8700-34800 along with grade pay of Rs.4200 on of merger of pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 that has been recommended separately.

Librarian Staff

7.5.11 Higher pay scales have been demanded for Library Staff in the Department of Industrial, Policy & Promotion. The Commission has made recommendations for the common categories of Librarians in Chapter 3.8. The recommendations contained therein shall apply in respect of Librarians working in this Department as well.

Technical Officers

7.5.12 Cadre of Technical Officers in Department of Industrial, Policy & Promotion have proposed restructuring of their cadre with the post of Industrial Adviser being extended pre-revised scale of Rs.18400-22400 which does not exist in the hierarchy. The Commission, as a matter of policy, is not considering restructuring of any individual cadre/service. Accordingly, all the posts shall be extended the corresponding revised pay bands and grade pay.

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Chapter 7.6

Ministry of Communications and Information Technology Introduction

7.6.1 Ministry of Communications and Information Technology has three departments under its control, namely, i) ii) iii)

Department of Telecommunications Department of Posts Department of Information Technology

7.6.2 Each of the three departments is headed by a Secretary. Department of Telecommunication has Telecom Commission headed by Secretary, Telecommunication at its apex. Department of Posts has Postal Services Board comprising Secretary (Post) as its Chairman and three in the grade of Rs.24050-26000. Organizational structure

7.6.3 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 4840 10637 220652 50742 286871

In Position 4201 8121 185281 42485 240088

Department of Telecommunication Telecom Commission

7.6.4 Earlier, Department of Telecommunication was the sole telecom service provider in the country. Subsequently, the Bharat Sanchar Nigam Limited (BSNL) has been hived off from this Department as a separate Public Sector Undertaking. Consequently, the Department has ceased to be a service provider and is presently functioning as a conventional department and its role is limited to Policy Planning, Licensing and Coordination matters relating to telegraphs, telephones, wireless, data, facsimile and telematic services and other like forms of communications. No need, therefore, exists for retaining a separate Telecom Commission in this Department. The Government should review the necessity of persisting with this Commission. It is further observed that earlier

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Indian Telecom Service (Group A), an organized technical service under Central Government, was performing the role of providing telecom services. These functions have since been corporatised. Continued necessity of retaining Indian Telecom Service (Group A) does not, therefore, exist. The Government should discontinue this service. All the existing officers of this service should either be absorbed in BSNL/MTNL (Mahanagar Telephone Nigam Limited) or else sent to the surplus pool. Junior Wireless Operators

7.6.5 Junior Wireless Operators have demanded a higher pay scale. It has been contended that Fifth C had recommended three tier pay structure (Rs.5500-9000; Rs.6500-10500 & Rs.7450-11500) which could not be implemented for operational reasons. Accordingly, the higher scale of Rs.7450-11500 has been demanded for this post. As the post will automatically be upgraded to Rs.6500-10500, no further upgradation is necessary.

Common Category Posts

7.6.6 Higher pay scales have been demanded by various common category posts like Draughtsman, Official Language Staff, Group D Staff, Engineers, etc. All these posts will be covered by the recommendations made in Chapter 3.8 relating to common category posts.

Department of Posts Assistant Superintendent Post Office (ASPOs)

7.6.7 Upgradation for the post of Assistant Superintendent Post Office (ASPOs) on par with Assistant Director (Marketing), who is in the pay scale of Rs.7500-12000, has been demanded. The Commission has addressed this demand in para 7.6.14.

Artisans

7.6.8 Restructuring of the category of Artisans in Mail Motor Service has been demanded. It is observed that Technical Supervisors are diploma holders in automobiles and are in the pay scale of Rs.4500-7000. Their entry post of Artisan Grade II is in the pay scale of Rs.4000-6000 which is identical to that of Artisan Grade I even though the latter is a feeder post for promotion to the former. Technical Supervisors being diploma holders need to be extended the higher scale of Rs.5000-8000. On of restructuring of pay structure, the post will be placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. Artisans Grade I will then be upgraded to the pay scale of Rs.4500-7000 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800. This revised structure will remove all the present problems in the hierarchical structure. The post of Chargehand that is presently in the pay scale of Rs.4500-7000 shall be merged with that of Artisan Grade I in the same pay scale corresponding to revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800.

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Assistant Director (Recruitment)

7.6.9 Higher pay scale has been demanded for the post of Assistant Director (Recruitment). The post is presently in the pay scale of Rs.6500-10500. The pay scales of Rs.5500-9000 and Rs.650010500 are being merged in the restructuring of pay scales being recommended by the Commission. The post shall, accordingly, be placed in the next higher pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 that corresponds to the existing pay scale of Rs.7450-11500.

Medical store keepers and Laboratory Technicians

7.6.10 Higher pay scales have been sought for the categories of Medical Store Keepers and Laboratory Technicians in Postal Dispensaries. The Commission has considered these categories in Chapter 3.8. The recommendations made therein shall be extended to these categories as well.

Statistical Assistant

7.6.11 Higher pay scale of Rs.6500-10500 has been sought for one post of Statistical Assistant. The scales of Rs. 5000-8000, Rs. 55009000 and Rs. 6500-10500 are being merged. No further upgradation is functionally justified. The post shall, accordingly, be placed in the corresponding revised pay band and grade pay.

Indian Postal Service Group A

7.6.12 Various demands have been raised by officers belonging to Indian Postal Service Group A and Postal Service Group B. Issues relating to officers of organized Group A service are discussed in Chapter 3.3 of the Report. No separate recommendations are necessary in this Chapter.

Indian Postal Service Group B

7.6.13 Better promotional prospects have been demanded by Postal Officers Group B. An integrated pay structure for the posts in JTS and STS has also been sought. The Commission has recommended running pay bands and percentage increments. This will ensure continued progression as well as an increase in the amount of increment available every year. This, along with the Modified Assured Career Progression being recommended by the Commission, will effectively alleviate all stagnation. In the scheme of running pay bands, one single pay band PB-3 of Rs.15600-39100 has been proposed for the posts from Junior Time Scale to the Senior istrative Grade which will also include the posts in Senior Time Scale. Postal officers of s Division have demanded higher pay bands on par with Central Secretariat Service. The issues relating to organized s cadre are discussed in Chapter 7.56 of the Report concerning Indian Audit and Department. Recommendations made therein shall apply to the all organized s cadres including the one existing in Department of Posts. No separate recommendations are, therefore, necessary.

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Inspector (Posts)

7.6.14 Postal Inspectors in Department of Posts have demanded a higher pay scale of Rs.6500-10500 on par with Inspectors and analogous posts in CBDT/CBEC as well as Assistants of Central Secretariat Service (CSS) on the ground that they are recruited through the same examination. The Commission is recommending the merger of pre-revised pay scales of Rs.5500-9000 and Rs.650010500 which will automatically bring Inspector (Posts) on par with Assistants in CSS/Inspectors and analogous posts in CBDT and CBEC. With this upgradation, Inspector (Posts) shall come to lie in an identical pay scale as that of their promotion post of Assistant Superintendent (Posts) [ASPOs]. ASPOs shall, accordingly, be placed in the next higher pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. The next higher post in the hierarchy, that of Superintendent (Post), which is also a promotion post for ASPOs, shall be placed in the pay scale of Rs.7500-12000 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4800. Parity exists between the posts of Inspector (Posts) and Inspectors in Mail Motor Service (MMS). This parity would need to be maintained and Assistant Manager, Mail Motor Service shall be placed in the higher grade of Rs.7450-11500 whose corresponding replacement pay band and grade pay is PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600. Similarly, Manager, Mail Motor Service shall be placed in PB-2 pay band of Rs.8700-34800 along with a grade pay of Rs.4800 which corresponds to the prerevised pay scale of Rs.7500-12000.

Lower Selection Grade, Higher Selection Grade II &I

7.6.15 Higher pay scales have been sought for LSG (Lower Selection Grade), HSG-II (Higher Selection Grade) and HSG-I officers. No anomaly exists in the present pay structure of these posts. However, on of the proposed restructuring of pay bands, a higher grade would need to be extended to HSG-I. The post of HSG-I should, therefore, be placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. The other posts shall be extended only the corresponding replacement pay band and grade pay.

Dispensaries in Department of Posts

7.6.16 Department of Posts presently runs departmental Dispensaries in some cities and towns. The employees of postal department posted in these cities are not eligible for CGHS facilities. Demands have been received that these employees should also be given the option for being covered under the CGHS, particularly after they have retired. The issue was discussed with Department of Posts which has stated that a proposal was sent to Ministry of Health and Family Welfare for merging these Dispensaries with CGHS, but no action has been taken so far. There is strong merit in the proposal made by the Department. The Commission, therefore,

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recommends that all the Dispensaries presently being run in Department of Posts should immediately be merged with CGHS and all postal employees be covered under the CGHS scheme, wherever available. This facility should also be extended to the retired postal employees. Postman and Mail Guard

7.6.17 Historical parity has existed between the post of Constable in Os and the analogous post of Mail Guard in Railway Mail Service and Postman in Department of Posts. The Commission has recommended that all the Constables in Os shall be placed in the revised PB-1 of Rs.4860-20200 along with grade pay of Rs.2000. The Postman in Department of Posts and the analogous post of Mail Guard in Railway Mail Service should also be similarly upgraded and placed in the pay scale of Rs.3200-4900 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2000.

Translation Officer (French)

7.6.18 Post of Translation Officer (French) exists in the scale of Rs.6500-10500. It is an isolated post. Higher scale of Rs.8000-13500 has been demanded for the post. The minimum qualifications, prescribed for the post includes a Post Graduate degree. The post is, therefore, similar to that of PGTs, who are proposed to be upgraded to Rs.7500-12000. A similar dispensation may be needed in this case also. It is, therefore, recommended that the post be placed in the scale of Rs.7500-12000 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4800.

Post Office & Railway Motor Service (PO&RMS) ants Cadre

7.6.19 ants of this cadre have demanded parity with organised s cadres. No functional justification exists for the same. The parity with organized s cadres is, therefore, not recommended. The special allowance of Rs.180 presently given to them may be doubled.

Sports Inspectors

7.6.20 Post of Sports Inspectors exists in the scale of Rs.45007000. They have demanded parity with Inspectors of Post Offices and RMS who have been given the scale of Rs.5500-9000. No anomaly exists in their pay scales. Their cadre is not similar to that of Inspectors of Post Office & RMS, either functionally or as per the hierarchical structure. Only replacement pay band and grade pay may, therefore, be extended in their case. Further, Department of Posts should look into the continued necessity of continuing with these posts.

System s & Marketing Executives

7.6.21 Postal Assistants assigned the jobs of System s & Marketing Executives have demanded creation of a new cadre with higher pay scales. Creation of a new cadre in their case is not functionally justified. The Commission, in any case, is not looking into demands relating to individual cadre reviews.

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Status-quo may, therefore, need to be maintained especially because the existing scenario allows usage of available manpower for need based multifarious functions.

Department of Information Technology NIC - demands

7.6.22 National Informatics Centre (NIC) functions under the Department of Information Technology. NIC has stated that it has played a vital role in induction of ICT (Information Communication & Technology) in e-governance. It has also been stated that NIC provides the largest pool of ICT professionals to Government of India. NIC has, accordingly, demanded removal of present restrictions on recruitment of ICT professionals in Government; permission to DG, NIC to hire ICT professionals on contract who will be given compensation as per the existing market rates; grant of an annual performance incentive (in form of special pay) on the gross pay to the better performing professionals in NIC; creation of technical posts of ICT professionals in various Ministries/ Departments through surrender of equal number of istrative posts with the cadre of such professionals being managed by NIC which will fill these posts and second it to the respective Ministry/Department.

Analysis & recommendations

7.6.23 The present restrictions on recruitment of Government employees cannot justifiably be allowed to hinder recruitment of ICT professionals who perform a vital role in e-governance. This is a matter for the Government to decide. In any case, recommendations made in chapter 6.3 regarding ADRP are relevant. Insofar as grant of annual performance incentive is concerned, the Commission has recommended introduction of PRIS which is an incentive payable over and above salary on the basis of performance of the concerned employees during the target period. NIC should introduce PRIS in their organisation which will meet the demand. The Commission has recommended contractual employment for specified in the Government. This should be extended to all the professionals in NIC. As regards the proposal for creation of posts of ICT professionals, the same is in the nature of cadre restructuring. As stated earlier in the Report, the Commission is not considering restructuring of individual cadres. No recommendation can, therefore, be made on this demand.

Other demands

7.6.24 Certain other demands have been received relating to LTC, allowances cashing handling allowance etc. These demands are considered in the respective Chapters. The Commission has recommended parity between Headquarters organisations and field offices in Chapter 3.1 of the Report. The recommendations shall cover employees of this Ministry as well.

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Chapter 7.7

Ministry of Consumer Affairs, Food and Public Distribution Introduction

7.7.1 Ministry of Consumer Affairs, Food and Public Distribution comprise two departments namely, Department of Consumer Affairs and Department of Food and Public Distribution.

Department of Consumer Affairs

7.7.2 Department of Consumer Affairs is responsible for the formulation of policies for Consumer Cooperatives, monitoring prices and availability of essential commodities, consumer movement in the country and controlling of statutory bodies like Bureau of Indian Standards (BIS) and Weights and Measures.

Department of Food & Public Distribution

7.7.3 Department of Food & Public Distribution is charged with the prime responsibility of the management of the food economy of the country. The Department formulates policies concerning the food-grains sector and implements the scheme of minimum price to the producers of wheat, paddy and coarse-grains.

Organizational structure

7.7.4 Number of posts in various grades in the Ministry is as under:Group Sanctioned Strength In Position A 218 150 B 368 266 C 411 362 D 279 250 Total 1276 1028

Different cadres in National Sugar institute and National Test House

7.7.5 Acute stagnation has been reported in different cadres in the National Sugar institute and National Test House. A demand has been made for extension of Flexible Complementing Scheme (FCS) to all the posts in these organizations. The scheme of FCS can only be extended to the Group A posts in Departments/organizations classified as S&T Departments by the Government. Accordingly, FCS cannot be extended to posts other than those in Group A in National Test House. National Sugar Institute not having been classified as an S&T institute,

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the scheme of FCS shall not apply there. The Commission has separately recommended running Pay Bands and Modified AS to alleviate the problem of stagnation. This will cover all the categories of employees in these two Institutes as well. It is observed that these Institutes conduct research work on sugar technology and training. Industry benefits from their research. It is appropriate that these and other similar institutions are run on Public Private Partnership (PPP) model with the sugar industry/cooperatives bearing 50% of the total expenditure incurred on such research. The Government should seriously consider implementing this model for all institutes of this nature. Various posts in the Storage & Research Division

7.7.6 Higher pay scales have been sought for various posts in the Storage & Research Division. The existing pay scales of these posts are commensurate with the duties and functions assigned as well as the qualifications prescribed. No anomaly exists in the extant pay scales of these posts. Accordingly, only the replacement pay band and grade pay may be extended in their case.

AS for Group A officers

7.7.7 Demand for covering Group A officers under AS has already been addressed in Chapter 6.1 of the Report. No separate recommendation on this is, therefore, necessary.

Various posts in National Consumer Dispute Redressal Commission (NCDRC)

7.7.8 Various posts in National Consumer Dispute Redressal Commission (NCDRC) are sought to be upgraded as the same are filled primarily on deputation basis. Higher pay scales have been demanded for various posts in National Consumer Dispute Redressal Commission on par with that available to similarly placed posts in Delhi High Court and the Supreme Court. The pay scales in Delhi High Court and the Supreme Court cannot have any relativity with the pay scales of different posts under the Central Government as the issue has also been discussed in Chapter 9.1 of the Report. The posts are filled on deputation. In case suitable candidates are not found, the posts should be filled on contractual basis from open market. This will ensure availability of knowledgeable staff for filling up these posts.

Upgradation of Group D posts in NTH

7.7.9 Group C status has been sought for various Group D posts in the National Test House. The recommendations for Group D category in Chapter 3.7 shall cover these posts also.

Development Officer, Laboratory Attendants and Chemist in

7.7.10 Higher pay scales have been sought for the posts of Laboratory Attendants and Chemist in Directorate of Vanaspati, Vegetable Oils and Fats. Post of Laboratory Attendant is a Group D post and will be automatically placed in a higher Group C grade on of recommendations made by the Commission

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Directorate of Vanaspati, Vegetable Oils and Fats

in Chapter 3.7 of the Report. The post of Chemist will also be upgraded to the running Pay Band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500 on of restructuring of the pay scales being recommended. No further upgradation is required for this post. Higher pay scale of Rs.8000-13500 has been demanded for Development Officer on the ground that their minimum qualifications include a Post Graduate degree along with experience. The present pay scale is appropriate for the minimum qualifications prescribed. A higher pay scale is also not justified on functional considerations. Consequently, the post shall only be extended the corresponding replacement Pay Band and Grade Pay. The Commission also observes that this organization was relevant in the past when production and import of these items was regulated. In the present times, this and other similar organizations have out-lived their utility. The Government should, therefore, review the justification for continuing with these institutions and in case no functional reasons are found, these should be closed and the existing employees re-deployed elsewhere.

Metrological Assistant in Department of Consumer Affairs

7.7.11 Higher pay scale of Rs.8000-13500 has been demanded for the post of Metrological Assistant in Department of Consumer Affairs. The post is presently in the pay scale of Rs.5500-9000 and will automatically be placed in the next higher pay scale corresponding to the pre-revised pay scale of Rs.650010500. The minimum qualifications of the post include a postgraduate degree. The Pay Band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500 is, therefore, appropriate for this post.

Assured Career Progression Scheme

7.7.12 Better Assured Career Progression Scheme has been demanded for the isolated post of Technical Officer (Chemical Engineering) in National Sugar Institute, Kanpur. The post shall be governed by recommendations made by the Commission on Modified AS in Chapter 6.1 of the Report.

Technical Assistant

7.12.13 Post of Technical Assistant exists in Directorate of Sugar in the pay scale of Rs.4500-7000. The next higher post of JTO is in the pay scale of Rs.6500-10500 and is filled 50% by direct recruitment and 50% by promotion of Technical Assistants. The minimum qualifications prescribed for direct recruitment for the post of Junior Technical Assistant is same as that prescribed for the lower post of Technical Assistant. The duties attached to these posts are also similar. Consequently, the Commission recommends that post of Technical Assistant in the Directorate of Sugar may be merged with that of Junior Technical Officer in the scale of Rs.6500-10500. Simultaneously, all posts of Junior Technical Assistant will be filled by direct recruitment.

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Chapter 7.8

Ministry of Corporate Affairs

Introduction

7.8.1 The Ministry is primarily concerned with istration of the Companies Act, 1956; other allied Acts and rules & regulations framed there-under mainly for regulating the functioning of the corporate sector in accordance with the law. The Ministry is also responsible for istering the Competition Act, 2002 which will eventually replace the Monopolies and Restrictive Trade Practices Act, 1969 under which the Monopolies and Restrictive Trade Practices Commission (MRTPC) is functioning. Besides, it exercises supervision over the three professional bodies, namely, Institute of Chartered ants of India (ICAI), Institute of Company Secretaries of India (ICSI) and the Institute of Cost and Works ants of India (ICWAI) which are constituted under three separate Acts of Parliament for proper and orderly growth of the professions concerned. The Ministry also has the responsibility of carrying out the functions of the Central Government relating to istration of Partnership Act, 1932; the Companies (Donations to National Funds) Act, 1951; and Societies Registration Act, 1980.

Organizational structure

7.8.2 Number of posts in various grades in the Ministry is as under:Group Sanctioned Strength In Position A 412 290 B 426 266 C 261 149 D 138 123 Total 1237 828

Official language staff and stenographers

7.8.3 Official language staff and stenographers working in the subordinate offices of this Ministry have desired pay parity with CSOLS and CSSS respectively. The Commission has considered the issue separately in Chapter 3.1. The recommendations contained therein will apply in this case as well.

Statistical Assistant

7.8.4 A higher pay scale of Rs.5500-9000 has been demanded for the post of Statistical Assistant on the ground that analogous posts in other Ministries exist in a higher pay scale. It is observed that the entry grade for the common category post of Statistical

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Assistant is Rs.5000-8000. Since the post already exists in this pay scale, only the corresponding revised Pay Band PB-2 of Rs.870034800 along with a grade pay of Rs.4200 may apply for this post. Assistants, Stenographers and Company Prosecutors

7.8.5 Assistants and stenographers working in MRTP Commission have demanded pay scales on par with those existing for similarly designated posts in CSS and CSSS. The issue has already been covered in Chapter 3.1. Recommendations contained therein will apply in this case as well. A higher pay scale has been demanded for the post of Company Prosecutor Grade-III, which presently exists in the pay scale of Rs.5500-9000 in Registrar of Companies. Commission has recommended merger of the pay scales of Rs.5500-9000 and Rs.6500-10500. Consequently, the post of Company Prosecutor Grade III will automatically be placed in the pay scale of Rs.6500-10500. The Commission, however, is recommending the scale of Rs.7450-11500 for all posts carrying minimum qualification of degree in Law. This principle will need to be followed here as well. It is, accordingly, recommended that the posts of Company Prosecutor Grade III and Grade II may be merged in the pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600. Demands have been made seeking benefit of added years of service for Prosecutors. The Commission is unable to concede this demand as no justification exists for it. The Court allowance and Robe allowance on par with that available to the Public Prosecutor in Department of Law & Justice should be given to the Company Prosecutors during the period they actually appear in courts.

Senior Technical Assistants

7.8.6 Senior Technical Assistants (STAs) in Ministry of Corporate Affairs have demanded a higher pay scale of Rs.750012000 on the ground that their pay scale has always been one step above that of Assistants in Central Secretariat Service. The higher pay scale of Rs.7500-12000 on par with the scale of Income Tax Superintendents has, accordingly, been demanded. It is seen that no equivalence can be established between the posts of STAs in Ministry of Corporate Affairs, Assistants in CSS and Superintendents in CBDT and CBEC. Accordingly, no justification exists for upgrading the pay scale of this post. However, the post will need to be placed in the scale of Rs.7450-11500 on of the restructuring of pay scales being recommended. Accordingly, the Commission recommends that the post of Senior Technical Assistants (STAs) in Ministry of Corporate Affairs may be placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500.

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Junior Technical Assistants

7.8.7 Higher scale of Rs.5500-9000 has been demanded for Junior Technical Assistants on the ground that minimum qualification prescribed includes a post graduate degree. The qualification for this post earlier was a graduate degree. Subsequent to recommendations of Fifth C, where many posts were upgraded on the basis of minimum educational qualifications prescribed, the qualifications of this post were also revised to include a post graduate degree. No functional justification as would have necessitated such increased qualifications has been brought out. The next higher post of STA also carries minimum qualification of a post graduate degree. It may not be justified to upgrade the post just on the basis of minimum qualifications prescribed without any reference to the duties attached, relativities and existing hierarchical structure. No anomaly exists in the extant pay scale. Analogous posts in other organisations are also in the scale of Rs.5000-8000. In any case, the Commission is recommending merger of the pre-revised pay scales of Rs. 5000-8000, Rs. 5500-9000 and Rs. 6500-10500. Any further upgradation is not warranted. Consequently, only the replacement pay band and grade pay is recommended for this post.

Indian Company Law Service

7.8.8 Indian Company Law Service is a Group A service that exists under the istrative control of Ministry of Corporate Affairs. Complete restructuring of the cadre of this service has been demanded. The proposed cadre restructuring includes demand for creation of a post in the Higher istrative Grade (HAG). Presently, no post in HAG exists in this service. As a general policy, the Commission is refraining from undertaking restructuring of any individual cadre. While it is true that in the normal exercise of restructuring, creation of an additional grade is not allowed, however, creation of additional posts on functional grounds is always allowed and will continue even after implementation of this Report. Additional posts in HAG can, therefore, be created in case functional justification exists for the same. In consonance with the general recommendations, the additional posts so created would, however, not be encadred in any cadre but be an open post to be filled by the best available talent whether within the cadre or outside it. No rationale, therefore, exists for this Commission to recommend creation of any post in HAG for this service.

Other demands

7.8.9 Demands relating to telephone allowance, vehicle allowance, LTC, deputations, etc. have been covered in the relevant chapters and the recommendations made therein shall also apply to the officers of this service. The Commission finds no rationale to extend a separate Corporate allowance and an orderly for officers

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of this service. This is also totally against the philosophy of the Commission. The demand, therefore, has to be rejected outright. Assistant Directors in Serious Fraud Investigation Organisation

7.8.10 The post of Assistant Director exists in the scale of Rs.650010500. It is filled on deputation. It has been demanded that the post be merged with that of Senior Assistant Director in the scale of Rs.7500-12000. Due to proposed merger of pay scales of Rs.55009000 and Rs.6500-10500, the lower post of Assistant in this organisation will come to lie in an identical scale. It is, therefore, recommended that the post of Assistant Director is merged with that of Senior Assistant Director in the scale of Rs.7500-12000 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4800.

Special Investigation Allowance

7.8.11 Personnel working in the Serious Fraud Investigation Organisation are entitled to a Special Investigation Allowance. It has been demanded that this allowance should be paid on par with the allowance paid in Central Bureau of Investigation. The Commission is unable to concede this demand as the two organisations are distinct entities. However, the existing rates of this allowance should be doubled.

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Chapter 7.9

Ministry of Culture

Introduction

7.9.1 The main function of Ministry of Culture is to preserve, promote and disseminate all forms of art and culture. The Ministry is involved in maintenance and conservation of heritage, historic sites, ancient monuments, istration of libraries, promotion of literary, visual and performing arts, etc. 7.9.2 The Ministry has three attached offices and six subordinate offices as under:Attached offices: (i) Archaeological Survey of India, New Delhi (ii) Central Secretariat Library (iii) National Archives of India, New Delhi Subordinate Offices (i) Anthropological Survey of India, Kolkata (ii) Central Reference Library, Kolkata (iii) National Library, Kolkata (iv) National Gallery of Modern Art, New Delhi (v) National Museum, New Delhi (vi) National Research Laboratory for Conservation of Cultural Property, Lucknow

Organizational structure

7.9.3 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Assistant Archaeologist in Archaeological

Sanctioned Strength 341 848 17812 10367 29368

In Position 242 620 12522 9327 22711

7.9.4 Higher pay scale has been demanded for the post of Assistant Archaeologist in Archaeological Survey of India on the ground that the post carries minimum qualifications of a post-

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Survey of India (ASI)

graduate degree along with two years diploma in relevant field. The Commission has recommended merger of the pre-revised pay scales of Rs.5500-9000 and Rs.6500-10500. The post is presently in the pay scale of Rs.5500-9000 and shall automatically be upgraded. No separate recommendation is, therefore, necessary for this post.

Archaeology Cadre in ASI

7.9.5 Restructuring of the Archaeology Cadre in ASI has been demanded. The Commission is not considering reviews of any individual cadres. Therefore, no recommendation is being given on this issue. It is, however, noted that the existing pay scales of these posts are appropriate. However, the post of Assistant Superintendent (Archaeologist) should be upgraded and placed in the pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 (Rs.7450-11500). A similar dispensation shall be extended to the following posts that are also identically placed:a) b) c) d)

Assistant Superintendent in the Epigraphy cadre. Assistant Superintendent in Science Cadre, Assistant Archaeological Chemist. Assistant Superintendent, Archaeological Engineer in Conservation Cadre. Assistant Superintendent, Archaeological Engineer, Horticulture Engineer.

It is clarified that all these posts are being upgraded because these are presently in the pay scale of Rs.6500-10500 and their respective feeder posts will come to lie in an identical pay scale on of the proposed merger of the pre-revised pay scales of Rs.5500-9000 and Rs.6500-10500 being recommended by this Commission. Ministerial cadres in ASI

7.9.6 Ministerial cadre in ASI has demanded parity with Central Secretariat personnel. The Commission has already recommended parity between field organisations and secretariat in Chapter 3.1 of the Report. The recommendations will apply in this case as well.

Parity with Headquarters ASI

7.9.7 Employees of Archaeological Survey of India have demanded pay scales on par with their counter parts in Central Secretariat. Parity between headquarters organisations and field staff has already been recommended in Chapter 3.1. No specific recommendation is, therefore, necessary. Pay scale of Rs.800013500 has been demanded for all posts carrying minimum qualification of post-graduate degree. The Commission is of the view that this is not feasible as pay scales cannot be based only on minimum qualification prescribed but other factors like hierarchy, duties attached, relativities etc. also have to be taken in .

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Surveyors Cadre in ASI

7.9.8 Higher pay scales have been demanded for the entire Surveyors Cadre in ASI. Presently, post of Surveyor Grade II is in the pay scale of Rs.4000-6000 and Surveyor Grade I in Rs.50008000. Senior Surveyor and Surveyor Officer also exist in the hierarchy. The posts of Surveyor Grade I and Senior Surveyor will, in any case, be upgraded to the scale of Rs.6500-10500 on of merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. These posts should be merged in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. The post of Senior Surveyor should be placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. Higher pay scale is not considered justified for the post of Surveyors Grade II which will consequently be placed only in the corresponding revised pay band and grade pay.

Technical Restorer in the National Museum

7.9.9 A higher pay scale has been demanded for the post of Technical Restorer in the National Museum on the ground that their established parities with the posts of Chemical Assistants have been disturbed on of merger of the post of Chemical Assistants with that of Senior Chemical Assistant in the pay scale of Rs.5500-9000. It is seen that the posts are not similar either on the basis of functions attached or the duties performed. The posts also belong to different cadres. As such, no relativity can be stated to exist between these posts. In any case, the Commission is recommending merger of the pre-revised pay scales of Rs. 50008000, Rs. 5500-9000 and Rs. 6500-10500. The post of Technical Restorer shall, therefore, be placed in the corresponding revised pay band and grade pay.

Group A posts in the National Archives of India

7.9.10 Higher pay scales have been sought for various Group A posts in the National Archives of India. The existing pay scales are commensurate with the duties attached and the qualifications prescribed. No anomaly also exists in these pay scales. Accordingly, only the corresponding replacement pay bands and grade pay shall be extended in their case.

Library Staff

7.9.11 The posts of Library Staff shall be regulated as per the recommendations given in Chapter 3.8 relating to common categories.

Preservation Division in National Archives of India

7.9.12 Cadre restructuring has been sought for the Preservation Division in National Archives of India. The Commission, as a matter of policy, has not undertaken review of any individual cadre.

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Posts in istrative Division

7.9.13 Pay scales of various posts in istrative Division shall be as per the recommendations made in Chapter 3.1 of the Report.

Deputy Curator in National Museum

7.9.14 The post of Deputy Curator in National Museum is presently in the pay scale of Rs.6500-10500. Its feeder post of Assistant Curator in the pay scale of Rs.5500-9000 will come to lie in an identical pay scale on of the proposed merger of the pay scales. It is, accordingly, recommended that the post of Deputy Curator should be upgraded in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

Draughtsman

7.9.15 Various categories of Draughtsmen in different organisations under this Ministry have demanded higher pay scales. Draughtsman cadre in ASI and other organisations under Department of Culture shall be regulated as per the recommendations made in Chapter 3.8 for ‘Common Categories’.

Various posts in National Archives of India

7.9.16 Higher pay scales have been demanded for various posts in National Archives of India. The existing pay scales for all the posts are appropriate. However, the posts in the existing pay scale of Rs.6500-10500 shall be placed in the pay scale of Rs.745011500 corresponding to the revised pay band PB-2 of Rs.870034800 along with a grade pay of Rs.4600 in cases where the feeder post was earlier in the scale of Rs.5500-9000 and has come to lie in the scale of Rs.6500-10500 on of restructuring of pay scales recommended by the Commission. This will ensure that the promotion posts remain in higher scale vis-à-vis their feeder posts in the pay scale of Rs.5500-9000.

Museum Education Officer

7.9.17 Higher pay scale has been demanded for the post of Museum Education Officer in National Museum. The post is presently in the pay scale of Rs.6500-10500. The existing pay scale is appropriate for the duties attached to the post. No anomaly also exists in the existing pay scale. As such, the post shall be placed only in the corresponding revised pay band and grade pay.

Microphotographist

7.9.18 The post of Microphotographist in National Archives of India which is presently in the pay scale of Rs.6500-10500 should be upgraded to the next higher grade in pay scale of Rs.745011500 corresponding to the revised pay band PB-2 of Rs.870034800 along with a grade pay of Rs.4600 so that it remains in a higher pay scale vis-à-vis the lower post of Assistant Microphotographist grade I that is presently in the pay scale of Rs.5500-9000 and will automatically be placed in the scale of Rs.6500-10500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 on of the proposed merger of the pay scales.

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Chapter 7.10

Ministry of Defence Introduction

7.10.1 Defence Ministry is responsible for formulating Government policy on all defence and security related matters and implementing these through the Services Headquarters, InterServices Organisations, Production Establishments and Research and Development Organisations. The Ministry consists of four Departments. Defence Secretary, who heads the Department of Defence, is additionally responsible for coordinating the activities of these four Departments. The principal functions allocated to the four Departments in this Ministry are as under:(i)

Department of Defence It deals with the Integrated Defence Staff (IDS), three Services of the Defence Forces and various Inter-Service Organisations. It is also responsible for the Defence Budget, establishment matters, defence policy, matters relating to Parliament, defence co-operation with foreign countries and co-ordination of all activities.

(ii)

Department of Defence Production Headed by a Secretary, this Department deals with matters pertaining to defence production, planning and control of departmental production units of the Ordnance Factory Board and Defence Public Sector Undertakings (DPSUs).

(iii)

Department of Defence Research and Development It comprises the Defence Research and Development Organization which is engaged in undertaking research, design and development of weapons and other equipments for defence services. It also provides scientific analysis and options in technologies/products relevant to defence and fosters national S&T and industrial development.

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DRDO is headed by the Scientific Advisor to Raksha Mantri in the rank of Secretary to GOI. He is assisted by seven Chief Controllers. The DRDO HQs are organized in Technical Directorates (Dte. Of Aeronautics/Armaments/Combat Vehicles and Engineering, Missiles, Life Sciences, etc.) and Corporate Directorates (Dte. Of Personnel/HRD/Management Services, Security and Vigilance etc.). Besides various projects are executed through network of 50 laboratories and establishments that are engaged in R&D activities in various defence related fields. (iv)

Department of Ex-Servicemen Welfare The Department deals with all matters relating to resettlement, welfare and pension of Ex-Servicemen. An Additional Secretary heads the Department.

7.10.2 Finance Division in Ministry of Defence is headed by Secretary (Defence Finance) who exercises financial control over proposals involving expenditure from the Defence Budget and is responsible for internal audit and ing of defence expenditure. Organizational structure

7.10.3 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Common issues

Sanctioned Strength 13046 26450 238298 200272 478426

In Position 13628 22780 176854 152038 366300

7.10.4 Many demands have been received relating to restructuring of individual cadres, upgradation etc. of Group D posts, parity between similarly placed posts in the headquarters and field organisations from various departments/organisations/institutions under this Ministry. These demands have not been addressed individually in this Chapter as :•

•

Group D posts are covered in Chapter 3.7 of the Report and the recommendations contained therein shall apply to all Group D posts in this Ministry as well. Common categories are covered in Chapter 3.8 and recommendations made therein shall apply to posts belonging to these categories in Ministry of Defence as well.

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• •

The Commission is not undertaking reviews of any individual cadres. The Commission has considered the issue of parity between headquarters organisations and field offices of the Central Government in Chapter 3.1 of the Report. The recommendations contained therein shall also apply in Ministry of Defence.

Department of Defence Examiners in Directorate General of Military Intelligence

7.10.5 Examiners in Directorate General of Military Intelligence have demanded the upgraded scale of Rs.6500-10500 on the ground that their educational qualification is graduation with experience. The post is presently in the scale of Rs.5000-8000 and will automatically be placed in the grade pay attached to the scale of Rs.6500-10500 on of restructuring of pay scales being recommended.

Store-keeping Staff

7.10.6 Restructuring of the cadre of Store-keeping Staff in Ministry of Defence has been sought. A uniform cadre structure for store keeping staff in different establishments of Ministry of Defence like AOC, Air Force, Navy, MES, DGOF, CSD, etc, has also been demanded. The Commission is not carrying out restructuring of individual cadres. As such, the proposal cannot be considered. Common category of store-keeping staff is considered in Chapter 3.8. The recommendations contained therein prescribe a uniform structure for the store keeping staff which should be followed in the various store keeping staff cadres in Ministry of Defence. It is, however, clarified that all store keeping cadres cannot have the highest post in SAG or JAG etc. The highest post in cadre has to depend on the size of the cadre and the quantity of stores being handled as well as other functions being carried out. Consequently, the highest pay scale in different store keeping cadres can vary in different cadres even under the same Ministry.

Junior Engineer in MES

7.10.7 Higher pay scales have been sought for Junior Engineers in MES. The existing entry level of Junior Engineers is Rs.5000-8000. The post belongs to common category of engineering staff and shall be governed accordingly.

Drivers of Armoured Fighting Vehicles

7.10.8 Higher pay scales have been demanded for the Drivers of Armoured Fighting Vehicles (AFV) on the ground that civilian motor drivers form the feeder grade for drivers of Armoured Fighting Vehicles and, therefore, they have to be placed in a higher pay scale. The Commission is of the view that no justification exists for upgrading the pay scales of the Drivers of Armoured Fighting

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Vehicle Drivers. To rectify the present position, it would be appropriate if the civilian drivers are allowed lateral shift to the post of AFV Drivers. The posts of Supervisor and Head Supervisor in Civilian Motor Drivers cadre that are presently in the pay scale of Rs.5500-9000 shall stand merged with the post of Foreman in the pay sale of Rs.6500-10500. Fire fighting staff

7.10.9 Restructuring of the cadre of Fire Fighting Staff in Ministry of Defence has been demanded. The Commission is not undertaking cadre review of any individual cadre. No anomaly exists in the existing pay scales of various posts in this cadre. In any case, the posts belong to common category of fire fighting staff and shall be governed accordingly.

Group D staff

7.10.10 Demand has also been made that the qualifications of Group D staff should be enhanced and that they all be placed in Group C. The Commission has considered this issue and made suitable recommendations in Chapter 3.7. The recommendations made therein shall apply to Group D posts in Ministry of Defence as well.

Design and Drawing staff

7.10.11 Design and Drawing staff in Navy have demanded restructuring of their cadre. Since the Commission is not looking into restructuring of individual cadres, the demand cannot be considered. Various posts of Draughtsmen in the cadre shall be governed by the common category of Draughtsmen in Chapter 3.8 of the Report.

s staff

7.10.12 Parity with CSS has been sought between various posts of s staff under the office of Controller General of Defence s (CGDA). The s Staff under CGDA forms an organized s cadre. The Commission has made recommendations for the organized s cadre in Chapter 7.56 relating to Indian Audit and s Department. The recommendations made therein shall extend to all the organized s cadres, including that in CGDA.

Junior Engineer in EME

7.10.13 Upgradation of the post of Junior Engineer in the cadre of Workshop Officer in EME has been demanded. The post belongs to common category of engineering staff and shall be governed accordingly.

Canteen Store

7.10.14 Officials of the Canteen Store Department have demanded restructuring of their cadre. The Commission is not looking in cadre reviews of individual organisations. Hence, the proposal cannot be considered.

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LDC, UDC & Assistants

7.10.15 Parity of LDCs and UDCs in the clerical cadre in EME has been demanded with the posts of Havaldar and Subedar respectively. Assistants in the organisation have, however, been sought to be equated with the Assistants of Central Secretariat. No parity can be established between the clerical cadre and the colour service in the Defence Forces. The posts of LDC and UDC are in no way comparable to those of Havaldar and Subedar. Consequently, such parity cannot be recommended. Insofar as the post of Assistant is concerned, the Commission has already recommended parity between similarly placed posts in field and secretariat offices. No separate recommendation is, therefore, necessary.

Naval Store Organisation

7.10.16 Officers of Naval Store Organisation have demanded the status of organized Group A service. The Commission, as a matter of policy, is in favour of opening up the various cadres, with the top level posts being filled by the best talent available. In such a scenario, creating more organized Group A services is not justified. The proposal cannot, therefore, be accepted. Restructuring of this cadre has also been sought. In consonance with the policy of not considering reviews of individual cadres, the proposal cannot be considered.

Machineman/Oper ator Off-set

7.10.17 The Machine-man/Operator off-set in Printing Presses under the istrative control of Ministry of Defence have demanded the higher pay scale of Rs.5000-8000 on par with similarly designated posts in other Government of India Presses. It is observed that parity had earlier existed between these posts. Ministry of Defence has favoured grant of higher pay scale of Rs.5000-8000 to these posts. It is also observed that the horizontal relativities have been disturbed in this case. The Commission, therefore, recommends that the posts of Machine-man and Operator off-set in Printing Press under Ministry of Defence may be placed in the revised Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 which corresponds to the pre-revised pay scale of Rs.5000-8000.

Military Engineering Service

7.10.18 Intense stagnation has been reported in various cadres in Military Engineering Service. Suitable upgradations and posts in higher grades have been sought to alleviate this problem. The Commission’s approach in this regard has been that the proposed system of running pay bands along with increments as a percentage of pay will ensure steady career growth. This will automatically alleviate stagnation. Creation of additional posts merely to ease stagnation cannot be allowed. The systemic changes being recommended will also alleviate this problem. No other recommendations are, therefore, necessary.

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Map Curators

7.10.19 The cadre of Map Curators under Director General of Information Systems in Army Headquarters has demanded higher pay scales with the post of Senior Map Curator being equated to that of Assistants in the CSS. Presently Senior Map Curator and Chief Map Curator are in the pay scales of Rs.5000-8000 and Rs.6500-10500 respectively. It is seen that since the time of Fourth C, no parity has existed between these posts. Present duties attached to the post also do not justify a higher pay scale. The posts of Senior Map Curator and Chief Map Curator will come to lie in an identical scale on of the proposed restructuring of existing pay scales. The posts should, therefore, be merged in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500.

Civilian Workshop officers

7.10.20 The cadre review of Civilian Workshop officers in Corps of Electronics and Mechanical Engineering has been demanded. The Commission is not undertaking reviews of any individual cadre. The demand cannot, therefore, be considered.

Teachers in Military Schools

7.10.21 Higher pay scales for Teachers in Military Schools have been demanded. It is seen that presently the Assistant Masters in these schools are in the same pay scale as the entry grade of Trained Graduate Teachers i.e. TGT-III. The next higher post of Masters Gazetted is in the scale of Rs.7500-12000 that corresponds to the apex scale of Trained Graduate Teacher i.e. TGT-I. The Commission has recommended upgradation of the pay scales of common category of Teachers with TGT-III being placed in the pay scale of Rs.7450-11500 and TGT-I being extended the scale of Rs.8000-13500. To maintain the existing parity between the posts of Masters and Assistant Masters vis-à-vis the various grades of TGTs, a similar dispensation will need to be extended in case of former. The Commission, accordingly, recommends that the post of Assistant Master in Military Schools may be placed in the scale of Rs.745011500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600. Master Gazetted shall be placed in scale of Rs.8000-13500 corresponding to the revised pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.5400. Further, as these schools are residential schools, a special allowance at the rate of 10% of the pay band and grade pay shall also be paid to the teachers, librarians and other staff associated with teaching in these schools. This dispensation will also be extended to RIMC, Dehradun. A similar allowance can be considered for analogous posts in Sainik Schools that are also residential schools being run as an autonomous organization under the Ministry of Defence.

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AFHQ Civil Services and AFHQ Stenographers Service

7.10.22 AFHQ Civil Services and AFHQ Stenographers Service have demanded parity with CSSS and CSS. Since the Commission has recommended parity between posts in headquarters and field offices, it is only justified that such parity also exists between similarly placed posts in different headquarter organisations. The Commission, accordingly, recommends that parity should be maintained between the posts at the level of Assistant and Section Officer in these services.

Armed Forces Headquarters Civil Service

7.10.23 The demand for granting Group A status to Armed Forces Headquarters Civil Service is not, however, justified and cannot be accepted.

Store-keepers

7.10.24 Store-keepers in the Army Ordnance Corps have demanded higher entry pay scale of Rs.5000-8000 on par with Railways. The post is presently in the pay scale of Rs.3050-4590. The minimum qualifications prescribed as well as the duties and functions attached to the post are not commensurate with those existing in Railways. Accordingly, the higher pay scale of Rs.5000-8000 cannot be extended to the post.

Coast Guard Organisation

7.10.25 Coast Guard is an Armed Force of the Union. Their main job is ensuring the security of maritime zones of India. Other functions include anti-poaching/smuggling duties and disaster management. It is also the nodal agency for anti piracy. Their Headquarters are at Delhi. There are three regional Headquarters and 11 District Headquarters. Their pay scales are on par with those existing in various Central Para Military Forces (MFs). However, the allowances have some relativity with the Indian Navy as both these organisations operate at sea. 7.10.26 Insofar as specific posts in Coast Guard are concerned, it is observed that Pradhan Naviks are presently in the scale of Rs.32004900 at par with Uttam Naviks even though they are a promotion post for Uttam Naviks. Proposals have been received to remove this apparent anomaly. It is seen that in the Aviation Wing, the post of Pradhan Navik is in the scale of Rs.4000-6000. The Commission would have considered this separately but the pay scales of all posts in Coast Guards have to be viewed in light of the recommendations made by the Commission proposing higher pay scales for various posts in Executive Branches of MFs. While pay scales for various posts in the MFs have been prescribed separately, a similar parity would also need to be extended to the posts in Coast Guard Organisation. The pay scales of various posts of below officers rank in Coast Guard Organisation would, therefore, be revised as follows:-

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General Duty Branch

(in Rs.) Designation

Navik Uttam Navik Pradhan Navik

Adhikari Uttam Adhikari Pradhan Adhikari

Present pay scale 3050-4590 3200-4900 3200-4900 + Special Pay Rs.50 5500-9000 6500-10500 6500-10500 + Special pay of Rs.200

Recommended pay scale 3200-4900 4000-6000 4500-7000

6500-10500 7450-11500 7500-12000

Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-1 2000 PB-1 2400 PB-1 2800

PB-2 PB-2 PB-2

4200 4600 4800

Domestic Branch

Designation

Present pay scale

Recommended pay scale

(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-1 1900 PB-1 2000 PB-1 2400 PB-2 4200

Navik Uttam Navik Pradhan Navik Adhikari

2750-4400 3050-4590 3200-4900 5000-8000

3050-4590 3200-4900 4000-6000 6500-10500

Uttam Adhikari

5500-9000

6500-10500

PB-2

4200

Pradhan Adhikari

6500-10500

7450-11500

PB-2

4600

Aviation Branch

Designation

Present pay scale

Recommended pay scale

Navik Uttam Navik Pradhan Navik Adhikari

3050-4590 3200-4900 4000-6000 5500-9000

3200-4900 4000-6000 4500-7000 6500-10500

Uttam Adhikari Pradhan Adhikari

6500-10500 6500-10500 + Special pay of Rs.200

7450-11500 7500-12000

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(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-1 2000 PB-1 2400 PB-1 2800 PB-2 4200 PB-2 PB-2

4600 4800

Technical Branch

Designation

Yantrik Uttam Yantrik Pradhan Yantrik Sahayak Engineer Uttam Engineer Pradhan Engineer

Present pay scale 4000-6000 4500-7000 5000-8000 5500-9000 6500-10500 7450-11500

Recommended pay scale 4000-6000 4500-7000 6500-10500 6500-10500 7450-11500 7500-12000

(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-1 2400 PB-1 2800 PB-2 4200 PB-2 4200 PB-2 4600 PB-2 4800

7.10.26 Scale of Rs.26,000 (fixed) equal to that of DG in other Para Military Forces like CRPF and BSF has been demanded for the post of DG, Coast Guard. The post is in the scale of Rs.22,400-24,500 and is presently filled by Inspector Generals of Police in the scale of Rs.18400-22400 with 3 years service in the grade. As such placing the post in the scale of Rs.26,000 (fixed) may not be justified. It is also observed that Fifth Central Pay Commission had recommended the scale of Rs.24,050-26,000 for this post. However, that scale has not been extended to the post. In such a scenario, recommending a still higher scale of Rs.26,000 (fixed) will be totally uncalled for. Accordingly, the Commission is not inclined to recommend this upgradation. The post, consequently, should be placed in the corresponding revised Pay Band. The existing relativity of personnel of Indian Coast Guard with those in Indian Navy in respect of sea going allowances shall be maintained. However, all sea going allowances common to the Indian Navy and Indian Coast Guard need to be paid at identical rates in both these organisations. This is necessary as extra hardships faced by personnel of Indian Navy are being compensated by the Military Service Pay. Further, Boiler Room Allowance, on par with that recommended for Indian Navy, shall be payable to personnel performing duties in the Boiler rooms of Coast Guard ships. The issues relating to uniform allowance for Coast Guard Organisation have been discussed in Chapter 4.2.

Department of Defence Production SSA (G) and Foreman

7.10.28 In Directorate General of Aeronautical Quality Assurance (DGAQA), merger of the posts of Senior Scientific Assistant (G) and Foreman has been proposed as the posts are in the scales of Rs.745011500 and Rs.7500-12000 respectively and the difference between the scales is stated to be negligible. The difference between the two pay scales is sufficient in the revised scheme of pay bands and grade pay recommended by the Commission. The posts cannot, therefore, be merged.

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Official Language in the Rajbhasha cadre of Ordnance Factory Board

7.10.29 Parity of various posts of Official Language in the Rajbhasha cadre of Ordnance Factory Board has been sought with analogous posts in Central Secretariat Official Language Service. The Commission has recommended parity between headquarters and the field offices. This will cover the staff belonging to Official Language as well. No separate recommendations are, therefore, necessary.

Pharmacists

7.10.30 Pharmacists cadre in Ordnance Factories has demanded higher pay scales. The Commission has made suitable recommendations for various para medical categories in Chapter 3.6 of the Report. Various posts of para-medics in the Ordnance Factories shall also be covered by these recommendations. No separate recommendations are, therefore, necessary.

Assistant Security Officers

7.10.31 Group A status has been sought for the post of Civilian Assistants Security Officer. The officers are presently in Group B. Parity with Group A cadres like CISF can not be granted as the variety and work content in the two organisations is not comparable. Therefore, only replacement pay bands and grade pay may be extended to these posts.

Teachers

7.10.32 24 schools exist in Ordnance Factories. Posts of Post Graduate Teachers, Trained Graduate Teachers, Primary Teachers and Lab Assistant exist in these schools. The pay scales and allowances of these posts shall be regulated by the recommendations made by Commission for common categories of teachers in Chapter 3.8 of the Report.

Posts in DGQA

7.10.33 The post of ant that is presently in the pay scale of Rs.5500-9000 shall automatically be placed in the next higher scale of Rs.6500-10500 on of the reorganization of the pay scales being recommended by the Commission. The next higher post of Assistant s Officer should, therefore, be upgraded and placed in the running pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. No other upgradation of any posts belonging to this cadre under the office of Directorate General of Quality Assurance (DGQA) is justified. The posts of Junior Technical Officer (JTO) and Junior Scientific Officer (JSO) are in the respective pay scales of Rs.7450-11500 and Rs.7500-12000. The duties attached to these posts are stated to be similar even though the post of JSO is a promotion post for JTO. It is, however, not possible to merge these posts because of the repercussions it will have on similarly placed posts.

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Director

7.10.34 Proposed introduction of a intermediary post in the scale of Rs.16400-20000 between Director in the scale of Rs.14300-18300 and Deputy Director General in the scale of Rs.18400-22400 is also not justified as, in the case of most civilian posts, the promotion is from the scale of Rs.14300-18300 to that of Rs.18400-22400.

Department of Defence Research and Development Examiner Grade I

7.10.35 Post of Examiner Grade I in Defence Institute of Psychological Research (DIPR) is presently in the pay scale of Rs.6500-10500 and will come to lie in the same pay scale as that of the lower post of Examiner Grade II, which is presently in the pay scale of Rs.5500-9000 and will automatically be placed in the scale of Rs.6500-10500 on of the restructuring of pay scales being proposed by the Commission. It is recommended that the post of Examiner Grade I in DIPR be upgraded to the scale of Rs.745011500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600.

Drivers of Drive Testing Vehicles

7.10.36 Civilian Drivers of DRDO have demanded higher pay scales because they have to drive testing vehicles in addition to staff car. They have also demanded risk allowance for these activities because risk is stated to be involved in test driving vehicles. A higher pay scale for this post is not warranted because the basic nature of their duties does not change while test driving vehicles. In case an inherent element of risk exists, the Government may consider extending free insurance cover to this category.

Personal staff in DRDO

7.10.37 Additional personal staff has been demanded for scientists in DRDO. The central theme of the Commission’s Report is delayering and multi-skilling. In such a scenario, increased strength of personal staff for any category of posts cannot be recommended.

Security staff

7.10.38 Security staff of DRDO has desired parity with CISF. The work profile in these two organisations is different. CISF personnel are liable to work anywhere in India and have to look after the security of many different organisations. The duties are, therefore, higher and as such no parity can be granted.

Technical Assistant and Technical Officer

7.10.39 Upgradations of all the posts in the Technical Assistant and Technical Officer cadres have been demanded. It is seen that the entry level pay scale to these cadres is Rs.5000-8000 which is the same as that existing in other organisations. The post carries minimum qualification of 3 years diploma. The scale of Rs.50008000 is appropriate even if the criterion of minimum qualification is followed. The duties attached to the post also do not justify a higher pay scale. Similar is the case with other posts in the cadre. In any case, merger of the pre-revised scales of Rs. 5000-8000, Rs. 5500-9000

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and Rs. 6500-10500 is being recommended. No further upgradation is justified. However, the post of Senior Technical Assistant (C) presently in the scale of Rs.6500-10500 would stand upgraded to Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 so as to ensure that it is placed at a higher level vis-à-vis the lower post of Senior Technical Assistant (B) that is presently in the scale of Rs.55009000 and will come to be placed in the scale of Rs.6500-10500 on of restructuring of pay scales being recommended by the Commission. Allowances

7.10.40 Demands relating to increased CCA, risk allowance, entertainment allowance, paper allowance, transport allowance, EL encashment, HRA, medical allowance, HBA & LTC have been made. These are common issues and have been considered in different Chapters on common issues in this Report. The recommendations therein would apply in DRDO as well.

Merit Promotion Scheme

7.10.41 It has been demanded that Flexible Complementing Scheme (FCS) for Scientists should include promotions right up to the grade of Scientific Advisor along with appropriate screening till the level of Scientist ‘G’ and Peer Review thereafter. Fast Track promotions up to the level of Scientist G are sought to be granted without any limits. Thereafter, Fast Track promotions are sought to be limited to two in the entire career. Merit promotion scheme (a type of FSC existing in DRDO) envisages promotions upto the level of ScientistH (Rs.22400-24500) based on internal assessment and screening by Board. Extending FCS to the highest post in the Organization will limit the availability of wide choice for appointment to the highest post. Further, the post of Scientist-G exists in Super Time Scale of Rs.18400-22400. Promotions to this post without any limits and any reference to the availability of the vacancies are not justified. Limiting Fast Track promotion after Scientist-G to two is without any purpose because even after these two Fast Track promotions, the Scientist will be eligible to be placed in the post of Distinguished Scientist. As such, the Commission is not able to accept the proposal.

Professional Update Allowance

7.10.42 A demand has been made to increase the present Professional Update Allowance from Rs.5000 to Rs.25000 to meet the escalating cost of books and journals. The Government has recently, in October, 2007, increased the rate of annual Professional Update Allowance to nuclear and space scientists in DAE and DoS to Rs.10000 to those in pay scale below Rs.14300; Rs.20000 to those in pay scale beginning with Rs.14300 or higher and Rs.30000 for those in scales beginning with Rs.18400 or higher. A similar dispensation would need to be extended to the scientists in DRDO so as to maintain the existing relativities. It may also be

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appropriate to work out the increase in the allowance with reference to the increase in the cost index. The Commission, accordingly, recommends that this allowance be increased by 25% whenever DA on revised pay band increases by 50%. Hazard Allowance

7.10.43 Treating DRDO at par with other sensitive organizations, a special Hazard Allowance at the rate of 15% of basic pay has been demanded for Scientists working in DRDO on of the hazardous nature of duties performed by them. If there is any hazard in jobs so as to involve a constant and persistent danger to physical well being, risk insurance could be extended to the persons employed. The Commission is, therefore, unable to concede this demand.

Special compensatory allowance

7.10.44 It has been contended that as Scientists have to perform dual functions i.e. one of Scientific/Research and Development Work and also of Director etc. of Lab /establishment /Programme, therefore, they should be given a special compensatory allowance. Dual charge allowance is payable if a person is holding more than one charge. In this case, the duties are included as part of the job and are compensated by the salary package itself.

Daily allowance(DA)

7.10.45 It is stated that field trials of weapons etc. are conducted in remote areas and that the DA given does not meet the minimum basic requirements. A Field Travel Allowance of Rs.500 per day over and above the issible DA has, accordingly, been demanded. The Commission has recommended revision of DA rates so as to ensure full reimbursement of the expenditure actually incurred within the prescribed limits. In any case, the expenditure on boarding/lodging in remote places cannot be very high and in most cases the arrangements would need to be made by the organization itself. The demand cannot, therefore, be conceded.

Sabbatical Leave

7.10.46 It is suggested that Sabbatical Leave which is generally granted to University Teachers for specific studies and exposure to industries be extended to Scientists with 10 Years of regular service. In the Commission’s view, this can be better achieved by contractual appointments in the Government which will give Scientists the flexibility to alternate between the Government and private sectors.

Department of Ex-Servicemen Welfare 7.10.47 The posts in this department shall, accordingly, be placed in the corresponding replacement pay bands. Recommendations on the common issues, common categories, etc. in Part I of the Report shall also apply.

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Chapter 7.11

Ministry of Development of North Eastern Region

Introduction

7.11.1 The Ministry of Development of North Eastern Regional (DONER) was set up in September 2001 to act as the nodal Department of the Central Government for dealing with matters pertaining to socio-economic development of the eight States of North East i.e. Arunachal Pradesh, Assam, Manipur, Meghalaya, Mizoram, Nagaland, Tripura and Sikkim.

Organizational structure

7.11.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 146 78 324 224 772

In Position 62 54 178 125 419

7.11.3 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.12

Ministry of Earth Sciences

Introduction

7.12.1 The Ministry of Earth Sciences was created in 2006 by merging Department of Ocean Development with Indian Meteorological Department (IMD); National Centre for Medium Range Weather Forecasting (NCMRWF); Indian Institute of Tropical Meteorology (IITM), Pune and Earthquake Risk Evaluation Centre (EREC). The Ministry’s mandate is to look after Atmospheric Sciences, Ocean Science & Technology and Seismology in an integrated manner. Group-wise distribution of posts in the Ministry is as under:Group A B C D Total

Sanctioned Strength 538 2612 3351 2165 8666

In Position 400 2325 2317 1660 6702

Indian Meteorological Department

7.12.2 Indian Meteorological Department was established in 1875. The current area of activities includes Aviation Meteorology, Agriculture Meteorology, Satellite Meteorology, Ocean Meteorology, Hydrology. Seismology, Earthquake Risk Evaluation, Positional Astronomy and related fields.

DemandsAssistants

7.12.3 Parity of Assistants in field organisations with those in Central Secretariat Service has been demanded. The Commission has already considered this issue in Chapter 3.1. The recommendations contained therein shall apply in this case as well.

Scientific/Technol ogical posts

7.12.4 Higher pay scales have been demanded for various scientific/technological posts in Indian Meteorological Department. No anomaly exists in the extant pay scales of these posts. The posts categorized as scientific staff shall, in any case, be governed by the recommendations made in Chapter 3.5.

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Common categories

7.12.5 Higher pay scales have been demanded for various common category posts in the Ministry. The Commission has discussed these categories in Chapter 3.8. The recommendations contained therein shall also apply for the common category posts in this Ministry.

Flexible Complementing Scheme

7.12.6 Certain changes have been demanded in the existing Flexible Complementing Scheme (FCS). It has been proposed that the Flexible Complementing Scheme may be extended upto the level of ADGM on one hand and to the various posts of Technicians on the other. Various issues relating to FCS have been considered by the Commission in Chapter 3.5. The recommendations contained therein shall apply in this Ministry also.

Technical Assistants

7.12.7 Technical Assistants in Centre for Marine Living Resources & Ecology, Kochi are presently in the pay scale of Rs.4500-7000. Minimum qualification for the post includes 3 years diploma in engineering or a degree in science. Keeping in view the functions attached to the post as well as the minimum qualification prescribed, Commission recommends that the post may be placed in the Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.650010500. This will place the post on par with Senior Technical Assistants in the Institute who are in the scale of Rs.5500-9000 because the Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. The posts would, therefore, stand merged or treated equivalent.

Group D posts

7.12.8 Higher pay scales have also been sought for many Group D categories. The Commission has addressed all issues relating to Group D staff in Chapter 3.8. The recommendations contained therein shall also apply to the Group D posts in this Ministry.

Senior Observer

7.12.9 Higher pay scale for Senior Observer in various Meteorological Observatories under IMD has been sought on the ground that their established parity with analogous posts in Departments like WD, Income Tax, Customs, Telecom, etc. was disturbed. It is seen that no relativity can be established between the post of Senior Observer and the posts in the pay scale of Rs.6500-10500 in organisations like WD, Income Tax, Customs, etc. In any case, the post will benefit on of restructuring of pay bands and grade pay being recommended by the Commission. No other recommendation is necessary.

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Chapter 7.13

Ministry of Environment and Forests

Objectives and Mandates

7.13.1 The Ministry of Environment and Forests is primarily concerned with the implementation of policies, programmes and constitutional responsibilities relating to conservation of the country’s natural resources including lakes and rivers, its biodiversity, forests and wildlife, ensuring the welfare of animals and prevention and abatement of pollution. The Ministry is engaged in formulation of environmental policies and their implementation in the country. The activities of this Ministry are linked with the conservation of the natural resources. 7.13.2 The Ministry is headed by Secretary, Environment and Forests. There are 3 Additional Secretaries and 1 Additional Secretary and FA. There are 6 posts of t Secretaries, 6 posts of Advisers, 1 post of Economic Adviser and 1 post of Chief Engineer in the pay scale of Rs.18400-22400. Group-wise strength in the Ministry is as under:Group A B C D Total

Botanical Survey of India

Sanctioned Strength 154 97 644 305 1200

In Position 82 70 480 227 859

7.13.3 Restructuring of the Scientific Cadre, Ministerial cadre, Personnel staff, Drawing and Photography staff, Caretaker staff, Security staff, Library staff and various Group D posts has been demanded. The Commission is not considering individual cadre reviews. No action can, therefore, be taken on these demands. Posts belonging to Ministerial cadre, personnel staff, other common category posts and Group D posts will, in any case, be governed by the general recommendations made for these categories by the Commission. The common demands relating to LTC, AS, GPF, Pension, various allowance and advances/leave related matters have been addressed in the Chapters relating to these topics.

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Forest Staff in various UTs

7.13.4 Forest personnel in different UTs have demanded higher pay scales. These demands have been addressed in the Chapter on Union Territories.

Zoological Survey of India Ministerial & Group D posts

7.13.5 Higher pay scales have been sought for various scientific, technical, ministerial and group D posts in Zoological Survey of India. The proposals are in the nature of cadre review. No anomaly exists in the extant pay scales of any of the posts. Recommendations made in Chapter 3.7 for Group D posts and in Chapter 3.8 for Common Categories would apply. For remaining posts, only the replacement pay bands and grades pay may apply

Implementation of Fifth C recommendations

7.13.6 It has also been stated that recommendations of Fifth C contained in para 51.29 to 51.38 of the Report have not been implemented in ZSI. The recommendations in para 51.29 to 51.38 of the Fifth C Report were for common category of Scientific Staff. These recommendations were not to be followed in each and every case but were more in the nature of general guidelines to be adopted for the category of scientific staff. The Fifth C had considered all aspects relating to ZSI in paras 64.38 to 64.46 of the Report and had made certain recommendations regarding posts of Assistant Zoologist wherein 32 of the then existing 72 posts were recommended for being upgraded to the scale of Rs.7500-12000. These recommendations were accepted and notified. No ground, therefore, remains that recommendations of Fifth C have not been accepted in the case of scientific staff of ZSI.

Senior Zoological Assistant

7.13.7 The post of Senior Zoological Assistant will be upgraded to the scale of Rs.6500-10500 on of restructuring of the pay scales being recommended.

Taxidermist Grade I and Grade II

7.13.8 The posts of Taxidermist Grade I and Grade II are presently in the respective pay scales of Rs.6500-10500 and Rs.5500-9000. Functions of these posts are similar. The posts will come to lie in an identical scale on of restructuring being proposed. The posts may, therefore, be merged.

Junior istrative Officer

7.13.9 Presently, the post of Junior istrative Officer exists in an identical scale as that of Assistant (Rs.6500-10500). Junior istrative Officer being higher in the hierarchy needs to be extended a higher scale. Accordingly, the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 shall be extended to the post of Junior istrative Officer.

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Posts in National Museum – Demands & Analysis

7.13.10 The post of Education Assistant exists in the National Museum of Natural History, New Delhi in the scale of Rs.4500-7000. The post carries minimum qualification of B.Sc. and B.Ed. or two years’ experience. The nature of duties is to provide guidance to the visitors in the museum and to organize educational activities for teachers. Parity has been demanded with the similarly designated post in Pushpa Gujral Science City as well as posts of Museum Lecturer in National Museum, New Delhi. No relativity can be established with the posts in Pushpa Gujral Science City as the Institute is an autonomous Institute. The post of Museum Lecturer in National Museum carries higher qualifications. Therefore, no relativity can be established. As such, the post of Education Assistant in the National Museum of Natural History, New Delhi may be extended the corresponding replacement pay band and grade pay.

Other posts in National Museum

7.13.11 Employees belonging to B, C & D in National Museum of Natural History have demanded extension of Flexible Complementing Scheme. The Scheme of FCS is limited to Group A. The Commission is not inclined to extend it to other categories. These posts shall be covered by the Modified Assured Career Progression Scheme which will streamline the existing scheme of A.

Demands relating to IFS

7.13.12 The Ministry of Environment and Forests is the cadre controlling authority for Indian Forest Service. Relevant recommendations relating to this service have been made in Chapter 3.2 relating to All India Services.

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Chapter 7.14

Ministry of External Affairs Introduction

7.14.1 Ministry of External Affairs is responsible for country’s foreign relations. The Central port Organisation which issues ports to the citizens is a subordinate office of this Ministry. The Ministry is headed by the Foreign Secretary. Group-wise distribution of posts in the Ministry is as under:Group A B C D Total

Sanctioned Strength 1126 2223 2416 1112 6877

In Position 1052 2089 1992 1072 6205

Indian Foreign Service

7.14.2 Indian Foreign Service (A) and Indian Foreign Service (B) are two organized services under the istrative control of this Ministry. The two respective services have been discussed in Chapters 3.3 and 7.32 relating to Central Services Group A and Central Services Group B.

Ministerial posts in the Ministry

7.14.3 Ministry of External Affairs does not participate in the Central Secretariat Services Scheme. However, parity has always existed between the officials working in this Ministry and those working in other Ministries that participate in the Central Secretariat Service Scheme. The Government had upgraded the pay scales of Assistants in Central Secretariat Service and also introduced the pay scale of Rs.8000-13500 for Section Officers of that service. The Commission has separately recommended full parity between Secretariat and Field Offices. This will naturally entail parity between various Secretariat offices irrespective of whether they participate in the Central Secretariat Service Scheme or not. To put the issue beyond any doubt, the Commission recommends that various ministerial posts in Ministry of External Affairs should be treated on par with similarly placed posts in Central Secretariat Service and Central Secretariat Stenographers Service with every benefit being simultaneously extended to the analogous posts in this Ministry as well.

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Security Guards

7.14.4 The Fifth C had recommended that Security Guards in MEA should be brought on par with CISF. This equation should be continued and the higher pay scales recommended for analogous posts in CISF be extended in respect of the Security Guards in MEA.

Central port Organisation

7.14.5 A demand has been made for upgrading the pay scale of Assistant in Central port Office on par with the Assistants in Secretariat. In consonance with the recommendation ensuring parity between Field Offices and Secretariat Offices, Commission has recommended merger of the scales of Rs.5000-8000, Rs.55009000 and Rs.6500-10500. Consequently, the post of Assistant in Central port Office would automatically be placed in the scale of Rs.6500-10500 corresponding to the revised pay band of Rs.8700-34800 along with grade pay of Rs.4200. Simultaneously, the next higher post of Superintendent would need to be placed in the scale of Rs.7450-11500 corresponding to the revised pay band of Rs.8700-34800 along with a grade pay of Rs.4600. Higher pay scales for Public Relation Officer, Assistant port Officer and port Officer have also been demanded. These demands are not justified as no anomaly currently exists in their respective pay scales. Accordingly, only the corresponding revised pay bands with grade pay shall apply to these posts.

Residential accommodation for postings in non-family stations

7.14.6 MEA officials posted from Delhi to non-family stations like Iraq and Afghanistan are allowed to retain their Government accommodation in Delhi for their family. However, there is no provision for allotment of Government accommodation in Delhi for the family of officials posted directly from missions/posts abroad to a non-family station. This creates difficulty for both the officials and their families as in most cases the official does not have alternate housing facility for his family. It has been suggested that some provision should be made for allotment of Government accommodation in Delhi for MEA officials who are posted directly from a post abroad to a non-family station abroad. This demand is merited. Accordingly, in all cases of postings directly from Missions/Posts abroad to a non-family station, MEA officials may be provided with Government accommodation in Delhi for their family. In case no official accommodation is available, the officers should be given HRA for the period they are not provided with Government accommodation in Delhi.

Miscellaneous

7.14.7 Cipher Assistants are presently given Keyman Allowance of Rs.200 for additional duties. As per the general policy, the amount of this allowance should also be doubled. Further, the amount should be raised by 25% every time the DA increases by 50%. IFS officers are given additional leave of 15 days while posted abroad. A similar facility has been demanded for non-IFS cadres of

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MEA during their postings abroad. This demand appears justified. The Commission, accordingly, recommends additional leave on par with IFS Officers for MEA personnel belonging to non-IFS cadres during their postings outside India.

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Chapter 7.15

Ministry of Finance

Introduction

7.15.1 Ministry of Finance is responsible for all economic and financial matters of the Central Government. It comprises 3 Departments viz., Department of Economic Affairs, Department of Expenditure and Department of Revenue. Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 12840 54418 46389 27348 140995

In Position 10234 47367 34603 23779 115983

Department of Economic Affairs Introduction

7.15.2 DEA is headed by the Secretary, Economic Affairs. It is the nodal agency to formulate country's economic policies and programmes having a bearing on internal and external aspects of economic management. It is also responsible for preparation of the Union Budget every year. Other main functions include formulation and monitoring of economic policies at the macro level, raising external resources through Official Development Assistance (multilateral and bilateral)/commercial borrowings abroad and production of bank notes/coins, postal stationery, postal stamps, etc. The Department is the cadre controlling authority for Indian Economic Service (IES).

Assistant (Excluded) and Section Officer (Excluded) in the Budget Division

7.15.3 The posts of Section Officer (Excluded) and Assistant (Excluded) exist in the Budget Division of Department of Economic Affairs. These posts do not belong to the Central Secretariat Service. The post of Assistant (Excluded) is in a lower pay scale of Rs.55009000. The post of Section Officer (Excluded) is in the scale of Rs.7450-11500 which is higher than the entry level scale of Section Officers in Central Secretariat (Rs.6500-10500). They have, however, not been given the benefit of the scale of Rs.8000-13500 on completion of 4 years service in the grade as is available to the

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Section Officers of Central Secretariat Service. It has been proposed that the post of Assistant (Excluded) should be given the pay scale of Rs.6500-10500 on par with Assistants of Central Secretariat Service. The scale of Rs.8000-13500 has been demanded for the post of Section Officer (Excluded). Insofar as the post of Assistant (Excluded) is concerned, it will automatically be placed in the scale of Rs.6500-10500 corresponding to the revised Pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 on of restructuring of the pay scales being recommended by the Commission. Insofar as the post of Section Officer (Excluded) is concerned, it is presently in a higher pay scale vis-à-vis the entry level scale of Section Officers. The Commission has, however, recommended that Section Officers of Central Secretariat may also be upgraded to Rs.7450-11500. The post will, therefore, be placed on par with the Section Officers of CSS. It should consequently be treated on par insofar as grant of the higher scale of Rs.8000-13500 in Group ‘B’ after 4 years of service is concerned. The Commission, accordingly, recommends that the post of Section Officer (Excluded) should be given the Pay Band PB-2 of Rs.8700-34800 along with grade pay of Rs.5400 on completion of 4 years service as is available to the Section Officers in Central Secretariat Service. Department of Economic Affairs should, henceforth, adopt an open method of selection for making an appointment to these posts so that the services of the best available talent are utilized. Posts in India Government Mints

7.15.4 Government Mints have now been corporatised. However, issues relating to pay scales have been addressed in this Report since these recommendations shall apply from 1/1/2006 and will have a bearing on fixation of the pay of concerned employees at the time of corporatization. 7.15.5 The posts of Assistant Class II and Class III in trades as well as non trades category are presently in an identical pay scale of Rs.3050-4590 despite Assistant Class III being a feeder post for promotion as Assistant Class II. The next higher post in the hierarchy is the post of Assistant Class I existing in the pay scale of Rs.4000-6000. To demarcate the feeder and promotion posts clearly, the Commission recommends that post of Assistant Class II should be placed in Pay Band PB-1 of Rs.4860-20200 along with grade pay of Rs.2000 which corresponds to the pre-revised pay scale of Rs.3200-4900. 7.15.6 Higher scale of Rs.6500-10500 has been proposed for the posts of Engineers and Melters. The higher scale will automatically accrue to these posts on of the proposed merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500.

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India Security Press and Currency Note Press

7.15.7 Higher pay scales have been sought for various posts in the cadres of Supervisor, Inspector and Works Engineer. The posts of Junior Supervisor, Inspector (Control), Deputy Works Engineer and Store Keeper that are presently in the scale of Rs.5500-9000 shall automatically be placed in the Pay Band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised scale of Rs.6500-10500. Insofar as the next higher posts of Supervisor, Deputy Control Officer and Works Engineer are concerned, it is observed that these posts are presently in the pay scale of Rs.650010500 and will come to lie in an identical scale as that of their feeder posts on of restructuring of pay scales recommended by the Commission. Accordingly, the Commission recommends that these posts be upgraded and placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. Higher pay scales have been demanded for the posts of Chief Estate Custodian and Assistant Estate Custodian. No anomaly exists in the present pay scales. The duties attached and the qualifications prescribed for these posts do not warrant a higher pay scale. The posts of Chief Estate Custodian and Assistant Estate Custodian would, therefore, be extended the corresponding revised pay bands and grade pay. Higher scales have been sought for various categories of para medical staff in these Presses. The Commission has considered various para medical categories in Chapter 3.6 of the report. The recommendations contained therein shall also apply to these posts. This will also extend to similarly placed posts of para medical staff in other Mints/Presses under Department of Economic Affairs as well.

Engineers in Calcutta Mint

7.15.7 Higher pay scales have been sought for various posts of Engineers in the Calcutta Mint. The existing pay scales for these posts are appropriate. Some of the posts that are presently in the scale of Rs.5500-9000 will automatically be upgraded to Rs.650010500 on of the merger of pay scales being recommended by the Commission. No other upgradations are considered justified. Consequently, all posts shall be accorded the corresponding revised pay bands and grade pay. 7.15.8 Assistant Class-II in this Mint shall be placed in the pay scale of Rs.4500-7000 corresponding to the revised pay band PB-1 of Rs.5120-2000 along with grade pay of Rs.2800 so as to place them in a higher scale vis-à-vis the feeder post of Assistant ClassIII. Posts of Assistant Class-I and Assistant Mistry are also in the pay scale of Rs.4000-6000. To differentiate between these two posts, a higher pay scale for the post of Assistant Mistry being the promotion post would ordinarily have been recommended. However, the post belongs to the workshop category and the

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recommendations made for this common category shall equally apply in Calcutta Mint as well. No separate recommendations are, therefore, being given. Pay scales attached to the posts of Translators and ministerial staff shall be governed as per the recommendations made by the Commission in Chapter 3.1 of the report. The employees of this Mint have demanded withdrawal of the New Pension Scheme. The Commission is unable to make any recommendation on this issue as this scheme is outside the of Reference of the Commission. Security Printing Press

7.15.9 Technical Wing Officers in this Press are presently in the pay scale of Rs.6500-10500. A higher pay scale has been demanded for these posts. The Commission is of the view that a higher pay scale would need to be provided to these on of the proposed merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500. Accordingly, the post of Technical Wing Officers shall be placed in the next higher pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. Higher pay scales on par with those existing in Secretariat have been demanded for ministerial posts in various Security Printing Presses. The Commission has already recommended parity between headquarters organizations and field offices in Chapter 3.1 of the report. The recommendation made therein shall apply in this case as well. Presently, post of Foreman (Printing) is in a higher scale of Rs.5500-9000 vis-à-vis its promotion post of Assistant Technical Officer that exists in the pay scale of Rs.5000-8000. This anomaly has been created as the Hon’ble Central istrative Tribunal directed upgradation of the pay scale of Foreman (Printing) from the scale of Rs.4500-7000 to that of Rs.55009000. The Commission, in any case, has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. This will place the posts of Foreman and Assistant Technical Officer in an identical scale. The post should, therefore, be merged. The next higher post of Dy. Technical Officer in the scale of Rs.6500-10500 shall consequently be upgraded to Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

Department of Expenditure Introduction

7.15.10 Department of Expenditure comprises the Establishment Division, Plan Finance Division, Finance Commission Division and the Cost s Branch. Office of Controller General of s and the Staff Inspection Unit also exist under this department. Posts in this Department shall be covered by the recommendations made in Chapters 2.2, 3.7 and 3.8. Issues relating to office of Controller General of s have been addressed in Chapter 7.56.

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Department of Revenue Introduction

7.15.11 Department of Revenue functions under the overall istrative direction and control of the Secretary (Revenue). It exercises control in respect of matters relating to all the direct and indirect taxes through two statutory Boards, namely, the Central Board of Direct Taxes (CBDT) and the Central Board of Customs and Central Excise (CBEC). Each Board is headed by a Chairman who is also ex-officio Special Secretary to the Government of India. Matters relating to the levy and collection of all the Direct Taxes are looked after by CBDT, whereas those relating to levy and collection of customs and central excise duties and service tax fall within the purview of CBEC. The two Boards were constituted under the Central Board of Revenue Act, 1963. CBDT has six and CBEC has five . The are also ex-officio Additional Secretaries to the Government of India.

CBDT & CBEC

7.15.12 Central Board of Direct Taxes and Central Board of Excise & Customs have demanded functional autonomy on the lines of Railway Board. This demand was made before the Fifth Central Pay Commission also. The last Pay Commission had observed that no parity of these two Boards could be established vis-à-vis the Railway Board because the latter was purely a commercial organization whereas the task of levying taxes was the sovereign function of the State and as such had to be kept under the overall control of Department of Revenue. The observations made by the last Pay Commission are justified. Hence, the demand for autonomy cannot be conceded.

Non-executive posts in CBDT and CBEC

7.15.13 The posts of Inspector and equivalent exist in CBDT as well as CBEC. The Fifth C had recommended the scale of Rs.55009000 for these posts. The pay scale of these posts was, however, upgraded to Rs.6500-10500. Demands have been received from other posts existing in the scale of Rs.5500-9000 in these two Boards seeking similar dispensation. The Commission has recommended merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500 which will automatically meet this demand. Hence, no specific recommendation on demands seeking such upgradations is being made. 7.15.14 Fifth Central Pay Commission had recommended the pay scale of Rs.6500-10500 for the posts of Appraiser/Superintendent (Preventive)/equivalent in CBEC and the post of Income Tax Officer/equivalent in CBDT. The Government, in 2004, upgraded the pay scales of these posts to Rs.7500-12000. Various posts in ministerial cadres that earlier were in the pay scale of Rs.6500-10500 have demanded an identical dispensation in order to maintain their

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relativity. The Commission would like to clarify that posts in ministerial cadres cannot claim any relativity with those in the executive cadre as the functions are different. Mere fact of two posts being in the same pay scale cannot be a ground for establishing relativity. However, the ministerial posts will get a separate dispensation because the Commission has recommended parity between headquarters organizations and the field offices in chapter 3.1 of the report. The recommendations made therein shall apply to the ministerial cadre in CBDT and CBEC as well without any relativity being established vis-à-vis the posts belonging to the executive cadre. Senior Tax Assistants

7.15.15 An anomaly has been reported in case of Senior Tax Assistants who are presently eligible for promotion as Inspector as well as Deputy Office Superintendent. It is stated that Senior Tax Assistants, if they are promoted as Deputy Office Superintendent, reach the scale of Rs.5500-9000. However, in case of promotion as Inspector, they are placed in the scale of Rs.6500-10500 which is anomalous especially because they function under Deputy Office Superintendent before promotion as Inspector. The Commission has recommended merger of the pre-revised scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 which will place the posts of Inspector and Deputy Office Superintendent in an identical pay scale. No specific recommendation is, therefore, necessary in this case.

Retrospective revision for executive posts

7.15.16 A demand has also been made for allowing the scale of Rs.6500-10500 in case of Inspector/equivalent and of Rs.7500-12000 in case of Appraisers/Superintendents/Income Tax Officers/ equivalent retrospectively from 1.1.1996. The Commission, as a general rule, is not considering demands seeking retrospective application of some or the other order unless a clear-cut and manifest anomaly that cannot be corrected other than through such retrospective revision is made out. Such is not the case here. The demand cannot, therefore, be considered.

Appraiser/analogo us posts

7.15.17 Higher scale of Rs.8000-13500 has been sought for the posts of Appraiser /Superintendents/Income Tax Officer/equivalent in CBEC and CBDT. The higher scale has been demanded on the ground that these posts are comparable with Deputy Superintendents of Police in CBI who are already in the scale of Rs.8000-13500. It is observed that the Fifth Central Pay Commission had specifically noted that no relativity could be established between executive posts in Income Tax and Customs vis-à-vis those existing in CBI. Although the recommendation was made with reference to the post of Inspector, the same cannot but hold true for the next higher posts in the hierarchy of these organizations.

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Further, the pay scale of Rs.8000-13500 is the entry pay scale for Group A posts of Assistant Commissioner/equivalent. The post of Assistant Commissioner is a promotion post for Superintendents/Appraisers/ITOs, etc. Therefore, even otherwise, this scale cannot be granted. 7.15.18 Historically, parity has existed between the posts of Constable in Os and Notice Server. The Commission has recommended that all the Constables in Os shall be placed in the pay scale of Rs.3200-4900. The Notice Server may also be similarly upgraded and placed in the scale corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2000. Customs, Excise and Service Tax Appellate Tribunal (CESTAT)

7.15.19 The of the Tribunal are presently in the pay scale of Rs.22400-26000. They have demanded the higher pay scale of Rs.24050-26000. The Commission has recommended merger of the pay scales of Rs.22400-26000 and Rs.24050-26000 in the revised pay band PB-4 of Rs.39200-67000 along with a grade pay of Rs.13000. This will automatically meet the demand.

Central Bureau of Narcotics

7.15.20 Posts of Inspectors and Sub Inspectors exist in Central Bureau of Narcotics. Central Bureau of Narcotics is responsible for controlling various aspects relating to cultivation of opium in the country. Post of Inspector (Narcotics) exists in this bureau in the pay scale of Rs.5000-8000. They have demanded parity with Inspectors of Central Excise. The same demand was considered by the Fifth Central Pay Commission, who, however, did not concede such parity on the ground that 2/3rd of the total posts of Inspector (Narcotics) were filled by promotion of Sub Inspectors who were only Matriculates and Upper Division Clerks/Stenographers. It is seen that 1/3rd of the posts of Inspector (Narcotics) are filled by direct recruitment of graduates through the Staff Selection Commission. Direct recruitment to the post of Inspectors in Central Excise is also made similarly. The duties and responsibilities attached to these posts whether in Central Excise or in the Bureau are similar. The difference is, therefore, limited to the fact that whereas 2/3rd of the total posts of Inspectors (Central Excise) are filled by direct recruitment of graduates through the Staff Selection Commission, only 1/3rd of the total posts of Inspector (Narcotics) are similarly filled. This difference by itself cannot justify different pay scales for these posts. The Commission has recommended parity between the Secretariat and field organizations even though method of recruitment at different levels in the Secretariat and the field organizations is different. Accordingly, the Commission recommends that post of Inspector (Narcotics) in the Central Bureau of Narcotics should be brought on par with the post of Inspector (Central Excise). This will, in any case, happen on of restructuring of pay bands being recommended. The

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post of Inspector (Narcotics) in the Central Bureau of Narcotics shall, accordingly, be placed in the scale of Rs.6500-10500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200. The method of recruitment to this post should also be made similar as that prescribed for the post of Inspector (Central Excise). Hence, the method of recruitment for this post should be changed so that 1/3rd of the posts are filled by direct recruit of graduates through the Staff Selection Commission, 1/3rd by Limited Departmental Competitive Examination and the remaining on promotion. 7.15.21 A higher pay scale has also been sought for the post of Sub Inspector in the Narcotics Control Bureau. The post is presently in the pay scale of Rs.4000-6000 and constitutes feeder cadre for promotion as Inspector (Narcotics). It is observed that posts of Upper Division Clerks and Stenographers also are a feeder cadre for promotion as Inspector (Narcotics). Presently, all these posts are in an identical pay scale of Rs.4000-6000. Placing Sub Inspectors in a higher pay scale will disturb this relativity. Consequently, higher pay scale cannot be recommended for this post. 7.15.22 A demand has been made for providing appropriate insurance cover to the officials in this bureau as their duties involve an element of risk. The Commission recommends that the Government should extend appropriate insurance cover to various categories of employees involved in hazardous duties in the Bureau. This is also in consonance with the recommendations made by the Commission in Chapter 4.2 regarding providing appropriate insurance cover in place of the existing risk allowance to persons working on jobs of hazardous nature. Enforcement Directorate

7.15.23 Enforcement Directorate is headed by Director and is concerned with enforcing the provisions of FEMA and PMLA. It is also concerned with offences relating to foreign exchange including adjudication and prosecution of offenders in appropriate cases. 7.15.24 The posts of Assistant Enforcement Officer and Chief Enforcement Officer have traditionally been on par with the posts of Inspectors and ITOs/analogous posts in CBDT and CBEC. Subsequent to upgradation of posts of Inspectors/ITOs/analogous posts in CBDT and CBEC, the Government also upgraded the posts in Enforcement Directorate but with a time lag. Since the parity between these posts is well established, the Commission recommends that the same should be maintained in future.

Directorate of Revenue Intelligence

7.15.25 The corresponding replacement pay bands and grade pay shall apply to the various posts in this organization.

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Chapter 7.16

Ministry of Food Processing Industries

Introduction

7.16.1 Ministry of Food Processing Industries was set up in July 1988. It is the main central agency of the Government responsible for developing a strong and vibrant food processing sector with a view to create increased job opportunities in rural areas, enable the farmers to reap benefits from modern technology, create surplus for exports and stimulate the demand for processed food. It comprises following posts : Group A B C D Total

Sanctioned strength 86 73 73 44 276

In Position 56 57 59 29 201

Organisation

7.16.2 The Ministry has a Directorate of Fruit and Vegetables Processing (F&VP) which is responsible for implementation of Fruit Products Order (FPO), 1955 to ensure sale and manufacture of hygienic and good quality products. The Directorate provides guidance to units on better adherence to quality and hygiene in the manufacture of products. The Directorate of F&VP has five regional Offices at Delhi, Kolkata, Mumbai, Chennai and Guwahati & one sub Regional office at Lucknow. An autonomous body called Paddy Processing Research Centre also exists under the istrative control of the Ministry. This Institute was started in 1973 and ed in December 1984 as a society. It is fully funded by the Ministry.

Directorate of Fruit & Vegetable Preservation

7.16.3 The hierarchy of technical/scientific posts in the Directorate of Fruit & Vegetable Preservation (DFVP) is Inspector (Rs.5500-9000), Junior Inspecting Officer (Rs.6500-10500), Senior Inspecting Officer (Rs.8000-13500), Deputy Director (Rs.1000015200), t Director (Rs.12000-16500) and Director (Rs.1430018300). The direct recruitment is at the levels of Inspector (Rs.55009000), Junior Inspecting Officer (Rs.6500-10500) and Senior Inspecting Officer (Rs.8000-13500). The essential qualifications

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prescribed for direct recruitment at all the levels are the same except that the number of years of experience required varies. The essential qualifications required include Degree in Chemical Engineering or Technology with Food/Fruit Technology as one of the subjects or equivalent or Degree in Science (with Chemistry as one of the subject) or Degree in Agriculture with Post Graduate diploma in Fruit Technology or equivalent. The officers of the directorate are responsible for enforcement and implementation of the Fruit Products Order, 1955 and thereby ensure the quality of processed foods and safety of consumers. The directorate also regulates the pre-shipment inspection and continuous inspection schemes for quality certification of processed fruit and vegetable products for export. The qualifications required and nature of duties of the officers in DFVP is similar to officers in Directorate of Marketing and Inspection (Ministry of Agriculture) but the pay scales in DFVP are lower. A demand has been made that pay scale of Inspector (F&VP), DFVP may be upgraded from Rs.5500-9000 to Rs.6500-10500 since (i) he is required to perform the statutory duties, (ii) the post of Inspector in other Departments, viz., Revenue etc., has been upgraded to Rs.6500-10500 and (iii) the equivalent post of Marketing Officer in Directorate of Marketing & Inspection (under Ministry of Agriculture) is in the pay scale of Rs.6500-10500. Upgradation of the post of Inspector

7.16.4 The post of Inspector would automatically be placed in the scale of Rs.6500-10500 on of the restructuring being proposed in the new pay band structure. This will place post of Inspector on par with Junior Inspecting Officer. The posts of Inspector and Junior Inspecting officer can, therefore, be merged especially as the minimum qualifications for both the posts are identical in of educational qualifications prescribed. This will also go a long way in eliminating stagnation which invariably happens when direct recruitment is made at two consecutive levels. The Commission, accordingly, recommends that the post of Inspector should be merged with that of Junior Inspecting Officer in the scale of Rs.6500-10500. No other modifications in the existing structure are necessary.

Marketing Officer and Senior Marketing Officer

7.16.5 The post of Senior Marketing Officer (Meat Food Products Order) is a Group A post which can be filled either by direct recruitment or by promotion. The post is concerned with maintaining the quality and safety of the meat food products. The minimum qualification for this post is B.V.Sc. with valid registration with Veterinary Council of India which is equivalent to MBBS. The Senior Marketing Officer (MFPO) is responsible for implementation of Meat Food Product Order, 1973 and ensures the overall quality of the meat food products and thereby the safety of consumers. The pay scale of Senior Marketing Officer (MFPO) is

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Rs.10000-15200. The pay scale of Deputy Director (FPO) in the same Ministry is also Rs.10000-15200 even though the minimum qualification for that post is B.Tech/B.Sc (Chemistry/Agriculture) only. It has been demanded that the pay scale of Senior Marketing Officer (MFPO) be upgraded from the present scale of Rs.1000015200 and the status quo maintained at par with medical professionals. Simultaneously, a higher pay scale has been demanded for the lower post of Marketing Officer (Meat Food Products Order) which is a Group A post filled by direct recruitment. The minimum qualification for this post is B.V.Sc. with valid registration with Veterinary Council of India which is equivalent to MBBS. The Marketing Officer (MFPO) is responsible for implementation of Meat Food Product Order, 1973 and ensures the overall quality of the meat food products and thereby the safety of consumers. 7.16.6 The Fifth C had prescribed the minimum scale of Rs.8000-13500 for all posts carrying minimum qualifications of MBBS/equivalent with valid registration with the concerned medical council. The post of Marketing Officer is already in the scale of Rs.8000-13500. No further upgradation is, therefore, necessary. The post of Sr. Marketing Officer being the promotion post for Marketing Officer is already in the scale of Rs.10000-15200. No further upgradation is necessary for this post especially since for MBBS Doctors also, the next promotion grade is in the scale of Rs.10000-15200. Status quo should, therefore, be maintained in respect of pay scales of the posts of Marketing Officer and Sr. Marketing Officer (Meat Food Products Order).

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Chapter 7.17

Ministry of Health and Family Welfare Introduction

7.17.1 The Union Ministry of Health & Family Welfare is instrumental and responsible for implementation of various programmes on a national scale in the areas of health & family welfare, prevention and control of major communicable diseases and promotion of traditional and indigenous systems of medicine. Apart from these, the Ministry also assists states in prevention and control of the spread of seasonal outbreaks of diseases and epidemics through technical assistance. The Ministry comprises following two departments:1) Department of Health and Family Welfare - This Department looks after various matters relating to medicine and public health and plans measures for combating various communicable as well as non-communicable diseases. It is also concerned with various family welfare activities and programmes. Secretary (Health) heads this Department. One attached office i.e. Director General of Health Services exists under it. Central Health Service is under its istrative control. 2) Department of Ayurveda, Yoga & Naturopathy, Unani, Siddha and Homoeopathy (Ayush) - This Department is concerned with alternative systems of medicine. It was originally created as Department of Indian Systems of Medicine and Homeopathy in 1995. It is headed by a Secretary who is assisted by two t Secretaries and five Directors/Deputy Secretaries. On the technical side, there are four Advisers (two for Ayurveda and one each for Unani and Homoeopathy) and Deputy Advisors.

Organizational structure

7.17.2 Number of posts in various grades in the Ministry is as under:Group A B C D

Sanctioned Strength 3840 2514 13820 12906

In Position 2859 1991 11003 10283

Total

33080

26136

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General issues

7.17.3 A large number of demands relating to various common categories, para medical staff and doctors have been dealt with in Chapter 3.8 and 3.6 of the Report. The recommendations contained therein will extend to all the cadres irrespective of the organisations. Consequently, these demands have not been individually discussed in this Chapter.

Stenographers in CRI

7.17.4 Stenographers working in Central Research Institute, Kasauli have demanded parity with stenographers in the Central Secretariat. The Commission has already recommended parity between similarly placed posts in field offices and headquarters. No specific recommendation is, therefore, necessary for this post.

Assistant istrative Officer in Safdarjang Hospital

7.17.5 Assistant istrative Officers in Safdarjung Hospital have demanded the higher pay scale of Rs.6500-10500. The post is presently in the pay scale of Rs.5500-9000 and will automatically be placed in the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 on of restructuring of pay scales being recommended by this Commission. Any specific recommendation is, therefore, not necessary. Patient care allowance and risk allowance has been demanded for various posts in istrative Officers cadre. No justification exists for extending any kind of risk cover for this category as their duties do not require them to come in close with patients.

Restructuring of the istrative posts in Safdarjung Hospital

7.17.6 Restructuring of the istrative posts in Vigilance and Coordination Section of Safdarjung Hospital has been sought. The Commission has recommended a flatter structure for ministerial posts. These recommendations shall apply to this category also. Problem of stagnation shall be alleviated under the scheme of running pay bands and Modified Assured Career Progression being recommended in this Report.

LDCs and UDCs in the Central Drugs Testing Laboratory

7.17.7 Higher pay scale has been proposed for the post of LDCs and UDCs in the Central Drugs Testing Laboratory, Mumbai. LDCs and UDCs are common category posts and a special dispensation cannot be granted to these posts existing in one particular organisation. As such, only replacement pay band and grade pay shall apply in this case.

Assistant Store Superintendent and Store Superintendent in the Government Medical Store Depot

7.17.8 Higher pay scales have been demanded for the posts of Assistant Store Superintendent and Store Superintendent in the Government Medical Store Depot. It has been stated that they supervise the functions of posts in higher pay scales. Consequently, they have to be placed in higher pay scale. The posts are presently in the pay scales of Rs.4500-7000 and Rs.50008000. It is also not a case where posts in higher pay scales are either reporting to or are a feeder grade for promotion as Assistant Store Superintendent/Store Superintendent. No anomaly,

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therefore, exists in the extant pay scales of these posts. Only the corresponding pay scales shall apply to these posts. Parity with WD

7.17.9 Specialized architecture wing exists in the Central Design Bureau in DGHS. The officers working in the Bureau have demanded parity with similarly placed posts in WD. The continued justification for maintaining a separate architecture wing in DGHS does not appear to exist. It is, therefore, recommended that this cadre should be taken out of DGHS and merged in the architecture wing of WD.

Teaching Nurses

7.17.10 Higher pay scales have been demanded for Teaching Nurses in Raj Kumari Amrit Kaur College of Nursing. The Commission has recommended higher pay scales for Nurses in various hospitals. The Nurses in Hospitals have an established relativity with teaching nurses. This relativity may need to be maintained and the pay scales of various posts of teaching nurses in Raj Kumari Amrit Kaur College of Nursing as well as other nursing schools vis-à-vis posts of Nurses in various hospitals shall continue to be equated. The post of Principal in Raj Kumari Amrit Kaur College of Nursing already exists in the pay scale of Rs.14300-18300. This scale does not exist in other Nursing cadres. Accordingly, only the corresponding replacement running pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.7600 shall be extended to this post.

Para Medical Worker in Leprosy Training and Research Institute, Lalpur

7.17.11 In Leprosy Training and Research Institute, Lalpur the pay scale of Para Medical Worker is same as that of Medical Supervisor/Health Visitor i.e. Rs.4000-6000. The Commission recommends that the promotional post of Medical Supervisor/Health Visitor should be upgraded and placed in the scale of Rs.4500-7000 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with a grade pay of Rs.2800 which will ensure that the feeder and promotion post do not continue to exist in an identical pay scale.

Separate streams for medical and non-medical scientists in CRI

7.17.12 Separate streams for medical and non-medical scientists in Central Research Institute, Kasauli have been demanded. It is stated that gross disparity exists in the pay and perks of nonmedical scientists vis-à-vis their medical counterparts. It is observed that Medical specialists with post graduate qualification presently enter in the pay scale of Rs.10000-15200. This is in accordance with the pay scale recommended by the last Pay Commission for specialists. Similar entry cannot be recommended for non-medical scientists for whom the minimum qualifications of a post-graduate degree in the relevant field along with 3 years experience have been prescribed and who enter in the Group A entry level pay scale of Rs.8000-13500. The pay scale of Rs.8000-

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13500 is appropriate for non-medical scientists at their entry level. Facility of NPA is allowed only to the medical doctors. It cannot be extended to other categories. The issue has also been discussed by the Commission in Chapter 4.2 of the Report. Insofar as risk allowance is concerned, the Commission has recommended replacement of risk allowance by free risk insurance in all cases where it is functionally required. The post of scientists, whether medical or non-medical, may be extended this insurance cover if the same is justified functionally. Promotional avenues

7.17.13 Assistant Micro-Biologists in Lady Harding Medical College have demanded further avenues of promotion on the ground that the post existing in the pay scale of Rs.8000-13500 has no further promotional avenues. The Commission has recommended introduction of Modified Assured Career Progression for all categories of posts in Central Government including Group A. This will ensure financial upgradations for this post in a time bound manner. No separate recommendations are, therefore, necessary.

Assistant Technical Officers in Central Research Institute, Kasauli

7.17.14 Assistant Technical Officers in Central Research Institute, Kasauli have demanded the pay scale of Rs.6500-10500 on the ground that Fifth C had recommended 10 of these posts to be placed in such higher pay scale. The recommendation, however, was not implemented. The post will automatically be placed in the replacement pay band corresponding to the pre-revised pay scale of Rs.6500-10500 on of restructuring of the pay scales being recommended by the Commission. No separate recommendation is, therefore, necessary. The posts coming to lie in an identical revised pay band and grade pay on of the restructuring being proposed by the Commission may be merged. In case merger is not feasible on functional grounds, a proposal for upgrading the posts in the scale of Rs.6500-10500 to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 should be moved by the istrative Ministry.

Research Officer in Homeopathy Pharmacopoeia Laboratory

7.17.15 Group A status has been sought for the post of Research Officer (Homeopathy) in Homeopathy Pharmacopoeia Laboratory, Ghaziabad. The post is already in the pay scale of Rs.8000-13500. The Fifth C had recommended that all posts requiring medical practice and a degree in the ISM&H may be placed in the entry Group A pay scale. The post already exists in the pay scale of Rs.8000-13500 and fulfills the minimum requirements prescribed by Fifth C for being classified as a Group A post. The Commission, accordingly, recommends that the post may be placed in the pay band PB-3 of Rs.15600-39100 along with a grade pay of Rs.5400 which would automatically accord it the Group A status.

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AYUSH - Research Assistant and Senior Technical Assistant, Ayurveda

7.17.16 Research Assistant and Senior Technical Assistant, Ayurveda in Department of AYUSH have demanded the pay scale of Rs.8000-13500. It has been stated that the pay scale was earlier extended to these posts but was latter withdrawn and now needs to be restored. It is seen that the Fifth C had recommended the pay scale of Rs.8000-13500 only for the posts requiring medical practice as well as degree in ISM&H as the minimum qualification. The posts of Research Assistant and Senior Technical Assistant Ayurveda do not fulfill these conditions. As such the posts cannot be upgraded and only the replacement pay band and grade pay shall apply in their case.

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Chapter 7.18

Ministry of Heavy Industry & Public Enterprises Introduction

7.18.1 Ministry of Heavy Industries and Public Enterprises promotes development and growth of capital goods and engineering industry in the country. It frames policy guidelines for Central Public Sector Enterprises (PSEs) and isters 48 PSEs. The Ministry comprises the Department of Heavy Industry and the Department of Public Enterprises.

Organizational structure

7.18.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 59 102 100 79 340

In Position 31 63 48 46 188

Department of Heavy Industry

7.18.3 Department of Heavy Industry is concerned with the development of the heavy engineering industry, machine tool industry, heavy electrical industry, industrial machinery and autoindustry and isters 48 Central PSEs. The Department of Heavy Industry is headed by a Secretary to the Government of India who is ed by an Economic Adviser and an Integrated Finance Wing.

Department of Public Enterprises

7.18.4 The Department of Public Enterprises acts as a nodal agency for all Public Sector Enterprises (PSEs) and assists in policy formulation pertaining to the role of PSEs in the economy as also in laying down policy guidelines on performance improvement and evaluation, financial ing, personnel management and in related areas. It also collects, evaluates and maintains information on several areas in respect of PSEs. DPE also provides an interface between the istrative Ministries and the PSEs.

Recommendations

7.18.5 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.19

Ministry of Home Affairs Introduction

7.19.1 The Ministry of Home Affairs (MHA) performs multifarious functions including those relating to internal security, Centre-State relations, para-military forces, border management, disaster management, istration of Union territories, etc. The Ministry extends manpower and financial , guidance and expertise to the State Governments for maintenance of security, peace and harmony.

Organizational structure

7.19.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Departments under MHA

Sanctioned Strength 14772 22012 642914 55647 735345

In Position 11070 14376 599622 51845 676913

7.19.3 The Ministry comprises 6 Departments as under:i)

Department of Internal Security – This Department deals with matters relating to police, internal security and law & order, insurgency, terrorism, naxalism, Inter Services Intelligence (ISI) activities, rehabilitation, grant of visa and other immigration matters, security clearances, etc.;

ii) Department of States - This Department deals with matters relating to Centre-State relations, Inter-State relations, istration of Union territories, freedom fighters. pension, human rights, prison reforms, police reforms, etc.; iii) Department of Home - This Department deals with matters relating to the notification of assumption of office by the President and Vice-President, notification of appointment/resignation of the Prime Minister, Ministers, Governors, nomination to Rajya Sabha/Lok Sabha, census of population, registration of births and deaths, etc.;

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iv) Department of Jammu and Kashmir (J&K) Affairs - This Department deals with matters relating to the constitutional provisions in respect of the State of Jammu and Kashmir and all other matters relating to the State, excluding those with which the Ministry of External Affairs is concerned; v) Department of Border Management - This Department deals with matters relating to management of international borders, including coastal borders, strengthening of border guarding and creation of related infrastructure, border areas development, etc.; and vi) Department of Official Language - This Department deals with matters relating to the implementation of the provisions of the Constitution relating to official languages and the provisions of the Official Languages Act, 1963. 7.19.4 There are 3 posts of Secretary in MHA. Department of Internal Security, Department of States, Department of Home, Department of Jammu and Kashmir Affairs and Department of Border Management are interlinked and function under the Union Home Secretary. Department of Border Management has a separate post of Secretary (Border Management). The Department of Official Language also has a separate Secretary and functions independently. Attached, Subordinate offices and allied organisations under MHA

7.19.5 The Ministry has 25 attached and subordinate offices and 3 allied organizations as under : Attached and Subordinate Offices 1. Intelligence Bureau 2. Border Security Force 3. Central Reserve Police Force 4. Central Industrial Security Force 5. Indo-Tibetan Border Police 6. National Security Guard 7. Sashashtra Seema Bal 8. Assam Rifles 9. Bureau of Police Research & Development 10. National Institute of Criminology and Forensic Science 11. Central Forensic Science Laboratory 12. National Crime Record Bureau 13. Directorate of Coordination Police Wireless 14. Central Hindi Training Institute

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15. Central Translation Bureau 16. Narcotic Control Bureau 17. National Civil Defence College 18. Sardar Vallabhbhai Patel National Police Academy 19. National Fire Service College 20. Inter State Council Secretariat 21. Director General of Civil Defence and Home Guards 22. O/o Registrar General of India 23. Zonal Council Secretariat 24. Committee of Parliament on Official Language 25. Repatriator Co-operative Finance & Development Bank Ltd. (REPCO) List of Allied Organisations 1. National Disaster Management Authority 2. National Institute of Disaster Management 3. National Foundation for Communal Harmony Registrar General of India

7.19.6 The Office of Registrar General of India and Census Commissioner (ORGI) is an attached office of the Ministry. The Registrar General and Census Commissioner conducts the decennial population census and tabulates and disseminates the census data under the provisions of the Census Act, 1948, and the Census (Amendment) Act, 1993. He also co-ordinates, at the national level, the work relating to implementation of the Registration of Births and Deaths Act, 1969 and compilation of data of vital statistics on births and deaths; estimation of national and state level fertility and mortality measures under the Sample Registration System (SRS). Since the year 2003, the RGI has been functioning as National Registration Authority and the Registrar General of Citizen Registration under the Citizenship (Amendment) Act, 2003. 7.19.7

Office of RGI comprises following cadres : Cadre

Strength

Statistical Cadre EDP Cadre Map Cadre istrative Cadre Printing Cadre Language Cadre Social Studies Cadre Others (including Group D)

2304 1404 227 537 41 20 17 1173

Total

5723

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Statistical Cadre in RGI

7.19.8 In the Statistical Cadre, presently posts of Statistical Investigator exist in the following grades:Statistical Investigator Gr. I Statistical Investigator Gr. II Statistical Investigator Gr. III

Rs.6500-10500 Rs.5500-9000 Rs.5000-8000

7.19.9 The Commission has restructured the pay scales. This will necessitate certain modifications in the existing cadre structure of the common category posts of Statistical Cadre including the Statistical Cadre of RGI as well. Accordingly, the Commission recommends the following structure for posts in the cadre of Statistical Investigators in RGI as well as in other organisations:(in Rs.) Designation

Statistical Investigator Gr. I Statistical Investigator Gr. II/III# #

Present pay scale

Recommended pay scale

6500-10500

7450-11500

5500-9000/ 5000-8000

6500-10500

Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-2 4600 PB-2

4200

These two grades shall stand merged.

In organisations where post of Statistical Investigator in the scale of Rs.7450-11500 already exists, the posts of Statistical Investigators in the scales of Rs.6500-10500 and Rs.7450-11500 shall stand merged. 7.19.10 Registrar General of India had sought parity of the various posts in the istrative cadre in the office of RGI with that of CSS/CSSS cadres. The Commission has separately recommended parity between field and secretariat offices. This will meet the demand for parity in this case as well. Restructuring of different cadres was also sought. However, the Commission has refrained from looking into restructuring of individual cadres as a well-defined procedure already exists within the Government for the same. No recommendation can, therefore, be made on this . Central Para Military Forces (MFs)

7.19.11 Presently there are 7 Central Para Military Forces under Ministry of Home Affairs. These include Assam Rifles, Border Security Force, Central Industrial Security Force, Central Reserve

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Police Force, Indo-Tibetan Border Police, National Security Guard and Sashashtra Sena Bal. MF - Assam Rifles

7.19.12 Assam Rifles is one of the oldest MFs and was raised initially as 'Cachar Levy' in 1835. The Force comprised 63,142 personnel in 2006. It has 2 Inspectorate General Headquarters, 9 Sector Headquarters, 46 Battalions, 1 Training Centre and School, 3 Maintenance Groups, 3 Workshops, 1 Construction and Maintenance Unit and a few ancillary units. The Force has dual role of maintaining internal security and guarding the IndoMyanmar Border. The Force works under the operational control of the Army. The Force also participated in operations in Jammu and Kashmir and Sri Lanka in conjunction with the Army.

MF – Border Security Force

7.19.13 Border Security Force was raised in 1965. It is deployed on the line of actual control and the international border. It is also used as an anti-insurgency force. Presently, it comprises 157 Battalions, 5 major training institutions, 9 subsidiary training centres and minor training institutions, 2 basic training centres and 1 recruit training centre. Each Battalion consists of 7 Companies. The Force has its headquarters in Delhi. Its field formations include 2 Additional Directorates General, i.e. ADG (East) and ADG (West), 10 Frontiers and 39 Sector headquarters, Water Wing and Air Wing.

MF – Central Industrial Security Force

7.19.14 Central Industrial Security Force is a Central Para Military Force under Ministry of Home Affairs. It was created in 1969 to provide security to various PSUs and was declared an armed force of the Union in 1983. The CISF Act was further amended in 1999 enabling it to provide consultancy services to the private sector. The present strength of CISF is 1.05 lakh. CISF is presently providing security cover to 269 PSUs and fire protection cover to 77 establishments. The task of airport security was assigned to CISF in the wake of hijacking of Indian Airlines plane to Kandahar. The Force has so far taken over security of 54 airports, which includes international airports of Mumbai, Delhi, Chennai, Kolkata as well as Delhi Metro. Besides, it has taken over security of 49 Government buildings, which includes North Block, part of South Block and CGO Complex at Delhi. CISF provides technical consultancy services relating to security and fire protection to industries in Public and Private sectors.

MF – Central Reserve Police Force

7.19.15 Central Reserve Police Force is the oldest MF under the Ministry of Home Affairs. It existed even earlier to independence. Earlier it was called “Crown Representative Police” and was renamed CRPF under the CRPF Act, 1949. The first batch of Group A Officers were recruited in the year 1967. The present

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strength of Group A Officers in CRPF is 3723. It comprises 201 Bns. (183 Executive Bns., 2 Mahila Bns., 10 RAF Bns., 5 Signal Bns. and 1 Special Duty Group), 37 Group Centres and 13 Training Institutions. The Force is presently handling a wide range of duties covering law and order, counter insurgency, anti-militancy and anti-terrorism operations. The Force plays a key role in assisting States in maintaining public order and countering subversive activities of militant groups. MF - Indo-Tibetan Border Police

7.19.16 ITBP is deployed in the north-western extremity of the Indo-China Border. It also plays an important role in organising the annual Kailash Mansarovar Yatra besides providing assistance in Disaster Management especially in the central and western Himalayan regions.

MF - National Security Guard

7.19.17 NSG was set up in 1984. It is a task oriented Force and has two complementary elements in the form of the Special Action Group (SAG) comprising Army personnel and the Special Rangers Group (SRG), comprising personnel drawn from the Central Police/State Police Forces. NSG personnel are trained to take high risks in counter hijacking and counter terrorist operations. The NSG Commandos are also assigned the task of providing security to VIPs. NSG teams are also deployed on important occasions like Republic Day, Parliament sessions etc. The NSG personnel perform duties as Sky Marshals as well.

MF - Sashashtra Sena Bal

7.19.18 Special Service Bureau (SSB) was set up in early 1963 in the wake of India-China conflict of 1962 to build morale and inculcate spirit of resistance in the border population against threats of subversion, infiltration and sabotage from across the border. It became a border guarding force in 2001 under the Ministry of Home Affairs and was rechristened Sashashtra Seema Bal with an amended charter. It has been given the border guarding responsibilities along the Indo-Nepal and Indo-Bhutan borders. SSB is now functioning in 7 border States covering a stretch of 1,751 kms. of International Border in 20 districts along Indo-Nepal Border and about 120 kms. along the Indo-Bhutan border. SSB has 3 Frontier and 8 Sector Headquarters.

Demands

7.19.19 Grant of the status of organised Group A service has been demanded for Group A officers in various MFs like CRPF on the ground that the respective cadres meet all requirements of an organized service and such a status had been earlier recommended by the Fifth Central Pay Commission as well as by BPR&D and Police Commission. Further, pay scales on par with Group A Officers of All India Services along with time bound promotions to be automatically granted at 4 years, 9 years, 14

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years, 15 years, 22 years and 32 years irrespective of the vacancy position have been demanded for gazetted officers of MFs. It has also been stated that pay of all categories of the MFs personnel should be granted at par with the corresponding ranks of other Central Civil Services. 7.19.20 With regard to the Non-Gazetted categories, a minimum of five promotions in the entire service for all employees in Groups B and C and three promotions for those in Group D have been sought. 7.19.21 On the ground that promotion from Constable to Head Constable after 14 years of service does not give much of a financial gain because the pay scales of the two grades are not very different, reintroduction of ranks of Naik and Lance Naik between Head Constable and Constable has been demanded. Functional justification has also been given by stating that Head Constables have to command a Unit of 10 Constables. Earlier, a Naik acted as second-in-command to the Head Constable and, therefore, gained adequate experience for commanding the unit on his promotion as Head Constable. It is stated that this experience is no longer possible because the post of Naik has been abolished and a Constable is directly promoted as Head Constable. 7.19.22 Ration Money Allowance on par with that available to the Defence Forces has been demanded. Demands have also been made that Ration Money Allowance should be extended to all the categories and should also be paid during the time of leave, sick leave etc. 7.19.23 A substantial increase in the amount of Uniform Allowance and Kit Maintenance Allowance has been sought on the ground that the existing rates are not sufficient to meet the expenditure on this . 7.19.24 A separate pay scale for the post of Additional Deputy Inspectors General has been demanded on the ground that the post is presently in an identical pay scale as that of the feeder post of Commandant. 7.19.25 Hardship Allowance at the rate of 30% of the Basic Pay in lieu of CCA, Detachment Allowance and other allowances granted for working in difficult areas has also been demanded.

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7.19.26 The CRPF has raised a demand that CILQ for Subordinate Officers (SOs) should be allowed for 100% personnel in the grade as against 25% at present. 7.19.27 One month’s additional salary in a year has been demanded in lieu of working on gazetted holidays and restricted holidays. It has been stated that such a facility already exists in CISF and Delhi Police and needs to be extended to all the MFs. 7.19.28 All the MFs have projected that their personnel ing after 31/12/2003 should be brought over to the GPF-cum-Pension Scheme because their duties involve a grave risk to life and a special dispensation is, therefore, needed in their case. 7.19.29 Better promotional prospects for Followers have been sought. It has been stated that these categories presently have no promotional avenues and face intense stagnation that needs to be alleviated. 7.19.30 Other demands relate to general issues like removing the ceiling on gratuity, liberalizing LTC, rates of Travelling Allowance, Daily Allowance, Deputation Allowance, Education Allowance, HBA etc. These demands have been addressed in the respective Chapters dealing with these issues and are not being processed separately in this chapter. Recommendations – Grant of organized Group A status to Group A posts in various MFs

7.19.31 Organized Group A services have specific attributes. At least 50% of the posts in the scale of Rs.8000-13500 should be filled by direct recruitment; the highest post in the cadre should not be below the scale of Rs.18400-22400; all the standard pay scales viz. Rs.10000-15200, Rs.12000-16500 and Rs.14300-18300 should exist; all the posts up to the scale of Rs.18400-22400 should be filled only by promotion. These attributes are not available in MFs like CRPF where only 1/3rd of the posts in the scale of Rs.18400-22400 are filled by promotion with the remaining posts being filled by IPS officers on deputation. Similarly, in other lower ranks also, the posts are not filled only by promotion and a specific percentage of the posts are reserved for being filled by IPS officers. Many intermediate grades like those of ADIG, DIG, 2I/C/Commandant also exists in the hierarchy. The attributes prescribed by DOP&T for grant of organized Group A service are, therefore, not fulfilled. The Commission’s philosophy is also against creation of new organized services which becomes a closed cadre where outsiders cannot even if they are better qualified. The Commission is unable to recommend an organized Group A service Status for Group A Officers in various MFs.

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Recommendations – Better promotional prospects

7.19.32 In so for as the demand of time bound promotions, irrespective of vacancies, is concerned, it has to be mentioned that the posts can only be created on functional considerations. The Commission is not in favour of creation of posts at higher levels simply to provide promotional avenues. However, the Commission has evolved running pay bands which have a long span. These scales coupled with AS will ameliorate the general problem of stagnation in the various Government organisations including MFs. The specific issue of stagnation in Group A posts in various MFs including CRPF would be properly addressed only if a larger number of posts are reserved for being filled by the officers belonging to specific MFs cadre. 7.19.33 Apart from the problem of stagnation, the other issue concerning the MFs is that the posts of Additional DIG and Commandant exist in an identical pay scale of Rs.14300-18300 despite the former being a promotional post for the latter. Although the posts are distinguished by grant of a Special Allowance of Rs.400 to the post of Additional DIG, this, by itself, cannot be sufficient compensation for feeder and promotion posts existing in an identical pay scale. Elsewhere, the Commission has recommended lateral induction of Short Service Commission officers of the Defence Forces in various Group A grades in MFs. For this purpose the Commission has established a one to one relativity between various civilian Group A posts and Commissioned officers of the Defence forces. After establishing such relativity, it is seen that post of Additional DIG has no equivalent grade in the Defence Forces. Thus, the post of Additional DIG not only is anomalous because it is in the same pay scale as that of its feeder post of Commandant but has no analogous rank in the Commissioned officers of the Defence Forces. The Commission, accordingly, recommends that the post of Additional DIG should be merged with that of DIG in the pre-revised pay scale of Rs.16400-20000. Further, all posts up to the rank of DIG should, henceforth, be filled by promotion from amongst the officers of the respective MFs. Fifty percent of the posts in the grade of IG/equivalent and above should be allowed to be filled on deputation with the remaining posts being filled on promotion of the eligible officers.

Recommendations – pay scales of Inspectors/Subedar Majors

7.19.34 Presently, the posts of Inspectors and Subedar Majors are in the same pay scale i.e. Rs.6500-10500 despite the former being a promotion post for the latter. Fifth C had recommended distinct pay scales of Rs.5500-9000 and Rs.6500-10500 for the posts of Inspector and Subedar Major. In a subsequent restructuring of MFs in 1997, the Government upgraded the pay scale of

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Inspectors to Rs.6500-10500 which has created the present situation where promotion and feeder posts exist in an identical pay scale. The issue would need to be viewed in the overall context of the revised running pay bands being recommended by the Commission. The Commission has simplified the pay scales with a view to delayer the organizational structure prevailing in the Government. Maintenance of existing hierarchical levels in MFs and other police forces has been stated to be functionally necessary. Recognizing this, the existing structure in MFs and other police forces has generally been maintained with minor modifications. Introduction of new levels (Naik and Lance Naiks) have, however, not been found feasible as not only will it add additional hierarchical levels but will also create relativity problems with other police forces under Central Government as well as Personnel Below Officers Ranks in the Defence Forces. While doing so, the Commission has also kept in view the necessity of providing a better pay scale for Constables who are the cutting edge of the organisation and whose job is very arduous. 7.19.35 Keeping all the above factors in view, the Commission recommends the following pay structure for non-gazetted executive cadres in various Central Para Military Forces:-

Designation

(in Rs.) Corresponding Recommen- Pay Band & Present pay ded pay Grade Pay scale scale Pay Grade Band Pay 3050-4590 3200-4900 PB-1 2000 3200-4900 4000-6000 PB-1 2400 4000-6000 4500-7000 PB-1 2800

Constable Head Constable Assistant Sub Inspector Sub Inspector

5500-9000

Inspector

6500-10500

Subedar Major

6500-10500 + Rs.200 p.m.

650010500 745011500 7500-12000

PB-2

4200

PB-2

4600

PB-2

4800

Simultaneously the appointment pay of Rs.200 p.m. attached to the post of Subedar Major shall stand withdrawn. 7.19.36 The Commission has also noted that barring the CISF, all other MFs have removed the rank of Assistant Sub Inspector from their hierarchy. Since the restructuring of Central Para

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Military Forces was done in 1997 to establish one to one parity with Delhi Police, such a removal was not correct. The orders dated 10/10/1997 for restructuring of the MFs, included the rank of ASI which also exists in Delhi Police. MFs, with the exception of CISF, did not, however, post any person in their respective executive cadres in the grade of ASI. Consequently, a Head Constable in MFs (barring CISF) is presently eligible for promotion/financial upgradation under AS to the scale of Rs.5500-9000 (being proposed for upgradation by this Commission to Rs.6500-10500). As against this, a Head Constable of Delhi Police on promotion or on financial upgradation under AS gets the scale of Rs.4000-6000 (being recommended for upgradation by this Commission to Rs.4500-7000). The rank of ASI in MFs also appears to be functionally necessary because the duties of heading independent Unit could be given to ASIs with Head Constables performing the job of Second-in-Command. This would also address the problem presently being faced by various MFs regarding inexperienced Head Constables having to lead independent Units. The Commission, accordingly, recommends that the post of ASI should exist in the executive cadres of all the MFs. Recommendations – Ration Money Allowance and Detachment Allowance

7.19.37 The issue of granting Ration Money Allowance on par with Defence Forces to the MFs personnel was considered in detail by the Fifth Central Pay Commission, which took the view that the present scale of ration based on 2900 calories was sufficient. The Fifth C had also recommended that the allowance should be given to all the non-gazetted personnel as well as to the gazetted officers upto the rank of Battalion Commander when they are actually deployed on the border. While the Commission recommends that ration money allowance should continue to be paid to only those categories of MFs personnel which are presently in receipt of this allowance, no rationale exists for granting ration money allowance at lower rates to the MFs personnel vis-à-vis the defence forces. The extra rigors of military life are, in any case, proposed to be compensated by grant of a separate Military Service Pay. The dietary requirements of personnel in MFs as well as the military forces are likely to be similar. The Commission, accordingly, recommends payment of Ration Money Allowance to the MF personnel on par with that available to the defence forces. MFs are also entitled to Detachment Allowance. In consonance with the policy adopted for most of the other allowances, the existing rates of Detachment Allowance should be doubled without any linkage to the revised rates of TA/DA being recommended.

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Recommendations – Uniform Allowance and Kit Maintenance Allowance

7.19.38 The Fifth C had recommended rates of Uniform Allowance to be increased to Rs.6500 as the initial grant and Rs.3000 as renewal grant payable after every 7 years. The cost of uniforms has gone up substantially in the last 10 years. Consequently, the rates of Uniform Allowance need to be increased appropriately so as to make them realistic. The Commission recommends increase in the rates of Uniform Allowance as under:Initial grant Renewal grant

-

Rs.13000 Rs.6000 (after every 3 years)

7.19.39 The period of renewal grant has been decreased from existing 7 years to 3 years keeping in view the longevity of a set of uniform. 7.19.40 Kit Maintenance Allowance is payable to officers at the rate of Rs.150 p.m. Non-gazetted personnel are given Washing Allowance at the rate of Rs.30 p.m. Keeping in view the general escalation of prices, the Commission recommends that the existing rates of these allowances should be doubled. The rates of Uniform Allowance as well as Kit Maintenance Allowance should be increased by 25% every time the DA payable on revised pay bands increases by 50%. Recommendations – Hardship Allowance & other similar allowances

7.19.41 MFs personnel working in difficult areas are already eligible for special compensatory allowances. Any extra work would now be compensated in the form of performance related incentive being separately recommended by the Commission. Accordingly, the Commission is unable to recommend any additional Hardship Allowance specifically for MFs personnel.

Recommendations – CILQ

7.19.42 Presently, Compensation in lieu of Quarters (CILQ) is allowed to 100% personnel in the Subordinate Officers (SOs) grade in all MFs barring CRPF where only 25% of the personnel in the grade are eligible for this allowance. CRPF has demanded that the facility should be extended to all the SOs in their case as well. The Commission finds merit in this demand. It is recommended that the facility of CILQ should be allowed to 100% personnel in the SOs grade in CRPF as well. Another demand has been made to extend House Rent Allowance (HRA) to all the MFs personnel who have not been allotted rent free accommodation or are eligible for CILQ. CILQ is given to a segment of force personnel as per the authorized strength who have not been provided rent-free family accommodation at the

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duty station. CILQ includes the element of HRA and license fee as per prescribed rates. Personnel who are not eligible for either rent free accommodation or CILQ are expected to stay in the nonfamily barracks as a functional requirement. While staying in nonfamily barracks on functional considerations is justified, it may not be appropriate to deny any compensation for housing the family of these personnel. HRA at normal rates cannot be paid to these personnel as they are staying in barracks provided by the Government. However, justification exists for providing a separate family accommodation allowance for housing the family of this category of employees. In consonance with the recommendations made for similarly placed defence personnel, the Commission recommends that a new Family Accommodation Allowance at the lowest rate of HRA should be paid to all the MFs personnel who are not eligible for either rent free accommodation/HRA or CILQ. The rates of this allowance will increase by 25% each time the price index increases by 50%. Recommendations – one month’s additional salary

7.19.43 Presently CISF and Delhi Police are getting one month’s additional salary as they perform duties throughout the year. Other MFs have also demanded this benefit on the analogy of what exists in CISF and Delhi Police. It is seen that CISF and Delhi Police are entitled to 30 days Earned Leave in a year. As against this, other MFs personnel are entitled to 60 days Earned Leave in a year. It is, therefore, clear that in CISF and Delhi Police, the compensation for having to work on holidays and weekends is given in form of one month’s additional pay whereas in other MFs, the compensation is given in form of one month’s extra Earned Leave in a year. Accordingly, the Commission is unable to recommend grant of one month’s additional pay to such of those MFs personnel as are eligible for 60 days Earned Leave annually.

Recommendations – continuation of GPFcum-pension scheme for post 31/12/2003 inductees

7.19.44 The issue of continuation of MFs personnel under the New Pension Scheme needs to be discussed along with the issue of lateral induction of Defence Forces personnel in MFs as the two issues are inexorably linked. Pension scheme exists in Defence Forces. As per the extant rules, the Defence Forces personnel on lateral movement to MFs etc. will carry their existing pension entitlements. These personnel will, therefore, be outside the ambit of NPS. MFs personnel directly recruited after 31/12/2003 will, however, continue to be governed by NPS.

Recommendations – promotional prospects for Followers

7.19.45 MFs have a category called Followers who are Group D employees either in the scale of Rs.2550-3200 or Rs.2610-3540 with the higher grade existing for skilled followers in CRPF and CISF. In BSF, all Followers are in the pay scale of Rs.2550-3200. It is

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observed that Followers are either combatised or non-combatised. The combatised Followers are called enrolled Followers and have to undergo basic training like other recruits. The minimum educational qualification prescribed for Followers is 8th . The Commission is of the view that all the posts in MFs should be combatised like the position existing in the Defence Forces. The Commission, accordingly, recommends abolition of the cadre of Followers. Any further recruitment in the grade of Followers should cease immediately. The existing Followers should initially be placed in the -1S pay band (separately being recommended by the Commission for all Group D categories till the time they are re-trained and re-deployed in the Group C posts). Proper training should be given to make them combatised and on successful completion of such training, they should be absorbed in the grade of combatant Constables against regular vacancies. This will also address the problem of stagnation and career progression of the existing personnel employed as Followers. It is seen that Followers are also being used for non-essential jobs as Peons, Farashes for cleaning furniture and equipment, Civilian Sweepers at static locations, Khojies in BSF for identifying foot-prints in areas like deserts etc. and Mid-wives. All these functions can either be outsourced with proper security clearance or given on contract without any operational problems. The Commission, accordingly, recommends that all nonessential jobs that can be done by outsiders without any operational problems but are presently being done by Followers, should henceforth be contracted out or outsourced. Recommendations – Facility of Suraksha Sahayaks to the Officers

7.19.46 During the course of discussions with MFs, it was brought to the notice of the Commission that officers of and upto the rank of Commandant in MFs are allowed use of one Constable for attending to telephones and looking after guests at their residence. Officers above the rank of Commandants are allowed two Constables for this purpose. In the present scenario, employment of trained Constables/other combatants just for attending telephones and guests of individual officers is totally unnecessary and also affects the morale of the trained Constabulary adversely besides impinging on their training/readiness. The Commission recommends that use of Constables/other combatants for attachment with specific officers as Suraksha Sahayaks at their respective residences should be stopped immediately. The posts in MFs which need to be provided some help for performing these functions should be identified and sanction obtained from the Ministry of Finance. Posts so sanctioned should be filled up only on contractual basis. No regular Constable/Combatant/other employee of the Government should be used for this purpose and in case any officer is found to be using any Government

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employee for this/any other personal purpose, the salary payable to the Government employee should be recovered from the officer immediately. This will be over and above any other departmental action which the rules may allow. Secretariat Security Force

7.19.47 Secretariat Security Force (SSF) exists for security of buildings and documents in the Central Secretariat. It has been demanded that the Sub-Inspectors, Inspectors, and Subedar Majors in this service be extended higher pay scales. The posts of Inspector and Subedar Major are presently in the pay scale of Rs.5500-9000. They will automatically be upgraded to the higher pay scale of Rs.6500-10500 on of restructuring of the pay scales being recommended by the Commission. Insofar as other posts in this organization are concerned, it is seen that the security related duties of most of the offices in Central Secretariat are with CISF. The rationale for continued existence of this Force does not exist. In fact, the force has already been declared a dying cadre. It will be more justified if the Force is merged with CISF at appropriate grades with the CISF taking over the security of all other buildings that are presently being looked after by SSF. This will, however, necessitate one to one equation between various analogous posts in CISF and SSF. Consequently, parity will need to be maintained for such of those posts in SSF which already had an established parity with the posts in MFs. The Commission recommends accordingly. The force is headed by a Chief Security Officer presently in the pay scale of Rs.12000-16500. Chief Security Officer is also the head of Reception organisation and the officer in-charge of all security related matters in the MHA. It is, accordingly, recommended that the post of Chief Security Officer in SSF should be equated to that of Commandant in various MFs and placed in an identical pay band and grade pay as recommended for the post of Commandant in various MFs.

Delhi Police

7.19.48 Delhi Police follows Police Commissionerate system and is istratively controlled by MHA. The Force is headed by Commissioner of Police. The total strength of Delhi Police presently is 64,645.

Demands - Pay scale of Constables/Head Constables and ASIs

7.19.49 Higher pay scale of Rs.3200-4900 has been demanded for Constables on the ground that the minimum qualifications prescribed were revised from 10th to 10+2. Simultaneously, higher pay scales for Head Constables and ASIs have also been sought. A Civil Writ Petition No.4767/2002 was also filed before the Hon’ble High Court of Delhi seeking a higher pay scale for the post of Head Constable in Delhi Police. The Hon’ble Court in the order dated 24/9/2007 had directed the respondents to refer the representation made by the petitioner to the Pay Commission.

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The Office of the Police Commissioner of Delhi had, accordingly, referred this matter also to the Commission 7.19.50 The Commission has recommended higher pay scale of Rs.3200-4900 for Constables in MFs. A higher scale has also been recommended for the posts of Head Constable and ASI. Complete parity exists at present between MFs and Delhi Police. This parity needs to be maintained. The Commission, accordingly, recommends the following scales for Delhi Police:-

Designation

Constable Head Constable Assistant Sub Inspector Sub Inspector Inspector

3050-4590 3200-4900 4000-6000

(in Rs.) Corresponding Recommen- Pay Band & Grade Pay ded pay scale Pay Grade Band Pay 3200-4900 PB-1 2000 4000-6000 PB-1 2400 4500-7000 PB-1 2800

5500-9000 6500-10500

6500-10500 7450-11500

Present pay scale

PB-2 PB-2

4200 4600

Demand - Pay scale of A

7.19.51 Higher pay scale of Rs.8000-13500 has been demanded as entry grade for Assistant Commissioner in Delhi Police belonging to DANIPS who presently the service in the scale of Rs.650010500. This has been sought on the ground that their duties are higher than that of Inspector and they also form the promotion post to that of Inspector. It is seen that As of DANIPS are already eligible for grant of scale of Rs.8000 13500 on completion of 4 years service in the grade of Rs.6500 10500. The As get this as a Group B pay scale even though the scale of Rs.8000-13500 is presently the entry pay scale for all Central Group A and All India Services. Keeping all factors in view, the Commission recommends that As of DANIPS should be placed in the scale of Rs.7500-12000 as the entry pay scale and be granted the pay scale of Rs.8000-13500 corresponding to the revised pay band PB2 with grade pay of Rs.5400 on completion of four years service, as at present. This will ensure that the feeder and promotion posts of Inspector and A of DANIPS are no longer in the same pay scale at any stage.

Demand - SDA to personnel posted in Rashtrapati Bhawan

7.19.52 Special Duty Allowance at the rate of 50% of the Basic Pay has been demanded for Delhi Police personnel posted at Rashtrapati Bhawan for performing special duties like escorts, pilot, etc. Special clothing allowance as is available to the SPG personnel has also been demanded for plainclothes men employed in Rashtrapati Bhawan.

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7.19.53 The Commission is of the view that duties of Escorts/Pilots do not warrant a special duty allowance as these duties are neither hazardous nor difficult because the area of movement is already sanitized. Special clothing allowance for police personnel doing duty in plainclothes lacks any justification because Uniform Allowance is paid to only such of those posts where wearing of uniform is mandatory. Since police personnel doing duty in plainclothes do not have to don uniforms. Accordingly, Special Clothing Allowance cannot be sanctioned in their case. Ambulance Staff of Delhi Police

7.19.54 49 posts of Head Constable, ASI and SI exist in the Ambulance Staff cadre of Delhi Police. Pay scales and prescribed qualifications for these posts are on par with those in the executive cadre. However, no further promotional prospects exist for this category. In the past, Police Commissioner had recommended merger of these posts in the Executive Cadre as no rationale remained for maintaining a separate cadre of these personnel. The employees had also filed a case in CAT wherein the Tribunal recommended that Government should look into the issue of creation of promotional avenues in the post of Inspector for this category. This judgment has not been agitated further. Creation of additional posts merely for providing promotional avenues is against the philosophy of the Report. Strong justification exists for merging this cadre with the regular executive cadre of Delhi Police. The Commission, therefore, recommends that the Ambulance Staff cadre of Delhi Police should be dissolved immediately and various posts in the Ambulance Staff cadre of Delhi Police be merged with analogous and identically designated posts in the executive cadre of Delhi Police.

Intelligence Bureau

7.19.55 Intelligence Bureau is the premier intelligence organisation of the country. It is responsible for collection, collation, processing and dissemination of intelligence for the Government. Due to the nature of their work, the Bureau has a network of offices in State Capitals and many important cities. 7.19.56 The Bureau is headed by a Director who is in the pay scale of Rs.26000 (fixed). He is assisted by Special Directors, Additional Directors, t Directors, Deputy Directors, etc. and non-gazetted staff ranging from Assistant Central Intelligence Officers (ACIOs) to Security Assistants in the executive cadre. The other cadres are Technical, Wireless, Ministerial, Stenographers, Motor Transport, Language, Electronic Data Processing, Draughtsman/Overseer, Government Examiner of Questioned Documents, Medical/Veterinary, Economic/Statistical Research etc.

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Demands - Executive Cadre

7.19.57 It has been contended that there was wrong equation of various ranks in the executive Cadre of IB vis-à-vis ranks in other Central Police Organisations by the Fifth C. It has been mentioned that the executive cadre is primarily responsible for undertaking and discharging the responsibilities at IB and right until the Fourth Pay Commission, IB Officers up to the rank of ACIO-I were accorded better compensation packages than their counterparts in the Os. This edge was taken away by the Fifth Central Pay Commission and a demand has been made to restore the same. 7.19.58 It is seen that posts in the executive cadre of IB up to the level of ACIO-I include the post of Security Assistant, Junior Intelligence Officer Gr.II, Junior Intelligence Officer Gr.I, Assistant Central Intelligence Officer Gr.II and Assistant Central Intelligence Officer Gr.I. Prior to Fifth C, the post of ACIO-I was in the scale of Rs.2000-3200. The Fifth C had recommended the scale of Rs.1640-2900 corresponding to the revised pay scale of Rs.55009000 for this post. The Fifth C had given this recommendation because similar recommendations were made in respect of Inspectors in CBI who had also been extended the scale of Rs.20003200 and were similarly recommended to be downgraded. The Government, however, did not accept these recommendations and the ACIO-I in IB as well as Inspectors in CBI were extended the revised pay scale of Rs.6500-10500 which corresponded to the prerevised pay scale of not only Rs.2000-3200 but also of Rs.2000-3500 as the Fifth C had merged both these pre-revised pay scales. 7.19.59 Similarly, prior to Fifth C, the Security Assistants in IB were placed in the scale of Rs.950-1400. The Fifth C had recommended lowering of their pay scale to Rs.825-1200 on par with Constables in MFs. The Government did not accept this recommendation also and Security Assistants were given the revised pay scale of Rs.3050-4590 corresponding to the pre-revised scale of Rs.950-1400 as well as Rs.950-1500 (the two scales were merged). The Fifth C had not made any changes in the pay scales of the posts of Junior Intelligence Officers Gr.II and Gr.I who were placed in the corresponding revised pay scales of Rs.3200-4900 and Rs.4000-6000. 7.19.60 The post of ACIO-II had existed in the pre-revised scale of Rs.1640-2900 corresponding to the revised scale of Rs.5500-9000. The Fifth C had recommended a lower scale of Rs.1600-2660 (revised: Rs.5000-8000) for this post as they had equated this post to that of Sub Inspector in MFs. The Government, however,

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did not accept this recommendation also and the post of ACIO-II was extended the scale of Rs.5500-9000. 7.19.61 The aforesaid discussion shows that no relativity has been disturbed. In any case, the post shall be placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised scale of Rs.6500-10500 on of restructuring of pay bands and grade pay being recommended. No further recommendation is, therefore, necessary. Parities with Delhi Police and MFs

7.19.62 The posts of Security Assistant, Junior Intelligence Officer Grade II and Junior Intelligence Officer Grade I, however, have established parities with the posts of Constable, Head Constable and Assistant Sub Inspector in Delhi Police and MFs. This parity will need to be maintained. On par with recommendations made for analogous posts in Delhi Police and MFs, the Commission recommends higher pay scales for the following posts in the executive cadre of IB.

Designation

Security Assistant Junior Intelligence Officer Grade II Junior Intelligence Officer Grade I ACIO-II ACIO-I Other Police organisations Directorate of Coordination Police Wireless (DW)

Recommended pay scale 3200-4900 4000-6000

(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-1 2000 PB-1 2400

4500-7000

PB-1

2800

5500-9000 6500-10500

PB-2 PB-2

4200 4600

7.19.63 DW is entrusted with the responsibility for coordinating the Inter-State Police Telecommunication by setting up a separate network through Police Net (POLNET) throughout the country up to the Thana level for providing foolproof communication with cryptographic cover at all times, including national disasters. This organisation also shoulders the responsibility for modernising the police telecommunications, training radio police personnel in the use of the latest equipment and the issues relating to radio frequency distribution, formulating technical specifications for communication equipment, testing/evaluating instruments for induction, etc.

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7.19.64 In their demands, DW had sought upgradation of various posts in the cadre. The upgradation sought is more in the nature of re-structuring of the entire cadre. The Commission, as a policy, has refrained from undertaking cadre reviews of any specific cadres as specialized mechanism already exists in the Government to undertake such an exercise. The Commission, accordingly, recommends only the corresponding replacement pay band and grade pay for the various posts in the organisation. National Crime Record Bureau

7.19.65 National Crime Record Bureau is responsible for maintaining computerized crime information system. FCS has been demanded for the technical staff working in this organisation. The scheme of FCS is presently available to only scientists working in Departments/organizations specifically designated as scientific. The existing scheme of FCS is not available to technical staff. The Commission is not in favour of extending the scheme to the technical staff. A specific mechanism exists for designating an organisation as a scientific organisation. The Commission, therefore, is not going into the issue of whether a particular organisation/department has to be declared as scientific. Hence, this demand cannot be accepted.

Bureau of Police Research & Development

7.19.66 Bureau of Police Research & Development (BPR&D) is an attached office under MHA. It is chiefly concerned with ways and means to introduce rapid application of new scientific technologies in the methods and techniques adopted by the various police forces. The posts in the ranks of ASI, Head Constable, and Constable exist in this organization in lower scales vis-à-vis those existing for similarly designated posts in MFs, Delhi Police, etc. The Commission would like to clarify that despite similar designations, the posts of ASI, Head Constable, Constable, etc. in BPR&D cannot be held as equivalent to similarly designated posts in MFs, Delhi Police, etc. Accordingly, all these posts may be given only the normal replacement pay band and grade pay. The istrative ministry may also consider revising the designations of these posts appropriately so as to remove any confusion in this regard in future.

Department of Official Language

7.19.67 Department of Official Language was established in 1975 to implement various Constitutional provisions relating to Official Language Rules, 1976 and Official Languages Act, 1963. The Department is headed by a Secretary. Three subordinate offices function under this Department namely, Central Hindi Training Institute (CHTI), Central Translation Bureau (CTB) and Regional Implementation Offices.

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Central Secretariat Official Language Service (CSOLS)

7.19.68 Central Secretariat Official Language Service (CSOLS) was established in 1981 as a service in the secretariat of Department of Official Language. The Fifth C had recommended higher pay scales for certain posts in CHTI and CTB. These scales subsequently were extended to analogous posts in CSOLS also and the posts of Junior Hindi Translator, Senior Hindi Translator and Assistant Director (Official Languages) were placed in the higher pay scales of Rs.5500-9000; Rs.6500-10500 and Rs.750012000 respectively. In the revised scheme of running pay bands, scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 are being merged. This will place posts of Junior and Senior Hindi Translators in an identical scale even though these are feeder and promotion posts. Further, the scale of Rs.8000-13500 does not exist in their hierarchy at present. The following structure is, therefore, recommended for CSOLS:-

Designation

Recommended pay scale

Jr. Translator Sr. Translator Asstt. Director (OL) Dy. Director (OL) Jt. Director (OL) Director (OL)

6500-10500 7450-11500 8000-13500 10000-13500 12000-16500 14300-18300

(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-2 4200 PB-2 4600 PB-3 5400 PB-3 6100 PB-3 6600 PB-3 7600

A demand seeking identical pay scales has been made by similarly designated posts existing outside the CSOLS cadre in various subordinate offices. This demand will be automatically addressed once parity is given between field and secretariat offices. No separate recommendation is, therefore, necessary on this . Group B services

7.19.69 U.T. Civil Service (DANICS) and U.T. Police Service (DANIPS) cater to the middle level civil and police istration of Union Territory of Delhi, Andaman & Nicobar islands, Lakshadweep, Daman & Diu and Dadra & Nagar Haveli. Pondicherry Civil Service & Pondicherry Police Service provide middle level Civil and Police istration in the U.T. of Pondicherry. These services function under the istrative control of Ministry of Home Affairs. 7.19.70 The services have demanded higher entry scale of Rs.8000-13500 on the ground that the Fifth C had recommended such higher entry pay scale and the Provincial Civil

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Service of ading States have this scale as an entry level pay scale. It is seen that the Government did not accept the recommendation of the Fifth C regarding grant of scale of Rs.8000-13500 to these services. Instead, these services have been granted the pay scale of Rs.8000-13500 on completion of four years service in the scale of Rs.6500-10500. No comparison can really be drawn with the various State Governments because the scale of Rs.8000-13500 is the entry pay scale for the Group A services in the Central Government. DANICS, DANIPS, Pondicherry Civil Service and Pondicherry Police Service being Group B services, cannot be extended this higher pay scale. It is, however, seen that presently the pay scale of feeder post to the entry grade of these four services also exists in an identical pay scale of Rs.6500-10500. This is clearly anomalous. The Commission, accordingly, recommends that entry grade of DANICS, DANIPS, Pondicherry Civil Service and Pondicherry Police Service should be Rs.7500-12000 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4800. On completion of 4 years of service in this grade, they will continue to move to the next higher grade in the Pay Band PB-2 carrying a grade pay of Rs.5400, as at present. DANICS have also demanded that some posts in the scale of Rs.18400-22400 should be created in their cadre. The Commission is unable to concede this demand, as officers of DANICS are eligible for being inducted in the AGMUT cadre of IAS in the scale of Rs.1430018300. 7.19.71 DANICS and DANIPS are sister services and a broad parity has existed between these two services. The Fifth C had recommended placement of posts in DANICS and DANIPS in different grades of upto Rs.14300-18300 in a specified proportion. Barring the entry scale, other recommendations of Fifth C have been implemented in DANICS. Since parity exists between DANICS and DANIPS, the Commission recommends that recommendations made by Fifth C in respect of the scales of Rs.12000-16500 and Rs.14300-18300 for DANIPS as well should be implemented in full.

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Chapter 7.20

Ministry of Housing and Urban Poverty Alleviation

Introduction

7.20.1 The Ministry of Urban Employment & Poverty Alleviation is the apex authority of Government of India at the national level to formulate policies, sponsor and programmes, coordinate the activities of various Central Ministries, State Governments, and other nodal authorities, and monitor the programmes concerning all the issues of urban employment, poverty and housing in the country. The Ministry is headed by a Secretary. No post of Additional Secretary presently exists. The Secretary is assisted by three t Secretaries and an Economic Adviser.

Recommendations

7.20.2 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.21

Ministry of Human Resource Development

Introduction

7.21.1 Ministry of Human Resource Development was created in 1985 to ensure integrated development of the citizens. The Ministry comprises two Departments:1) 2)

Organizational structure

7.21.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Teaching staff and Mess Workers of Navyodaya Vidyalayas

Department of School Education and Literacy Department of Higher Education

Sanctioned Strength 299 650 612 398 1959

In Position 192 530 524 365 1611

7.21.3 Higher pay scales have been demanded for the teaching staff and Mess Workers of Navyodaya Vidyalayas on the ground that they have to put in higher hours of work every day of the week as compared to the staff working in day schools. They have also demanded introduction of pension scheme. Navyodaya Vidyalayas are autonomous and as such are not covered under the of reference of the Commission. While no recommendation can be made in their case, however, their demand appears justified especially as the teachers and staff working in these schools will have to put in greater efforts vis-à-vis similar employees working in day schools. While the Commission makes no recommendation for residential allowance, because their of reference do not include Navyodaya Vidyalayas, the Government should consider grant of a special allowance in these schools on par with that being recommended by the Commission for Military Schools in Ministry of Defence and the Oak Grove School in Ministry of Railways. A similar dispensation can be considered for Sainik schools as well.

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Assistant Scientific Officer (Medicine) in CSTT

7.21.4 Merger of the post of Assistant Scientific Officer (Medicine) in Commission of Scientific and Technical Terminology (CSTT) with CGHS cadre has been demanded on the ground that no promotional avenue exists for the present incumbent. Commission has recommended running pay bands and a modified Assured Career Progression Scheme to alleviate the problem of stagnation. No justification exists to recruit a candidate on permanent basis for an isolated post without any promotional avenues. The Commission, accordingly, recommends that this post should be filled on contractual basis in future. For the present, the istrative Ministry may also consider revising the designation of the post appropriately so as to avoid any confusion vis-à-vis other similarly designated posts which are not only different functionally but also exist in a different pay scale.

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Chapter 7.22

Ministry of Information and Broadcasting

Introduction

7.22.1 Ministry of Information & Broadcasting is the apex body for formulation and istration of the rules and regulations and laws relating to information, broadcasting, the press and films. It also caters to the dissemination of knowledge and entertainment to all sections of society

Organizational structure

7.22.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 501 1575 3803 1997 7876

In Position 419 1191 3374 1794 6778

Indian Information Service

7.22.3 Indian Information Service is organized Group A service under the istrative control of this Ministry. The officers of this service have demanded better promotional prospects and pay structure along with other facilities like better housing, medical facilities, TA/DA and transfer allowance, etc. The Commission has considered various issues relating to Group A services in Chapter 3.3 of the Report. Various measures that will ensure a better progression in this service have also been discussed in that Chapter. Issues relating to allowances and facilities like LTC are covered under Chapters 4.2 and 4.3 of the Report. The recommendations in these Chapters will also apply to the officers of Indian Information Service.

Indian Information Service – Group B

7.22.4 IIS Group B personnel in the scale of Rs.5500-9000. The next higher post is in the scale of Rs.6500-10500. The qualifications prescribed for both these posts are similar with the exception that 3 years experience is additionally prescribed for the higher post. These posts will come to lie in the same pay scale on of restructuring of pay scales. Functionally, the posts are similar. It is, therefore, recommended that these posts should be merged. A

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similar dispensation should also be extended to the posts of Layout Assistants (Rs.6500-10500) and Assistant Layout/Background Artists (Rs.5500-9000) in the Films Division. Projectionists in Films Division

7.22.5 Higher pay scales have been sought for the cadre of Projectionists in Films Division. No apparent anomaly exists in the extant pay scales. Accordingly, the post shall be placed in the corresponding revised pay band and grade pay.

Technical Assistants (Advertising) in DAVP

7.22.6 Technical Assistants (Advertising) in DAVP are presently in the pay scale of Rs.5500-9000. These posts will automatically be placed in the higher pay scale of Rs.6500-10500 on of the restructuring of the pay scales being recommended by the Commission. Accordingly, the promotional post of Assistant Media Executive which is presently in the pay scale of Rs.650010500 shall be upgraded and placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600. Similar dispensation may also be given to the three posts of Assistant Production Manger (Outdoor Publicity) which are presently in the pay scale of Rs.6500-10500.

Store Officer in DAVP

7.22.7 The post of Store Officer in DAVP is in the pay scale of Rs.6500-10500. It has been stated that no promotional avenues exist for this post. Stagnation in this post will be alleviated in the scheme of running pay bands and the Modified Assured Career Progression Scheme being recommended. No other recommendation is necessary.

Assistant Production Managers

7.22.8 Assistant Production Managers in Directorate of Advertising and Visual Publicity are presently in the pay scale of Rs.6500-10500. Their feeder post of Technical Assistant is in the scale of Rs.5500-9000. On of merger of the pay scales of Rs.5500-9000 and Rs.6500-10500, the feeder and promotion posts will come to lie in an identical pay scale. This will not be justified. Accordingly, the post of Assistant Production Manager should be upgraded to the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600. A similar dispensation is also recommended for the analogous posts of Assistant Media Executive and Assistant Distribution Officer which, too, are presently in the scale of Rs.6500-10500.

Studio Boy in Films Division

7.22.9 Higher pay scale has been demanded for the post of Studio Boy in Films Division. It is a Group D post and will be regulated as per the recommendations made in Chapter 3.7. No specific recommendations are, therefore, necessary for this post.

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Assistant Maintenance Engineer in Films Division

7.22.10 Assistant Maintenance Engineer in Films Division have demanded a higher pay scale. The post is presently in the pay scale of Rs.5000-8000 and carries minimum qualification of Diploma in Engineering. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 which will automatically place this post in the Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500.

Technical cadre posts in the Camera Section

7.22.11 Technical cadre posts in the Camera Section of Films Division include the posts of Assistant Newsreel Officer and Cameraman in the respective pay scales of Rs.5500-9000 and Rs.6500-10500. A higher pay scale has been demanded for the post of Newsreel Officer. The post is presently in the pay scale of Rs.5500-9000 and will automatically be upgraded to the scale of Rs.6500-10500 on of merger of the pay scales of Rs.55009000 and Rs.6500-10500 being recommended by the Commission. The post shall continue to be the feeder post for promotion to the post of Chief Cameraman that is presently in the pay scale of Rs.7500-12000.

Assistant Business Manager in the Publications Division

7.22.12 Post of Assistant Business Manager in the Publications Division is in the scale of Rs.6500-10500 and its feeder post of Marketing Executive exists in the scale of Rs.5500-9000. The posts will come to lie in an identical scale due to the restructuring being proposed separately. Since merger is not functionally justified, it is, therefore, recommended that the post of Assistant Business Manager be upgraded to the next higher grade of Rs.7450-11500 corresponding to the revised pay band PB 2 of Rs.8700-34800 with grade pay of Rs.4600.

Lab Assistants in Films Division

7.22.13 Higher pay scales have been sought for the post of Lab Assistants in Films Division. The post is presently in the pay scale of Rs.5500-9000 and will be automatically placed in the higher pay scale of Rs.6500-10500 on of the restructuring of the pay scales being recommended by the Commission. No further upgradation is necessary.

Carpenters in Films Division

7.22.14 Carpenters in Films Division are in the pay scale of Rs.3050-4590. They have demanded a higher pay scale of Rs.40006000. The next higher post of Head Carpenter who supervises the work of Carpenters also exists in an identical pay scale. It is recommended that the post of Head Carpenter in the Films Division be upgraded and placed in the scale of Rs.3200-4900 corresponding to the revised pay band PB-1 of Rs.4860-20200 with grade pay of Rs.1000. This will ensure that the supervisory post is in a higher grade vis-à-vis the lower post.

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Recordist, Sound Staff, Technicians and Artists in Films Division

7.22.15 Recordists, Sound Staff, Technicians and Artists in Films Division have demanded higher pay scales. Higher pay scales are not necessary on of the extant duties attached to the post. No anomaly also exists in their present pay scales. The posts not belonging to common categories shall, therefore, be placed only in the corresponding revised pay bands. Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

Documentation Assistants in Research Reference and Training Division

7.22.16 Documentation Assistants have demanded the scale of Rs.5500-9000 on the ground that the other feeder post (Librarian) to the common promotion post of Documentation Officer exists in the scale of Rs.5500-9000. Documentation Assistants are presently in the scale of Rs.5000-8000. Mere fact that the other feeder post is in a higher scale cannot constitute an anomaly. This happens in many cases where different cadres have same promotion post. In all such cases, different residential periods are provided as eligibility for promotion. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 which will automatically place all these posts in an identical scale. No other recommendation is, therefore, necessary.

Ministerial staff and Translators in Press Information Bureau

7.22.17 Ministerial staff and Translators in Press Information Bureau have demanded parity with the pay scales of similarly placed posts in Central Secretariat. The Commission has recommended parity between similarly placed posts in the headquarters and field offices in Chapter 3.1 of the Report. These recommendations will cover this case also.

Artists working in Song and Drama Division

7.22.18 Artists working in Song and Drama Division have demanded higher pay scales. Reference has also been made to orders of the Principal Bench of the Central istrative Tribunal that had directed the Government to consider the recommendations of Fifth C for this category. Fifth C had recommended that keeping in view the functional aspects, no justification existed for parity between staff artists in the Song and Drama Division vis-à-vis those working in Doordarshan. Keeping in view this recommendation, the parity cannot be granted vis-à-vis the similarly placed posts in AIR which too is comparable to that of Doordarshan. The promotional prospects of these artists will, in any case, be addressed under the structure of running pay bands and modified AS being recommended by the Commission. Higher pay scales are, therefore, not necessary for these posts. The posts of Assistant Drama Producer and Drama Producer are in the respective pay scales of Rs.5500-9000 and Rs.6500-10500 and have similar functions. It is, therefore, recommended that these posts may be merged as they will come to lie in an identical scale on of the restructuring of pay scales being proposed.

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ERC recommendations

7.22.19 Expenditure Reforms Commission had observed that no justification exists for a separate Films Division in Ministry of Information and Broadcasting merely to produce and exhibit documentaries. The ERC had also recommended that various activities of DAVP should be decentralized with Ministry of Information and Broadcasting only prescribing the rate of contracts to be followed by various Ministries. Directorate of Field Publicity and Song and Drama Division were recommended for closure by ERC. As regards Publications Division, the ERC had observed that no need existed for an exclusive media unit under the Ministry merely to undertake publication of books. It was mentioned that various journals being taken out by the Publications Division like the Employment News/Rozgar Samachar would instead be left to Ministry of Labour, Directorate of Employment and Training. Complete rationalization of staff in the Ministry was also recommended with the number of posts in the Ministry being proposed to be reduced by 72%. The Government should ensure that all these recommendations are implemented.

Employees of Prasar Bharati

7.22.20 The Commission had received many demands from Central Government employees on deemed deputation to Prasar Bharati for restructuring of posts/cadres in Prasar Bharati. The Commission has not made any recommendation on the posts in Prasar Bharati, since it is an autonaomous body and therefore, outside the of Reference of the Commission. In any case, Central Government employees on deemed deputation to Prasar Bharati will be governed by the extant rules in this regard.

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Chapter 7.23

Ministry of Labour & Employment Introduction

7.23.1 Ministry of Labour & Employment formulates national labour policy, enforces labour laws and also deals with different aspects of industrial relations, welfare and social security of labour in industries with which the Central Government is concerned. The Ministry has four attached offices and ten subordinate offices as under:Attached Offices 1.

Directorate General of Employment & Training (DGE&T) - It lays down the policies, standards, norms and guidelines in the area of vocational training throughout the country and coordinates employment services.

2.

Office of Chief Labour Commissioner (Central) [CLC(C)] This Office deals with matters relating to industrial disputes in the central sphere including enforcement of awards and settlements as well as implementation of labour laws in industries and establishments under the sphere of Central Government.

3.

Directorate General of Factory Advice Service and Labour Institutes (DGFASLI) - This Directorate is concerned with formulation of policy relating to the safety, health and welfare of workers in factories and docks.

4.

Labour Bureau - The Bureau is responsible for collection, compilation and publication of statistical and other information regarding employment, wages, earnings, industrial relations, working conditions, etc. It also compiles and publishes the Consumer Price Index Numbers for industrial and agricultural /rural workers.

Subordinate offices These include the Directorate General of Mines Safety (DGMS), which is concerned with enforcement of provisions of the Mines Act, 1952 and Indian Electricity Act, 1910 and 9 offices of Welfare Commissioners, which are responsible for

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providing welfare facilities to the workers employed in various industries. Organizational structure

7.23.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 951 1238 3123 1313 6625

In Position 678 1081 2420 1150 5329

Directorate General of Employment & Training (DGE&T)- Junior Investigator and Computors/Compt ometer Operators

7.23.3 Separate promotion channels to alleviate stagnation have been demanded for the posts of Junior Investigator and Computors/Comptometer Operators in the Directorate General of Employment and Training. The Commission has recommended running pay bands to ensure that no person stagnates at any stage. The Assured Career Progression Scheme introduced as per the recommendations of Fifth C is being retained in a modified manner which will ensure similar progression irrespective of the cadre structure. Thus, the problem of stagnation will automatically be addressed. Hence, no specific recommendation is necessary in respect of these posts.

Assistant Employment Officer

7.23.4 Higher pay scale of Rs.6500-10500 has been demanded for the post of Assistant Employment Officer in DGET. The post is presently in the pay scale of Rs.5500-9000 and will automatically be upgraded on of the merger of the pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 being recommended by the Commission. It is, accordingly, recommended that the posts of Assistant Employment Officer in DGET should be merged with that of Sub-Regional Employment Officer in the pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200. Simultaneously, the post of Senior Employment Officer, presently in the scale of Rs.6500-10500, should be upgraded and placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500.

Central Engineering Service for Group A Technical Officers

7.23.5 Creation of a Central Engineering Service has been demanded for Technical Officers belonging to Group A in DGET. The Commission, as a matter of policy, has refrained from undertaking restructuring of individual cadres. Even otherwise, no rationale exists for creation of a separate Group A Engineering Service in DGET. Accordingly, the demand cannot be conceded.

Intake Assistants

7.23.6 Intake Assistants in Vocational Rehabilitation Centres are in the scale of Rs.4500-7000. They have demanded a higher scale on the ground that the minimum qualifications prescribed for the post

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includes a Graduate Degree and Diploma in the relevant field. It has been contended that the Fifth C had recommended a higher scale for posts carrying such minimum qualifications. The Fifth C had recommended the scale of Rs.4500-7000 as one of the scales into which posts carrying minimum qualification of Graduation, three years Diploma could be inducted. The post is already in the scale of Rs.4500-7000. No other anomaly exists. As such, only the replacement pay band and grade pay shall apply in this case. Senior Draughtsman

7.23.7 Demands have been made for upgrading the pay scale of Senior Draughtsmen in Advanced Training Institute, Ludhiana and Training Directorate under DGET. The Commission has separately considered the common category of Draughtsmen in Chapter 3.8. The recommendations contained therein shall also be applicable for the post of Senior Draughtsmen in Advanced Training Institute, Ludhiana and the Training Directorate under DGET.

Vocational Instructors

7.23.8 Vocational Instructors in Directorate of Training and Directorate of Women Occupation Training under DGET have been given the higher pay scale of Rs.5500-9000. However, similarly placed employees in Employment Directorate under DGET have not been extended a similar, higher pay scale. This has created an anomaly between the similarly placed posts in different Directorates under the same organisation. The Commission, accordingly, recommends that Vocational Instructors in Employment Directorate of DGET should be placed in the pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised scale of Rs.6500-10500 with which the scale of Rs.5500-9000 is proposed to be merged.

Directorate General (Mines Safety)

7.23.9 Restructuring of various posts, including those in Group A, and their upgradation has been sought. The Commission is not undertaking review of any specific cadre. Hence, no recommendation can be made on the proposal. Even otherwise, the extant pay scales for various posts are appropriate and no upgradation can be made.

DGMS - Scientific Assistants

7.23.10 Posts of Scientific Assistants and Technical Assistants in DGMS presently exist in the scale of Rs.4500-7000. The minimum qualification attached to the posts is graduation along with two years experience. The next post in the hierarchy is that of Senior Scientific Assistant in the scale of Rs.5500-9000. Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. In case the next higher scale of Rs.5000-8000 is recommended for the post of Scientific Assistants and Technical Assistants, these will come to lie in an identical scale as that of their promotion post in the revised structure. This is not justified. The post may, therefore, be extended the corresponding revised pay band and grade pay. Higher pay scales have also been demanded

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for the posts of Senior Scientific Assistant and Junior Scientific Officer which presently exist in respective pay scales of Rs.55009000 and Rs.6500-10500. The Commission has recommended merger of these pay scales due to which these posts would come to lie in an identical pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200. The post of Senior Scientific Assistant should, therefore, be merged with Junior Scientific Officer. Consequently, Scientific Assistants/Technical Assistants shall be eligible for promotion to the post of Junior Scientific Officer. Law Officer Grade II

7.23.11 Presently, posts of Law Officer Grade II and Legal Assistant exist in DGMS in the respective pay scales of Rs.6500-10500 and Rs.5500-9000. Due to the proposed restructuring of pay scales, these two posts would come to lie in an identical pay band and grade pay. The Commission, as a general policy, has recommended the scale of Rs.7450-11500 for posts requiring minimum qualification of degree in law. No rationale also exists for retaining the post of Legal Assistant as a distinct entity in the higher scale of Rs.745011500. Accordingly, the posts of Law Officer Grade II and Legal Assistant in DGMS should be merged as Law Officer Grade II in pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 corresponding to the pre-revised scale of Rs.7450-11500.

Deputy Director Mines Safety& Surveyors

7.23.12 Better promotional prospects have been sought for the post of Deputy Director (Mines Safety) under DGMS. It has been stated that presently promotional channels only upto the scale of Rs.12000-16500 exist for this post. The Commission has addressed the issue of stagnation by recommending running pay bands along with a modified AS which will also include Group A posts. This will address the issue of stagnation. No specific recommendations are, therefore, necessary in this case. This will also address the issue of stagnation in the post of Surveyors in DGMS.

Labour Bureau Investigator Grade II

7.23.13 Higher pay scale of Rs.5500-9000 has been demanded for the post of Investigator Grade II in Labour Bureau on the ground that the Fifth C had recommended such higher pay scale which was initially extended by the Government but later withdrawn. It is seen that the Fifth C had recommended the pay scale of Rs.50008000 for the common category of Investigator Grade II. The Government has already extended this pay scale to Investigators Grade II in Labour Bureau. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. This will automatically meet the demand and place the post of Investigator Grade II in Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500.

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Labour Enforcement Officers

7.23.14 Higher pay scale of Rs.8000-13500 has been demanded for the post of Labour Enforcement Officer in Labour Bureau. The post is presently in the pay scale of Rs.6500-10500. The minimum qualifications prescribed for the post includes a degree along with diploma in the relevant field. While the post cannot be placed in a Group A pay scale, a higher pay scale appears justified for the post. It is, accordingly, recommended that the post may be placed in the next higher pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

Upa-Vaidyas in Ayurvedic Dispensaries under M/o Labour

7.23.15 A higher pay scale of Rs.8000-13500 has been demanded for the post of Upa-Vaidya in various Ayurvedic Dispensaries under M/o Labour on the ground that Upa-Vaidyas working in CGHS Dispensaries were upgraded and placed in the pay scale of Rs.800013500 due to implementation of recommendations of Fifth C. It is observed that the higher pay scale of Rs.8000-13500 is given only to such of those posts as require minimum entry qualifications of medical practice in ISM&H along with a degree in ISM&H. This is not the case with Upa-Vaidyas in Ayurvedic Dispensaries under Ministry of Labour who do not have to necessarily possess the qualification of a degree in ISM&H. Accordingly, a higher pay scale can not be extended to their case.

Central Labour Service

7.23.16 Officers of Central Labour Service have demanded better promotional prospects on the ground that they presently suffer from intense stagnation. Issues relating to organised Group A services are covered in Chapter 3.3. The problem of stagnation will, in any case, be addressed under the scheme of running pay bands and modified AS. No specific recommendation is, therefore, necessary in this case.

Central Government Industrial Tribunal

7.23.17 Secretaries to the Courts in Industrial Tribunal-cum-Labour Courts have demanded higher pay scales. The post is presently in the pay scale of Rs.5500-9000 and will automatically be placed in the scale of Rs.6500-10500 on of restructuring being proposed. No further upgradation is necessary.

Common Categories

7.23.18 Common Category posts of Pharmacist, Junior Artist and Laboratory Assistant have demanded higher pay scales. All these posts will be governed by the recommendations made in Chapter 3.8 relating to common categories.

Central Institute for Research & Training in Employment Service

7.23.19 A demand has been made to upgrade the post of Director, Central Institute for Research & Training in Employment Service, to Rs.14300-18300. Simultaneously, a higher scale for the post of Deputy Director has been sought. Redesignation of the posts of Senior Research Officer and Assistant Director as Deputy Director

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with the posts of Research Officer and Technical Officer being redesignated as Assistant Director is also suggested. Presently, posts of Director and Deputy Director are in the respective scales of Rs.12000-16500 and Rs.10000-15200. No anomaly is apparent in their existing structure. The proposal is more in the nature of restructuring of the entire cadre of Group A posts in the Institute. The Commission is not considering individual cadre reviews. As such, status-quo may be retained in this case.

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Chapter 7.24

Ministry of Law and Justice Introduction

7.24.1 Ministry of Law and Justice is concerned with rendering legal advice on various issues to the Central Government. It also drafts legislations and deals with matters relating to the Judges of the Supreme Court and various High Courts. The Ministry is the cadre controlling authority for Indian Legal Service. Following three Departments exist in this Ministry:1) 2) 3)

Organizational structure

Department of Legal Affairs Legislative Department Department of Justice

7.24.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 348 731 850 610 2539

In Position 267 536 750 590 2143

Superintendent (Printing)

7.24.3 Higher pay scale has been demanded for Superintendent (Printing) in Legislative Department on the ground that Fifth C had placed them in a higher pay scale of Rs.7450-11500 vis-à-vis Section Officers who were recommended the pay scale of Rs.650010500. It has been contended that pursuant to the grant of scale of Rs.8000-13500 to Section Officers on completion of four years of service, Superintendent (Printing) should also be extended the pay scale of Rs.8000-13500 on completion of four years of service. It is observed that the benefit of the pay scale of Rs.8000-13500 on completion of four years of service was only for the Section Officers of Central Secretariat Service (CSS). This post has no relativity with that of Section Officers in CSS. No functional justification exists for extending the scale of Rs.8000-13500 on completion of four years of service to this post. The demand cannot, therefore, be accepted.

Assistant (Printing)

7.24.4 Higher pay scale has been demanded for the post of Assistant (Printing) on the ground that earlier Assistants/PAs of Central Secretariat Service (CSS) and Central Secretariat

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Stenographer Service (CSSS) were placed in the pay scale of Rs.55009000 whereas Assistants (Printing) were given the pay scale of Rs.6500-10500. It has been contended that with the grant of higher pay scale of Rs.6500-10500 to the Assistants/PAs in CSS/CSSS, the pay scale of Assistant (Printing) needs to be further upgraded to retain the earlier edge. This demand is totally unjustified. Upgradation of a lower post due to which it comes to lie in an identical pay scale can be no ground for upgradation. The Commission is also recommending merger of pay scales of Rs.50008000, Rs.5500-9000 and Rs.6500-10500 due to which these posts, in any case, would have come to be placed in an identical pay scale. The post of Assistant (Printing) shall, therefore, be extended the corresponding revised pay band and grade pay. Official Language officials

7.24.5 Higher pay scales have been demanded for the posts of UDCs, Stenographers and Official Language officials. The Commission has made recommendations about these categories in Chapters 3.1 and 3.8. The recommendations contained therein shall also apply to the employees belonging to these categories in this Ministry.

Senior Printing Assistants Official Language Wing

7.24.6 Higher scale of Rs.6500-10500 has been sought for Senior Printing Assistants. The post is presently in the pay scale of Rs.55009000 and will automatically be placed in the higher scale of Rs.650010500. No separate recommendation is necessary.

Printing Assistants and Proof Readers Official Language Wing

7.24.7 Printing Assistants (Rs.5000-8000) and Proof Readers (Rs.4000-6000) have sought higher pay scales of Rs.5500-9000 and Rs.4500-7000 respectively. No anomaly exists in their extant scales. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Printing Assistants will therefore come to lie in the same scale in which their promotion post of Senior Printing Assistant exists. These posts should, therefore, be merged.

Personal Assistants in Vidhi Sahitya Prakashan

7.24.8 Restructuring of the cadre of Personal Assistants in Vidhi Sahitya Prakashan has been demanded. The Commission, as a matter of policy, has not undertaken reviews of any individual cadres. Consequently, this demand cannot be considered.

Chairman and of Income Tax Appellate Tribunal (ITAT)

7.24.9 Chairman and of Income Tax Appellate Tribunal (ITAT) have demanded conditions of service on par with of CAT. The issue was considered by the Fifth C which, after considering all the relevant facts, observed that no comparison could be drawn between similarly placed posts in ITAT and CAT. These observations are justified. The Government should, however, take a view regarding extension of facilities like residential library, stenographic assistance on par with that available to of CAT to the Chairman and of ITAT.

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Court Clerks and Registry Officers in ITAT

7.24.11 Pay scales on par with analogous posts in Central Secretariat have been demanded for Court Clerks and Registry Officers in ITAT. The Commission has already recommended parity of pay scales between similarly placed posts in Secretariat and Field Offices. These recommendations shall apply in respect of the posts in ITAT as well.

Assistant (Legal)

7.24.12 Assistants (Legal) in Department of Legal Affairs have demanded a higher pay scale of Rs.8000-13500 on the ground that they perform specialized duties. The post is presently in the pay scale of Rs.6500-10500. Post of Assistant (Legal) is a feeder post to that of Superintendent (Legal) that exists in the pay scale of Rs.750012000. The pay scale of Rs.10000-15200 has been demanded for the post of Superintendent (Legal). This scale is attached to Grade IV of Indian Legal Service which is a Class-I service. Clearly, this scale cannot be granted without upsetting the existing relativities. Similarly, the scale of Rs.8000-13500, being the entry level pay scale for Group A posts, can not be extended to the post of Assistant (Legal). The duties attached to the posts also do not justify the higher pay scales being demanded. However, the Commission, as a general rule, has recommended pay scale of Rs.7450-11500 for posts requiring minimum qualification of a degree in law. This will need to be extended in case of Assistants (Legal) as well. The Commission recommends that the post of Assistant (Legal) should be upgraded and placed in the next higher grade of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. Superintendents (Legal) shall be accorded the normal replacement pay band and grade pay.

Personal Assistants (Regional Language)

7.24.13 Personal Assistants (Regional Language) in Official Language wing of Legislative Department have demanded the pay scale of Rs.6500-10500 on par with Personal Assistants of Central Secretariat Stenographers Service. The Commission has separately recommended merger of the pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. This will automatically ensure placement of Personal Assistants (Regional Language) in PB-2 Pay Band of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. No specific recommendation on this is, therefore, required.

Stagnation

7.24.14 Law Officers have demanded better promotional prospects on of intense stagnation that is stated to exist in their cadre. Running pay bands along with Modified AS as well as other measures opening up the hierarchies have been recommended to alleviate the problem of stagnation significantly. No separate recommendations are, therefore, necessary.

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Chapter 7.25

Ministry of Micro, Small and Medium Enterprises Introduction

7.25.1 Ministry of Micro, Small and Medium Enterprises was constituted in 2006 by merger of the Ministry of Agro & Rural Industries and Ministry of Small scale Industries. It is concerned with all matters relating to policy, planning and coordination for development of micro, small and medium enterprises, including khadi, cottage, village and coir industries. It also looks after the National Board for Micro, Small and Medium Enterprises and formulates policy for procurement of goods produced and services rendered by micro and small enterprises by ministries or departments, public sector undertakings and aided institutions of the Central Government.

Organizational structure

7.25.2 Number of posts in various grades in the organisation of Small Scale Industry is as under:Group A B C D Total

Sanctioned Strength 383 546 1388 695 3012

In Position 291 524 1203 581 2599

Attached offices of Small Industries Development Organisation (SIDO) and Development Commissioner (Small Scale Industries) are under the istrative control of this Ministry. Stagnation in SIDO

7.25.3 Representations were made seeking alleviation of problem of stagnation in various cadres in the office of Small Industries Development Organisation (SIDO). Thirteen technical trades like Chemical, Glass and Ceramics, Leather and Footwear, Food, etc. exist in SIDO. To alleviate the problem of stagnation, it has been demanded that a time scale promotion scheme, irrespective of trade, should be introduced and the scheme of Assured Career Progression be extended to Group A officers in this organisation.

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Recommendations

7.25.4 The Commission has recommended running pay bands and a modified Assured Career Progression Scheme which will also be extended to Group A posts in the Central Government. These recommendations will ameliorate the problem of stagnation in SIDO. No separate time scale promotion scheme is, therefore, necessary in SIDO.

Small Industry Promotion Officers

7.25.5 Small Industry Promotion Officers in Group B are eligible for AS. They have consequently been given scale of Rs.1000015200 under AS. Senior Group A officers in the hierarchy who ed in the scale of Rs.8000-13500 have, however, not been able to reach the scale of Rs.10000-15200 as no vacancies exist in the scale and they are not eligible for AS. Higher scale has, accordingly, been demanded for such Group A officers. The scheme of Modified AS shall apply for Group A posts also and the problem will be addressed automatically. No specific recommendation is, therefore, necessary.

Other posts

7.25.6 All the existing posts in these organisations not belonging to common categories are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

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Chapter 7.26

Ministry of Mines Introduction

7.26.1 Ministry of Mines is responsible for survey and exploration of all minerals (other than natural gas and petroleum); for mining and metallurgy of non-ferrous metals like aluminum, copper, zinc, lead, gold, nickel etc.; and istration of the Mines and Minerals (Development and Regulation) Act, 1957 (MMDR Act) in respect of all mines and minerals other than coal and lignite.

Organizational structure

7.26.2 The Ministry is headed by a Secretary who is assisted by an Additional Secretary, a Financial Adviser and two t Secretaries. A technical wing comprising one Industrial Adviser, one Additional Industrial Adviser and two Development Officers also exists. Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 3446 10255 822 4152 18675

In Position 1865 6602 734 3176 12377

7.26.3 Geological Survey of India (GSI) and Indian Bureau of Mines (IBM) are the two subordinate offices under this Ministry. Geological Survey of India is involved in the task of mineral exploration, geological mapping and various kinds of surveys. Indian Bureau of Mines is primarily concerned with various aspects relating to promotion, conservation and development of mineral resources other than coal, petroleum, natural gas, atomic and minor minerals. STAs in IBM

7.26.4 Demands have been raised for upgrading the pay scale of the post of Senior Technical Assistant (STA) in various streams in IBM. The present position is that the Senior Technical Assistants (Geology) in IBM are in the pay scale of Rs.6500-10500, but the

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STAs in all other streams are in the pay scale of Rs.5500-9000. The Fifth Central Pay Commission had recommended the higher pay scale of Rs.6500-10500 for Senior Technical Assistants in Geological Survey of India. A similar dispensation has now been sought for the post of STAs in various streams in IBM as well. The Commission would have made appropriate recommendations on this issue; however, the same are not necessary because the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 are proposed to be merged. All the posts of STAs in various streams in IBM and GSI will, therefore, automatically be placed in the pay scale of Rs.6500-10500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200. This, however, will place the promotion and feeder post in an identical pay scale. The istrative Ministry should consider merging the two grades and in case the merger is not functionally feasible, a proposal may be moved for placing the posts of STAs in GSI as well as IBM in the next higher scale in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. No other recommendation is, therefore, necessary. Assistant Mining Geologist, etc. in IBM

7.26.5 The posts of Assistant Mining Geologist, Assistant Chemist and Mineral Officer presently exist in the pay scale of Rs.650010500. All these posts would need to be upgraded so as to ensure that the existing relativities with their respective feeder posts are maintained consequent to the proposed merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Accordingly, the posts of Assistant Mining Geologist, Assistant Chemist and Mineral Officer in IBM may be upgraded and placed in the pay scale of Rs.7450-11500 corresponding to the revised pay band PB2 of Rs.8700-34800 along with grade pay of Rs.4600.

Chief Editor

7.26.6 Chief Editors in the pay scale of Rs.12000-16500 have demanded parity with the post of Superintending Mineral Economist (pay scale: Rs.14300-18300) on the ground that such parity had existed earlier. The demand for upgradation of the pay scale of the post of Chief Editor was made before the Fifth Central Pay Commission as well, which, however, did not recommend upgradation of this post. Duties and responsibilities attached to the post of Chief Editor do not justify a higher scale. Upgrading the post would mean that no post exists in the pay scale of Rs.1200016500 in the cadre as the immediate lower post in the hierarchy is in the pay scale of Rs.10000-15200. In case the post is upgraded, a person, on promotion as Chief Editor, will get a jump of more than one grade. These distortions need to be avoided unless strong functional justification exists for it. Such is not the case here. Accordingly, the post of Chief Editor may be extended only the corresponding revised pay band and grade pay.

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Posts in GSI

7.26.7 Demands have been made for changing the pattern of recruitment to various Group A posts in GSI. The Commission has made general recommendations regarding appointment and promotion policy in Chapter 6.1. Insofar as specific posts are concerned, the Commission is of the view that recruitment rules relating to individual posts should be considered by the istrative ministry in consultation with the nodal department(s). 7.26.8 Upgradations have been sought for various other posts in Geological Lab, Chemical Lab, Survey Branch, Drilling Branch, Drawing Branch, Engineering Stream, Transport Stream, Geosculpture Stream, etc. in GSI. The present pay scales of these posts are appropriate keeping in view their duties as well as the qualifications prescribed. No anomaly exists in the extant pay scales of these posts. While the post of STA in Geosculpture is in the pay scale of Rs.5500-9000, however, the post will automatically be upgraded to the scale of Rs.6500-10500 on of restructuring of pay scales being recommended by the Commission. Consequently, all these posts shall be placed in the corresponding revised pay bands and grade pay. The common category posts and Group D posts shall, however, be governed by the recommendations made in chapters 3.8 and 3.7 respectively.

Scientists in the Marine Wing

7.26.9 Scientists in the Marine Wing of GSI have demanded payment of full TA/DA while on tour at sea. Presently, Daily Allowance at half the rates is payable. The extant rules provide that in all cases where free lodging is provided on tour, the Government employees will be paid Daily Allowance at three fourth the normal rates. These rules, however, may not be of any help in the revised scheme being recommended by the Commission where the proposed Daily Allowance while on tour will only reimburse the actual expenditure subject to specified limits. Keeping this in view, Commission has separately recommended rates of Daily Allowance to be paid to the officials who undertake sea journeys of various durations. These recommendations have been made in Chapter 4.2 of the Report and will also be extended to the Scientists in Marine Wing of GSI. Presently, preparatory field establishment allowance is payable to GSI personnel when they are going on field duties for 30 days or more. It has been demanded that this allowance should be paid for field duties for a period of less than 30 days also. The Commission sees no justification in this demand. The same cannot, therefore, be conceded.

Contractual appointment in GSI

7.26.10 GSI has been taking employees on contract for various activities. A demand has been made that all such employees should be regularized. The Commission, as a general policy, is

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recommending filling up of posts for specified periods on contract. Recommending regularization of employees taken on contract will be contradictory and against the spirit of the Report. The same cannot, therefore, be recommended. 7.26.11 The post of Senior Scientific Officer in GSI is presently in the pay scale of Rs.6500-10500. Their feeder post of Junior Scientific Assistant is in the pay scale of Rs.5500-9000. Consequent to the proposed merger of the pay scales of Rs.5000-8000, Rs.55009000 and Rs.6500-10500, these two posts will come to lie in an identical pay scale. This is not justified. The Commission recommends that the post of Senior Scientific Officer in the Directorate General of Mines Safety may be upgraded and placed in the pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

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Chapter 7.27

Ministry of Minority Affairs

Introduction

7.27.1 Ministry of Minority Affairs is concerned with formulation of overall policy, planning, coordination, evaluation and review of the regulatory and developmental programmes of the minority communities. It also deals with all matters relating to the minority communities; except those relating to law and order, policy initiatives for protection of minorities and their security; in consultation with other Central Government Ministries and State Governments.

Organizational structure

7.27.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 11 11 6 4 32

In Position 8 10 3 4 25

7.27.3 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.28

Ministry of New & Renewable Energy

Introduction

7.28.1 Ministry of New and Renewable Energy was created in 2006. It was earlier known as Ministry of Non-Conventional Energy Sources. Headed by a Secretary, the Ministry is responsible for various aspects relating to the renewable energy sector including framing the policy, planning, implementation, providing fiscal and financial incentives, intellectual property rights related issues, etc. The activities of the Ministries are divided in different groups and divisions. Groups are headed by Advisers / t Secretaries and the Divisions are headed by Directors.

Organizational structure

7.28.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Stenographers

Sanctioned Strength 98 82 140 78 398

In Position 94 71 125 75 365

7.28.3 Stenographers working in Solar Energy Centre have demanded parity with their counter parts in Central Secretariat Stenographers Service. The Commission has considered the issue of parity between Secretariat and Field Offices in Chapter 3.1. Recommendations contained therein shall also apply in this case.

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Chapter 7.29

Ministry of Overseas Indian Affairs

Introduction

7.29.1 Ministry of Overseas Indian Affairs deals with all matters relating to Overseas Indians, including Persons of Indian Origin (PIO) and Non-Resident Indians (NRIs), which have not been specifically allotted to other Departments. It is also concerned with promotion of investment by Overseas Indians in India including innovative investments and policy initiatives consistent with the overall Government policies particularly in areas such as exclusive Special Economic Zones (SEZs) for Overseas Indians. The Ministry is headed by a Secretary. Three functional Divisions and three functional Units exist in the Ministry. Two of the three Divisions are headed by t Secretaries. These are the Diaspora Services Division and the Financial Services Division. The Protector General of Emigrants (PGoE) heads the Overseas Employment Services Division. The social Services Unit and the Management Services Unit are staffed with officers of the rank of Deputy Secretary. The Information Services Unit is headed by Senior Technical Director (NIC).

Organizational structure

7.29.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 21 34 33 14 102

In Position 19 23 4 3 49

7.29.3 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.30

Ministry of Panchayati Raj

Introduction

7.30.1 The Ministry of Panchayat Raj was constituted in 2004. It is responsible with the work of advocacy and monitoring of the implementation of Constitution (73rd Amendment) Act, 1992 and the Provisions of the Panchayats (Extension to the Scheduled Areas) Act, 1996. The Ministry has the job of ensuring that the State Governments/UT istrations devolve funds and functions on and provide functionaries to the Panchayati Raj Institutions in the spirit of the Constitutional provisions. The Ministry of Panchayati Raj is also responsible for formulation and implementation of an Action Plan for seeing PRIs emerge as "Institutions of Local-Self Government" for securing economic development and social justice in their respective areas.

Organizational structure

4.30.2 The Ministry is headed by a Secretary who is assisted by 2 Additional Secretaries, 3 t Secretaries and 1 t Secretary and Financial Adviser. Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 18 22 32 13 85

In Position 15 19 20 9 63

7.30.3 All the existing posts in this organisation not belonging to common categories are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2 Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

498

Chapter 7.31

Ministry of Parliamentary Affairs

Introduction

7.31.1 Ministry of Parliamentary Affairs serves as an important link between the two Houses of Parliament and the Government in respect of Government Business in Parliament. The Ministry keeps a close with the Ministries/Departments of the Government in respect of Bills pending in the Parliament, new Bills to be introduced and Bills to replace Ordinances. The Ministry keeps a watch over the progress of Bills from the stage of approval by the Cabinet till the Bill is ed by both Houses of the Parliament. The Ministry also isters the Salaries and Allowances of Officers of Parliament Act, 1953; the Salary, Allowances and Pension of of Parliament Act, 1954; and other related Acts.

Organizational structure

7.31.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 12 41 50 26 129

In Position 12 41 42 24 119

7.31.3 Ministry of Parliamentary Affairs is not a participating office of Central Secretariat Service. The ministerial employees have demanded parity with similarly designated posts in Central Secretariat Service and Central Secretariat Stenographers Service. The Commission has separately recommended full parity between all such posts, whether in field offices or in secretariat, or, whether belonging to CSS/CSSS, or, otherwise. This will meet the instant demand of ministerial staff in this Ministry. All other posts in this organisation not belonging to common categories are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2 Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

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Chapter 7.32

Ministry of Personnel, Public Grievances and Pension

Introduction

7.32.1 The Ministry of Personnel, Public Grievances and Pensions is the coordinating agency of the Central Government in personnel matters, especially issues concerning recruitment, training, career development, staff welfare as well as the post retirement dispensation. The Ministry is also concerned with the process of evolving a responsive, people-oriented and modern istration. The Ministry is presently under the over all charge of the Prime Minister who is assisted by a Minister of State.

Organizational structure

7.32.2 Number of posts in various grades in the Ministry is as under:Group Sanctioned Strength In Position A 1162 768 B 1205 964 C 6266 5114 D 1119 1033 Total 9752 7879 7.32.3

The Ministry comprises three Departments:-

I.

Department of Personnel and Training

Department of Personnel and Training acts as the formulator of policies regarding recruitment, regulation of service conditions and deputation of personnel as well as other related issues. It advises all organizations of the Central Government on matters of personnel management. The Department is also the cadre controlling authority for the Indian istrative Service (IAS) and the Central Secretariat Service (CSS) and operates the Central Staffing Scheme under which suitable officers from All India Services and Group A Central Services are selected and placed in posts at the levels of Deputy Secretary/Director and t Secretary, on the basis of tenure deputation.

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Two major training institutions functioning directly under the istrative control of the Department are the Lal Bahadur Shastri National Academy of istration (LBSNAA), Mussoorie and the Institute of Secretariat Training and Management (ISTM), New Delhi. The former is mainly responsible for providing induction training to recruits to the Indian istrative Service and other All India Services and Central Services. The Institute of Secretariat Training and Management provides induction as well as in-service training to of the Central Secretariat Service. The Department also manages the t Consultative Machinery (JCM) for t consultation between the Central Government and its employees with the view to promote harmonious relations and secure the greatest measure of cooperation between the Central Government and the general body of employees. Central Vigilance Commission and Central Bureau of Investigation function as part of this Department. II.

Department of Pension and Pensioners' Welfare

The Department of Pensions and Pensioners’ Welfare was set up in 1985 as a part of the Ministry of Personnel and Public Grievances. It is the nodal agency of the Government of India for formulation of general policy on pension and others retirement benefits, as also for redressal of grievances relating to retirement benefits. III.

Department of istrtive Reforms & Public Grievances

The Department of istrative Reforms and Public Grievances is the nodal agency for istrative reforms and redressal of public grievances relating to the States in general and to the Central Government agencies in particular. Assistant in LBSNAA

7.32.4 Pay scale on par with that of Assistants in Central Secretariat Service has been sought for the post of Assistant in Lal Bahadur Shastri National Academy of istration (LBSNAA). The post is presently in the pay scale of Rs.5000-8000. The Commission has already recommended parity between similarly placed posts in the field offices and the secretariat in Chapter 3.1. The recommendations will apply in this case as well.

Physical Training Instructor in LBSNAA

7.32.5 Higher pay scale has been sought for the post of Physical Training Instructor that is presently in the pay scale of Rs.5000-8000. The post has an established relativity with the post of Assistant in LBSNAA that will need to be maintained. In any case, Commission

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has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Accordingly, the post shall automatically be placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. Security Guard in LBSNAA

7.32.6 Anomalies in financial upgradation under the current scheme of Assured Career Progression Scheme for the post of Security Guard in LBSNAA have been pointed out. These anomalies will be taken care of in the revised scheme of A being recommended by the Commission. No other recommendation is necessary.

Training allowance in LBSNAA

7.32.7 Higher training allowance has been demanded for officers posted to the Academy. The issue has been discussed in Chapter 6.4 relating to training academies and staff colleges. Recommendations contained therein shall apply in this case as well.

Winter allowance in LBSNAA

7.32.8 Winter allowance at the rate of 25% has been demanded for faculty and staff post in LBSNAA. The employees are already entitled to Hill Compensatory Allowance. Besides, a liberal training allowance has been recommended for faculty in various training academies including LBSNAA. Accordingly, no separate winter allowance is necessary.

Drivers

7.32.9 Higher pay scales have been demanded for the post of Drivers. This category has been discussed in Chapter 3.8 of the Report. Recommendations made there will also apply in this case.

Language Instructors

7.32.10 Language Instructors have demanded the pay scale of Rs.8000-13500 on the ground that the duties attached to the post are onerous and they lack promotional avenues. Insofar as the problem of stagnation is concerned, the same will be alleviated under the scheme of running Pay Bands and modified Assured Career Progression Scheme being recommended by the Commission. The post is comparable to that of Post Graduate Teachers. The Commission has recommended the higher pay scale of Rs.750012000 for Post Graduate Teachers. A similar dispensation will need to be extended in this case as well. The post shall, therefore, be extended the scale of Rs.7500-12000 corresponding to the revised Pay Band PB 2 of Rs.8700-34800 along with grade pay of Rs.4800.

Parity with Supreme Court, Delhi High Court, Lok Sabha and Rajya Sabha Secretariat

7.32.11 Non-gazetted employees in the Central Secretariat have demanded parity with their counter parts in Supreme Court/Delhi High Court as well as in Lok Sabha and Rajya Sabha Secretariat. It has also been demanded that all Group D staff with educational qualification of above matric should be promoted as LDCs. No

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relativity exists with posts in Supreme Court/Delhi High Court/Lok Sabha or Rajya Sabha Secretariat. As such, the demand cannot be conceded. 7.32.12 The non-gazetted posts in the secretariat will now have parity with the similarly placed post in field offices. Accordingly, only the corresponding revised pay scale shall extend to these posts. As regards promotion of Group D staff, the Commission has already considered this issue in Chapter 3.7 of the Report. The recommendations contained therein shall apply in this case as well. 7.32.13 A demand has also been made to remove the existing DOPT instructions which provide that only one of the three vacancies arising in any year will be filled with the remaining two vacancies being abolished. The Commission has addressed this issue in Chapter 6.3 of the Report. The recommendations made therein will address this demand. Central Secretariat Clerical Service (CSCL)

7.32.14 UDCs and LDCs belonging to Central Secretariat Clerical Service (CSCL) have demanded better promotional avenues. The Commission has separately made recommendations regarding holding of Limited Departmental Competitive Examinations for various higher level posts, which shall be open to all the employees. On qualifying in these examinations, the deserving candidates shall be appointed to the higher post. The detailed contours of this scheme are discussed in Chapter 6.1 relating to promotion policy. This will ensure a steady career progression for the deserving and bright officers in the lower cadres who will have an avenue for promotion to the higher post without undue delay once they qualify in the prescribed examination. No separate recommendation is, therefore, necessary on this demand.

CAT - Cadre restructuring of Registrars/ higher scales for Assistants and Stenographers

7.32.15 Higher pay scales and cadre restructuring has been demanded for posts of Principal Registrar, Registrar, t Registrar, etc. The Commission has refrained from restructuring of any individual cadre. No recommendation can, therefore, be made in this case. Assistants and Stenographers in Central istrative Tribunal have demanded pay scale on par with Assistants and Stenographers in CSS and CSSS. The Commission has already recommended parity between similarly placed posts in field offices and secretariat. This will address the instant demand. No separate recommendation is, therefore, necessary in this case.

Assistant Directors in ISTM

7.32.16 Assistant Directors in Institute of Secretariat Training and Management (ISTM) have demanded the pay scale of Rs.8000-13500 on par with that of Section Officer. The Commission has recommended the pay scale of Rs.7500-12000 for the post of Section Officers in CSS etc. that corresponds to running Pay Band PB-2 of

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Rs.8700-34800 along with grade pay of Rs.4800. A similar pay band and grade pay should be extended to the post of Assistant Director in ISTM. Central Bureau of Investigation

7.32.17 Established in 1963, CBI is the chief central police agency for investigation of various crimes including crimes of corruption and fraud by public servants; economic crimes; and other crimes like terrorism, kidnappings, homicides etc. 7.32.18 The force is headed by a Director in the scale of Rs.26000 (fixed). The structure of executive cadre is similar to that in IB. Accordingly, the parity of the posts of Constable, Head Constable and Assistant Sub Inspector will need to be maintained with similarly placed posts in IB. The posts shall, therefore, be upgraded as under :(in Rs.) Corresponding Recommended Pay Band & Grade Pay Designation pay scale Pay Grade Band Pay Constable 3200-4900 PB-1 2000 Head Constable 4000-6000 PB-1 2400 Asst. Sub Inspector 4500-7000 PB-1 2800 Sub Inspector 6500-10500 PB-2 4200 Inspector 7450-11500 PB-2 4600 7.32.19 CBI personnel have demanded additional allowances and better pay package for the nature of duties being performed by them. Ranks of ASI, Head Constable and Constable have been recommended higher pay scales. CBI personnel are already in receipt of a special allowance of 25% (upto and including the post of Superintendent) and 15% (DIG and above). The amount of this allowance will automatically go up once the recommended pay scales are implemented and will be sufficient to attract the best talent to this agency. Any additional allowance is therefore not necessary. The Commission recommends maintenance of status quo in this regard.

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Chapter 7.33

Ministry of Petroleum and Natural Gas

Introduction

7.33.1 The Ministry of Petroleum is responsible for exploration and production of oil and natural gas, their refining, distribution and marketing, import, export, and conservation of petroleum products and Liquefied Natural Gas.

Organizational structure

7.33.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 44 116 77 67 304

In Position 42 81 68 58 249

7.33.3 All the existing posts in this organisation not belonging to common categories are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2 Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

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Chapter 7.34

Ministry of Planning

Introduction

7.34.1 Ministry of Planning consists of the Planning Commission and the Programme Evaluation Organisation. The Prime Minister is the Chairman of the Planning Commission, which works under the overall guidance of the National Development Council. It formulates the development plans for the country. Programme Evaluation organisation is concerned with evaluating the planned schemes and functions as an integral part of the Planning Commission.

Organizational structure

7.34.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 367 359 326 350 1402

In Position 256 314 316 310 1196

7.34.3 All the existing posts in this organisation not belonging to common categories are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2 Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

506

Chapter 7.35

Ministry of Power

Introduction

7.35.1 Ministry of Power is primarily responsible for the development of electrical energy in the country. The Ministry is concerned with perspective planning, policy formulation, processing of projects for investment decision, monitoring of the implementation of power projects, training and manpower development and the istration and enactment of legislation in regard to thermal, hydro power generation, transmission and distribution. The Ministry is headed by a Secretary who is assisted by two Additional Secretaries and five t Secretaries, including the Financial Advisor.

Organizational structure

7.9.3 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 591 566 570 294 2021

In Position 485 489 463 281 1718

Professional/Stati stical Assistant

7.35.2 The posts of Professional/Statistical Assistant exist in this Ministry in the pay scale of Rs.4500-7000. The minimum qualification for this post includes a graduate degree. The similarly placed post of Statistical Assistant in other Departments was extended the pay scale of Rs.5000-8000 by the Fifth Central Pay Commission. A similar pay scale needs to be extended to the post in this Ministry as well. Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500. Hence, the post of Professional/Statistical Assistant shall be placed in the scale of Rs.5000-8000 which stands merged with the scale of Rs.6500-10500 corresponding to the revised Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200.

Assistant Director

7.35.3 In Central Electricity Authority, posts of Assistant Director Grade II and Grade I exist in the respective pay scales of Rs.7500-

507

12000 and Rs.8000-13500. A demand has been made for merging these two posts. It is seen that the two grades of Assistant Directors are distinct and belong to two different Groups with the post of Assistant Director Grade I being a Group A post. The level of duties attached to these posts is also not same. No justification, therefore, exists for merging these two posts. Consequently, only the corresponding replacement pay bands and grade pay may be extended to these posts. To remove any possibility of confusion regarding these posts in future, it is recommended that the designations of these posts may be suitably modified so that the posts carry nomenclature that is totally distinct from each other. Draughtsman

7.35.4 Higher pay scales have been demanded for the posts of Head Draughtsmen and Draughtsmen Grade I, II & III. The Commission has separately considered the issue of pay scales of this common category in Chapter 3.8. Recommendations made therein shall equally apply to the Draughtsmen in this Ministry as well.

Central Power Engineering Service

7.35.5 Central Power Engineering Service is a Group A service under the istrative control of this Ministry. A demand has been made that the existing cadre structure of this service should be re-structured to bring it in consonance with the model cadre structure recommended by the Fifth Central Pay Commission as per which 3%, 17%, 50% and 30% of the total senior duty posts were to be ideally placed in Higher istrative Grade, Senior istrative Grade, Junior istrative Grade and Senior Time Scale respectively. The Commission, as a policy, is not considering restructuring of any individual cadre or service. Accordingly, the demand for restructuring of Central Power Engineering Service cannot be conceded.

508

Chapter 7.36

Ministry of Railways

Introduction

7.36.1 Indian Railways is the largest civilian employer in the country. It comprises sixteen Zones and six Production Units namely Chittaranjan Locomotive Works, Chittaranjan; Integral Coach Factory, Chennai; Diesel Locomotive Works, Varanasi; Rail Coach Factory, Kapurthala; Diesel Loco Modernization Works, Patiala; and Rail Wheel Factory, Bangalore. There are 9 old Zones with 7 new Zones having been created subsequently. Every Zone has between 3 to 6 Divisions.

Strength

7.36.2 Total number of employees as on 31/3/2005 was about 14 lakhs. The distribution of staff strength in the year 2004-05 is as follows : Group A B C D Total

Fiscal health of Railways

In position 8285 7247 873536 521578 1410646

7.36.3 Indian Railways has become economically viable. For the past few years, the annual Budget presented by the Ministry of Railways reveal that it is generating surplus (net revenue receipts) to the tune of more than Rs.5,000 crore annually. There was a surplus even after paying dividend, payment in lieu of enger tax and contribution to Railway Safety Fund to the tune of Rs.2,074 crore in 2004-05 and Rs.4,338 crore in 2005-06. Remarkably, this surplus has been achieved by Railways without substantial increase in the enger fares and freight rates. Total investment in the Indian Railways during 2005-06 was Rs.65,878 crore out of which Rs.12,816 crore was generated internally. 7.36.4 Gross Revenue Receipts of the Indian Railways for the year 2005-06 vis-à-vis working expenses are as follows:-

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2005-06 (Rs.in cr.) Gross Traffic Receipts Total Working Expenses Net Traffic Receipts Net Revenue Receipts

54,491 45,574 8,918 8,006

Railway Board

7.36.5 Railway Board is the apex body in the Ministry of Railways. It is headed by a Chairman, 5 and 1 Financial Commissioner. Chairman, Railway Board is an ex-officio Principal Secretary to the Government of India. The Chairman, 5 and the Financial Commissioner are in the pay scale of Rs.26000 (Fixed). The are assisted by Additional in the Higher istrative Grade (HAG) Rs.22400-24500. Below Additional , there are different Directorates headed by Executive Directors in the Senior istrative Grade (SAG) of Rs.18400-22400. The Executive Directors are assisted by Directors, t Directors and Deputy Directors in respective pay scales of Rs.14300-18300; Rs.12000-16500 and Rs.10000-15200. Director General Railway Health Service and Director General RPF report to the Member (Staff). The other 4 posts of are Member (Electrical), Member (Engineering), Member (Mechanical) and Member (Traffic). All the and Financial Commissioner are ex-officio Secretaries to the Government of India.

Different Categories in Ministry of Railways

7.36.6

Demands

7.36.7 Demands seeking higher pay scales and allowances for various categories in different Departments were made. The same are discussed in the succeeding paras.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.

The following Departments exist in Ministry of Railways:istration s Engineering Signal & Telecom Transportation Commercial Mech. Engineering Stores Electrical Medical RPF Railway Board Other Railway Offices including RPSF Casual Labour

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Status of Chairman Railway Board

7.36.8 Presently, the pay scale of Chairman as well as other of Railway Board is Rs.26000 (fixed). Traditionally, the status of Chairman has been that of Principal Secretary to the Government of India. Railway Ministry has proposed that the pay scale of Chairman, Railway Board should be brought on par with that of the Cabinet Secretary viz. Rs.30000 (fixed).

Recommendation

7.36.9 It is observed that a similar demand was made before the Fifth Central Pay Commission who however recommended that the Chairman should be considered as first amongst equals. The Fifth C had, accordingly, recommended that pay scale of all of the Railway Board including the Chairman should continue to be Rs.26000 (fixed). This recommendation of the Fifth Central pay Commission is justified. The Commission, accordingly, recommends no change in the status or pay scale attached to the post of Chairman, Railway Board.

Unskilled workers in Railways

7.36.10 Various associations of Railway Staff have contended that with growing modernization, both in the field and in offices, there is no unskilled job left. It has been stated that even the Helpers working in the workshops, open line, sheds etc. have to possess elementary knowledge of technology. Reference has been made to the enhancement by the Railway Board of the minimum qualifications to Matriculation plus ITI for appointments as Khalasi (now Helper) of Diesel Loco Shed, Electric Loco Shed, EMU Car Shed, Track Maintenance Machines, etc. This was done in 1982. Subsequently, the Fifth C, in their report, recommended that staff recruited with prescribed qualification of Matriculation should be allotted the pay scale of Rs.950-1500 corresponding to the revised pay scale of Rs.3050-4590. Immediately after that, the Railway Board issued orders lowering prescribed recruitment qualification for all the Khalasis (now Helpers) including Khalasis in Diesel Loco Shed, Electric Loco Shed, EMU Car Shed and Track Maintenance organisation.

Demands – Commercial Clerks

7.36.11 The existing hierarchy in the cadre of Commercial Clerks is as follows : Commercial Clerks Senior Commercial Clerks Head Commercial Clerks Chief Commercial Clerks Commercial Superintendent

Rs.3200-4900 Rs.4000-6000 Rs.5000-8000 Rs.5500-9000 Rs.6500-10500

7.36.12 Higher pay scales have been demanded for this category with the demand that Senior Commercial clerks should be brought

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on par with Senior Clerks. Introduction of the higher scale of Rs.7450-11500 in the hierarchy also has been sought. It has been stated that analogous posts like those of Commercial Inspectors, Commercial Clerks, ECRCs & Ticket Collector etc. should be merged and granted the entry grade of Rs.5000-8000. Cash Risk Allowance and Health Hazard Allowance have also been demanded for this category on the ground that they handle heavy cash and work in goods, parcel, luggage offices & sidings where they are exposed to dust, chemicals, oils etc. Recommendations – Commercial Clerks

7.36.13 Insofar as the issue of parity of pay scale of Senior Commercial clerks with that of Senior Clerks is concerned, it is seen that Office Clerks, Commercial Clerks, Ticket Checkers & TNCs popularly known as Non-Technical are recruited in the Railways through a common examination conducted by Railway Recruitment Board. The recruitment grade is Rs.3050-4590 except for commercial clerks whose entry grade was upgraded by the Fifth C to Rs.32004900 in view of multifarious functions performed by them. Earlier, the next promotion scale for all these categories was Rs.1200-2040 (corresponding to the Fifth C revised pay scale of Rs.4000-6000). However, due to 25% DR quota for graduates in the post of Senior Clerks, the Fifth C allotted them the higher grade of Rs.4500-7000, while for others, the scale of Rs.4000-6000 was allotted. This has led to the demand from Senior Commercial Clerks/equivalent for the same higher pay scale of Rs.4500-7000 on the ground that their job carries higher responsibilities, risk, strain & public interface, round the clock duties and difficult conditions of work in yards, sidings, coaching & goods terminals etc. There is merit in these arguments. While it is true that there is an element of graduate entry at Senior Clerk level, this alone may perhaps not justify grant of a higher grade vis-à-vis other categories which are recruited along with them and whose nature of duties are perhaps more difficult. In fact it is due to this reason that the entry grade of Commercial Clerk is higher (Rs.3200-4900) vis-à-vis other categories including office clerks (Rs.3050-4590). Thus a lower scale in the next grade for this post is not justified for this category. Even otherwise, the Commission is of the view that posts in the field offices have to be given their due as these posts are at the delivery level and, therefore, are crucial. The Commission, accordingly, recommends that category of Senior Commercial Clerks may be upgraded and placed in the scale of Rs.4500-7000 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800. 7.36.14 Similar situation also exists in respect of Transit Clerks where, too, the initial recruitment is in the pay scale of Rs.3200-4900 but the first promotion is in the grade of Rs.4000-6000 as Senior Transit Clerk. The next promotion is that of Head Transit Clerk in

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the scale of Rs.4500-7000. The functions of the posts of Senior Transit Clerk and Head Transit Clerk are comparable. As such these posts can be merged. Accordingly, the Commission recommends merger of the posts of Senior Transit Clerk and Head Transit Clerk. Transit Clerks will then automatically be eligible for first promotion in the scale of Rs.4500-7000 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800. 7.36.15 Insofar as the demand for grant of the scale of Rs.7450-11500 to the category of Commercial Clerks is concerned, it is observed that this apex grade has been given to categories where there is an element of direct recruitment of Degree holders at the Supervisory level. Ministry of Railways have clarified that an element of direct recruitment to the extent of 25% in the scale of Rs.5500-9000 (Head Commercial Clerk) exists even in the case of this category. In fact, Ministry of Railways had also mooted a proposal for introducing this scale but the same could not be finalized. Keeping in view the relativities concerned, the Commission is of the view that the category of Commercial Clerks also deserves to be granted the apex Group C pay scale of Rs.7450-11500. The Commission, in a subsequent paragraph, has recommended restructuring of the posts in different grades in the four clerical streams in Railways to bring them on par with the structure being proposed in various field organizations of the Central Government. As per this, the posts of Head Commercial Clerk and Chief Commercial Clerk will be merged in the scale of Rs.6500-10500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200. The post of Commercial Superintendent will then be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. This will automatically meet the demand for introduction of higher scale of Rs.7450-11500 in this cadre. The Commission is, however, unable to recommend Health Hazard Allowance/similar allowances for Commercial Clerks as their work is not of such a nature as would necessitate grant of these allowances. The element of handling cash is part of the duties and any risk on this has already been factored in the pay scales prescribed for this category. Accordingly, no separate Cash Handling Allowance is necessary. Demands – Enquiry-cumReservation Clerks (E&RCs)

7.36.16 E&RCs have demanded introduction of the higher grade of Rs.7450-11500 for the post of Reservation Superintendent in their cadre.

Recommendations – Enquiry-cum-

7.36.17 An element of direct recruitment to the extent of 25% exists in the cadre of Enquiry-cum-Reservation Clerks who are recruited in

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Reservation Clerks (ERCs)

the scale of Rs.4500-7000 and move through the grades of Rs.50008000 and Rs.5500-9000 to the apex grade of Rs.6500-10500 carrying the designation of Reservation Superintendent. The grades of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 are being merged. The posts in the existing scales of Rs.5000-8000 and Rs.5500-9000 should be merged. However, the post of Reservation Superintendents has to be granted a higher scale as, apart from being the apex post in the cadre of ERCs, it also constitutes a promotion post for Deputy Reservation Superintendents. The Commission recommends the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 for Reservation Superintendents. The posts of Enquiry-cum-Reservation Clerks in the scales of Rs.5000-8000 and Rs.5500-9000 will stand merged as a consequence of the restructuring of the pay scales being recommended by the Commission.

Commercial Inspectors

7.36.18 Commercial Inspectors including (Claims/Rates/ Booking/goods/parcel) presently following structure: Commercial Inspector Gr. IV Commercial Inspector Gr. III Commercial Inspector Gr. II Commercial Inspector Gr. I

Inspectors have the

Rs.5000-8000 Rs.5500-9000 Rs.6500-10500 Rs.7450-11500

A three grade structure has been demanded for this category. It has been stated that they should be only in the top three grades of pay for effective monitoring and supervision. Recommendations - Commercial Inspectors

7.36.19 Duties of Commercial Inspectors does not include direct supervision of the commercial clerks, ERCs etc. but are more inspectorial than supervisory. Therefore, the demand based on the rationale that they, being a Supervisory category, should be placed in the top two scales, is not justified. It is also seen that the Fifth C had upgraded the entry scale of Commercial Inspectors to Rs.5000-8000 and had also placed the apex post of this cadre in the scale of Rs.7450-11500. The cadre of Commercial Inspector, therefore, already has an edge, both in the initial and the apex pay scales, vis-à-vis other clerical cadres like Commercial Clerks and ECRCs whose cadre structure ranges from the scales of Rs.3050-4590 (Rs.4500-7000 in case of ECRCs) to Rs.6500-10500. As such, no further upgradation is necessary. However, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Due to this, Commercial Inspectors Grade II, III & IV shall come to lie in an identical pay band and grade pay. It is, accordingly, recommended that the posts of Commercial Inspector Grade IV and Grade III should be merged in the Pay Band PB-2 of

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Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. The posts of Commercial Inspector Grade II and Grade I will consequently be also merged in Pay Band PB-2 of Rs .8700-34800 along with a grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. Demands - Ticket Checking cadre

7.36.20 The present cadre of Ticket Checking staff is as under:Ticket Checker Senior TC/TTE Head TC/Senior TTE Traveling Ticket Inspector Chief Ticket Inspector

Rs.3050-4590 Rs.4000-6000 Rs.5000-8000 Rs.5500-9000 Rs.6500-10500

7.36.21 Introduction of a higher scale of Rs.7450-11500 in the hierarchy has been demanded. Upgradation of pay scale of Senior TC/TTE from Rs.4000-6000 to Rs.4500-7000 has been sought on the ground of higher responsibility, risk, strain, public interface attached with the job. Reclassification of all Ticket Checking Staff as Running staff has also been demanded. Recommendations - Ticket Checking cadre

7.36.22 The Commission is of the view that, as far as possible, every cadre in Railways having posts in the scale of Rs.6500-10500 at present should have the apex grade of Rs.7450-11500. Since this grade does not exist in this cadre, the Commission recommends placement of Chief Ticket Inspector in the pay scale of Rs.745011500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. Traveling Ticket Inspectors, Head TC/Senior TTE will automatically be placed in the scale of Rs.6500-10500 on of the restructuring of pay scales. Placement of Senior Ticket Checkers/Travelling Ticket Examiners/Trains Clerks in a higher scale so as to maintain established relativities was considered in light of the higher scale separately being recommended for Senior Commercial Clerks. It is, however, observed that Commercial Clerks are being upgraded because their entry grade is higher i.e. Rs.3200-4900 and, therefore, their first promotional grade cannot justifiably be lower than other categories who are recruited in a lower pay scale. This rationale does not hold good for the categories of Senior Ticket Checkers/Traveling Ticket Examiners/Trains Clerks, etc. As such a higher pay scale cannot be recommended for any of these categories. 7.36.23 As regards the issue of classification of this category as running staff, it is observed that the issue was considered by the Fifth C who did not agree to the same as the definition of running staff includes only those whose duties are directly

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connected with the task of moving trains. The view taken by the Fifth C is justified and no interference therein is called for. Recommendations regarding the clerical cadres in the light of delayering proposed for field staff

7.36.24 The Commission has recommended parity between similarly placed posts in the secretariat and field offices. This involves delayering of various grades. The recommendations are discussed in Chapter 3.1 of the Report. A similar delayering would need to be carried out for the office staff in the field offices of Railways. Four cadres of office staff exist in Railways in different pay scales. In consonance with delayering proposed for field offices in general as well as to bring parity between field offices and the secretariat in Railways, following revised structure is recommended for these cadres:Train Clerks (in Rs.) Corresponding Recommended Pay Band & Present pay pay Grade Pay Designation scale scale Pay Grade Band Pay 3050-4590 PB-1 1900 Train clerk 3050-4590 4000-6000 PB-1 2400 Senior Train Clerk 4000-6000 6500-10500 PB-2 4200* Head Train Clerk 5000-8000 6500-10500 PB-2 4200 Chief Train Clerk 5500-9000 (*Head Train clerks and Chief Train Clerks shall be merged) Commercial Clerks

Designation

Present pay scale

(in Rs.) Corresponding Recommended Pay Band & pay Grade Pay scale Pay Grade Band Pay 3200-4900 PB-1 2000 4500-7000 PB-1 2800

Commercial Clerks 3200-4900 Senior Commercial 4000-6000 Clerks Head Commercial 5000-8000 Clerks 6500-10500* PB-2 4200 Chief Commercial 5500-9000 Clerks 7450-11500 PB-2 4600 Commercial 6500-10500 Superintendent (*Head Commercial Clerks and Chief Commercial Clerks shall stand merged)

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Office Clerks

Designation

Present pay scale

Lower Division 3050-4590 Clerks Senior Clerks 4500-7000 Head Clerks 5000-8000 Office 5500-9000 Superintendent Grade II Office 6500-10500 Superintendent Grade I Chief 7450-11500 Superintendent

(in Rs.) Corresponding Recommended Pay Band & pay Grade Pay scale Pay Grade Band Pay 3050-4590 PB-1 1900 4500-7000 6500-10500*

7450-11500**

PB-1

2800

PB-2

4200

PB-2

4600

*Head Commercial Clerks and Chief Commercial Clerks shall stand merged ** Office Superintendent Grade I and Chief Superintendent shall stand merged Ticket Checking Staff

Designation

Ticket Checker Senior TC/TTE Head TC/Senior TTE Traveling Ticket Inspector

Present pay scale 3050-4590 4000-6000 5000-8000 5500-9000

(in Rs.) Corresponding Recommended Pay Band & pay Grade Pay scale Pay Grade Band Pay 3050-4590 PB-1 1900 4000-6000 PB-1 2400

6500-10500*

PB-2

4200

7450-11500 PB-2 4600 Chief Ticket 6500-10500 Inspector (*Head TC/Senior TTE and Chief Ticket Inspector shall stand merged)

Demands – Catering Manager/ Inspectors

7.36.24 The cadre of Catering Managers/Inspectors comprises posts in the scales of Rs.3200-4900 (Catering Supervisor Gr. III); Rs.40006000 (Catering Supervisor Gr. II); Rs.5000-8000 (Catering Supervisor Gr. I); Rs.5500-9000 (Catering Inspector Gr. II) and Rs.6500-10500 (Catering Inspector Gr. I). The cadre presently does not have any post in the scale of Rs.7450-11500. Introduction of this scale has been demanded.

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Recommendations – Catering Manager /Inspectors

7.36.25 In consonance with Commission’s approach to allow the apex Group C scale in every cadre of Railways having posts in the scale of Rs.6500-10500 at present, it is recommended that the post of Catering Inspector Grade I may be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

Demands – Law Assistants

7.36.26 The cadre of Law Assistants comprises posts of Law Assistant and Chief Law Assistant in the scales of Rs.6500-10500 and Rs.7450-11500, respectively. Higher pay scales corresponding to those of Groups B & A have been demanded on the ground of high academic qualifications and specialized nature of work. Parity of Chief Law Assistant of Zonal Railways with Chief Law Assistant [redesignated as Superintendent (Legal)] who exists in the pay scale of Rs.7500-12000 has been demanded. Allowances like Out door monthly allowance, Library allowance and Court Allowance have also been sought.

Recommendations – Law Assistants

7.36.27 Keeping in view the higher qualifications attached to the post of Law Assistant, the Fifth C had upgraded the scale of this post by two levels. The present position is that the Law Assistant and Chief Law Assistant are placed in the two apex Group C scales. Placing the entry post of Law Assistant in Group B scale is not istratively desirable as ing staff in the legal stream are required for attending court, liaison with advocates etc. Creation of a separate cadre is also not desirable as the Executives of the department are ultimately responsible for providing the facts and rules and the analysis and the implications of matters under litigation. Post of Chief Law Assistant of Railway Board in the scale Rs.7500-12000 is actually analogous to the post of Assistant Law Officer in the field offices existing in an identical scale of Rs. 750012000. Accordingly, the post of Chief Law Assistant in field offices cannot be upgraded. Instead, the feeder post of Law Assistant may be merged with that of Chief Law Assistant in the scale of Rs.745011500 which will also ensure that this category’s relativity vis-à-vis the entry grade of Degree Engineers is maintained. Higher scale of Rs.7500-12000 cannot be recommended for Chief Law Assistant as this scale in Railways is a Group B scale and a promotion post (Assistant Law Officer) already exists in this scale. NPA for any category other than Doctors has huge implications. In present days, a large number of employees the Government with technical qualifications. It is not possible to grant NPA to all such categories. NPA to legal staff is, therefore, not justified. Grant of Outdoor Allowance and Court Allowance is also not justified as attending courts is part of the duty attached to these posts and, therefore, the element is already included in the pay scale. Instead of Library Allowance, it would be appropriate if proper Library facilities are

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either created in the organisation or hip of other libraries giving such facility is taken for the use of these officers. The Commission recommends accordingly. Demands - Public Relation Inspectors

7.36.28 The present cadre of Public Relation Inspectors is as under:Publicity Inspector Senior Publicity Inspector Chief Publicity Inspector

Rs.4500-7000 Rs.5000-8000 Rs.6500-10500

7.36.29 Introduction of a new senior supervisory grade for Publicity Inspector has been sought. A demand has been raised for re designation as Asst. Information Officers- Gr. III, Gr. II & Gr. I. Library Allowance or Institutional Library hip has also been sought. Monetary benefit or compensatory leave in lieu of working on holidays/nigh shift has been demanded. Recommendations - Public Relation Inspectors

7.36.30 Insofar as the issue of parity of pay scale of Publicity Inspectors (Rs.4500-8000) with Personnel Inspectors (Rs.5000-8000) is concerned, it is seen that employees with five years Group C service and a graduate degree are eligible for selection to this post. This means that a person having a graduate degree and five years service in the scale of Rs.950-1500 can also be appointed directly as Publicity Inspector in the scale of Rs.4500-7000. A higher jump may not be justified. The Commission, accordingly, recommends that Publicity Inspectors may be granted only the corresponding replacement pay band PB-1 of Rs.4860-20200 along with a grade pay of Rs.2800. Direct recruitment of graduates takes place at the level of Senior Publicity Inspectors. Apart from the recruitment qualifications, the duties attached to the post are also onerous. As such, a higher scale on par with Assistants/analogous posts is justified in their case. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500. Senior Publicity Inspectors will, therefore, automatically be placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. In consonance with the principle adopted that, as far as possible, Group C cadres in Railways should have the apex Group C scale of Rs.7450-11500, the next higher post of Chief Publicity Inspector will stand upgraded to the next higher scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 7.36.31 Re-designation as Asst. Information Officers is not desirable as the designation of Group B/A Officers in Railways are similar and this re-designation will cause confusion. As far as monetary benefit or compensatory leave in lieu of working on

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holidays/night shift is concerned, this would lead to similar demands from other Supervisory categories that fall under the classification of ‘excluded’ category. Accordingly, the demand cannot be conceded. As regards grant of Library Allowance, etc., it is observed that in the present times, almost all information is available on the internet. Therefore, Institutional Library hip or Library Allowance is not warranted for this category. Demands – Station Masters

7.36.32 The existing cadre structure of Station Masters is as under:Assistant Station Masters Assistant Station Master/ Station Masters Station Master Deputy Station Supdt. Station Supdt.

Rs.4500-7000 Rs.5000-8000 Rs.5500-9000 Rs.6500-10500 Rs.7450-11500

7.36.33 Starting pay scale of Rs.6500-10500 has been sought by the Station Masters. Demands have been made to stop lateral entry from open market in the scale of Rs.5500-9000 along with redesignation of Station Masters as Station Manager carrying the classification as “Continuous”. 7.36.34 Various allowances have also been sought. These allowances include allowances that are common to all categories. The common allowances have been discussed separately in Chapter 4.2. Grant of any specific allowance exclusively for this category is not considered justified. Recommendations - Station Masters

7.36.35 The Commission received thousands of individual memoranda from Station Masters seeking initial grade of Rs.650010500. It is observed that the category of Station Masters has interlinkages with other categories. Fifteen percent of the posts of Station Masters are filled up through Limited Departmental Competitive Examination (LDCE) from Group C & D personnel upto 45 years of age and possessing a graduate degree from the operating department and the commercial department. Twenty five percent of the recruitment is made through general selection from Shunting Jamadars, Shunting Master, Cabinman Gr. I, Switchman, Senior Signalers and Senior TNC in scale of Rs.4000-6000 and Levermen Gr. I, Pointsmen Gr. I, Shuntman Gr. I, Cabinman Gr. II & TNC in scale of Rs.3050-4590. There is also lateral induction in Rs.5500-9000 with 25% of the posts being filled up by Traffic Apprentices including 50% from open market through Railway Recruitment Boards and 10% from serving (Non-Ministerial) graduates through LDCE. Giving a higher pay scale to this category will, therefore, upset the

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established relativities. No anomaly is also apparent in the existing pay structure for this category. The Commission is, therefore, unable to recommend a higher pay scale for this category. In any case, the posts of Assistant Station Master/Station Master in the scales of Rs.5000-8000 and Rs.5500-9000 will automatically be placed in the scale of Rs.6500-10500 on of rationalization of pay scales being recommended by the Commission. The posts of Assistant Station Master and Station Master in the scales of Rs.5000-8000 and Rs.5500-9000 will, therefore, stand merged. Consequently, the post of Deputy Station Superintendent and Station Superintendent shall stand merged in the scale of Rs.745011500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600. 7.36.36 Classification of Station Masters as ‘continuous’ i.e. placing them in an 8 hours roster is a purely istrative matter that should be decided by the Railways. Similar is the case relating to redesignation of the post. Ministry of Railways being the istrative Ministry will be in a better position to take a decision regarding redesignation and reclassification, if necessary, of the post. The Commission, consequently, makes no recommendation in this regard. Demands – Traffic Controllers

7.36.37 The present cadre of Traffic Controllers is as under:Section Controller Deputy Chief Controller Chief Controller

Rs.5500-9000 Rs.6500-10500 Rs.7450-11500

7.36.38 It has been stated that the job of Traffic Controllers is more intense than that of Air Traffic Controllers and the cadre has to be recognized as a special cadre without being treated on par with clerical cadres especially as the minimum qualification for any post in this cadre is graduation. Higher grades vis-à-vis other categories with the same minimum qualification have been demanded. A special grade for Chief Controller in charge has also been sought. Stress allowance and Mike Allowance at the rate of 30% and 10% of basic pay respectively has been demanded. Break down allowance at actuals has been demanded as they monitor the break down activities. Recommendations - Traffic Controllers

7.36.39 The initial entry grade of this category is Rs.5500-9000. Due to merger of scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500, the post will get upgraded automatically. Consequently, the posts of Deputy Chief Controller and Chief Controller shall be merged in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

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7.36.40 Demands in regard to stress allowance, mike allowance, break down allowance etc. are not tenable as these are part and parcel of their duties and have already been considered while allotting the pay structure. Demands – Shunting Cabin and Station Staff

7.36.41 The present cadre of Group C & D Shunting Cabin and Station Staff is as under:(in Rs.) 2550-3200/ Porter/Gateman/Station Yard 2610-3540 Staff/Commercial Group D Leverman, Pointsmen/Shuntsman Gr.II, Gateman Gr.I

2650-4000

Leverman cum Cabinman Gr II, Pointsman/Shuntsman Gr. I

3050-4590

Cabinman Gr. I, Switchman, Shunting Jamadar/Shunting Master Gr. II

4000-6000

Shunting Master Gr. I

5000-8000

7.36.42 Upgradation of the posts of Cabinmen Gr. I & Switchmen to Rs.4500-7000/Rs.5000-8000 has been sought on the ground of the sensitive and responsible nature of their duties and hard working conditions. A demand has been made to upgrade Gateman to the pay scale of Rs.3050-4590. 7.36.43 Re-designation of the posts as Traffic Assistant, Points/Lever operators and Cabin Manager has been sought. 7.36.44 Hazard Allowance to Pointsmen and Shuntsmen has been demanded. Shift duty allowance for other categories has also been sought. Recommendations - Shunting Cabin and Station Staff

7.36.45 Consequent to the revised pay structure being recommended by the Commission, all future recruitments would be in the minimum scale of Rs.2750-4400 corresponding to pay band PB1 with grade pay of Rs.1800. The existing incumbents will also be placed in the higher pay band provided they have the higher qualifications or are suitably retrained. Insofar as upgradation of Cabinman and Switchman is concerned, it is seen that these posts have a distinct relativity with the post of Senior TNC. Shunting Jamadars, Shunting Master Gr. II, Cabinman, Switchman and TNCs in scale of Rs.4000-6000/Rs.3050-4590 have avenues of promotion to the category of Station Masters/Yard Masters, and Guards etc. in scale of Rs.4500-7000. Thus, all these categories are closely inter-linked. Upgrading any one category

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could disturb the entire structure. Accordingly, a higher pay scale to the post of Cabinman and Switchman is not recommended. Shunting Master Grade I will, in any case, be placed in Pay Band PB2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500 on of the proposed merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. The Commission is not in favour of recommending a separate Hazard/Risk allowance for any category. In case the job entails duties of hazardous nature, the istrative ministry may consider providing adequate insurance cover in consonance with the general recommendations made elsewhere in this report for this category as well. Demands – Loco Running Staff

7.36.46 The present cadre of Loco Running Staff is as under:Assistant Loco Pilot (Diesel/Electric)

(in Rs.) 3050-4590

Loco Pilot (Shunting) II/Senior Assistant Loco Pilot (Diesel/Electric)

4000-6000

Loco Pilot (Goods) II/Senior Loco Pilot (Shunting) I

5000-8000

Loco Pilot (enger) II /Motorman/Loco Pilot (Goods) I

5500-9000

Loco Pilot Mail Express, Loco Pilot enger I, Sr Motorman

6000-9800

Asst Loco foreman/Traction Loco Controller/Driving Inspector/Power Controller/Loco Inspector/Loco Foreman ‘B’/Fuel Inspector ‘B’

6500-10500

Chief Traction Loco Controller/Chief Power Controller/Chief Loco Inspector/Loco Foreman ‘A’/Fuel Inspector ‘A’/Driving Inspector

7450-11500

7.36.47 Higher pay scales for Loco pilots have been demanded on the ground of their job profile, responsibilities, physical and mental efforts and hazards related to job. Loco pilots (mail/express, enger I and senior motormen) are in the scale Rs.6000-9800. The scale of Rs.6500-10500 has been demanded for them. Due to introduction of Rajdhani/Shatabdi and other super fast trains, a special grade of Loco pilot (high speed/super fast) has also been demanded.

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7.36.48 Upgradation of two grades above the present grade for Motor men of the Mumbai Suburban Local trains have been sought on the ground that they work in the most overstressed network in the world. 7.36.49 An insurance cover of Rs.15 lakh for all Loco running staff has been demanded. Various allowances like Risk allowance, High tension allowance, Break down allowance, National Holiday Allowance, Night duty allowance, etc. have also been sought. Recommendations - Loco Running

7.36.50 The demand for placement of the categories of Loco Pilot Mail Express, Loco Pilot enger I, Senior Motorman in the scale of Rs.6500-10500 is no longer justified as the scale of Rs.6000-9800 is not a regular pay scale and was specifically created for this category because they were bursting out of the maximum of the earlier pay scale of Rs.5500-9000. In the revised scheme of running pay bands and grade pay, no such bursting is possible. Accordingly, the post should normally have been given only the replacement pay band and grade pay corresponding to the pre-revised pay scale of Rs.5500-9000. However, the Commission is recommending merger of the pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. The post will, therefore, automatically be upgraded. This would also necessitate upgradation of the higher categories so as to ensure that feeder and promotion posts do not come to lie in an identical pay scale. The Commission, accordingly, recommends the following pay structure for Loco Running Staff:(in Rs.) Corresponding RecomPay Band & mended Designation Grade Pay pay Pay Grade scale Band Pay 3050-4590 PB-1 1900 Assistant Loco Pilot (Diesel/Electric) Loco Pilot (Shunting) II/Senior Assistant Loco Pilot (Diesel/Electric)

4000-6000

PB-1

2400

Loco Pilot (Goods) II/Senior Loco Pilot (Shunting) I/ Loco Pilot (enger) II /Motorman/Loco Pilot (Goods) I, Loco Pilot Mail Express, Loco Pilot enger I, Sr Motorman

6500-10500

PB-2

4200

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Designation

Asst Loco foreman/Traction Loco Controller/Driving Inspector/Power Controller/Loco Inspector/Loco Foreman ‘B’/Fuel Inspector ‘B’/ Chief Traction Loco Controller/Chief Power Controller/Chief Loco Inspector/Loco Foreman ‘A’/Fuel Inspector ‘A’/Driving Inspector

Recommended pay scale 7450-11500

Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-2 4600

On of more onerous nature of work as well as process of selection involved, Loco Pilots for enger trains shall be given an additional allowance of Rs.500 p.m. Loco Pilot for mail/express trains will be given this allowance at the rate of Rs.1000 p.m. Dearness allowance shall be payable on this allowance. The existing parity with cadre of Guards, for other allowances like running allowance, may also be retained in respect of this allowance which is being recommended for the first time. 7.36.51 The demand for providing insurance cover appears justified and the Ministry should work out a scheme for providing such insurance cover. The demands for other allowances specifically for this category are not merited. Consequently, these demands cannot be conceded. Demands - Guards

7.36.52 The present cadre of Guards is as under:Assistant Guard Senior Assistant Guard Goods Guard/enger Guard Senior Goods Guard Senior enger Guard/ Mail Express Guard

Rs.3050-4590 Rs.4000-6000 Rs.4500-7000 Rs.5000-8000 Rs.5500-9000

7.36.53 It has been stated that the entry pay scale of Rs.5500-9000 should be prescribed for Guards since graduation has been prescribed as the entry qualification for this post. It has also been stated that the duty of guards is arduous and they suffer various health hazards due to improper sleep, food, mental and physical strain and risk apart from being deprived of family life. A new, higher post of Guard Counselor in the scale Rs.6500-10500 has been demanded.

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Recommendations - Guards

7.36.54 Entry scale in Railways for other posts carrying minimum qualification of a graduate degree is generally Rs.4500-7000. Higher scale of Rs.5500-9000 may not, therefore, be granted to Guards on this count. In the revised pay structure being recommended by the Commission, the post of Mail Express Guard will be placed in the scale of Rs.6500-10500. Accordingly, there is no need to introduce an apex post of Guard Counselor in the scale of Rs.6500-10500. On of the proposed merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, the posts of Senior Goods Guard/ Senior enger Guard/ Mail Express Guard shall come to lie in an identical pay band and grade pay. These posts should, therefore, be merged.

Demands – Group D technical Staff

7.36.55 The present cadre of Group D technical staff is as under:Entry scale Middle scale Apex scale

Rs.2550-3200 Rs.2610-3540 Rs.2650-4000

7.36.56 It has been stated that Group D technical staff undertake risk and work in polluted and unhygienic environment. They perform very hard physical labour and other work which normally other persons may not like to do even if higher payment is offered. It has been stated that Trackmen and even sweepers/saifaiwalas perform jobs of arduous nature. Earlier, Khalasis/Khalasis helpers in the diesel/electric/EMU sheds were recruited with ITI qualification and given the scale of Rs.3050-4590. Later the qualification for this post was brought down to 8th and the scale was also reduced. It has been demanded that the qualification of matriculation/ITI diploma should be restored and all Group D Technical staff should be placed in scale Rs.3050-4590. In the alternative, one single grade for all group D employees has been demanded with the provision that they be promoted to Group C after 12 years of service with 40% of initial posts in Group C being reserved to be filled by promotion of Group D staff. 7.36.57 Hazardous duty allowance/risk allowance to the staff working in diesel and electric loco sheds, track maintenance, open lines depots and yards, paint shops, forge and smith shops, electroplating shops in workshops and production units at the rate of Rs.1500 per month has been demanded. Additionally, risk allowance at the rate of 20% of basic pay has been demanded. Recommendations - Group D technical Staff

7.36.58 Elsewhere in the Report, the Commission has recommended upgradation of all existing Group D posts after suitable retraining and multi-skilling with no further recruitment being made in the

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grade. This recommendation, which is in consonance with the observations made in the Ansari Committee Report referred to in Chapter 3.7, shall apply to all Group D posts in Ministry of Railways. Consequently, all future recruitments in Railways will be made at least in the scale of Rs.2750-4400 carrying minimum qualifications of Matric or ITI. This will also meet the demands projected before the Commission which invariably stated that all technical jobs even in Group D required a certain degree of skill. The existing employees, not possessing these minimum qualifications, will initially be placed only in the corresponding revised pay scale and would need to undergo proper training before being extended the higher Group C pay band. 7.36.59 For categories whose job profile is considered to carry continuous risk inherent in the prescribed duties, the istrative Ministry should grant a proper insurance cover as per the general recommendations made by the Commission on this subject. Demands Technicians

7.36.60 The present cadre of Technicians is as under:Skilled Artisan Gr III Skilled Gr II Skilled Gr I Master Craftsmen

Rs.3050-4590 Rs.4000-6000 Rs.4500-7000 Rs.5000-8000

ESM (Electrical Signal Maintainers) ESM Gr III ESM Gr II ESM Gr I

Rs.3050-4590 Rs.4000-6000 Rs.4500-7000

MSM (Mechanical Signal Maintainers) MSM Gr. III MSM Gr. II MSM Gr. I

Rs.3050-4590 Rs.4000-6000 Rs.4500-7000

TCM/WM (Telecommunication Maintainer/Wireless Maintainer) TCM/WM Gr III TCM/WM Gr III Maintainer Gr I

Rs.3050-4590 Rs.4000-6000 Rs.4500-7000

7.36.61 It has been stated that technical staff with more rigorous duties are promoted to the scale Rs.4000-6000 whereas clerks are promoted to scale Rs.4500-7000. In the clerical cadre, there is only one scale between scale Rs.3050-4590 and Rs.5000-8000 whereas in

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the technician’s cadre there are two scales which further slow down their promotions to the scale Rs.5000-8000. It has, accordingly, been demanded that the pay scale of Rs.4000-6000 may be removed from the hierarchical structure of this grade. 7.36.62 A contention has been made that technical staff work for 6 days a week consisting of 44 hours of duty and have only 12 gazetted holidays. They work in the open and are posted to small towns and remote areas with inadequate facilities. Accordingly, 25% higher pay has been demanded in their case. 7.36.63 Technicians have promotional avenues only upto Master Craftsmen (MCM) in the scale of Rs.5000-8000. Only 15% of technicians are able to reach Junior Engineer (JE) grade while ministerial staff have avenue upto the grade of Rs.7450-11500. It has, accordingly, been demanded that cadres of technicians and JEs may be merged. 7.36.64 A new higher grade of Head Technicians/Senior MCM above the scale of Rs.5000-8000 has also been demanded. 7.36.65 Merger of various categories has been demanded with a view to open up the promotional channels and to ensure a better pay scale for some categories. 7.36.66 Hazardous and Risk duty allowance to all artisans staff has been demanded. All technicians who work with tools and with oil and lubricants are sought to be given risk allowance. Hazardous duty allowance/risk allowance to staff working in diesel and electric loco shed, track maintenance, open lines depots and yards, paint shops, forge and smith shops, electroplating shops in workshops and production units at the rate of Rs.1500 per month has been demanded. 7.36.67 It has been stated that Electrical traction staff have to work under high voltage continuously and are exposed to electromagnetic radiation, power lines, overhead equipment which leads to work related diseases. It has been demanded that they should be paid Occupational Risk Allowance with periodical health monitoring and risk insurance scheme. On the ground that train lighting staff is exposed to electrical shock, which leads to health disorders, risk allowance at the rate of 20% of basic pay has been demanded in their case. 7.36.68 Allowances like technical magazine allowance, uniform and washing allowance along with uniform and protective garments have also been demanded for artisan staff.

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7.36.69 Demand has been made for introduction of 40 hours week in workshops sheds and open lines and to bring employees working there under the provisions of Factories Act. Analysis – demands of Technicians

7.36.70 Technicians are aggrieved that although they have the equivalent qualification and initial pay scale as that of clerical staff, they have to work 6 days a week, have longer working hours, unhygienic working conditions and face greater risk. Their next grade is Rs.4000-6000 as against clerical staff whose next grade is Rs.4500-7000 and their avenue of promotion terminates in the scale of Rs.5000-8000 while the clerical category can go up Rs.7450-11500. The Fifth C had considered the demand of the Federations for merger of the two highly skilled grades and had recommended a single upgraded scale but later the two scales in highly skilled were restored. The grade of MCM was upgraded to the scale of Rs.50008000.

Recommendations - Technicians

7.36.71 The Commission has separately considered the category of artisan staff as one of the common categories. The recommendations made therein shall equally apply to artisan staff in Ministry of Railways. No separate recommendations are, therefore, being made regarding pay structure of these categories in this chapter. Insofar as grant of risk allowance/hazardous allowance etc. is concerned, the istrative Ministry may extend proper insurance cover to the categories whose job profile is considered to carry continuous risk inherent in the prescribed duties. In consonance with the uniform policy, a separate risk allowance can not be extended to any of the categories of Government employees.

Demands – Technical Supervisors

7.36.72 The present cadre of Technical Supervisors is as under:JE II ( P. Way), (Works), (Bridges), (Track machine), JE II (Mechanical), JE II (Electrical), JE II (Signal), (Tele) JE I Section Engineers Senior Section Engineers Draughtsmen –Civil, Mechanical, Electrical and S&T JE Gr. II (Dr) JE Gr. I (Dr) SE (Dr) SSE (Dr)

Rs.5000-8000

Rs.5500-9000 Rs.6500-10500 Rs.7450-11500

Rs.5000-8000 Rs.5500-9000 Rs.6500-10500 Rs.7450-11500

7.36.73 Demand has been made that Section Engineers and Senior Section Engineers including C&M staff should be classified as Group B gazetted as in MES and WD.

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7.36.74 Non-practicing allowance at the rate of 10% of pay has been demanded.

7.36.75 It has been stated that a master scale as in State Governments of Punjab and Kerala to avoid stagnation may be introduced. Longer pay scales with lesser over lapping and continuation of the last increment in the grade till next promotion/retirement has been demanded.

7.36.76 Entry grade of Rs.6500-10500 to JEs at par with excise inspectors, loco inspectors, traffic supervisors etc. has been demanded. It is stated that the existing 4 grade structure may be abolished and merged into two grades. Time bound promotions upto JA grade on the pattern of other central Government departments like WD, MES and P&T has been proposed. Recommendations - Technical Supervisors

7.36.77 The Fifth C had recommended an assured career progression scheme (AS) for all Government employees which were implemented with some modifications in respect of the employees belonging to Groups B, C & D. This scheme also exists in the Ministry of Railways. The Commission has separately recommended certain modifications in the scheme to improve it further. The modified AS will also apply in Ministry of Railways. It is not possible to extend the scheme of time bound promotions and cadre structure similar to that existing in WD in the Ministry of Railways as this will disturb the entire functional structure of Railways and will also upset many of the existing relativities. Diploma Holders in Engineering have been given a higher grade at entry (Rs.5000-8000) as compared to Graduates in the Clerical category i.e. Senior Clerk in scale Rs.4500-7000. No further upgradation is, therefore, warranted. Introduction of running pay bands will, in any case, ease existing levels of stagnation. In any case, Commission has recommended merger of the scales of Rs.50008000, Rs.5500-9000 and Rs.6500-10500. This will necessitate some restructuring in the existing cadre along with merger of some posts which are functionally similar. The Commission, accordingly, recommends the following revised structure for the cadre of Technical Supervisors:-

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Designation

JE II ( P. Way), (Works), (Bridges), (Track machine), JE II (Mechanical), JE II (Electrical), JE II (Signal), (Tele) Junior Engineer I Section Engineers Senior Section Engineers

Recommended pay scale 5000-8000#

5500-9000# 7450-11500 7450-11500

(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-2 4200

PB-2 PB-2 PB-2

4200 4600 4600

# Posts shall be placed in the grade pay attached to the pre-revised pay scale of Rs.6500-10500 on of restructuring of pay scales Draughtsmen –Civil, Mechanical, Electrical and S&T Junior Engineer Gr. II (Dr)

5000-8000#

PB-2

4200

Junior Engineer Gr. I (Dr) Section Engineer (Dr) Senior Section Engineer (Dr)

5500-9000# 7450-11500 7450-11500

PB-2 PB-2 PB-2

4200 4600 4600

# Posts shall be placed in the grade pay attached to the prerevised pay scale of Rs.6500-10500 on of restructuring of pay scales Demands – Trackmen and other Permanent Way categories

7.36.78 The present cadre of Trackmen and other P.Way categories is as under:Trackman (Gangman) Gateman/Trolleyman Senior Trackman/ Gateman/Trolleyman Head Trackman/Keyman Gangmate (also called P.Waymate) Senior P.Way Supervisor

Rs.2610-3540 Rs.2610-3540 Rs.2650-4000 Rs.2750-4400 Rs.3050-4590 Rs.5000-8000

7.36.79 It has been demanded that Trackmen should be paid at least 30% more than Khalasis because of the higher duties being discharged by them.

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7.36.80 Hard duty allowance and risk allowance at the rate of 30% of the pay has been demanded for various posts between Trackmen to Senior Section Engineer and Gate Operators. 7.36.81 A new higher grade of Master Trackmen above that of Head Trackmen (scale: Rs.2750-4400) has been demanded. It has been stated that Trackmen should be placed in the skilled grade of Rs.3050-4590 to the extent of 50% of the total strength and redesignated as Master Trackmen. 7.36.82 Upgradation of pay scale of Gangmates to Rs.4000-6000 has been demanded along with introduction of a new grade of Senior Gangmate in the scale of Rs.4500-7000. 7.36.83 Continuous hazardous allowance for various categories like Trackmen and Keymen has been demanded. Special allowances for Gatemen maintaining level crossing gates, trackmen, blacksmith, fitter and welder of Civil Engineering Department and suburban P.Way staff have been demanded. Demands have been made for allowing voluntary retirement after 20 years service with full benefits for these categories. Recommendations - Trackmen and other P.Way categories

7.36.84 Consequent to the revised pay structure being recommended, the posts of Trackman (Gangman); Gateman/Trolleyman; Senior Trackman/Gateman/ Trolleyman; and Head Trackman /Keyman will come to lie in an identical pay scale of Rs.2750-4400 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.1800. Ministry of Railways should, therefore, merge these posts in one single category with all future recruitments being made in the scale of Rs.2750-4400 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.1800. Insofar as other upgradations are concerned, it is observed that no apparent anomaly exists in the existing structure. The Commission is unable to recommend a higher pay scale for any of these categories. 7.36.85 As regards the issue of Special pay, Hard duty allowance etc., it is seen that Trackmen were given a higher grade at entry in view of their difficult working conditions. Their pay scale will be further increased in the revised pay structure being recommended by the Commission. Consequently, special pay /other similar allowances/benefits for this category are not warranted. This holds equally true in respect of the Gangmen working in suburban sections.

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Demands – Track Machine Staff

7.36.86 The present cadre of Track Machine Staff is as under:Track Machine Khalasi

(Pay scales same as that of Khalasis of other wings/departments)

Track Machine Maintainers

(Pay scales same as that of Technicians of other wings/departments)

Their promotional avenues are on par with those available to the other cadres of Khalasis/technicians. 7.36.87 Running allowance on par with running staff has been demanded. Additionally, hard duty allowance at the rate of 12.5% of basic pay has been demanded on the ground that their working and living conditions are extremely hard, unhygienic and lack basic amenities. Higher insurance, pollution allowance at the rate of 15% of basic pay and risk allowance at the rate of 25% of basic pay has also been demanded along with family separation allowance at the rate of 50% of basic pay. Recommendations - Track Machine Staff

7.36.88 The rationale for grant of running allowance is not applicable to this category as they are not involved in ‘moving trains’. Other allowances are also not justified as the element of hard duty, separation from family etc. is already included in the pay scales devised for this category. No further benefit is, therefore, necessary for this category. In case the duties involved include an inherent and persistent element of risk or hazard, Ministry of Railways may extend proper insurance cover for this category in consonance with the general recommendations being made by this Commission elsewhere in the Report.

Demands – Chemist and Metallurgists

7.36.89 Cadre of Chemists and Metallurgists have demanded that in view of the hazardous nature of work, they should be paid hazardous allowance at the rate of 25% of pay. Change in designation of the post of C&MA Gr.II as JE (C&M), SE (C&M) etc. has also been demanded.

Recommendations - Chemist and Metallurgists

7.36.91 It is observed that Chemists and Metallurgists were given parity with the Subordinate Engineering Cadres. The Commission, however, is of the view that issues relating to change of designations etc. are best decided by the istrative Ministry keeping in view the functional exigencies. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Due to this, the posts of Chemical and

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Metallurgical Assistant (C&MA) Gr. II (JCMA), C&MA Gr. I (CMA) and Lab Superintendent shall automatically be placed in Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. Consequently, the post of Lab Superintendent should be upgraded and merged with the next higher post of Superintendent (X-Ray /Spectrograph/ Industrial Engineering). The posts of Chemical and Metallurgical Assistant (C&MA) Gr. II (JCMA and C&MA Gr. I (CMA) will stand merged. Insofar as grant of hazardous allowance is concerned, it is seen that handling chemicals etc. is a part of the job of Chemists and Metallurgists. The element of hazard involved in such duties is already included in the pay scale attached to this category. As such, a separate allowance on this is not justified. Time Keeping Staff

7.36.92 The existing cadre of Time Keeping Staff includes the posts of Chief Time Keeper in the scale of Rs.5500-9000 and Superintendent (Time Keeping) in the scale of Rs.6500-10500. Chief Time Keeper forms a feeder cadre for promotion to the post of Superintendent (Time Keeping). Consequent to the rationalization of the pay scales, these posts will come to lie in an identical scale. Consequently a higher pay scale would need to be extended to the post of Superintendent (Time Keeping). The Commission, accordingly, recommends the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 for the post of Superintendent (Time Keeping).

Teaching Staff in Oak Grove School

7.36.93 Railways runs residential school called Oak Grove School at Jharipani, Mussoorie. The teaching cadre in the school comprises Assistant Mistresses who are on par with Primary School Teachers, TGTs and PGTs. The Commission has made recommendations for various grades of Teachers in the Chapter on Common Categories. These recommendations will equally apply to the Teachers in Oak Grove School with the Assistant Mistresses being equated to Primary School Teachers. This relativity should be maintained in future as well. Elsewhere, the Commission has recommended a special allowance of 10% for Military Schools on of special functions that need to be performed by Teachers/other residential staff working in the residential schools. Teachers and other residential staff in Oak Grove School are also similarly placed. Accordingly, a special allowance is recommended for Teachers/other residential staff in Oak Grove School. The allowance shall be payable at the rate of 10% of pay band and grade pay as recommended in the case of Military Schools.

Railway Protection Forc (RPF)

7.36.94 Railway Protection Force (RPF) functions under the Ministry of Railways as an armed force of the Union to protect railway property including the various major production units.

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Their duties also include escorting of trains, escorting cash, patrolling the tracks and yards, etc. The existing structure of RPF is on par with that existing in other Central Para Military Forces. The Force is headed by a Director General in the scale of Rs.26000 (fixed). Elsewhere in the Report, the Commission has recommended higher pay scales for Constable, Head Constables and Assistant Sub-Inspector in MFs. A similar dispensation would need to be extended in RPF as well. The Commission, accordingly, recommends that pay scales of the posts of Constable, Head Constable and Assistant Sub Inspector in RPF may be placed in the respective pay scales of Rs.3200-4900; Rs.4000-6000 and Rs.4500-7000 corresponding to the revised pay band respectively on par with pay scales being recommended for similar posts in other MFs. In Chapter 7.19, the Commission has recommended certain measures for improving the promotional prospects for direct recruits in various MFs. A similar dispensation would need to be extended in respect of personnel of RPF. The Commission, accordingly, recommends that all posts up to the rank of DIG in RPF should, henceforth, be filled by promotion from amongst the officers belonging to this cadre. Fifty percent of the posts in the grade of IG/equivalent and above should be allowed to be filled on deputation with the remaining posts being filled on promotion of the eligible officers. The personnel and officers in RPF should also be paid uniform grant and kit maintenance allowance on par with what has been recommended for similar ranks/officers in other MFs. Demands – Common categories

7.36.95 Demands relating to pay scales and allowances for various common category posts relating to following cadres in Ministry of Railways have been made:• • • • • • • • •

Recommendations – Common categories

Telephone Operators & Cipher Operators Cashiers, Shroffs and Finger Print Examiner of s Department EDP Staff Ministerial Staff Teachers Typists and Stenographers Rajbhasha Staff Canteen Staff Para Medical staff

7.36.96 All these common categories have been covered by the Commission elsewhere in the Report. The recommendations made therein shall apply in respect of the common category posts in Ministry of Railways as well. No separate recommendations have, accordingly, been made here for these categories.

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Recommendations – allowances presently given with reference to the pay attached with the post

7.36.97 In Railways, certain allowances like Night Duty Allowance, Running Allowance, etc. are computed on the basis of pay scales attached to various posts. In the revised structure, pay scales for specific posts will cease to have any meaning. A revised formula for computing these allowances would, therefore, need to be evolved. One way to do this is to include this element in PRIS. In case, this is not immediately possible, the Railways may pay these allowances with reference to the minimum of pay in the pay band concerned along with the grade pay attached to the post. In the alternative, Railways may evolve some other suitable formula. This will be all the more appropriate because the Commission is recommending corporatisation of Railways as a Central Public Sector Enterprise.

Use of Government employees as residential help.

7.36.98 Presently, officers in Junior istrative and higher grades in Railways can employ any person of their choice in their residence as a casual laborer/temporary worker whose services are subsequently regularized as a Railway employee. During the course of discussions with Ministry of Railways, it was brought to the notice of the Commission that officers in the Junior istrative and higher grades in Railways are allowed this facility. Under this facility, the officers can employ any person of their choice in their residence as a casual laborer/temporary worker whose services are subsequently regularized as a Railway employee. The Commission is of the view that in the present scenario, employment of Government employees or paying cash in lieu thereof for working in the residences is totally unjustified and a vestige of our colonial past. Elsewhere in the Report, the Commission has recommended cessation of similar practice in MFs/Police Forces. With all future recruitment in the Government being made only in Group C and higher grades with higher qualifications, misuse of such trained and qualified work force in the individual residences in any form would not only be totally unjustified but will also affect the morale of the work force. The Commission recommends that use of Government employees for attachment with specific officers as residential help, in whatever guise, should be stopped immediately. In case any post in Railways needs to be provided some residential help on of the specific duties attached to it, such a post should be specifically identified and sanction for using residential help for officers appointed to the post should be obtained from the Ministry of Finance. Posts so sanctioned by Ministry of Finance should be filled only on contractual basis. No regular/temporary employee or casual laborer of the Government should be used for this purpose and, in case, any officer is found to be using any Government employee for this purpose, the salary payable to the Government employee should be recovered from the officer immediately. This will be over and above any other departmental action which the rules may allow.

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Corporatisation of Railways

7.36.99 Indian Railways is not only the largest Ministry in the Central Government but also a commercial department which has been running as a remarkably successful financial enterprise. In the recent years, Indian Railways has continuously shown a surplus which exceeded Rs.8000 crore (net revenue receipts in 2005-06). 7.36.100 Various Railway Federations have demanded a special dispensation for Railway employees keeping in view the profitability of their organisation. The demand is not without substance especially as employees have to be rewarded for efficient performance of the entire organisation that has yielded continuous profits without resorting to any substantial increase in the enger/freight fares in the recent years. A separate dispensation in of pay scales and allowances is not, however, possible, as long as the organisation continues to be a Ministry in the Central Government because it will then need to be governed by the common pay scales and allowances for the entire Central Government. In such a scenario, the optimal solution would be corporatisation of Indian Railways as a Public Sector Enterprise. This would allow the Railways flexibility in determining its own compensation package. 7.36.101 Corporatisation of Indian Railway is not a new concept. Many earlier Reports like the World Bank Report of 1995 suggested Rail reforms through unbundling of disparate service and equipment providers into coherent focused corporate entities whether in the public or in private domain. Recommendations contained in Rakesh Mohan Committee Report are also relevant in this context. The various relevant recommendations contained in the Report stipulate:•

Indian Railways must eventually be corporatised into the Indian Railways Corporation (IRC).

•

Indian Railway Corporation will be responsible for managing Railways assets and resources to best meet the objectives of the owner. It will be an independent coporatised, customer focused and financially viable railway, run along commercial principles and subject to generally accepted corporate ing principles and reporting.

As per Rakesh Mohan Report, eventual corporatisation of Indian Railways has to be the final goal for converting Indian Railways into an outward looking, business oriented and customer driven institution. The Report also mentions that privatization of Indian Railways is not a viable option.

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7.36.102 The recommendations of Rakesh Mohan Committee are justified. While privatization of Railways cannot be an option as Railways is and will continue to be a public utility service providing crucial infrastructure for balanced economic growth of the country, corporatisation of Railways as a Central Government PSE is a viable option that will not only allow better use of Railway assets along with higher quality of service and greater emphasis on profitability but also be able to compensate the Railway employees adequately for the increased profits that they are able to bring for the organisation. In fact, Railways has taken considerable steps and divested many of their manufacturing activities. Railways have already corporatised many of their operations through IRCTC. The Railways had, in the past, introduced Build-Own-Lease-Transfer scheme in order to attract private finance in Railway projects on leasing . An Own Your Wagon Scheme was also initiated. Catering in trains has already been outsourced to private contractors. Maintenance of many railway stations and colonies also stands privatized. In the budget speech for 2007-08, the Railway Minister had announced a multisource approach for financing railway operations based on publirivate partnership and market borrowing. In the speech, the Minister had referred to the fact that leasing out, catering and parcel services had reduced their catering and parcel losses by more than Rs.1000 crore. The Railways have awarded licenses to private parties for running container trains and as per the Railway Minister this was likely to attract investments of thousands of crores in wagons and construction of terminals over the next few years. The Railways is already exploring many other public private partnership options with the aim of modernizing Metro and Mini-Metro stations, constructing multi-model logistic parks, warehouses and budget hotels along with expansion of network and increase in production capacity. All these initiatives of Ministry of Railways will get an impetus once it is converted into a PSE. 7.36.103 The only argument that can be used against corporatisation is that it may lead the Railways to go for profitability as its primary object without catering to the benefit of the general public. Another negative point of such corporatisation usually projected is that in times of national emergency like external aggression etc. the Government may no longer be assured of full cooperation from Railways in case it is corporatised. There is not much substance in these arguments because even as a public sector undertaking, the railways would still belong to the public domain with the only difference that the Government then would need to provide upfront compensation to Railways for any social project taken up by Railways in advancement of Governmental policies. Corporatisation would raise the productivity of services provided

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by the Railways as it would then be relatively free from governmental control. The Workers, Managers and Executives in Railway organization would then be free to raise the productivity of their organisation and participate in its increased profitability. These also are broadly the views of Rakesh Mohan Committee. The Commission, accordingly, recommends that corporatisation of Railways as a Central Public Sector Enterprise should be considered in right earnest by the Government. This will not only benefit the employees in Railways but also the common citizens as increased productivity of Railways will ensure better services to the common citizen.

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Chapter 7.37

Ministry of Rural Development

Introduction

7.37.1 Ministry of Rural Development was earlier designated as Ministry of Rural Areas and Employment. It is responsible for development of rural areas in a coordinated manner through a wide spectrum of programmes aimed at poverty alleviation, employment generation, infrastructure development and social security. This Ministry’s main objective is to alleviate rural poverty and ensure improved quality of life for the rural population especially those below the poverty line.

Organizational structure

7.37.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total 7.37.3

Sanctioned Strength 140 305 247 148 840

In Position 115 242 177 145 679

The Ministry comprises three Departments viz.:-

1. Department of Rural Development - The Department of Rural Development is concerned with implementation of schemes for generation of self employment and wage employment, provision of housing and minor irrigation assets to rural poor, rural roads and social assistance to the destitute. The major programmes of the Department of Rural Development are National Rural Employment Guarantee Scheme, Pradhan Mantri Gram Sadak Yojana, (PMGSY), Rural Housing (RH), Sampoorna Gramin Rozgar Yojana (SGRY), Indira Awas Yojana, and Swaranjayanti Gram Swarozgar Yojana (SGSY). 2. Department of Land Resources - Department of Land Resources implements schemes for developing wastelands, desert areas and drought prone areas. Department also provides the

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services and other quality inputs such as land reforms, betterment of revenue system and land records. The major programmes of the Department of Land Resources are Drought Prone Area Programme (DPAP); the Desert Development Programme (DDP); the Integrated Wasteland Development Programme (IWDP); and Land Reforms (LR). 3. Department of Drinking Water Supply - This Department is concerned with providing supply of drinking water and sanitation facilities to the rural poor. The major programmes of the Drinking Water Supply Department are the Swajaldhara; the Accelerated Rural Water Supply Programme (ARWSP); and the Total Sanitation Programme (TSP). ants

7.37.3 Higher pay scales have been demanded for the post of ants that is presently in the pay scale of Rs.5500-9000. The post will automatically be placed in the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 that corresponds to the pre-revised pay scale of Rs.6500-10500 on of the restructuring of the pay scales being recommended by the Commission. No separate recommendation is, therefore, necessary for this post. This also holds good for the post of Data Processing Assistant Group A which too is in the scale of Rs.5500-9000 and shall come to lie in the same running pay band and grade pay.

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Chapter 7.38

Ministry of Science and Technology

Introduction

Organizational structure

7.38.1 The Ministry of Science and Technology comprises three departments, namely:1.

Department of Science & Technology- This Department is concerned with activities for promoting high end basic research and development of cutting edge technologies and servicing the technological requirements of the common man through development of appropriate skills and technologies. It is also concerned with formulation of policy statements and guidelines on science and technology; and coordination of activities of various institutions in different areas of science and technology.

2.

Department of Scientific and Industrial Research (DSIR) - This Department is concerned with activities relating to indigenous technology promotion, development, utilization and transfer.

3.

Department of Biotechnology - This Department is concerned with promotion and development of biotechnology in the country. The Department is being advised by two apex level committees viz. the Scientific Advisory Committee (SAC-DBT) and Standing Advisory Committee (overseas) SAC-O. These Committees review the ongoing programmes and suggest new and emerging areas that could be ed.

7.38.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 717 1139 7238 5892 14986

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In Position 514 990 4784 3991 10279

Various posts in National Atlas and Thematic Mapping Organisation

7.38.3 Officers working in National Atlas and Thematic Mapping Organisation have demanded upgradation of various pay scales. It is observed that no anomaly exists in the extant pay scales attached to these posts. Consequently, higher pay scales specifically to these posts cannot be recommended. Proposals have also been received from this organisation for introduction of an integrated pay scale for all the gazetted posts. The Commission has recommended group-wise running pay bands. Integrated pay scale is inherent in the revised scheme of pay bands being recommended. Demands have also been made for extending Assured Career Progression Scheme for Group A officers as recommended by the last Pay Commission. The Commission has recommended a Modified Assured Career Progression which shall also be extended to the Group A officers.

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Chapter 7.39

Ministry of Shipping, Road Transport & Highways Introduction

7.39.1 Ministry of Shipping, Road Transport & Highways comprises two Departments viz. Department of Shipping and Department of Road Transport & Highways.

Organizational structure

7.39.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 519 695 2095 1295 4604

In Position 397 560 1589 1009 3555

Department of Shipping

7.39.3 Department of Shipping has been entrusted with the responsibility of formulating policies and programmes on subjects relating to shipping and their implementation. The Department encomes all shipping and ports sectors including shipbuilding and ship-repair, major ports, national waterways, and inland water transport. The Department is headed by Secretary (Shipping) who is assisted by t Secretary (Shipping), t Secretary (Ports), Development Adviser (Ports), Chief Controller of Chartering and other officers at the level of Directors, Deputy Secretaries, Under Secretaries and other Secretariat/Technical Officers. The Finance Wing is headed by a Financial Adviser who assists in formulating and processing all policies and other proposals having financial implications. It has four attached/subordinate offices namely, Directorate General of Shipping, Mumbai; Andaman & Lakshadweep Harbour Works, Port Blair; Directorate General of Lighthouses & Lightships, New Delhi and Minor Ports Survey Organisation, Mumbai.

Department of Road Transport and Highways

7.39.4 Department of Road Transport and Highways looks after the issues relating to construction and maintenance of National Highways (NH), istration of Motor Vehicles Act and Central

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Motor Vehicles Rules; formulation of broad policies on road transport; environmental issues; automotive norms; etc. The ministry is headed by a Secretary who is assisted by a t Secretary, a Director General and an Advisor. The Financial Adviser for Department of Shipping also looks after the Finance Wing of this Department. Border Roads Organisation (BRO) is an attached office of this Department. Border Roads Organisation

7.39.5 The Border Roads Organisation (BRO) is a road construction executive force, integral to and in of the Army. It started operations in 1960. The BRO was brought into being to construct and maintain roads in the border areas, classified as General Staff (GS) roads that are developed and maintained with the funds provided by the Border Roads Development Board (BRDB), through the Department of Road Transport and Highways. Besides GS roads, BRO also executes Agency Works, which are entrusted to it by other Central Government ministries and departments. The funds for border road development are also channelised through the Ministry of Surface Transport to the Border Roads Organisation.

General Reserve Engineer Force (GREF)

7.39.6 General Reserve Engineer Force (GREF) is the force created to execute the various road construction programmes under BRO. The force comprises personnel recruited directly as well as deputationists from the civilian departments and Defence Forces. of GREF are governed by CCS Conduct Rules and are also subject to certain provisions of Army Act, 1950 and Army Rules, 1954. The of GREF are governed by CCS rules but allowances applicable to other Central Government Departments are not automatically extended to them. The force has neither the benefits of pay structure and allowances applicable to civilians nor those applicable to Defence Forces. The disciplinary matters are dealt under two sets of rules- Army Act, 1950 and CCS (CCA) Rules, 1965. It is open to the disciplinary authority to proceed under either set of rules which is confusing and there is a strong possibility of misuse. Further a GREF Chief Engineer can not exercise disciplinary powers over any Army person. This hampers efficient functioning. For proper istration and to clear any ambiguity over status, framing of the GREF rules is essential. The Commission, therefore, recommends that separate rules to regulate service conditions of GREF personnel may be formulated by the Government at the earliest. The Commission is not recommending Defence Forces status for GREF personnel as it has repercussions on applicability of Article 311 of the Constitution which does not apply to persons in defence service but affords protection against dismissal, removal or reduction in ranks of persons employed in civil capacities under the Government.

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Department of Shipping Chief Draughtsman & Assistant Director

7.39.7 In the Development Wing of Department of Shipping, post of Chief Draughtsman exists in the scale of Rs.6500-10500. This post is a common category post and the recommendations made by the Commission for this post in the Chapter on Common Categories will squarely apply in its case as well.

Island Special Duty Allowance

7.39.8 Island Special Duty Allowance has been demanded for personnel working in Directorate General of Lighthouses and Lightships, Port Blair. It has been mentioned that the allowance was being given earlier but was stopped in 2000 on the ground that the employees did not have an all India transfer liability. The Commission has considered this issue in Chapter 4.2 of the Report. Recommendations made therein will also be extended in this case.

Technician (General)

7.39.9 Post of Technician (General) presently exists in the pay scale of Rs.4500-7000. A higher pay scale has been sought for this post on the ground that the minimum qualifications prescribed for the post include diploma in Engineering. It is, however, observed that the extant RRs for the post of Technician (General) do not prescribe this minimum qualification. The post, therefore, cannot be upgraded and shall be extended only the replacement pay band and grade pay.

LDCs in Directorate General of Lighthouses and Lightships

7.39.10 LDCs in Directorate General of Lighthouses and Lightships have demanded the higher pay scale of Rs.4000-6000 on par with Tax Assistants in Central Board of Direct Taxes. No relativity can be established between these posts. The post of LDC is a common category post and a special dispensation to this post cannot be given only in one department. Only the corresponding revised pay band and grade pay shall be extended to this post.

Technicians in the Directorate General of Lighthouses and Lightships

7.39.11 Technicians in the Directorate General of Lighthouses and Lightships have demanded sea allowance on par with other staff. This allowance can only be given to the post whose inherent duties include stay at sea. Job profile of Technician is different. As such sea allowance cannot be extended in their case.

Restructuring of the Group A cadre in Directorate General of Lighthouses and Lightships

7.39.12 Restructuring of the Group A cadre in Directorate General of Lighthouses and Lightships has been proposed. The Commission has not undertaken reviews of individual cadres. As such, the demand cannot be considered.

Junior Engineers in Directorate

7.39.13 Higher pay scale of Rs.6500-10500 has been demanded as the first promotional scale for Junior Engineers in Directorate

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General of Lighthouses and Lightships

General of Lighthouses and Lightships. Junior Engineers are presently in the pay scale of Rs.5000-8000 and they need to possess diploma in engineering and will automatically be placed in the grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500 on of proposed merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Their next promotional scale will, therefore, be in the grade carrying grade pay of Rs.4600 in pay band PB-2

Group D posts in Directorate General of Lighthouses and Lightships

7.39.14 Higher pay scales have been sought for various Group D posts in Directorate General of Lighthouses and Lightships. Recommendations about Group D staff has been made in Chapter 3.7 which shall be extended to these posts as well.

Various posts of Head Light Keepers and Assistant Light Keeper

7.39.15 Higher pay scales have been sought for the posts of Head Light Keeper and Assistant Light Keeper. The post of Assistant Light Keeper is in the scale of Rs.4500-7000. The next higher pay scale of Rs.5000-8000 is only available for posts carrying minimum direct recruitment qualification of Diploma in Engineering. Extant RRs for this post do not prescribe such minimum qualification. As such, the post should be extended only the corresponding replacement pay band and grade pay. Head Light Keeper in the pay scale of Rs.5500-9000 will automatically be placed in the next higher scale of Rs.6500-10500 on of restructuring of pay scales being recommended by the Commission. No further upgradation is, therefore, necessary. Special allowance has been sought for these posts keeping in view the fact that these post holders have to work in remote and isolated coast lines. Specific allowance that compensates for the harshness and/or remoteness of a region are already available. Another specific allowance is, therefore, not required.

Restructuring of the Minor Ports Survey

7.39.16 Restructuring of the Minor Ports Survey organisation has been demanded. As stated earlier, the Commission is not undertaking review or restructuring of any individual organisation/cadre. The demand cannot, therefore, be considered. Higher pay scales have been sought for various Group D categories in Minor Ports Survey organisation. All these posts shall be governed by the recommendations made by the Commission in Chapter 3.7 of the Report.

Common category posts

7.39.17 Higher pay scales have also been sought for various common category posts. The Commission has considered these posts in Chapter 3.8 of the Report. The recommendations made therein shall be extended to these posts.

Hydrographic Survey Allowance

7.39.18 Presently, Hydrographic Surveyors are not getting any Hydrographic Survey allowance although such allowance was

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being paid to them prior to Fifth C. They have demanded that this allowance should be reintroduced on par with that payable in Defence Forces. Parity with Defence Forces in this regard is not justified and cannot be conceded. Further, the allowance has been sought on the ground that these employees have to tour remote and long distance places for long periods for which some extra compensation needs to be paid. TA/DA is payable for all official tours for the first 180 days. These employees will, accordingly, be eligible for TA/DA while on tours. No other benefit may, therefore, be necessary. The proposed TA/DA rules in Chapter 4.2 of the Report already incorporate the following provisions :“In case of stay or journey on Government ships, boats etc. or journey to remote places on foot/mules etc. for scientific/data collection purposes in organisations like FSI, Survey of India, GSI etc., daily allowance will be paid at rate equivalent to that provided for reimbursement of food bill. However, in this case the amount will be sanctioned irrespective of the actual expenditure incurred on this with the approval of the Head of Department/Controlling Officer. For journey on foot, an allowance of Rs.5 per kilometer traveled on foot shall be payable additionally.” These provisions will equally apply to Hydrographic Surveyors. No further benefit is necessary in their case. Technical Officers in Directorate General of Shipping

7.39.19 Director General of Shipping has stated that a severe shortage of Technical Officers exists in their Directorate due to the huge demand of these officers in the private sector whose salaries cannot be matched in the Government sector. Benefits like special allowance payable as a percentage of pay, permission to work on a private ship periodically for six months after every three years of service, higher retirement age, higher pay scales, etc. have been demanded. In view of the Commission, the issue can be addressed by grant of Performance Related Incentive Scheme (PRIS) and allowing the existing officers to come on contract along with contractual recruitment of fresh personnel. The contractual appointment will allow grant of higher, market driven salaries to the eligible personnel which should address the problem of shortage of officers in this grade.

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Department of Road Transport & Highways Technical Assistant

7.39.20 Post of Technical Assistant exists in the pay scale of Rs.6500-10500. This post is a promotion post for Chief Draughtsman. It has been separately proposed that Chief Draughtsman may be placed in the pay band and grade pay corresponding to the pre-revised pay scale of Rs.7450-11500. The post of Technical Assistant would, therefore, need to be upgraded and placed in a still higher pay scale. This, however, may not be possible as Technical Assistants are on par with Assistant Engineers for whom the scale of Rs.7450-11500 has been proposed. The only way to resolve the anomalous situation would be to merge the posts of Chief Draughtsman, Technical Assistants and Assistant Engineers. The Commission, accordingly, recommends the pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 for the posts of Technical Assistant/Assistant Engineer/Chief Draughtsman which may subsequently either be merged or be treated as analogous posts. To maintain the existing relativities, a similar dispensation may also be extended to the post of Assistant Engineer.

Assistant Director in the Ship Building and Repair Division

7.39.21 Higher promotional avenues have been sought for the post of Assistant Director in the Ship Building and Repair Division. The post belongs to Group A. The Commission has recommended Modified Assured Career Progression scheme which shall extend to Group A posts also. The post of Assistant Director in the Group A pay scale of Rs.8000-13500 will be covered under this scheme. No specific recommendation is, therefore, necessary.

Border Roads Organisation Overseer (Civil)

7.39.22 Higher pay scale has been demanded for the post of Overseer (Civil) in Border Roads Organisation on the ground that the minimum qualification for the post is Diploma in Engineering. The post carries minimum direct recruitment qualification of Diploma in engineering. These minimum qualifications had been prescribed in 1996. Fifth C, in their Report submitted in 1997, had recommended the scale of Rs.5000-8000 for all posts carrying minimum direct recruitment qualifications of Diploma in Engineering. This recommendation was accepted. The post should consequently have been extended the scale of Rs.5000-8000 w.e.f. 1.1.1996. This was, however, not done. The Commission, accordingly, recommends that the post of Overseer may be upgraded and merged with their promotional post of Superintendent BR Grade II (present scale Rs.4500-7000) and the combined cadre extended the scale of Rs.5000-8000. Since the Commission has recommended merger of the scales of Rs.5000-

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8000, Rs.5500-9000 and Rs.6500-10500, the post will be placed in the revised Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200. Commission also advises the Government to implement this retrospectively from 1.1.1996, at least for the purposes of fixation of pay. Superintendent Grade II

7.39.23 The post of Superintendent Grade II in the Civil Engineering and Electrical & Mechanical Cadre has been extended the pay scale of Rs.4500-7000 even though the minimum qualifications of direct recruitment include diploma in Engineering. Fifth C had recommended placement of all posts requiring minimum entry level qualification for direct recruitment of Diploma in Engineering as Rs.5000-8000. Even though the recommendation was accepted by the Government, it has not been extended in respect of this post because only some of the posts are filled through direct recruitment. This is not the correct interpretation of Fifth C recommendation as per which all posts carrying minimum qualification of Diploma in Engineering for DRs had to be placed in the scale of Rs.5000-8000. The post of Superintendent Grade II has an element of direct recruitment, minimum qualifications for which is Diploma in Engineering. The Commission, accordingly, recommends that the post of Superintendent Grade II may be placed in the Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised scale of R.5000-8000 that is now being merged with the scales of Rs.5500-9000 and Rs.6500-10500. Other posts similarly placed and carrying minimum qualification of diploma in Engineering should also be extended this pay scale.

Parity with Secretariat

7.39.24 The istrative cadre has demanded higher pay scales on par with those existing in the secretariat. The Commission has already recommended parity between similarly placed posts in headquarter organisations and field offices in Chapter 3.1 of the Report. These recommendations will be extended in the extant case as well.

Para-medical cadre

7.39.25 Higher pay scales have been sought for different posts in para-medical cadre. Post of Nursing Assistant is in Group D. It will be governed by the recommendations made by the Commission in Chapter 3.7 of the Report. The existing pay scales for other posts are appropriate and they will be extended the corresponding revised pay bands and grade pay.

Draughtsman cadre

7.39.26 In the Draughtsmen cadre, the post of Senior Draughtsman and Draughtsman (Civil) are presently lying in an identical pay scale of Rs.5000-8000. This is anomalous. Normally the Commission would have recommended upgradation of the post of Senior Draughtsman to the next higher grade. However, Draughtsmen constitute a common category and have to be

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necessarily governed by the recommendations made for this category in Chapter 3.8. The uniform cadre proposed for this common category will be extended here as well. Store Supervisor Grade I and Grade II

7.39.27 Higher pay scales have been sought for the posts of Store Supervisor Grade I and Grade II. The posts are presently in the pay scales of Rs.5000-8000 and Rs.4000-6000 respectively. The next higher post above Store Supervisor is that of Superintendent Stores and is placed in the scale of Rs.5500-9000. Upgrading the pay scales of Store Supervisor Grade II will disturb the existing hierarchical pattern. Insofar as the post of Supervisor Grade I is concerned, it will be placed in a higher scale as Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. The posts of Supervisor Grade I and Superintendent, Stores will, therefore, come to lie in an identical scale. These posts should be merged.

Foreman Superintendent (Fire)

7.39.28 Presently, the post of Superintendent (Fire) in the Foreman Cadre of DGBR exists in the same scale as that of the lower post of Assistant Fireman Supervisor. This is not justified. It is recommended that the post of Foreman Superintendent (Fire) may be upgraded and placed in the pay band PB-1 of Rs.486020200 along with grade pay of Rs.2800 corresponding to the prerevised pay scale of Rs.4500-7000. Posts in various categories of Group D exist like Barber, Blacksmith, Masalchi, Mason, Pioneers, Safaiwala, Washer man, etc. Continued existence of these posts may be necessary because the organisation works in very remote and inhospitable conditions where normal facilities for these services are not available. However, still, there is a case for upgrading the skills of these categories of employees and making them multi-skilled so that they are able to perform more than one job resulting in concomitant reduction in numbers. The Commission has outlined the dispensation in respect of Group D posts in Chapter 3.7 of the Report. The recommendations made therein shall be extended to all these posts as well.

GREF Doctors

7.39.29 GREF Doctors have demanded career progression on the pattern of CGHS. The Commission has recommended extension of Dynamic Assured Career Progression scheme to all the cadres of Doctors including isolated posts. Doctors working in GREF will automatically be covered.

HRA

7.39.30 Demands for increase in the amount of HRA have been received. It is mentioned that 80% of GREF personnel stay in remote border areas but there is no provision for separated family accommodation in their case. Consequently, they are paid HRA at the rate of 5% of basic pay that is applicable to the place of duty.

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The Commission has recommended higher rates of HRA for other places which will automatically benefit these employees. Other benefits

7.39.31 GREF personnel have asked for facilities like transportation for school going children on par with what is available to the Defence Forces personnel. This demand is justified. The Commission, accordingly, recommends that in areas where Defence Forces personnel have the facility of drop and pick-up to and from school of their school going children, the facility should also be extended at nominal charges to the GREF personnel located there.

Treatment in army hospitals

7.39.32 Presently, GREF personnel are allowed treatment in army hospitals only in case the local civil hospital certifies that accommodation is not available. This provision needs to be changed in all cases where GREF is deployed along with Defence Forces. In such areas, GREF personnel should be allowed treatment in army hospitals without any pre-conditions and on par with the facilities extended to the similarly placed Defence Forces personnel.

Uniform allowance

7.39.33 Higher rates of uniform allowance have been demanded. GREF is a uniformed force and needs to be treated on par with Central Para Military Forces as regards this allowance. It is recommended that they shall be paid uniform allowance on par with that available to similarly placed ranks in Central Para Military Forces.

Special GREF personnel allowance

7.39.34 A special GREF personnel allowance has been demanded keeping in view the hardship and difficult postings of GREF personnel. The issue was considered by the earlier two Pay Commission, which, however, did not recommend such an allowance on the ground that GREF personnel are being compensated for their difficult working conditions in the form of free rations, special compensatory allowances etc. These conditions remain valid even today. As such, a separate GREF allowance cannot be recommended. However, keeping in view the hazardous nature of duties, the Commission recommends that GREF personnel may be provided appropriate insurance cover, free of cost, by the Government.

Snow clearance allowance

7.39.35 Presently snow clearance allowance is paid to the GREF personnel. The Fifth C had recommended that this allowance may be paid at the rate of Rs.300 to Supervisors, Rs.250 for various technical categories in Group C and at the rate of Rs.150 for Nursing Assistants, Wireless Operators and Pioneers. The existing rates of this allowance should now be doubled. Further, these rates should be increased by 25% whenever dearness allowance on the revised pay bands increased by 50%.

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Recce allowance

7.39.36 Higher rates of Recce allowance have been demanded. It has been suggested that this allowance may be paid on par with daily allowance when the journey involved is more than 8 kms and movement orders are issued. The Fifth C had considered this demand wherein the rate was increased from Rs.4 per day to Rs.8 per day. While it may not be feasible to draw any linkage with daily allowance especially as daily allowance is now proposed to be paid on the basis of actual expenditure incurred subject to the specified limits, the existing rates of allowance need to be suitably enhanced to make the allowance viable. The Commission recommends that the rate of this allowance may be increased to Rs.50 per day. The rate should be increased by 25% whenever dearness allowance payable on revised pay bands goes up by 50%.

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Chapter 7.40

Ministry of Social Justice & Empowerment

Introduction

7.40.1 Ministry of Social Justice & Empowerment is entrusted with the welfare, social justice & empowerment of disadvantaged and marginalized sections of the society. 7.40.2 The Ministry is headed by a Secretary who is assisted by an Additional Secretary. The activities of the Ministry are under taken through five Bureaus namely Scheduled Castes Development Bureau , Backward Classes Bureau, Disability Bureau, Social Defense (SD) Bureau and Project, Research, Evaluation & Monitoring Bureau.

Organizational structure

7.40.3 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 60 140 114 66 380

In Position 49 129 85 70 333

Senior Investigator in National Commission for Scheduled Castes

7.40.4 The posts of Investigator and Senior Investigator in National Commission for Scheduled Castes presently exist in the pay scales of Rs.5500-9000 and Rs.6500-10500 respectively. As the Commission is recommending merger of these two pre-revised pay scales, the promotion post of Senior Investigator should be upgraded to the next higher scale of Rs.7450-11500 corresponding to the revised pay band PB -2 of Rs.8700-34800 along with a grade pay of Rs.4600. All other posts may be extended the corresponding revised replacement pay band and grade pay.

Senior Research Investigators in Planning Research Evaluation and Monitoring Division

7.40.5 Higher pay scale of Rs.7500-12000 has been demanded for the post of Senior Research Investigators in Planning Research Evaluation and Monitoring Division. The post carries minimum qualifications of a post-graduate degree with two years experience. The qualifications prescribed and the duties attached to the post do not justify a higher pay scale. As such the post may be placed

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only in the corresponding revised running pay band and grade pay. A higher pay scale has been sought for Group A officers in the Ministry because various Group B posts have been extended the pay scale of Rs.8000-13500. The Commission has covered this issue in Chapter 3.1 of the Report. No separate recommendations are, therefore, necessary on this .

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Chapter 7.41

Ministry of Statistics and Programme Implementation

Introduction

Organizational structure

7.41.1 The Ministry of Statistics and Programme Implementation was created as an independent Ministry on 15.10.1999 with the merger of the Department of Statistics and the Department of Programme Implementation. The Ministry has two wings, one relating to Statistics and the other for Programme Implementation. 1)

The Statistics Wing is the apex body in the official statistical system of the country. It is also the nodal agency for planned development of the statistical system in the country. The Wing consists of the Central Statistical Organisation (CSO), the National Sample Survey Organisation (NSSO) and the Computer Centre.

2)

The Programme Implementation Wing is concerned with monitoring of 20-point programme, monitoring of projects of Rs.20 crores and above and monitoring of the performance of Infrastructure Sectors. It is also concerned with various aspects of Member of Parliament Local Area Development Scheme.

7.41.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Indian Statistical Service

Sanctioned Strength 475 1581 3667 780 6503

In Position 328 1439 2826 692 5285

7.41.3 It has been contended that officers belonging to Indian Statistical Service face acute stagnation. Various measures have been suggested for ameliorating the extant stagnation. The Commission has considered all issues relating to Group A services

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in Chapter 3.3 of the Report. These recommendations along with those made in Chapter 6.1 will alleviate the problem of stagnation in this service. No separate recommendations are, therefore, being made for this cadre in this Chapter. Cadre review of Data Processing Division and Survey Design and Research Division of NSSO

7.41.4 Cadre review of the Ministerial staff in Data Processing Division and Survey Design and Research Division of NSSO has been sought. Various Ministerial posts in this organisation will be covered by the recommendations made by this Commission in Chapters 3.1 and 3.8 of the Report. Insofar as the issue of cadre review is concerned, the Commission has taken a conscious decision not to undertake reviews of individual cadres. No recommendations relating to cadre review are, therefore, being made.

Subordinate Statistical Service

7.41.5 A four grade structure exists in the Subordinate Statistical Service. Posts of Statistical Investigator Grade II, Grade III and Grade IV are presently in the respective pay scales of Rs.650010500, Rs.5500-9000 and Rs.5000-8000 respectively. These posts shall come to lie in an identical pay scale on of the restructuring of pay scales being recommended by the Commission. Accordingly, the post of Statistical Investigator Grade II may be placed in the next higher scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 and merged with the post of Statistical Investigator grade I that already exists in the pay scale of Rs.7450-11500. Posts of Statistical Investigator Grade III and Grade IV shall stand merged in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500.

Group D staff

7.41.6 Higher pay scales have been sought for various Group D posts in National Sample Survey. The Commission has considered the issue of Group D posts in Chapter 3.7 of the Report. The recommendations made therein shall apply to the Group D posts in this organisation as well. Parity of the posts of Assistant Director, Junior Hindi Translator and Senior Hindi Translator in field offices with those existing in Central Secretariat has been demanded. The Commission has recommended parity between similarly placed posts in the headquarters and field organisations. No separate recommendation is, therefore, necessary in this case.

LDCs & UDCs in National Sample Survey organisation

7.41.7 Higher pay scales have been sought for the post of Lower Division Clerks (LDCs) and Upper Division Clerks (UDCs) in National Sample Survey organisation. These posts are common category posts spread across various Ministries and Departments in Central Government. The functions attached to these posts are similar to those being performed by LDCs and UDCs in other

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Ministries. Accordingly, a separate dispensation cannot be recommended for them. Higher pay scales have been sought for some other common category posts as well. These shall be regulated as per the recommendations made in Chapter 3.8 of the Report.

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Chapter 7.42

Ministry of Steel

Introduction

7.42.1 The Ministry of Steel is responsible for the planning and development of iron and steel industry, development of essential inputs such as iron ore, limestone, dolomite, manganese ore, chromites, ferro-alloys, sponge iron, etc. and other related functions. There are 10 public sector undertakings and one directly managed Government company under the istrative control of this Ministry. 7.42.2 The Ministry of Steel is headed by a Secretary to the Government of India who is assisted by an Additional Secretary and Financial Adviser to Government of India, three t Secretaries, a Chief Controller of s and one Economic Adviser.

Organizational structure

7.42.3 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Technical Officers

Sanctioned Strength 42 104 73 31 250

In Position 42 101 72 31 246

7.42.4 Restructuring of the hierarchy of Technical Officers has been demanded. Technical Officers are placed in various pay scales from Rs.8000-13500 (Assistant Industrial Adviser) to Rs.16400-20000 (Industrial Adviser). No apparent anomaly exists in the hierarchy with all successive grades in distinct pay scales. The Commission is not looking into the restructuring of individual cadres/hierarchies. The problem of stagnation will be automatically addressed once running pay bands and modified AS are implemented. As such, all the posts in the hierarchy may be allowed only the corresponding replacement pay band and grade pay. The Fifth C had recommended that in order to

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ensure adequate promotional prospects, the cadre of Development Officers in the Ministry of Steel and Technical Officers in DIPP should be merged into a single cadre. ERC had observed that concerns relating to resolution of problems of the PSEs would warrant retention, at least in the near future, of all the Group A officials in the Ministry. istrative Ministry may, however, take a view as to whether the continued existence of these posts over an extended period is necessary and if not, the posts in the cadre may not be filled in future. 7.42.5 All other posts in this Ministry not belonging to common categories are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2 Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

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Chapter 7.43

Ministry of Textiles

Introduction

7.43.1 Ministry of Textiles looks after various aspects relating to textile sector including policy formulation, planning, development, export promotion and trade regulation.

Organizational structure

7.43.2 The Ministry is headed by a Secretary who is assisted in the discharge of his duties by 4 t Secretaries, one Economic Advisor and two Development Commissioners – one each for Handlooms and Handicrafts, one Textile Commissioner and one Jute Commissioner. A post of Financial Adviser also exists in the Ministry. The Ministry has two attached offices - Office of the Development Commissioner for Handlooms and Office of the Development Commissioner for Handicrafts. It also has two subordinate offices viz. Office of the Textile Commissioner and Office of the Jute Commissioner. Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 239 559 3554 1216 5568

In Position 173 437 2981 1115 4706

Demands - Boiler Attendant

7.43.3 Higher pay scale has been sought for the post of Boiler Attendant in Indian Institute of Handloom Technology (IIHT) under Office of Development Commissioner of Handlooms. The post is presently in the Group D pay scale of Rs.2650-4000 and will automatically be placed in the higher pay band PB-1 of Rs.486020200 along with a grade pay of Rs.1800 on of upgradation of all Group D posts in the lowest Group C pay scale. No further upgradation is, therefore, necessary for this post.

Junior Lecturer

7.43.4 Pay scale of Rs.8000-13500 on par with Lecturer has been demanded for the post of Junior Lecturer in Indian Institute of Handloom Technology. It is seen that the post is not comparable to that of Lecturer in colleges who are governed by AICTE norms.

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The post of Junior Lecturer in Indian Institute of Handloom Technology should, therefore, be extended only the corresponding revised pay band and grade pay. Store Keeper-cums Clerk

7.43.5 A demand has been made to rectify the disparity on grant of higher pay scale under AS to the post of Store Keeper-cums Clerk in the Office of Development Commissioner (Handicrafts). Under the revised AS being recommended in this Report, all financial upgradations shall only be to the immediate next higher grade in the common structure of running pay bands and grade pay. This will resolve all the existing disparities under the extant AS. No separate recommendation is, therefore, required on this .

Demonstrator in Chemistry

7.43.6 Higher pay scale for the post of Demonstrator in Chemistry in Office of Development Commissioner for Handloom has been demanded. The post is presently in the pay scale of Rs.3050-4590 and carries minimum qualification of a graduate degree along with one year’s experience. The duties attached to the post do not justify such high initial recruitment qualifications. In the event, a higher pay scale for the post cannot be recommended. The Ministry may review the minimum qualifications prescribed for the post.

UDCs

7.43.7 A demand has been made for extending the higher pay scale of Rs.4500-7000 to the UDCs in all Departments in the ministry on the ground that such higher pay scale has already been extended to the UDCs in the organized s services. It is seen that the higher scale of Rs.4500-7000 has only been extended to the UDCs in the organized s services and other posts similarly placed which have an element of direct recruitment. This is not the case with the UDCs in various departments in this ministry. A higher pay scale is, therefore, not justified in their case.

Ministerial and Secretarial posts

7.43.8 Parity between various ministerial and stenographic posts in the field and secretariat offices has been demanded. This issue has already been covered in Chapter 3.1 of the Report and the recommendations contained therein shall apply in this Ministry as well.

Technical Officers

7.43.9 Higher pay scale of Rs.6500-10500 on par with Inspectors in Department of Revenue has been demanded for Technical Officers in various organisations under Ministry of Textiles. The post is presently in the pay scale of Rs.5500-9000. The Commission has separately recommended the merger of pay scales of Rs.50008000, Rs.5500-9000 and Rs.6500-10500. The post of Technical Officer will, therefore, be automatically placed in the PB-2 Pay Band of Rs.8700-34800 along with a grade pay of Rs.4200

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corresponding to the pre-revised pay scale of Rs.6500-10500. No separate recommendation is, therefore, necessary in their case. AS

7.43.10 Time bound promotions and three financial upgradations under AS have been demanded. The Commission has considered the issues relating to AS etc. in Chapter 6.1 of the Report and the recommendations contained therein shall apply in respect of the employees in Ministry of Textiles as well.

Assistant Director (Technical) and Assistant Director (Economics)

7.43.11 Higher pay scale of Rs.8000-13500 has been demanded for the posts of Assistant Director (Technical) and Assistant Director (Economics) in the Office of Textile Commissioner. These posts are presently in the scale of Rs.6500-10500. On of proposed merger of existing pay scales, the feeder post of Technical officer, presently in the scale of Rs.5500-9000, will come to lie in an identical scale. This is not justified as the posts are functionally different. It is, accordingly, recommended that the posts of Assistant Director (Technical) and Assistant Director (Economics) in the Office of Textile Commissioner should be placed in the PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.745011500.

Librarian

7.43.12 The post of Librarian in Indian Institute of Handloom Technology exists in the pay scale of Rs.5500-9000. A demand has been made that the post should be given the higher pay scale of Rs.8000-13500 on par with Librarians in educational institutions under the AICTE norms. The post will automatically be placed in the higher PB-2 Pay Band of Rs.8700-34800 along with the grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500 in the revised scheme of running pay bands. The higher pay scale of Rs.8000-13500 is not justified on the basis of duties and functions attached to the post. Further, such an upgradation will also disturb many of the existing relativities. Higher pay scale of Rs.8000-13500 cannot, therefore, be extended to the post of Librarian in IIHT.

Handicrafts Promotion Officers in the Office of Development Commissioner (Handicrafts)

7.43.13 Handicrafts Promotion Officers in the Office of Development Commissioner (Handicrafts) are presently in the scale of Rs.5500-9000. Their promotional posts of Assistant Director (Handicrafts) are in the scale of Rs.6500-10500. On of restructuring of pay scales being proposed, these posts will be placed in an identical replacement pay band and grade pay. The promotional posts of Assistant Director (Handicrafts) may, therefore, be placed in the next higher pay scale of Rs.7450-11500 corresponding to the revised pay band PB 2 along with grade pay of Rs. 4600.

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Technical Supervisor (Ceramics) in the Office of Development Commissioner (Handicrafts)

7.43.14 The post of Technical Supervisor (Ceramics) is in the scale of Rs.5500-9000. Higher scale of Rs.6500-10500 has been demanded for the post on the ground that their minimum qualifications are equivalent to that of an Engineering degree. It is observed that the post carries minimum qualification of B.Sc. (Technology). The present pay scale is, therefore, justified for this post. However, on of restructuring of pay scales being proposed, the post shall be placed in same pay band and grade pay as that attached to the scale of Rs.6500-10500. No further upgradation is necessary. Group B classification has also been sought for the post of Technical Supervisor (Ceramics) in Regional Design & Technical Development Centre under office of Development Commissioner (Handicrafts), Kolkata. The post is presently classified as Group C even though it is in the pay scale of Rs.6500-10500. In the revised scheme of running pay bands, the post will be extended the PB-2 Pay Band and, as per the recommendations made in Chapter 2.2, will be classified as a Group B post. No separate recommendation is, therefore, necessary in this case.

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Chapter 7.44

Ministry of Tourism

Introduction

7.44.1 Ministry of Tourism is responsible for formulating national policies and programmes as well as for coordination of activities of various Central Government agencies, State Governments, Union Territories and the private sector for development and promotion of tourism in the country. The Ministry is headed by Secretary (Tourism) who also acts as the Director General, Tourism. There is one post of Additional Secretary and Financial Adviser, one post of t Secretary and two posts of Additional Directors General in the Ministry. India Tourism Development Corporation, which is a public sector undertaking, functions under the istrative control of this Ministry. Indian Institute of Tourism & Travel Management, National Institute of Water Sports, National Council for Hotel Management and Catering Technology and the Institutes of Hotel Management are the autonomous bodies under the charge of this Ministry.

Information Assistants

7.44.2 Ninety two posts of Information Assistants in the pay scale of Rs.5000-8000 exist. Most of these posts are located in Tourism offices in India or abroad. The Fifth C had recommended that around 52% of these posts should be placed in the higher scale of Rs.5500-9000 with the remaining posts continuing in the lower pay scale. This recommendation was, however, not implemented. The information Assistants with more than 12 years service had filed a court case that they may be granted financial upgradations under AS as per the existing hierarchy with the Ist upgradation being made in the scale of Rs.6500-10500. The Hon’ble Tribunal directed that the benefit of upgradation under AS should be in scale of Rs.6500-10500 instead of Rs.5500-9000. The Ministry has proposed that the intermediary scale of Rs.5500-9000 should be removed from the hierarchy. The Commission is separately recommending merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.650010500. On of this restructuring of pay scales, all the posts of Information Assistant shall be placed in same pay band and grade pay as that attached to the scale of Rs.6500-10500. No specific recommendation is, therefore, necessary in this regard.

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Tourist Information Officer

7.44.3 A higher pay scale has been demanded for the post of Tourist Information Officer. Post is presently in the pay scale of Rs.5500-9000. The Commission is separately recommending merger of the pay scales of Rs.5500-9000 and Rs.6500-10500. No specific recommendation is, therefore, necessary.

Assistant Director/Manager

7.44.4 Higher pay scale has been sought for the post of Assistant Director /Manager which presently exists in the scale of Rs.650010500. There are 48 such posts. The Fifth C had recommended upgradation of 24 of the then existing 52 posts of Assistant Director to the scale of Rs.8000-13500. This recommendation has not been implemented so far. The Commission observes that the next pay scale in the hierarchy is that of Assistant Director General in the scale of Rs.10000-15200. Upgrading some of the posts as recommended by Fifth C will add another layer in the hierarchy and not be in consonance with the policy of delayering that is one of the central themes of this Report with a view to bring about greater efficiency in the Government. Accordingly, the Commission recommends that the post of Assistant Director/Manager may be placed only in the corresponding replacement pay band and grade pay. Higher pay scales for the posts of Assistant Director General and Deputy Director General are also not being recommended as no anomalies exist in their existing pay scales.

Assistant & Sr. Stenographer (Non-Gazetted Group B)

7.44.5 Higher scale of Rs.6500-10500 has been sought for the posts of Assistant (Non-Gazetted Group B) and Sr. Stenographer (NonGazetted Group B) which are presently in the scale of Rs.5500-9000. The Commission is separately recommending merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. No specific recommendation is, therefore, necessary in this regard.

Private Secretary (Gazetted Group B)

7.44.6 The non-functional scale of Rs.8000-13500 given to PSs of CSSS has been demanded for Private Secretary (Gazetted Group B). The Commission is separately recommending parity of this category with that of CSSS/CSS. This will address the demand of the istrative Ministry. No specific recommendation is, therefore, necessary.

ant

7.44.7 ants in the India Tourism Office have demanded scale of Rs.5500-9000 on the ground that pay scale of ants has been revised to Rs.5500-9000 in other organizations. The post of ants in other unorganized s cadres also exists in the scale of Rs.4500-7000. Hence, a higher pay scale cannot be given to this grade.

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Hindi Translator

7.44.8 Higher scale of Rs.5500-9000 has been demanded for the post of Hindi Translator in India Tourism Offices. Post presently exists in the scale of Rs.4500-7000. It is stated that as per orders issued by Official Language Department, Ministry of Home Affairs, the scale of the post was revised to Rs.5500-9000 but this has not been implemented in their organisation. The Commission notes that while the post of Hindi Translator in Central Secretariat Official Language Service was granted the higher scale of Rs.55009000, the analogous posts in field offices have not been similarly upgraded. The Commission has separately recommended parity between similar posts in the secretariat and field offices. This will ensure that the post of Hindi Translator in field offices comes on par with the similar post in the secretariat. No specific recommendation is, therefore, necessary in this case.

Confidential Assistants

7.44.9 A higher scale has been proposed for the post of Confidential Assistant, which presently exists in the scale of Rs.5000-8000. It is observed that the post is filled on deputation basis and earlier existed in the pay scale on par with that of Assistants in CSS. Consequently, it would be appropriate to reestablish the earlier parity provided the post is filled on deputation by officials in a similar pay scale. The Commission is separately recommending merger of the pay scales of Rs.5000-8000, Rs.55009000 and Rs.6500-10500. On of this restructuring of pay scales, all the posts of Confidential Assistant shall be placed in same pay band and grade pay as that attached to the scale of Rs.6500-10500. No specific recommendation is, therefore, necessary in this regard.

ERC recommendations

7.44.10 The Commission would also like to refer to some of the recommendations made by the Expenditure Reforms Commission (ERC) regarding this Ministry (then called Department of Tourism) and the Directorate General of Tourism. ERC had recommended that the functioning of the 18 foreign offices of Department of Tourism needs to be quickly reviewed and only those offices, which are located in those countries with a large tourism potential should be retained with the remaining offices being closed down. The ERC had also recommended closure of all the 16 field offices under Directorate General of Tourism on the ground that most State Governments have well staffed tourist offices and since the Centre has to work in close collaboration with the States in promoting tourism, the effort should be for the DGT to operate directly through the State Government Tourism Departments. These recommendations of the ERC are justified and the Government should ensure that the same are implemented.

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Chapter 7.45

Ministry of Tribal Affairs

Introduction

7.45.1 The Ministry of Tribal Affairs is the nodal ministry for planning, promotion, coordination and overseeing implementation of programmes for the development of Scheduled Tribes (ST). It was hived off from the Ministry of Social Justice and Empowerment in 1999. The Ministry s 14 Tribal Research Institutes located in different States. A National Institute for Research & Training in Tribal Affairs is also being set up. The Ministry also has under it the Tribal Cooperative Marketing Federation of India Limited. At the secretariat level, the Ministry is headed by a Secretary assisted by a t Secretary. The Ministry is organized into Divisions, Sections and Units. Each division is headed by a Deputy Secretary/Director.

Organizational structure

7.45.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Junior Artist

Sanctioned Strength 33 49 29 15 126

In Position 27 38 23 14 102

7.45.3 Higher pay scale of Rs.5500-9000 for the post of Junior Artist in the Ministry has been demanded. The post of Junior Artist presently exists in the scale of Rs.4500-7000. The higher pay scale has been demanded on the ground that the Fifth C had upgraded the post of Senior Artist which was in an identical Fourth Central Pay Commission pay scale Rs.1400-2300 (corresponding Fifth C revised pay scale : Rs.4500-7000) to that of Rs.5500-9000 and a similar dispensation needed to be extended in respect of the post of Junior Artist in Ministry of Tribal Affairs The Fifth C had upgraded the feeder post of Artist Grade II in Botanical Survey of India to Rs.5000-8000 due to which the

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promotion post of Senior Artist (redesignated as Artist Grade I) had to be upgraded to the next higher scale of Rs.5500-9000. The position is not same in respect of the post of Junior Artist in this Ministry. Accordingly, a higher pay scale is not justified in this case.

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Chapter 7.46

Ministry of Urban Development

Introduction

7.46.1 Ministry of Urban Development along with Ministry of Urban Employment and Poverty Alleviation are the apex authorities of Government of India at the national level to formulate policies, sponsor and programme, coordinate the activities of various Central Ministries, State Governments and other nodal authorities and monitor the programmes concerning all the issues of urban development and housing in the country. The Ministry was constituted on 13th May, 1952 when it was called Ministry of Works, Housing & Supply. The name and the structure of this Ministry have been changed many times since its creation. In 2004, the Ministry was bifurcated into two Ministries viz. (i) Ministry of Urban Development and (ii) Ministry of Urban Employment & Poverty Alleviation.

Organizational Structure

7.46.2 Ministry of Urban Development consists of one post of Secretary (UD), one Additional Secretary and four officers in the senior istrative grade. The Ministry has the istrative control of 4 attached and 3 subordinate offices. Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 1520 4340 19807 7755 33422

In Position 1003 3825 16427 6892 28147

7.46.3 It is observed that matters pertaining to the housing and urban development have been assigned under the Constitution to the State Governments and 74th Amendment of the Constitution has further delegated many of these functions to the urban local bodies. The constitutional and legal authority of the Central Government on these issues is, therefore, limited only to Delhi and other Union Territories and to the subjects on which State Legislatures may authorize the Union Parliament to legislate.

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Central Public Works Department

7.46.4 WD is the principal agency of the Government of India for construction as well as maintenance of all Central Government buildings and projects excluding those belonging to Railways, Defence, Communication, Atomic Energy, Airports and All India Radio. The Department formally started functioning as WD in 1930.

Directorate of Printing

7.46.5 Directorate of Printing was set up in 1863 to cater to the printing needs of the Ministries and Departments of Government of India, Parliament, Election Commission and Delhi istration. It prints all confidential and secret documents of the Government. The Directorate is headed by Director of Printing. It has under its istrative control 21 Government of India Presses including 3 Text Book Presses spread throughout the country which employ about 10,000 personnel.

Directorate of Estates

7.46.6 Directorate of Estates is an attached office of Ministry of Urban Development and is headed by Director of Estates. It is mainly responsible for istration of Government estates in Delhi and 8 other cities viz. Kolkata, Mumbai, Chennai, Shimla, Chandigarh, Nagpur, Faridabad and Ghaziabad. The total housing stock in Delhi is 64,190 and at 29 other stations it is 32006. The Directorate is also responsible for istration of various related Rules and Acts like the Allotment of Government Residences (General Pool in Delhi) Rules, 1963; Requisition and Acquisition of Immovable Property Act, 1952; and Public Premises (Eviction of Unauthorised Occupants) Act, 1971. It also isters Holiday Homes at Shimla, Kanyakumari, Amarkantak, Mysore; other Government hostels as well as the various markets /shops in Government colonies in Delhi, Faridabad, Ghaziabad, Mumbai, Nagpur; and allotment of accommodation in Vigyan Bhawan.

Land and Development Office

7.46.7 Land and Development Office is responsible for the istration of landed estates of Government of India including lease, sale, mortgage, substitution, mutation, etc.

Town and Country Planning Organisation

7.46.8 The Town and Country Planning Organisation (TO) is an apex technical advisory and consultant organisation on matters concerning urban and regional planning strategies, research, appraisal, and monitoring of central Government schemes and development policies. TO provides assistance to the State Governments, Public Sector Undertakings and Local Bodies /Development Authorities on matters pertaining to urbanization, town planning, urban transportation, metropolitan planning, human settlement policies, etc. The Organisation also undertakes consultancy works on related issues.

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Government of India Stationery Office

7.46.9 The Government of India Stationery Office is responsible for the procurement and supply of paper and paper made articles and other stationery items as required for day-to-day functioning of all Ministries and Depts. of Government of India including Indian Missions abroad, Union Territories and some quasi Government organisations. Its head office is at Calcutta which is headed by the Controller of Stationery. There are three Regional Stationery Depots at New Delhi, Mumbai and Chennai.

Department of Publication

7.46.10 The Department is responsible for stocking, distribution, advertising, cataloguing and sale of Government publications including periodicals, Gazette of India and Delhi, Gazette of Ministries, attached and subordinate offices of Central Government. The Department also handles Army publications and arranges sale and distribution of such publications as per instructions issued by the Defence Authorities.

Central Public Health and Environmental Engineering Organisation( HEEO)

7.46.11 HEEO is the technical wing of Ministry of Urban Development of Government of India. It is headed by the Adviser (PHEE) who is ed by One t Adviser (PHEE), One Deputy Adviser (PHE), One Deputy Adviser (Training), Six Assistant Advisers (PHE) and One Scientific Officer along with a Section Officer and ing staff.

Central Public Works Department (WD) 1.

Engineering Wing

Jr. Engineers & Asst. Engineers

7.46.12 Higher pay scales of Rs.6500-10500 and Rs.8000-13500 have been demanded for Junior Engineers (JEs) and Assistant Engineers (AEs) in WD. No anomaly exists in the existing pay scales of JEs and AEs in WD. All diploma holder Engineers are placed in the scale of Rs.5000-8000. The post of Junior Engineers may, therefore, be placed only in the corresponding replacement pay band and grade pay. Scale of Rs.8000-13500 is the entry scale for Group A posts. The same cannot be extended to the Group B post of AE. However, the Commission has recommended the scale of Rs.745011500 for all posts of Engineers carrying minimum qualifications of a degree in engineering. Post of Assistant Engineer in WD carries these minimum qualifications. The post may, therefore, be placed in the scale of Rs.7450-11500 corresponding to the replacement pay band PB 2 along with grade pay of Rs.4600.

Project Allowance & NPA

7.46.13 Project allowance at the rate of 20% of basic pay for Engineers in the field, NPA at the rate of 20% of basic pay and

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entertainment allowance at the rate of Rs.1000 p.m. has also been sought. No rationale exists for changing the status quo in respect of Project allowance, NPA and entertainment allowance. The Commission, therefore, is unable to concede these demands. Common allowances

7.46.14 Various common allowances have been sought at higher rates. These common allowances have been discussed in the Chapter on Allowances other than DA. The recommendations made therein will also apply in this case.

Risk allowance

7.46.15 Risk allowance has been demanded for Engineers working in risk prone and hazardous areas like J&K, Ladakh etc. As per the consistent policy adopted by the Commission, Risk allowance may not be granted to the Engineers working in risk prone and hazardous areas. Instead, the Government may extend suitable life and health insurance cover, free of cost, for WD employees working in risk prone and hazardous areas. 2.

Horticulture Wing

Section Officers (Horticulture)

7.46.16 Higher pay scale of Rs.8000-13500 has been sought for the post of Section Officer (Horticulture). The post is in the scale of Rs.5000-8000 and the prescribed qualification is graduate degree in Agriculture or Horticulture. Post of Section Officers (Horticulture) in the scale of Rs.5000-8000 has a distinct relativity with JEs. The qualifications prescribed also do not justify a higher scale. The present pay scale is, therefore, appropriate. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Due to this, the post shall automatically be placed in Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500. To clear all confusion about any relativity of this post with the ministerial post of Section Officer in istrative offices, the Commission also recommends that the post of Section Officer (Horticulture) should be suitably redesignated.

Assistant Director (Horticulture)

7.46.17 Higher pay scale of Rs.8000-13500 has been sought for Assistant Director (Horticulture) who is presently in scale Rs 650010500 and is directly recruited through UPSC or by promotion from Section Officer (Horticulture). Qualification prescribed is M.Sc Agriculture with specialization in Horticulture. No anomaly exists in the extant pay scale of Assistant Director Horticulture. However, on of restructuring of pay scales being recommended, the post shall come to lie in an identical grade as that of the feeder post of Section Officer (Horticulture). A higher pay scale is, therefore, necessary for this post. The Commission recommends that the post may be placed in Pay Band PB-2 of Rs.8700-34800 along with a

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grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. Restructuring of the Horticulture Wing

7.46.18 The necessity for continued existence of a separate horticulture wing in WD for maintaining gardens etc. has to be reviewed as this work can be contracted out without any adverse repercussions. The Government may carry out this exercise at the earliest. In case, no justification is found to exist, the wing should be closed down and the existing employees relocated to suitable posts in other departments. 3.

Architects

Architects

7.46.19 Better promotional prospects are sought on the ground that Architects are recruited through UPSC with BE Architecture +2 years experience and consequently begin their career at age of 28 to 30 years. Some Officers are not able to reach SAG level till retirement. Promotional prospects will improve due to the general opening up of the Government machinery being proposed. No special recommendation for Architects cadre in WD is, therefore, necessary.

SEs

7.46.20 Higher pay scale of Rs.16400-20000 has been demanded for Superintending Engineers (SEs) with the scale of Rs.14300-18300 being the non functional selection grade for Executive Engineers (EEs) with 13 years of Group A Service. Grant of non-functional scale of Rs.14300-18300 to EEs with SEs being placed in Rs.1640020000 is not possible as it will disturb the existing relativity vis-à-vis non-technical services as well as other technical services. No anomaly also exists in the existing pay scales of these posts. No upgradation can, therefore, be recommended in this case.

Central Public Works Board

7.46.21 Constitution of Central Public Works Board on the pattern of Railways has been proposed for bringing in flexibility and cutting down delays in decision making. An independent Board may not be necessary. Greater delegation at all levels is, in any case, being proposed. Accordingly, the status quo may prevail in this respect. 4.

Drawing Staff

Drawing staff

7.46.21 Higher pay scales on par with JEs have been demanded. Common category of Draughtsman has been dealt with in the presentation on Chapter 3.8. Proposals therein will apply to Draughtsman in WD both in of pay scales as well as allowances.

Allowances

7.46.22 Allowances like Non-practicing allowance (as they form a technical category), Planning and Design allowance as given to Junior Engineers when they are posted at Planning Units and

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Supervisory allowance for handling supervisory duties, have been demanded. No justification exists for these allowances. The same can not, therefore, be recommended. Architectural Assistants

7.46.23 Architectural Assistants are presently in the scale of Rs.55009000 and will automatically be placed in the scale of Rs.6500-10500 on of restructuring being proposed. The next higher post of Technical Officers will, therefore, need to be upgraded and placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB 2 with grade pay of Rs.4600. 5.

Group D staff and Industrial workers working in WD

7.46.24 Higher pay scales have been demanded for various categories of Group D staff and Industrial workers working in WD. All these categories have been discussed in the presentations on Chapter 3.7 (Group D staff) and Chapter 3.8 (Common Categories). The recommendations made therein shall apply in this case as well. 6.

Office Superintendents

Group D, Industrial Workers in other categories

istrative Staff

7.46.25 Extension of the scale of Rs.6500-10500 has been sought for 47 posts of Office Superintendents as against the present scenario where only 32 posts have been given the higher scale. Due to the proposed merger of scales of Rs.5500-9000 and Rs.6500-10500, all the posts of Office Superintendents will be placed in the scale of Rs.6500-10500. The post is not comparable to that of Section Officer. Hence, parity with Section officers can not be recommended.

Directorate of Estates AS

7.46.26 Equitable progression under AS has been demanded. The revised scheme of Modified AS being proposed will address the issue of equitable progression under AS.

Legal Assistants

7.46.27 Higher scale of Rs.6500-10500 has been demanded for Legal Assistants who have ordinary degree + degree in Law but are placed in scale Rs 5500-9000. Due to the proposed merger, all posts of Legal Assistants will automatically be placed in the scale Rs 6500-10500. The Commission has recommended the scale of Rs.7450-11500 for all posts carrying minimum qualifications of a degree in law. Consequently, Legal Assistants in this Directorate may also be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB 2 of Rs.8700-34800 along with grade pay of Rs.4600.

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Rajabhasa staff

7.46.28 Rajabhasa staff has demanded parity with CSOLS. Commission is recommending parity between Secretariat and field offices which will automatically address the demand of Rajabhasa staff seeking parity with CSOLS.

Directorate of Printing Posts of HoD

7.46.29 The three heads of department i.e. Director of Printing, Controller of Stationary and Controller of Publication should be of the same status and pay structure benefits and promotional avenues should be identical. Different heads of department have different functional and operational duties. Their hierarchical structure is also different and hence the same scale may not be justified for different heads of department.

Assistant Managers (n.)

7.46.30 Assistant Managers (istration) in scale of Rs 650010500 have sought the non functional scale Rs 8000-13500 on par with Section Officers of CSS. The non-functional scale of Rs.800013500 can not be extended to this post because it has no relativity with the post of Section Officer in CSS.

UDC (Incharge)

7.46.31 UDCs have two channel of promotion, as Deputy Store Keeper in scale of Rs 5000-8000 and as UDC Incharge in scale Rs 4500-7000. Earlier both these posts were in the same scale of Rs 13502200. The present situation is creating anomalies since a junior UDC can be promoted as Deputy Store Keeper while a senior may be promoted as UDC Incharge. The anomaly needs to be addressed. It may be appropriate to merge the posts of UDC (Incharge) and Deputy Store Keeper. The Commission recommends accordingly.

UDC (Special /Complex)

7.46.32 UDC (Special/Complex) are presently in the scale of Rs 4000-6000 along with special pay of Rs 140. UDCs (In charge) are in the scale of Rs 4500-7000. A demand has been made that these posts should be merged. The post of UDC (Special/Complex) has different functions and is in a lower scale. The post can not, therefore, be merged with that of UDC (In charge).

Store Keepers

7.46.33 Higher scale of Rs.5500-9000 has been sought for Store Keepers who are presently in the scale of Rs 5000-8000. Post of Store Keepers and ants are Common Category posts and can not be individually upgraded in any one specific department. In any case, Commission has recommended merger of the scales of Rs.50008000, Rs.5500-9000 and Rs.6500-10500. Due to this, the post shall automatically be placed in Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500.

ants

7.46.34 Higher scale of Rs 6500-10500 on par with Junior Officers has been sought for ants on the ground that they

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supervise the entire work of establishment section, recruitment, pension, leave, vigilance, court cases, estate matters budget and s etc. The post is filled by promotion of Head Clerk, Head Computer, Stenographers, UDC and LDC and is presently in the pay scale of Rs 5500-9000. It will automatically be placed in the higher scale of Rs.6500-10500 on of the restructuring of pay scales being recommended by the Commission. Stencil men

7.46.35 Higher scale of Rs.2750-4400 has been sought for Stencil men. Stencil men belong to Group D and they will automatically be placed in the scale of Rs.2750-4400 on of restructuring of Group D posts being proposed.

Printing staff, Counter/Coupon Clerk and Cooks

7.46.36 Higher pay scales have been sought for all categories of printing staff, Counter/Coupon Clerk and Cooks. These are common category posts and have been discussed in Chapters 3.7 of the report. Recommendations contained therein shall apply in these cases also.

Nurse and Pharmacist

7.46.37 Higher scale of Rs.5500-9000 has also been sought for the posts of Nurse and Pharmacist. The posts of Nurses and Pharmacist have been discussed in presentation on Chapter 3.6. The recommendations contained therein shall apply in this case as well.

Common category & Group D posts

7.46.38 Common category of printing staff, cooks and Group D posts have been discussed in Chapters 3.7 and 3.8. Recommendations contained therein shall apply in these cases also. The posts of Nurses and Pharmacist have been discussed in Chapter 3.8.

Recommendations of ERC

7.46.39 Expenditure Reforms Commission had made detailed recommendations regarding Directorate of Printing in this Ministry. They had observed that printing was not a core function of the Ministry and that various printing presses had to be merged or transferred to other departments like Department of Posts. It was also recommended that most of the printing presses should be sold on as is where is basis with the presses at Shimla and Gangtok being closed down. All the vacant posts in this cadre were recommended to be abolished along with all future vacancies arising on of retirement, etc. The ERC had lamented the outdated costing systems and other work processes being followed in these presses and recommended implementation of a modern computer based ing system on a time-bound basis at printing presses in Nasik and Coimbatore with the system being replicated in all other presses subsequently. All these recommendations of ERC are justified and need to be implemented expeditiously in case these have already not been effected.

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Land and Development Office Parity with CSS/CSSS

7.46.40 Parity with CSS/CSSS has been demanded. The Commission is recommending parity between field offices and secretariat which will address this demand.

ants

7.46.41 Higher scale of Rs.5500-9000 has been demanded for ants. The post is presently in the scale of Rs.5000-8000. Post of ants is a common category post and cannot be upgraded specifically in one department. In any case, Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Due to this, the post shall automatically be placed in Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.650010500.

Surveyors and Senior Surveyors

7.46.42 It has been contended that the Senior Surveyors/Surveyors in other Central Government Departments like Archaeological Survey of India, Atomic Energy, Survey of India have the same qualification and job responsibilities but have been granted higher pay scale of Rs 5000-8000 and 5500-9000 whereas Surveyors and Senior Surveyors of L&DO are placed at lower pay scale of Rs 40006000 and 4500-7000. Parity in pay scales and all other benefits has been demanded. The Commission has considered this demand. It is seen that no anomaly exists in the existing pay scales of the post of Senior Surveyor/Surveyor in L&DO. The cadre structure of Surveyors in L&DO is different from that existing in ASI, Survey of India etc. The posts may, therefore, be placed only in the corresponding replacement pay band and grade pay.

Planning Assistant

7.46.43 Higher pay scale is sought for the post of Planning Assistant which is presently in the scale of Rs.5500-9000. The qualification is intermediate in Architecture or equivalent and about 2 years’ experience in Planning or Architectural Office or three years’ Diploma in Civil Engineering or Municipal Engineering with knowledge of Town planning Building Bye-laws, Zoning Regulation etc. The post is Group B non-Gazetted. Post of Planning Assistant will automatically be placed in the pay scale of Rs.6500-10500 on of restructuring being proposed.

AS

7.46.44 Better promotional avenues under AS and its extension to non-diploma engineers have also been sought. The scheme of Modified AS will ensure uniform progression of all the employees. It will also cover all employees uniformly provided they fulfill the prescribed criteria. No specific recommendation is, therefore, necessary on this issue.

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Chapter 7.47

Ministry of Water Resources

Introduction

7.47.1 The Ministry of Water Resources is responsible for laying down policy guidelines and programmes for the development and regulation of country's water resources. It is responsible for overall planning, policy formulation, coordination and guidance in the water resources sector.

Organizational structure

7.47.2 Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 1620 2202 6265 3556 13643

In Position 1298 1816 5136 2979 11229

Organizations and Bodies under this Ministry include:1. Central Water Commission. 2. Central Soil and Materials Research Station. 3. Central Ground Water Board /Central Ground Water Authority 4. Central Water & Power Research Station. 5. Farakka Barrage Project. 6. Ganga Flood Control Commission. 7. Sardar Sarovar Construction Advisory Committee. 8. Brahmaputra Board. 9. Narmada Control Authority. 10. Betwa River Board. 11. National Institute of Hydrology. 12. National Water Development Agency. 13. Bansagar Control Board. 14. Tungabhadra Board. 15. Upper Yamuna River Board.

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Computer cadre

7.47.3 Higher pay scale for various posts in the Computer cadre in Central Water Commission has been demanded. The higher pay scale is not justified either on functional considerations and the qualifications prescribed. Further the entire hierarchal relativities are likely to be disturbed in case specific upgradations are granted to some of the posts in the cadre., accordingly, all the posts shall be placed in the corresponding revised pay band and grade pay.

Extra Assistant Director (HM)

7.47.4 The post of Extra Assistant Director (HM) which is a promotional post for Senior Professional Assistant (HM) may however be placed in the pay scale of Rs.7450-11500 corresponding to the revised pay band PB-2 Rs.8700-34800 along with grade pay of Rs.4600 as its feeder post of Senior Professional Assistant will be placed in the immediate lower grade in Pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200.

Deputy Director (HM)

7.47.5 A demand has been made that the grant of non-functional scale of Rs.12000-16500 on completion of 10 years of service given to the Deputy Director in Engineering Cadre should also be extended in respect of Deputy Director (HM). It is noted that the non-functional grade of Rs.12000-16500 is given only to the technical services and the non-functional services have the nonfunctional selection grade of Rs.14000-18300. Accordingly, the demand cannot be accepted.

CWPRS

7.47.6 Higher pay scales have been sought for different posts in Central Water and Power Research Station (CWPRS). Further, Flexible Complementing Scheme has been south for Group B and C posts in CWPRS. It is seen the diploma holders cadre in CWPRS comprises the posts of Technicians, Senior Technicians and Superintendent in the pay scales of Rs.5000-8000; Rs.5500-9000 and Rs.6500-10500 respectively. It has been mentioned that in other departments the grade of Rs.5500-9000 does not exist. A similar dispensation has been demanded in CWPRS also. The Commission has recommended merger of erstwhile pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. As a result of this merger, the posts of Technician, Senior Technician and Superintendent would come to lie in an identical running Pay Band PB-2 Rs.8700-34800 along with a grade pay of Rs.4200. The Commission recommends that the posts of Technician and Senior Technician should be merged. The post of Superintendent shall be upgraded and placed in the revised Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500.

Group D posts

7.47.7 Higher pay scales have also been sought for different Group D posts in CWPRS. The pay scales of these posts will be regulated in accordance with recommendations given in Chapter

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3.7 of the Report. The common categories including those of Store Keeping Staff, Photographers, Stenographers, Librarians, Nurses, Cooks, Security officers etc. in CWPRS shall be governed by the recommendations made in Chapter 3.8 relating to common categories. Assistant Director Grade-II

7.47.8 In Central Water Commission, the post of Assistant Director Grade-II is in the scale of Rs.6500-10500 that is identical to the scale of one of its feeder cadre viz. Design Assistant. Accordingly, the Commission recommends that the post of Assistant Director Grade-II in CWP may be placed in the pay scale of Rs.7450-11500 corresponding to the revised pay band PB2 of Rs.8700-34800 along with grade pay of Rs.4600.

Laboratory Helpers

7.47.9 Higher pay scales for various Group D posts of Laboratory Helpers in Central Soil and Materials Research Station has been demanded. The posts are Group D posts and the recommendations made in Chapter 3.7 shall cover these posts.

Medical officer

7.47.10 Higher promotional avenues for the isolated post of Medical officer in Farakka Barrage Project have been demanded. Doctors working in this project have also demanded that the scheme of Dynamic Assured Career Progression be extended in their case. The issue of extending the Dynamic AS to doctors in isolated posts has been considered in Chapter 3.6 and recommendations made therein shall apply in this case as well.

Lower Division Clerks

7.47.11 Higher pay scale of Rs.4000-6000 has been demanded for the Lower Division Clerks in CWC on the ground that Postal Clerks in Postal Department has been granted such a scale. It is observed that no functional or other parity can be drawn between these posts. Even otherwise LDC is a common category post and a higher pay scale cannot be given only to the LDCs working in CWC. The post shall, therefore, be extended the corresponding revised pay band and grade pay. Parity vis-à-vis the secretariat post has been demanded for other Ministerial posts like Assistants. The Commission has already recommended parity between similarly placed posts in field offices and secretariat. No specific recommendation is, therefore, necessary on this demand.

Work Charged Staff

7.47.12 Better pay scales for various Group D posts working as Work Charged Staff in Central Water Commission has been demanded. The pay scales of these posts shall be regulated as per the recommendations made in Chapter 3.7.

Observer Grade-I

7.47.13 Higher pay scale has been demanded for the post of Observer Grade-I in Central Water Commission. The post presently exists in the pay scale of Rs.4000-6000. It is seen that the

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post of Observer Grade-II is filled, amongst others, on promotion of Khalasis. A higher pay scale is not justified for this post especially when the Commission has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Upgrading the post to Rs.5000-8000 will, therefore, virtually amount to placing it in the grade pay recommended for the posts in the pre-revised pay scale of Rs.6500-10500. A higher pay scale cannot, therefore, be extended to this post. IBM Operators

7.47.14 A demand has been made that the cadre of IBM Operators in Central Water Commission should be merged with that of Data Entry Operators. This demand has been considered, it is seen that keeping in view the nature of duties/recruitment qualifications as well as the existing hierarchy, it would not be proper to merge this cadre with other cadres. Consequently, this cadre may be retained as a dying cadre without any further recruitment being made thereto. The problem of stagnation in the cadre shall be addressed by the scheme of revised Assured Career Progression Scheme and running Pay bands.

Central Water Engineering Services

7.47.15 Restructuring of the Central Water Engineering Services has been demanded. The Commission as a matter of policy has refrained from undertaking restructuring of any individual cadres. No recommendation can, therefore, be made on this issue. It may, however, be noted that the Commission has recommended that any future cadre review should not result in creation of additional posts in the cadre. In case any additional posts are necessary on strict functional considerations, the same should be created as open posts not encadred in any cadre.

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Chapter 7.48

Ministry of Women & Child Development

Introduction

7.48.1 A separate Ministry for Women & Child Development was created in 2006. It is the nodal ministry for all matters pertaining to the welfare, development and empowerment of women and children in the country. The Ministry is involved in evolving policies, preparing plans of action, enacting legislations and implementing programmes and schemes for advancement of women and children with the of State Governments, other Government and voluntary agencies.

Organizational structure

7.48.2 The Ministry of Women and Child Development is headed by a Secretary who is assisted by three t Secretaries, one Economic Adviser, one Statistical Adviser and a Financial Adviser. Number of posts in various grades in the Ministry is as under:Group A B C D Total

Sanctioned Strength 76 134 280 171 661

In Position 65 108 253 167 593

Demands of Food & Nutrition Board

7.48.3 Full parity with secretariat posts has been demanded for various istrative posts in Food & Nutrition Board. The Commission has already recommended parity between secretariat and field offices. The recommendations in Chapter 3.1 will address this specific demand. It is however clarified that the post of Office Assistant-cum-ant in the pay scale of Rs.4500-7000 cannot be equated to that of Assistant in other field offices that exist in the pay scale of Rs.5000-8000. Consequently, only the corresponding revised pay scales shall be extended to this post.

Office Superintendent

7.48.4 It has been demanded that post of Office Superintendent in Food & Nutrition Board should be filled 100% by promotion so as to alleviate the problem of stagnation in the feeder cadre of ant/Office Assistant cum ant. The problem of stagnation will be eased in the scheme of running pay bands and

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modified Assured Career Progression Scheme being recommended in Chapters 2.2 and 6.1 of the Report. Filling up the post 50% by promotion and 50% on deputation ensures fresh infusion in the organisation. As such, the existing rule position needs to be maintained. Technical Assistant/Demons trator

7.48.5 Higher pay scale of Rs.6500-10500 has been demanded for Technical Assistant/Demonstrators in Food & Nutrition Board on the ground that the minimum qualifications include a graduate degree. No anomaly exists in the existing pay scale. However, the Commission has recommended merger of the scales of Rs.50008000, Rs.5500-9000 and Rs.6500-10500. This will meet the demand automatically. The next higher posts of Demonstration Officer Grade I and Senior Technical Assistant Chemist shall consequently be placed in PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500.

Demands of National Commission for Women

7.48.6 Staff in National Commission of Women has demanded pay scales on par with those existing for analogous posts in different departments of Government of India. This problem will be resolved once parity in pay scales between field and secretariat offices is extended as recommended in Chapter 3.1 of the Report. No separate recommendation is, therefore, necessary in this case.

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Chapter 7.49

Ministry of Youth Affairs & Sports Introduction

7.49.1 The Ministry of Youth Affairs & Sports came into being in 2000 when Department of Youth Affairs & Sports was converted into a Ministry. Its main objectives involve developing the personality of youth and involving them in various nationbuilding activities. As most of the issues concerning young people are the functions of other Ministries /Departments, like Education, Employment & Training, Health and Family Welfare, etc., the role of the Ministry of Youth Affairs & Sports is to act as a facilitator and catalytic agent.

Organizational structure

7.49.2 The Ministry is headed by a Secretary who is assisted by two t Secretaries and other officers. Number of posts in various grades in the Ministry is as under:Group A B C D Total

Recommendations

Sanctioned Strength 42 122 201 85 450

In position 36 103 158 62 359

7.49.3 Higher pay scale of Rs.10000-15200 has been demanded for the post of Youth Officer in National Service Scheme on the ground that minimum qualifications for the post are a post-graduate degree with five years work experience. It has also been mentioned that the work attached to the post is that of a Lecturer and hence the pay scale of the post be brought on par with that of Senior Lecturer. Any comparison with the post of Lecturer is not justified because the duties attached to this post are not as onerous and no teaching of graduate level students is involved. Consequently, this demand cannot be conceded. 7.49.4 All other posts in this Ministry not belonging to common categories are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2 Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

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Chapter 7.50

Department of Atomic Energy & Department of Space

Introduction

7.50.1 Department of Atomic Energy is concerned with various aspects relating to atomic energy. It is engaged in achieving energy security and societal development, including power production, developing alternate technologies for power generation, developing high yielding seeds and crops, developing medical hardware for cancer therapy, etc. Various public sector undertakings under this Department are UCIL, IREL, ECIL and NPCIL. 7.50.2 Department of Space was carved out from the Department of Atomic energy once the Space Commission was set up in 1972. The Indian Space Research Organization (ISRO) which had been constituted as an autonomous body under the Department of Atomic Energy in 1969 was transferred to Department of Space in 1975 as a full Government body. The main function of Department of Space is to develop new technologies and space systems to enhance and expand the space services for national development. The Headquarter of Department of Space is at Bangalore and it executes the national space activities through ISRO and its various centres that include : 1. 2. 3. 4. 5. 6. 7. 8. 9.

Vikram Sarabhai Space Centre (VSSC), Thiruvananthapuram ISRO Satellite Centre (ISAC), Bangalore Satish Dhawan Space Centre (SDSC), SHAR Space Applications Centre (SAC), Ahmedabad Liquid Propulsion Systems Centre (LPSC), Thiruvananthapuram, Mahendragiri and Bangalore ISRO Inertial Systems Unit (IISU), Thiruvananthapuram ISRO Telemetry, Tracking and Command Network (ISTRAC), Bangalore Development and Educational Communication Unit (DECU), Ahmedabad Master Control Facility (MCF), Hassan

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7.50.3 Apart from the aforesaid Centres, Department of Space also has many autonomous bodies like National Remote Sensing Agency, Physical Research Laboratory, National Atmospheric Research Laboratory etc., under their istrative control. 7.50.4 The Department has achieved significant advancements in the four decades of its creation. The Department is providing social services in the field of Tele-medicine, Tele-education, Village Resource Centres and Disaster Management . The Department has an ambitious space programme that envisages launch of manned capsules by 2015. Organizational structure

7.50.5

Following posts exist in Department of Atomic Energy:Group A B C D Total

Sanctioned Strength 9311 8469 12892 4847 35519

In Position 8755 8137 11580 4383 32855

Number of posts in various grades in Department of Space are as under:Group A B C D Total Special Characteristics

Sanctioned Strength 8255 3570 4498 1063 17386

In Position 7103 2808 3465 682 14058

7.50.6 Departments of Atomic Energy and Space have mission oriented R&D institutions for developing indigenous technologies. The institutions are stated to have world class infrastructure and R&D labs which require highly qualified, self-organized and selfsteering human resources. It has been pointed out that a large number of scientists/engineers leave these organizations every year and nearly 50 % vacancies arise every year as a result of resignation and VRS. Only 60-70 %of the vacancies in the cadre of scientists/engineers arising every year can be filled up as, inspite of excellent HR practices and merit promotion schemes, these departments are not able to attract talent for high tech R&D work on of the severe disparity existing between IT industry and the Government organizations both at the entry as well as the senior level.

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S & T staff

7.50.7 As regards S&T staff other than the core scientists/engineers, it has been stated that they provide substantial in realizing high precision design jobs and are essential for committed and integrated team work to enable effective utilization of resources and realization of goals.

Recommendations of FC & Subsequent improvements

7.50.8 Fifth Central Pay Commission had considered the various issues resulting to these Departments in detail and had recommended a modified flexible complementing scheme for their R&D professionals with adequate provisions being made for scientists of outstanding merit. Subsequent to implementation of recommendations of the Fifth central Pay Commission the Government, approved a special incentive package for scientists/engineers working in Departments of Atomic Energy and Space. This included:•

An incentive equivalent to 2 increments scientists/engineers up to the scale of Rs.16400-20000

•

Special pay for all scientists and engineers up to grade H

•

Annual professional update allowance of Rs.2000 per month and Rs.5000 p.a.

to

Subsequent improvements

7.50.9 Subsequent to implementation of recommendations of the Fifth central Pay Commission, the Government, in the recent past, had approved a special incentive package for scientists/engineers working in these Departments. This included grant of an incentive equivalent to 2 increments to scientists/engineers upto the scale of Rs.16400-20000. Additionally, all scientists and engineers were granted special pay (scientists/engineers upto the grade H being eligible for it) and annual professional update allowance of Rs.2000 per month and Rs.5000 p.a. respectively.

Present position and further improvements sought therein

7.50.10 Departments of Atomic Energy and Space are of the view that the aforesaid incentives have not totally addressed the large disparity in the compensation package available in the Government vis-à-vis the private sector which, therefore, needs to be bridged. They have, accordingly, proposed enhanced annual professional update allowance ranging from Rs.5000 to Rs.10000 in case of technicians and Rs.15000 to Rs.50000 in case of scientists/engineers. They have also proposed introduction of a performance linked variable increment system to recognize the individual performance. As regards the istrative staff, an identical dispensation for istrative staff in field organisations on par with istrative staff in the Department’s Secretariats has been demanded.

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Demands

7.50.11 It has, accordingly, been demanded that a more competitive remuneration package needs to be given at the entry level with higher entry level being provided for posts requiring higher qualifications. It has also been stated that the merit promotion scheme presently existing in the Department needs to be retained as it is conducive for nurturing of the talent.

Suggestions for S&T personnel made by Secretaries, DAE and DoS

7.50.12 In their t submissions to the Commission, Secretaries, DAE and DoS made the following suggestions in respect of the S&T personnel working in these departments:•

To attract best talent at entry level and higher levels, introduction of cost to Government based short-term appointments of Scientists and Engineers in DoS and DAE is essential.

•

Scientists and Engineers should be recruited at the entry level on contract basis on a cost to the Government basis with variable increments on par with those prevailing in the industry. Average performers will be asked to leave during 2 to 5 years with the best performers being offered permanent employment. At the end of 5 years, the outstanding performers shall be fixed at appropriate level in the JAG of Rs.12000-16500.

•

The existing S&T personnel in DoS & DAE should be given revised pay scales which are four times the existing pay scales. In case such pay scales are not given, the difference should be compensated through a special allowance which will be over and above the special allowance of 40% proposed by the Prime Minister for the consideration of the Commission.

•

Additionally, a performance linked variable increment system should be introduced for rewarding individual performance and excellence through grant of upto 5 additional increments. Average/below-average performers to receive only the normal annual increment. Multiple increments would ensure a fair growth in salary for outstanding employees in Government especially when in Indian MNCs/IT companies, the average increase in the entry level compensation is 3.4 times in the first five years and 6.8 times in the first 10 years.

•

HRA for all DAE and DoS employees should be paid at 30% irrespective of the place of posting.

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•

Analysis of the proposals – Contractual appointment

For the higher managerial positions, short-term contracts should be awarded at the annual rate of Rs.40 lakhs, Rs.50 lakhs & Rs.60 lakhs for candidates with 20 years, 25 years and 30 years of experience.

7.50.13 The scheme of contractual appointment for Scientists/Engineers at various levels is justified. In fact, the Commission has separately recommended recruitment of appropriate persons on contractual basis. Such contractual appointees will not be bound by the existing salary structure and the department/organization concerned will be free to offer an appropriate package depending on the market conditions. This scheme has to be implemented in these two Departments so that they are able to attract the best possible talent. The Commission, therefore, recommends introduction of the scheme of contractual appointment for Scientists/Engineers in Dos and DAE. The broad contours of the scheme would be as under:1.

Contractual appointment at entry level should be for an initial period of 3-5 years. This is in accordance with the suggestion made by DoS & DAE.

2.

Remuneration for such appointments shall be governed by the market forces without being hemmed in by any budgetary constraints.

3.

The contract should provide for an annual increase of 5% to 20% depending on the performance. A person who has not got a minimum cumulative increase of 20% in any two years of contractual appointment would be liable to have his contract terminated.

4.

Outstanding performers, at the end of the contract period, should be given the option of a new contract or of permanent absorption at an appropriate stage in the running pay band with a grade pay corresponding to what is payable to a regular employee after putting in that many minimum years of service.

5.

Existing employees may also be given the option of switching over to contractual appointment scheme provided they resign/take retirement and their normal age of superannuation would, in the ordinary course, have exceeded the prescribed duration of contractual appointment by a minimum of 2 years.

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Analysis of the proposals & Recommendations – Higher emoluments

6.

Contractual appointment may also be resorted to at higher levels without linking the compensation package with the years of experience. The expertise and skill of the suitable candidate as well as the market forces should govern the package.

7.

As a special case, unlike in other ministries/departments/organizations, the scheme of contractual appointment for scientists/engineers in DoS & DAE should be implemented with additional budgetary being made available for the same. This will ensure that these departments are able to recruit scientists/engineers for various programmes on contract basis at levels comparable to market driven salaries.

7.50.14 Higher pay scales specifically for the employees in DAE and DoS are not feasible as all Central Government employees have to be extended the standard pay scales, which, in any case, are based on the level of skill, functions discharged, qualifications prescribed, etc. The Government has recently, in October, 2007, increased the rate of annual Professional Update Allowance in DoS and DAE to Rs.10000 for scientists in pay scale below Rs.14300; Rs.20000 for scientists in pay scale beginning with Rs.14300 or higher and Rs.30000 for those in scales beginning with Rs.18400 or higher. An across the board special allowance is therefore already available for Scientists and Engineers in these departments. Any other special allowance that is given across board to all the employees, irrespective of their performance, will not lead to better productivity or motivate the employees sufficiently to give their individual best. Such an allowance will therefore be counterproductive to efficiency and stoke demands from other quarters for grant of a similar allowance. It is noted that the proposal sent by Secretaries, DoS & DAE shows that it is possible to segregate the performance of different S&T personnel as otherwise the scheme of multiple increments delineated in their proposal cannot take effect. The proposed scheme of 5 multiple increments while rewarding good performance by individual employees during a specific year however, suffers from the defect that the benefit, once given, will persist for all times and the employee will continue to draw substantially higher emoluments as well as annual increment even in a year when his performance has been average. This, in the long run, will act as a de-motivating factor for consistently high performers. 7.50.15 A better course of action would be to reward individual/group performance in any specific time-period by grant of performance related incentive. Even in MNCs/IT

591

Companies, a substantial portion of the annual growth in compensation is on of the performance linked portion of the salary where the compensation can vary every year. On an average, 30% of the salary in these companies is linked to performance which could go up, remain unchanged or decrease depending on the performance of the concerned employee. The Commission, therefore, recommends immediate introduction of PRIS in DAE and DoS. Higher increase beyond what is available on of increase in DA and normal increment should come in form of PRIS based on the individual/team based/project based performance during the reference period. PRIS would ensure that only the performance during the reference period is rewarded. Simultaneously, the scheme of variable increments discussed in Chapter 2.2 of the Report would ensure that a good performance during a year ensures some amount of permanent benefit for the succeeding years. The PRI would be based on the actual performance with out linking it to the savings made as in the case of other departments. This is necessary because S&T projects in DoS and DAE have a long gestation period and it will not be justified to link the amount of PRI payable with the savings already made. Analysis of the proposals & Recommendations – Higher HRA

7.50.16 HRA is a common allowance paid to all the employees not provided with Government accommodation and who are not eligible for CILQ. Rates of HRA depend on the place of posting. This is justified as rentals in different cities vary. As such, it may not be justified to pay HRA at the maximum rates to the employees in DAE and HRA to all DAE and DoS employees irrespective of the place of posting. The Commission recommends that DAE and DoS employees should continue to be paid HRA at normal rates.

Recommendations – istrative and S&T Staff

7.50.17 The Commission has considered the issue of istrative staff in the field offices and secretariat separately in the Report. The general recommendations made there will apply equally in Department of Atomic Energy and Department of Space as well. Insofar as the S&T staff in these Departments is concerned, it is observed that they have already been given a special dispensation in form of a merit promotion scheme vis-à-vis S&T staff in other Ministries/Departments. Something more is, however, needed to attract the brightest technicians to this Department. This is necessary because success or failure of any mission depends as much on the precision of every technician involved in the project as on the scientists who have conceptualized and operationalised the project. Consequently, the Commission recommends a special Atomic Energy Allowance and Space Technology Allowance for all technicians working in Department of Atomic Energy and Department of Space respectively. The allowance may be paid annually at the rate of

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half the minimum Update Allowance payable to the scientists working in this department. The allowance shall not be paid to the technicians who had performed only istrative or other duties of a routine nature through out the concerned year. Recommendations – Update allowance

7.50.18 Insofar as grant of enhanced update allowance is concerned, it is noted that the update allowance was given as a special package in 1996. A need existed for revising the rate of this allowance because scientists and engineers have to continuously update their technological knowledge that can be done by being a member of various professional bodies for which annual hip fees needs to be paid. The Government, however, in October, 2007, increased the rate of annual Professional Update Allowance to Rs.10000 for scientists in pay scale below Rs.14300; Rs.20000 for scientists in pay scale beginning with Rs.14300 or higher and Rs.30000 for those in scales beginning with Rs.18400 or higher. Any further increase in the rates of this allowance is, therefore, not necessary at this stage. The Commission, however, recommends that this allowance be increased by 25% whenever DA on revised pay band plus grade pay increases by 50%.

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Chapter 7.51

Cabinet Secretariat

Introduction

7.51.1 Cabinet Secretariat is responsible for the istration of the Government of India (Transaction of Business) Rules, 1961 and the Government of India (Allocation of Business) Rules 1961, facilitating smooth transaction of business in Ministries/Departments of the Government by ensuring adherence to these rules. The Cabinet Secretariat is under the direct charge of the Prime Minister. The istrative head of the Secretariat is the Cabinet Secretary who is also the ex-officio Chairman of the Civil Services Board. Cabinet Secretary is also the head of the civil services. Presently he is in the pay scale of Rs.30000 (fixed).

Organizational structure

7.51.2 The Cabinet Secretariat comprises main secretariat, Directorate General of Security, Research and Analysis Wing, t Intelligence Committee and Special Protection Group. The Directorate General of Security comprises three wings viz. Secretariat, Special Service Bureau and Aviation Research Wing. Group-wise strength of personnel in Cabinet Secretariat is as under:Group A B C D Total

Recommendations

Sanctioned Strength 1670 4800 10235 1409 18114

In Position 1499 4250 9776 1344 16869

7.51.3 Posts in Research and Analysis Wing/Directorate General of Security have been covered in a separate Report. All other posts in this organisation not belonging to common categories are covered by the pay bands and grade pay discussed by the Commission in Chapter 2.2 Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report.

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Chapter 7.52

Prime Minister's Secretariat

Introduction

7.52.1 The Prime Minister’s Office (PMO) is headed by the Principal Secretary to Prime Minister who is appointed on contract in the pay scale of Rs.30000. The Prime Minister can also appoint eligible persons of his choice as personal staff whose tenure is coterminus with that of the Prime Minister. The PMO includes the anti-corruption unit and the public wing dealing with grievances. The Prime Minister's National Relief Fund (PMNRF) and the National Defence Fund (NDF) are operated directly from the PMO.

Recommendations

7.52.2 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.53

Union Public Service Commission

Introduction

7.53.1 Union Public Service Commission was established under Article 315 of the Constitution of India. It is entrusted with recruitment to services & posts under the Union (including All India Services) through conduct of competitive examinations and through interviews; advising on the suitability of officers for appointment on promotion/transfer-on-deputation as well as all matters relating to methods of Recruitment to various services and posts. UPSC is also concerned with disciplinary cases against officials of different civil services.

Organizational set up

7.53.2 The Commission consists of a Chairman and ten whose and conditions of service are governed by the Union Public Service Commission () Regulations, 1969. 7.53.3 The Commission is serviced by a Secretariat headed by a Secretary with two Additional Secretaries, a number of t Secretaries, Deputy Secretaries and other ing staff.

s cadre staff

7.53.4 s cadre staff in UPSC has demanded parity with organized s cadre. A special dispensation has been given to the personnel in organized s cadre keeping in view the complexity of functions performed by them. s related posts exist in almost all Government Ministries/Departments outside the organized s department and there is a broad relativity between these posts. The Commission has discussed the s related posts outside organized s cadre in Chapter 3.8 relating to common categories. The recommendations contained therein shall apply to s related posts in UPSC as well.

Vigilance Assistant

7.53.5 Posts of Vigilance Assistant exist in UPSC in the pay scale Rs.5500-9000. Higher pay scale of Rs.6500-10500 has been sought for these posts on par with Assistants in CSS. The Commission has recommended parity between similarly placed posts in field and secretariat. Even otherwise, the Commission has recommended the merger of pay scales of Rs.5000-8000, Rs.5500-9000 and

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Rs.6500-10500. The post will, therefore, automatically come to lie in the PB-2 Pay Band of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.650010500. This will also be equally applicable to the posts of Estate Supervisor, Programme Assistant, Program Assistant-cum-Console Operator, Research Assistant and Library Information Assistant, all of which are presently in the pay scale of Rs.5500-9000 and for which higher pay scale of Rs.6500-10500 has been demanded. Demand of nonfunctional grade

7.53.6 The pay scale of Rs.8000-13500 on completion of four years of service has been demanded for various posts like Estate Manager & Meeting Officer, Jr. Analyst, Jr. Research Officer, Security Officer, Superintendent (DP), Reception Officer, Assistant Library & Information Officer, Data Processing & Processing Assistant and Superintendent (Typing) on the ground that the dispensation extended to the Section Officers needs to be extended to this category also. It is seen that none of these posts have any relativity either functionally or otherwise with the post of Section Officer in Central Secretariat Service., accordingly, the higher pay scale of Rs.8000-13500 on completion of 4 years of service cannot be extended in their case. However, consequent to restructuring of existing pay scales being recommended by the Commission, the posts shall be placed in revised pay band PB-2 of Rs.8700-34800 along with higher grade pay of Rs.4600 corresponding to the prerevised pay scale of Rs.7450-11500.

LDC (Ex-cadre)

7.53.7 Promotional avenues have been demanded for the post of LDC ex-cadre existing in UPSC on the ground that no promotional prospects are available for these posts. Commission has recommended running pay bands and a modified AS to alleviate the problem of stagnation. This will address the problem of stagnation in the case of LDC ex-cadre as well. No justification exists for continued operation of this post. It is, therefore, recommended that no further recruitment should be made for this post and it should be phased out with their present duties being given to regular LDCs.

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Chapter 7.54

Central Vigilance Commission

Introduction

7.54.1 CVC is the apex vigilance institution monitoring all vigilance activity under the Central Government and advising various authorities in Central Government organizations in planning, executing, reviewing and reforming their vigilance work. From 25th August, 1998, Central Vigilance Commission has been given statutory status. The Commission consists of a Central Vigilance Commissioner and not more than two Vigilance Commissioners.

Organizational structure

7.54.2 The Central Vigilance Commission has its own Secretariat, Chief Technical Examiners' Wing (CTE) and a wing of Commissioners for Departmental Inquiries (CDI). The strength of officials in various grades in the Commission is as under:Group A B C D Total

Sanctioned Strength 47 92 73 73 285

In Position 44 78 58 62 242

The Central Vigilance Commission has its own Secretariat. The Central Vigilance Commissioner in the scale of Rs.30000 (fixed) heads the Commission. The Commissioners of Departmental Inquiry in the scales of Rs.14300-18300/Rs.12000-16500 function as Inquiry Officers to conduct Oral inquiries in departmental proceeding initiated against public servants. Non-participating office

7.54.3 While the CVC secretariat is a non participating office in the Central Secretariat Service, the posts of and above the level of Deputy Secretary are filled on deputation under the Central Staffing Scheme.

Parity with CSS/CSSS

7.54.4 The Ministerial staff in CVC has demanded parity with similarly placed posts in Central Secretariat Service and Central Secretariat Stenographers Service. The Commission has separately

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recommended full parity between all such posts whether in field offices or in secretariat or whether belonging to CSS/CSSS or otherwise. This will meet the instant demand of ministerial staff in CVC. Special allowance and special pay

7.54.5 A special allowance has also been demanded for the officers posted in CVC in view of the sensitive nature of their work. It has been further contended that a special allowance already having been introduced in CBI, a similar benefit needed to be extended in CVC as it was the controlling office of CBI in certain respects. As mentioned in Chapter 1.2, the Commission is not in favour of extending any special allowance to a specific organisation because the special nature of work should reflect in a commensurate pay scale. Further, the Commission has recommended substantial increase in the actual amount of deputation allowance. All the posts of the level of Deputy Secretary and above in the organisation are filled on deputation. Accordingly, the officers in CVC will gain in any case on this . No further pecuniary benefit in form of a special allowance is, therefore, justified for officers in CVC. The special pay already available to Technical Advisers, Assistant Technical Advisers and Junior Technical Advisers may, however, be doubled to Rs.1600, Rs.600 and Rs.400 p.m. respectively. As earlier recommended by the Fifth Central Pay Commission, the special pay should be re-designated as special allowance.

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Chapter 7.55

Election Commission of India

Introduction

7.55.1 Election Commission of India is a permanent Constitutional Body. The Election Commission was established in accordance with the Constitution on 25th January 1950. The Constitution of India has vested in the Election Commission of India the superintendence, direction and control of the entire process for conduct of elections to Parliament and Legislature of every State and to the offices of President and Vice-President of India. 7.55.2 Originally the Commission had only a Chief Election Commissioner. It currently consists of Chief Election Commissioner and two Election Commissioners. The President appoints the Chief Election Commissioner and Election Commissioners. They have tenure of six years, or up to the age of 65 years, whichever is earlier. They enjoy the same status and receive salary and perks as available to Judges of the Supreme Court of India. 7.55.3 The Commission has a separate Secretariat at New Delhi, consisting of about 300 officials. Two or three Deputy Election Commissioners who are the senior most officers in the Secretariat assist the Commission. They are generally appointed on tenure basis from various civil services of the country. Deputy Election Commissioners are ed by Directors, Principal Secretaries, and Secretaries, Under Secretaries and Deputy Directors. There is functional and territorial distribution of work in the Commission. The work is organized in Divisions, Branches and sections with each of the sections being headed by a Section Officer. The territorial work is distributed among separate units responsible for different Zones into which the 35 constituent States and Union Territories of the country are grouped for convenience of management. 7.55.4 All the existing posts in this organisation, not belonging to common categories, are covered by the pay bands and grade pay discussed by this Commission in Chapter 2.2. Common category posts shall be governed by recommendations made in Chapter 3.8.

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Chapter 7.56

Indian Audit & s Department

Introduction

7.56.1 Indian Audit and s Department assists the Comptroller and Auditor General of India in carrying out the various allotted functions. The Department consists of about fifty thousand employees and is functionally organised into 104 specialized formations throughout the country. Indian Audits and s Service (IA&AS), an organised Group A Central Service functions from this Department. 7.56.2 At the apex of the Indian Audit and s Department is the office of the Comptroller and Auditor General which directs monitors and controls all activities connected with audit, s and entitlement functions of the Department. Offices of the ants General (Audit) also exist and are responsible for audit of all receipts and expenditure of the Provincial Governments, and audit of Provincial Government companies, corporations and autonomous bodies. Offices of the Principal Directors of Audit are responsible for audit of the activities of the Central Government, including Civil Ministries and Departments, Overseas Establishments, Defence, Indian Railways, etc.

Demands made before the Commission

7.56.3 Parity with various posts in the secretariat has been demanded with posts of Senior Auditors/ants being equated to the Assistants; higher scale of Rs.7500-12000 being sought for Section Officers; Assistant s/Audit Officers being placed on par with the non-functional scale of Rs.8000-13500 for Section Officers; Senior s/Audit Officers being equated with the Under Secretaries in Central Secretariat. Parity has also been demanded for the posts in Stenographer, EDP, Official Language cadres. Certain other demands relating to dearness allowance, HRA, TA/DA and other common issues have also been made. The demands relating to common issues are discussed in the concerned Chapters relating to these issues. The same are not being separately considered in this Chapter.

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Analysis

7.56.4 The existing hierarchical structure of s/Audit posts in IA&AD is as under:Category of post

Existing pay scales

Auditor/ants

Rs.4500-125-7000

Senior Auditor/ants (SA)

Rs.5500-175-9000

Section Officer (SO)

Rs.6500-200-10500

Assistant s/Audit Officer (AAO)

Rs.7450-225-11500

s/Audit Officer (AO)

Rs.7500-250-12000

Senior s/Audit Officer (SAO)

Rs.8000-275-13500

7.56.5 Senior Auditors/ants (SA) have always claimed parity with Assistants in Central Secretariat Service (CSS). Numerous court judgments and the Board of Arbitration under the scheme of t Consultative Machinery have recommended such parity. Fifth C had recommended the lower scale of Rs.5000-8000 for SAs, however their pay scale was subsequently revised to Rs.5500-9000 by the Government in a separate and unrelated development arising out of implementation of recommendations of Fifth C. The genesis of this upgradation was that the Fifth C had upgraded the pay scales of some Ministerial categories in Railways. This affected the established relativities of these posts visà-vis the s staff in Railways whose pay scales had traditionally been higher as under:(a)

Prior to Fifth C the post of s Assistant in Railways was in the scale of Rs.1400-2600 (Revised: Rs.5000-8000) whereas that of Head Clerk in the lower scale of Rs.1400-2300 (Revised: Rs.4500-7000). However, after Fifth C the posts of s Assistant and Head Clerk were placed in the identical scale of Rs.5000-8000;

(b)

Prior to Fifth C, the post of Section Officer/Inspector of s was in a higher pay scale of Rs.1640-2900 (Revised: Rs.5500-9000) vis-à-vis that of Office Supdt. Gr.II which was in the scale of Rs.1600-2660 (Revised: Rs.5000-8000). Fifth C, placed these posts in an identical pay scale of Rs.55009000.

(c)

Junior s Assistants and Senior Clerk were in the same Fourth C pay scale of Rs.1200-2040 (Revised: Rs.4000-6000). Fifth C placed the post of Senior Clerks in the scale of Rs.4500-7000 whereas Junior s Assistants remained in the lower scale of Rs.4000-6000.

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7.56.6 Higher pay scales were, therefore, extended to the s staff of Railways notionally w.e.f. 1.1.1996 being the date on which the higher pay scales were extended in respect of the ministerial posts in Railways subsequent to implementation of recommendations of Fifth C. Thereafter, vide O.M. dated 28.2.2003, such higher pay scales were extended notionally w.e.f. 1.1.1996 with actual payments being made prospectively to the analogous posts in all the organized s cadres so as to maintain the traditional relativity which had always existed between these cadres. As a result of these orders, the posts of Senior ants/Senior Auditors in IA&AD came to be placed in the scale of Rs.5500-9000 identical to the then existing pay scale of Assistants in CSS. This, however, did not mean that the Government had conceded parity between the posts of Assistants in CSS and Senior Auditors/Senior ants in organized s departments and the actual fact was that these posts happened to come to the identical scale on of a totally unrelated development. 7.56.7 The demand for parity between these posts was subsequently considered in arbitration proceedings before the Board of Arbitration who observed that identical pay scales having already been given by the Government, the demand for parity between SAs and Assistants in CSS had to be conceded. 7.56.8 It is, therefore, observed that the Government has never conceded the principle of parity between Assistants of CSS and the Senior Auditors/ants in various organized Department including IA&AD. The demand for parity has again been raised because the pay scale of Assistants in CSS was subsequently revised to Rs.6500-10500. This has led to a similar dispensation being demanded by SAs in all organized s department including IA&AD. The Commission does not consider it necessary to go into the merit of the demand of parity between SAs and Assistants of CSS because it is recommending merger of the pre-revised pay scales of Rs.5500-9000 and Rs.6500-10500 which will automatically place Assistants in CSS and SAs in an identical revised pay band and grade pay. 7.56.9 Insofar as other posts are concerned, it is observed that a clear cut parity of these posts vis-à-vis those existing in the Central Secretariat Service has never been established in past and it is difficult to establish any parity even now. The proposed upgradations for the posts of SAO, AO will, therefore, have to be considered on merits. It is observed that the post of SAO constitutes a feeder cadre for induction into IA&AS. The entry grade for IA&AS is presently Rs.8000-13500 which is identical to the scale of

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SAOs. Upgrading their pay scale any further will place them in a higher level than the entry grade of IA&AS which is a promotion post. This will be anomalous. The existing pay scale of SAO will, therefore, need to be maintained. Merger of the Fifth C pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 will place the posts of Senior Auditor/ant and Section Officer in an identical pay band and grade pay even though the former are a feeder grade for promotion to the latter. The post of Section Officer would, therefore, also need to be upgraded. The post will consequently be placed in the next higher grade carrying grade pay of Rs.4800 in pay band PB-2 of Rs.8700-34800 that corresponds to the pre-revised pay scale of Rs.7500-12000. This upgradation will place the posts of Section Officer and Assistant s/Audit Officer in an identical pay scale, thus necessitating the upgradation of the latter category. The posts of Assistant s/Audit Officer and s/Audit Officer should, therefore, be merged in the pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4800 that corresponds to the pre-revised pay scale of Rs.750012000. The post of Senior s/Audit Officer shall be placed in the corresponding revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.5400. The existing parity between posts in various organized cadres shall be maintained. Accordingly, the aforesaid structure being recommended in IA&AD will be extended in case of other organized s cadres like Controller General of s, Controller General of Defence s, Railways s, Postal s, Telecom s. Other posts in IA&AD

7.56.10 The Commission has separately recommended parity between Secretariat and non-Secretariat organisations in Chapter 3.1 of the Report. Recommendations have also been made for various common categories posts in Chapter 3.8. These recommendations will also extend to the posts in IA&AD. The Group D posts in this department shall be governed by the recommendations made in Chapter 3.7 of the Report. All Central Group A services have been considered in Chapter 3.3 of the Report. The recommendations made therein shall also extend to officers in IA&AS.

Divisional ants

7.56.11 Divisional ants/Divisional s Officers constitute a separate cadre in 13 States under the istrative control of IAAD. They discharge the role of Financial Advisers to the Executive Engineers and ensure a measure of proficiency in the ing of public works transactions besides serving the needs of internal audit. The existing structure is as follows:-

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Categories of Post

Existing Pay Scale (Rs.)

Divisional ant

5500-175-9000

Divisional s Officer Grade-II

6500-200-10500

Divisional s Officer Grade-I (Group B gazetted)

7450-225-11500

Sr. Divisional s Officer

7500-300-12000

Demands

7.56.12 Federations of Divisional ants have demanded entry pay scale of Rs.7500-12000 along with provisions of appropriate higher grades. They have also demanded better rate for allowance like traveling allowance and an appropriate Assured Career Progression Scheme on par with that available to the employees in IA&AD.

Analysis

7.56.13 The existing structure of Divisional ants cadre has an established parity with that of auditor/ants in IA&AD with the post of Divisional ant being placed in an identical scale as that of Senior Auditor/ant. The other posts in the hierarchy of Divisional ants also follow an identical patter as that obtaining in the ants cadre in IA&AD. This parity will need to be maintained. The Commission consequently recommends the following revised pay structure for the cadre of Divisional ants:(in Rs.) Corresponding Recommen- Pay Band & Present pay Grade Pay Designation ded pay scale scale Pay Grade Band Pay Divisional 5500-9000 6500-10500 PB-2 4200 ant Divisional 6500-10500 7450-11500 PB-2 4600 s Officer Grade-II Divisional 7450-11500 7500-12000 PB-2 4800 s Officer Grade-I (Group B gazetted) Sr. Divisional 7500-12000 8000-13500 PB-3 5400 s Officer

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7.56.14 The Commission has recommended Modified Assured Career Progression for all Central Government employees. These recommendations shall also extend to the cadre of Divisional ants. Recommendations relating to revision of rates of various allowances shall also apply to the cadre of Divisional ants. No separate recommendations are, therefore, necessary in their case.

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Chapter 7.57

Union Territories

Introduction

7.57.1 There are seven Union territories, namely: i. Andaman and Nicobar Islands ii. Chandigarh iii. Dadra and Nagar Haveli iv. Daman and Diu v. Lakshadweep vi. National Capital Territory of Delhi vii. Puducherry 7.57.2 Out of the above seven Union territories, National Capital Territory of Delhi and Puducherry have legislatures, Council of Ministers and Consolidated Funds. The rest of the Union territories are without legislature.

7.57.3 The total area covered by the seven Union territories is 10,973 sq. km. and their population, as per the 2001 census, is 1,64,53,676.

7.57.4 The Union Territories are specified in Schedule I, Part II of the Constitution. These territories are istered in accordance with the provisions of articles 239 to 241 of the Constitution. Under the Government of India (Allocation of Business) Rules 1961, Ministry of Home Affairs is the nodal Ministry for all matters of Union territories relating to Legislation, Finance and Budget, Services and appointment of Lt. Governors /s. Every Union Territory is istered by an appointed by the President under Article 239 of the Constitution. In Delhi, Puducherry and Andaman & Nicobar Islands, the Lt. Governors are designated as s. In Chandigarh the Governor of Punjab is appointed as the . In the other Union territories, senior officers of the AGMUT cadre of IAS are appointed as s.

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Common Categories Secretariat Staff

7.57.5 The Commission has recommended parity between Central Secretariat and field staff in all Central Government organizations. This parity justifiably has to be extended to the Secretariat staff of the UTs whose pay scales are generally on par with those in the field organizations of the Central Government. The Commission, accordingly, recommends pay scales on par with those existing in the Central Secretariat for the Secretariat staff of various UTs.

Police

7.57.6 Delhi Police is under the istrative control of Ministry of Home Affairs. All issues relating to Delhi Police are discussed in the Chapter on Ministry of Home Affairs. Presently, pay scales in other UTs vary. The job profile of police personnel in all UTs other than Delhi is similar. The Commission, therefore, recommends the following pay structure for police personnel in UTs other than Delhi:-

Designation

Constable Head Constable Assistant Sub Inspector Sub Inspector Inspector

Present pay scale

Recommended pay scale

3050-4590 3200-4900 4000-6000

3200-4900 4000-6000 4500-7000

(in Rs.) Corresponding Pay Band & Grade Pay Pay Grade Band Pay PB-1 2000* PB-1 2400 PB-1 2800

5500-9000 6500-10500

6500-10500 7450-11500

PB-2 PB-2

4200 4600

* Constables presently in a pay scale lower than Rs.3050-4590 shall be placed in the revised pay band PB-1 of 4860-20200 along with grade pay of Rs.1800. Forest Staff

7.57.7 The Fifth C had established parity between following posts of the Forest Staff and Police :Post in Forest Department

Comparable post in Police

Forest Guard/Forest Protection Force

Constable

Head Forest Guard

Head Constable

Forester/analogous posts

Assistant Sub Inspector

Range Officer/Senior Forest Ranger

Sub Inspector

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This parity shall need to be maintained. Keeping in view the upgradations recommended for various posts in Police, the Commission recommends following pay scales for comparable posts in the Forest Departments in various UTs :(in Rs.) Corresponding Recommen- Pay Band & Designation ded pay Grade Pay scale Pay Grade Band Pay Forest Guard/Forest 3200-4900 PB-1 2000* Protection Force Head Forest Guard 4000-6000 PB-1 2400 Forester/analogous posts 4500-7000 PB-1 2800 Range Officer/Senior Forest 6500-10500* PB-2 4200 Ranger * On of merger of the pay scales. Teaching Staff

7.57.8 The Commission has made recommendations for Teaching staff in the Chapter on Common Categories. The recommendations contained therein shall equally apply to similarly placed Teachers in various UTs.

Nursing & Para Medical Staff

7.57.9 The Commission has made recommendations for Nursing staff in the Chapter on Common Categories and Para Medical Staff. The recommendations contained therein shall equally apply to similarly placed Nurses and para medical staff in various UTs.

Fire staff

7.57.10 The Commission has made specific recommendations about the common category of Fire Staff in Chapter 3.8 on Common Categories wherein the existing parities of the post of Fire Staff visà-vis Police have been maintained. These recommendations shall equally apply to the Fire Staff of different Union Territories. The existing structure in some UTs where Fire Brigade forms a part of the Police Department shall continue.

Tehsildars, Deputy Tehsildars and allied staff

7.57.11 Tehsildars and Deputy Tehsildars in various UTs have an established relativity with the posts of Inspector and Sub Inspector of Police. Fifth C had also recommended identical pay scales for these posts. This parity may need to be maintained. Since Inspectors and Sub Inspectors of Police are being placed in the respective scales of Rs.7450-11500 and Rs.6500-10500, a similar dispensation may need to be extended to Tehsildars and Deputy Tehsildars. The Commission, accordingly, recommends the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 for Tehsildars and of Rs.6500-10500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along

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with grade pay of Rs.4200 for Deputy Tehsildars. Extension Officers have an established parity with the post of Deputy Tehsildars. Accordingly, these posts will also need to be placed in the scale of Rs.6500-10500 on par with Deputy Tehsildars. Other Common Categories

7.57.12 The Commission has made recommendations for other common categories in Chapter 3.8. The recommendations contained therein shall also apply for similarly placed other common categories in various UTs.

Chandigarh

7.57.13 In Chandigarh istration, all posts are filled on deputation with the senior posts being manned by the IAS and IPS officers of the AGMUT cadre. No recommendation specific to the posts in Chandigarh istration is, therefore, required.

Union Territory of Delhi Prison Department

7.57.14 Employees in the Prison Department have demanded parity with various posts in Delhi Police. It has been mentioned that upto Third Pay Commission the posts in the Prison Department and Police Departments had similar pay scales and in some cases the pay scales of posts in Prison Department were higher but since then the parity has been disturbed because of unilateral upgradation of pay scales of various posts in Delhi Police and that the parity needs to be restored. It is seen that the functions of Delhi Police are distinct from those of the Prison staff. The police are basically concerned with maintaining law and order whereas prison staff are involved in reformation and detention of convicts, under trials and other persons sent to judicial custody. Hence, no comparison can be drawn between various posts in these two cadres. Accordingly, only the corresponding revised running pay bands and grade pay shall be extended to the various posts in the Prison Department. A specific allowance for dealing with criminals has also been demanded for the Prison staff. No justification exists for grant of this allowance.

Archaeological Engineer

7.57.15 A higher pay scale for the post of Archaeological Engineer in Department of Archaeology has been demanded on the ground that the entry level qualification for this post is Bachelor of Engineering and the Engineers in the Archaeological Survey of India are recruited in the pay scale of Rs.8000-13500. It is observed that the pay scale of Rs.8000-13500 is the entry level pay scale for Group A posts. For other posts requiring minimum qualification of Bachelor’s Degree in Engineering, the pay scale of Rs.6500-10500 is prescribed generally. The Commission, as a general policy, has recommended the scale of Rs.7450-11500 for all posts requiring entry level qualification of Bachelor of Engineering in groups other than

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A. The post shall also be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB 2 of Rs.8700-34800 along with grade pay of Rs.4600. Horticulture Assistant, Conservation Assistant and Surveyor

7.57.16 Higher pay scales have been sought for the posts of Horticulture Assistant, Conservation Assistant and Surveyor in Department of Archaeology in Government of Delhi that are presently in the pre-revised pay scale of Rs.4500-7000. The minimum qualification prescribed for the post of Conservation Assistant is Diploma in Engineering. The posts should, therefore, be placed in the Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200. The post of Horticulture Assistant that has relativity with the posts of Conservation Assistant will also need to be similarly upgraded.

Departments of Revenue & Development

7.57.17 Presently, posts of Village Level Worker and Senior Village Level Worker exist in the respective pay scales of Rs.3200-4900 and Rs.4000-6000. Their functions are same. It is also mentioned that minimum qualifications prescribed for the post of Village Level Worker/Gramin Level Worker is a diploma in Agriculture for which minimum qualification is a graduate degree. It may, therefore, be appropriate to merge these posts. The posts shall, therefore, stand merged. This will also be in consonance with the policy of delayering. The next higher posts of Horticulture Assistant, Technical Assistant, Plant Protection Assistant have an established parity with the post of Extension officer. These posts may, therefore, need to be placed in an identical scale as that of Extension Officer. The Commission, accordingly, recommends the scale of Rs.650010500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 for the posts of Horticulture Assistant, Technical Assistant and Plant Protection Assistant.

Craft Instructors

7.57.18 Craft Instructors in the Government ITI have demanded the higher pay scale of Rs.5500-9000. They are presently in the pay scale of Rs.5000-8000. The pay scales of Rs.5000-8000 and Rs.5500-9000 are, in any case, being merged. As such no specific recommendation is needed for this demand.

Principal in ITI

7.57.19 A higher pay scale has been sought for the post of Principal in ITI. Delhi Government has clarified that the pay scale of Principals of ITI under Delhi Government and the neighboring States are same at present. No anomaly exists in the existing pay scale of this post. Accordingly, higher pay scale cannot be recommended for this post.

Teachers

7.57.20 Demands have been received for increasing pay scales of various grades of Teachers in the Education Department of Government of NCT of Delhi. The Commission has given specific

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recommendations for the common category of Teachers in Chapter 3.8 of the Report. Recommendations contained therein shall apply in respect of Teachers in UT of Delhi. Librarians and the Library staff

7.57.21 Recommendations made in Chapter 3.8 in respect of Librarians and the Library staff shall also be extended to the similarly placed posts in UT of Delhi.

Operation Wing, Pollution Wing and Enforcement Wing

7.57.22 Higher pay scales have been sought for various posts in the Operation Wing, Pollution Wing and Enforcement Wing of the Transport Department in Government of NCT of Delhi. It is seen that no anomalies exist in the present pay scales attached to these posts. Therefore, only corresponding running pay bands and grade pay shall apply in respect of these posts.

s cadre

7.57.23 The organized s cadre in Government of NCT of Delhi has demanded restructuring of their cadre. The Commission, as a matter of policy, is not considering restructuring of any individual cadres/services. Hence, no recommendation can be made in this regard. It is, however, observed that the s cadre in Delhi Government has been structured in consonance with the organized s Cadre in Central Government. The recommendations made in respect of organized s Cadre in the Central Government shall, therefore, apply in case of organized s Cadre in Government of Delhi also.

Superintendent and Deputy Director (Technical)

7.57.24 An anomaly has been pointed out in the pay scales of Superintendent and Deputy Director (Technical) in Department of Social Welfare in Delhi Government. It is mentioned that the posts of Superintendent and Deputy Director (Technical) were earlier in the Fourth C pay scales of Rs.3000-4500 and Rs.3000-5000 respectively but came to be placed in the Fifth C revised pay scale of Rs.10000-15200 on of merger of these two pre-revised pay scales by the Fifth C. It is, however, observed that the posts of Superintendent and Deputy Director (Technical) were merged once they came to lie in an identical pay scale. Hence no anomaly exists at present. Insofar as the issue of providing a suitable promotional avenue for the post of Deputy Director (Technical) is concerned, Government of Delhi have informed that a proposal for creation of a post of t Director (Programme) in the pay scale of Rs.1200016500 is already under consideration. It is clarified that the Commission is not in favor of creating additional grades merely to provide promotional avenues to the employees. Posts in any grade should be created strictly on functional considerations. The scheme of running pay bands and modified Assured Career Progression recommended elsewhere in the Report will ameliorate the problem of stagnation.

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Assistant Project Officer & Project Officer

7.57.25 Higher pay scale on par with Assistants of Central Secretariat Service has been sought for the post of Assistant Project Officer that is presently in the pay scale of Rs.5500-9000. The post will automatically be placed in the higher revised running PB-2 Pay Band of Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-10500 on of restructuring of the pay scales being recommended by the Commission. No separate recommendation is, therefore, necessary in this case. However, the next higher post of Project Officer shall now be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600. This will ensure that the promotion and the feeder posts do not come to lie in an identical grade.

Rehabilitation Centres

7.57.26 Higher pay scales have been sought for various posts in Rehabilitation Centres. These demands were considered and it is seen that the present pay scales for these posts are justified. Accordingly, only the corresponding revised running pay band and grade pay shall apply in their case.

Inspectorate of Boilers and Electrical Inspectorate

7.57.27 Different posts in Inspectorate of Boilers and Electrical Inspectorate in Labour Department have demanded higher pay scales on the ground that pay scales of analogous posts in some of the other States are higher. It is seen that the present pay scales are appropriate in view of the minimum qualifications prescribed and the functions attached to these posts. Comparison with other States is not really justified because these posts have established relativities with other posts in Delhi Government itself. As such, only the corresponding replacement pay bands and grade pay shall apply to these posts.

Programmers and Electronic Data Processing staff

7.57.28 Programmers and EDP staff in Department of Information Technology under Government of Delhi have demanded higher pay scales. The recommendations made by this Commission in Chapter 3.8 regarding EDP staff shall apply in their case as well.

District Staff Officer, Store Superintendent, Company Commander, Inspecting Officer and Senior Instructor

7.57.29 In the Home Guards and Civil Defence organisation under Government of Delhi, posts of District Staff Officer, Store Superintendent, Company Commander, Inspecting Officer and Senior Instructor exist in the pay scale of Rs.5500-9000. As a consequence of rationalization of pay scales being recommended by the Commission, pre-revised pay scales of Rs.5000-8000, Rs.55009000 and Rs.6500-10500 will carry an identical grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800. Accordingly, the next higher post of Junior Staff Officer shall be upgraded and placed in the PB-2 Pay Band of Rs.8700-34800 along with a grade pay of

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Rs.4600. Higher pay scales have also been sought for Junior Instructors and Instructors in this organisation. The Commission is of the view that the duties and qualifications attached to the posts do not justify a higher pay scale. Corresponding replacement pay bands and grade pay shall also apply for other posts, not belonging to common categories, in these organisations. Common category posts, in any case, shall be governed by recommendations made in Chapter 3.8 of the Report. The posts presently in Group D shall be dealt in accordance with the recommendations made by this Commission in Chapter 3.7 of the Report. Public Prosecutor

7.57.30 Higher pay scales have been demanded for the cadre of Public Prosecutor in Directorate of Prosecution on the ground that minimum qualifications for these posts is a degree in Law and, therefore, these should be treated on par with Doctors. The parity with medical Doctors is not justified. The Commission, as a general policy, has recommended the scale of Rs.7450-11500 for all posts other than in Group A carrying minimum qualification of a degree in law. This will need to be extended here as well. The post of Public Prosecutor shall, therefore, be placed in the entry scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

Delhi Fire Service

7.57.31 Special allowance and a higher risk pay has been demanded for various posts in Delhi Fire Service. A higher uniform and kit maintenance allowance has also been demanded for these personnel. It is observed that presently Delhi Fire Service are given a Special Compensation at various rates ranging from Rs.600 to Rs.1000 per month. The istrative Department has stated that this Special Allowance needs to be linked to the basic pay. Linking this allowance to the basic pay will, however, give different amounts of this allowance to personnel in the same grade. This may not be appropriate. The Commission recommends that the existing rates of this allowance be doubled. The existing rates of washing allowance should also be doubled. The risk pay presently being given to these employees shall now be substituted and instead these employees will be extended free of cost risk insurance in consonance with the recommendations made by this Commission in Chapter 4.2 of the Report. These personnel belong to uniformed forces. They will, accordingly, be paid Uniform Allowance and Kit Maintenance Allowance on par with the rates recommended for analogous posts in MFs/Delhi Police

Veterinary Assistant Surgeons

7.57.32 Time bound promotions on completion of 4, 9 and 13 years have been demanded for Veterinary Assistant Surgeons in Development Department of NCT of Delhi. The Commission has recommended a modified AS for all employees in Central Government. The scheme will also encom the Veterinary

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Assistant Surgeons. No separate recommendation is, therefore, necessary in their case. DANICS and DANIPS officers

7.57.33 The demands raised by DANICS and DANIPS officers have been dealt with by the Commission in Chapter 7.19 of the Report. These demands are, therefore, not being discussed in this Chapter.

Lakshadweep Electricity Department

7.57.34 Posts of Engine Driver, Lineman, Helper for Lineman and Oilman in the Electricity Department of Lakshadweep have demanded higher pay scales. All these are Group D posts and will be regulated by the recommendations given in Chapter 3.7 of the Report.

Lab Technician

7.57.35 Higher pay scale has been demanded for the post of Laboratory Technician in Medical and Health Department of Lakshadweep. The category of Laboratory Technicians has been covered in Chapter 3.8. The recommendations contained therein shall apply in respect of this post as well.

Crew in sea going vessels

7.57.36 Higher pay scale has been demanded for the posts of General Purpose Crew working in Sea-going vessels on the ground that their work is more onerous and technical then that of LDCs even though their pay scales are similar. It is observed that no relativity can be established between the LDCs and the General Purpose Crew. There is no case to state that duties of one category are more onerous and technical then that of the other because the jobs are totally unrelated. Only corresponding revised pay bands and grade pay shall, therefore, apply to these posts.

Teachers

7.57.37 Higher pay scales have been demanded for Post Graduate Teachers (PGTs) in Lakshadweep. The recommendations contained in Chapter 3.8 regarding Common Category of Teachers will apply in this case as well. It is also observed that some Lecturers in junior Colleges which were later reclassified as Senior Secondary Schools have been continuing in the pay scale of Rs.8000-13500 as personal to them. It is clarified that these Lecturers shall be placed in the PB-3 Pay Band of Rs.15600-39100 along with grade pay of Rs.5400 as personal to them. For other category of teachers, the pay scales recommended in Chapter 3.8 shall apply.

Para medical staff

7.57.38 Higher pay scales have been demanded for the various categories of para medical staff. As mentioned earlier in this Chapter in respect of para medical staff in UT of Delhi, the pay scales recommended for the Common Category of para medical staff in Chapter 3.6 shall apply here as well.

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Dive Instructor

7.57.39 Higher pay scale has been demanded for the post of Dive (the term should correctly be Diving) Instructor in Scuba Diving Centre in Lakshadweep. It is stated that the job involves lot of risk as scuba diving is an adventurous job that is inherently dangerous. Whether any risk is involved in this job is a matter to be assessed by the appropriate authority. In any case, the Commission has recommended grant of appropriate risk insurance in respect of all posts whose duties involve an inherent element of risk. Keeping in view the functions attached to the post, it is further recommended that the post should henceforth be filled only on contractual basis.

House Rent Allowance (HRA) for Kavaratti

7.57.40 Higher HRA has been demanded for Kavaratti Island on the ground that this island is very inaccessible and cut off from other islands in the Union Territory of Lakshadweep. Higher rates of HRA have already been prescribed for cities other than A1. This will benefit employees in Kavaratti as well.

Facility of air travel

7.57.41 Presently, officers drawing a pay of Rs.8550 and above or DANICS/DANIPS officers drawing pay of Rs.6500 and above (being their minimum basic pay) are eligible for air journeys between islands or between island and main land while on tours or transfers. It has been demanded that similar facility of air travel should be provided to other employees and they should be allowed to travel by air between islands and between mainland and island if their basic pay is Rs.6500 and above. There is merit in this demand. The employees do face difficulties during their official tours on of lack of this facility. The Commission, accordingly, recommends that all employees in the running pay band PB-2 during their posting in Lakshadweep should be allowed to travel by air between islands or between islands and mainland while on tour or transfer.

Special Duty Allowance

7.57.42 Special Duty Allowance at the prescribed rate has been demanded for all categories of officers coming on deputation/transfer to these islands. Presently, the allowance is issible only to the All India Service officers and other officers who have an all India transfer liability and are posted to these islands on deputation/transfer. The Commission has considered this issue in Chapter 4.2 in respect of Special Allowance payable in North Eastern Region. The recommendations contained therein shall also apply in respect of the Special Duty Allowance payable in these islands as well as in Andaman & Nicobar islands.

Assured Career Progression

7.57.43 In the Andaman Lakshadweep Harbour Works, merger of posts of Junior Engineer and Inspector of Works has been demanded

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Scheme in Andaman Lakshadweep Harbour Works

on the ground that existence of intermediate grade (that of Junior Engineer) is creating problems in proper career progression under Assured Career Progression Scheme (AS). The Commission has separately recommended a modified AS which will rectify the extant problem. In any case, as a consequence of rationalization of pay scales being recommended by the Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 will carry an identical grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800.

Publication Officer

7.57.44 Higher pay scale of Rs.6500-10500 has been demanded for the post of Publication Officer. The post is already in the pay scale of Rs.5500-9000 and shall be placed in the revised running PB-2 Pay Band of Rs.8700-34800 along with a grade pay of Rs.4200 on of restructuring of pay scales being recommended by this Commission. No special recommendation is, therefore, necessary for this post.

DA for India System of Medicine (ISM) Doctors

7.57.45 Dynamic Assured Career Progression Scheme has been demanded for ISM Doctors. The recommendations made by the Commission in Chapter 3.6 relating to medical and para medical services shall apply in respect of these cadres also. No other recommendations are necessary.

Fireman

7.57.46 Higher pay scales have been demanded for the post of Fireman. The post is presently in the pay scale of Rs.2610-4000. It will be placed in the scale of Rs.3050-4590 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.1900 in consonance with the recommendations made for the common category of Fireman.

Posts in Fisheries Department

7.57.47 Higher pay scales have been sought for various posts in Department of Fisheries and Fishermen Welfare. It is seen that the posts of Inspector and Sub-Inspector in this Department are presently in the same pay scale of Rs.5000-8000 even though the post if Sub-Inspector of Fisheries is a feeder post to that of Inspector Fisheries. The duties attached to these posts are not very different. The Commission, in any case, is recommending merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. This will place the next higher post in the hierarchy, that of Assistant Director of Fisheries, also in the same revised pay band and grade pay. This will necessitate some restructuring of these posts. The Commission, accordingly, recommends merger of the posts of Sub Inspector of Fisheries and Inspector of Fisheries in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200. Simultaneously, the next higher post of Assistant Director of Fisheries shall be merged with that of Deputy Director of Fisheries and the post so merged should be placed in the running Pay Band PB-2 of

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Rs.8700-34800 along with the grade pay of Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-11500. Risk Allowance has been sought for Technical staff in Department of Fisheries and Fishermen Welfare on the ground that sea faring duties performed by them are inherently risky. In consonance with the general policy in this regard, no risk allowance shall be payable. Instead eligible categories shall be extended appropriate insurance cover at Government’s expense.

Dadra and Nagar Haveli Food Inspectors

7.57.48 Higher pay scale has been sought for the post of Food Inspector. The post is presently in the pay scale of Rs.4500-7000. The minimum qualification attached to the post is a graduate degree. The functions attached to the post cannot be stated to be on par with that of Food Inspectors in Directorate of Prevention of Food Adulteration Division in Delhi who are in the higher pay scale of Rs.5000-8000. The duties attached to this post in Delhi are much higher and no equation can be drawn between the two posts. As such, a higher pay scale is not justified for this post.

Technical Assistants

7.57.49 Technical Assistants in Dadra & Nagar Haveli have demanded parity with Draughtsman in WD. It is seen that functions as well as the hierarchical pattern of these posts is not similar as that existing for Draughtsman in WD. No apparent anomaly exists in the existing pay scale. Accordingly, the post shall be extended the normal revised pay band and grade pay.

Andaman & Nicobar Islands Introduction

7.57.50 The Union Territory of Andaman & Nicobar Islands is istered by Lt. Governor appointed by the President of India under Article 239 (i) of the Constitution of India. istrative set up for the territory consists of Secretariat, headed by Chief Secretary in the grade of Rs.22400-525-24500, 3 Districts, 6 Sub Divisions, 5 CD Blocks and 9 Tehsils. Total number of regular employees in Andaman and Nicobar istration as on 31.12.06 is 26624 consisting of 650 Group “A” 729 Group “B”, 16656 Group “C” and 8589 Group “D” employees. Nine cadre posts of Indian istrative Service (IAS), Six cadre posts of Indian Police Service (IPS) and Eighteen cadre posts of Indian Forest Service (IFS) have been allocated to this territory. Twenty two posts in the istration have been notified for Delhi, Andaman and Nicobar Islands Civil Service (DANICS).

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Extension of Rent Free Accommodation

7.57.51 Continuation of the benefit of rent-free unfurnished accommodation has been demanded for categories of employees who are presently getting it. Commission recommends continuance of status-quo.

Extension of Annual Free Sea age

7.57.52 At present free sea age concession to such employees of istration as are domiciles of mainland is allowed once in a calendar year for their journey from Port Blair to Chennai/Kolkata/Vishakapatanam and back. The domiciles of this UT are, however, not given such facility. They are allowed to avail the facility of visiting any place in India once in a period of four years under the Leave Travel Concession. Andaman & Nicobar istration has favoured extending the facility of Annual Free Sea age to all categories of employees irrespective of their domicile. The demand is without justification. However, they may be allowed the facility of travel to their home island within Andaman & Nicobar islands whenever they are posted to an island other than their home island.

Extension of Emergency age Concession

7.57.53 Emergency age Concession is granted in addition to the normal LTC facility to Home Town. Government employees and families when posted in this Region/UT are entitled to LTC on two additional occasions during their entire service career as “Emergency age Concession”. This is intended to enable them and their families to travel to their Home Town or station of posting in an emergency. Andaman & Nicobar istration has recommended that the Emergency age Concession may be extended to the Government employees serving in this UT and domiciled in the mainland as they are also similarly situated. 7.57.54 The proposal of Andaman & Nicobar istration is partly justified. Andaman & Nicobar islands residents, while being posted in the main land, can also have an emergency necessitating a visit to their home island and for this the Emergency age Concession would equally be needed by them. The Commission, accordingly, recommends extending the Emergency age Concession to the Government employees who are domiciles of the islands during their posting in the mainland. This dispensation should also be extended to the Government employees who are domiciles of Lakshadweep during their posting in mainland.

Allowances

7.57.55 Special Compensatory Allowance, Hard Area Allowance, HRA and Remote Locality Allowance at higher rates have been demanded. All these issues are covered in Chapter 4.2 on “Allowances other than DA”.

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Parity with Central Secretariat

7.57.56 Parity with Central Secretariat has been demanded for various posts in the Andaman & Nicobar istration. The Commission is recommending parity between Secretariat and field offices. This issue will be addressed automatically.

Various posts in Cooperative Department

7.57.57 Higher pay scales have been demanded for various posts in Cooperative Department. No anomaly exists in the existing scales. It is recommended that the posts be extended the replacement pay bands and grade pay.

Veterinary Officer

7.57.58 Higher pay scales have been demanded for the post of Veterinary Officer on the ground that the feeder post of Veterinary Assistant Surgeon is also in an identical scale of Rs.8000-13500. The post of Veterinary Assistant Surgeon was upgraded because Fifth C had recommended the scale of Rs.8000-13500 for all posts requiring minimum qualification of B.V.Sc. and Medical Practice. The post of Veterinary Officer in other UTs is also in the scale of Rs.8000-13500. The Commission, accordingly, recommends merger of the posts of Veterinary Assistant Surgeon and Veterinary Officer in the revised pay band PB-3 of Rs.15600-39100 along with grade pay of Rs.5400.

Para-Veterinary staff

7.57.59 Upgradation for various posts of Para-Veterinary staff has been demanded. Most of these posts are Group D posts and will be governed by recommendations for Group D posts in Chapter 3.7. No special dispensation is, therefore, necessary.

Nurses, Laboratory Staff, Radiographers, Pharmacists

7.57.60 Higher pay scales have also been sought for various Common Category posts like Nurses, Laboratory Staff, Radiographers, Pharmacists. These will be governed by the proposals made in Chapter 3.8 on Common Categories.

Patwari

7.57.61 Higher pay scale has been demanded for the post of Patwari who is presently in the scale of Rs.3050-4590. The minimum qualifications for this post are 10+2. The Commission is recommending higher scale for Constables who too presently are in the scale of Rs.3050-4590. A similar dispensation would need to be extended to the post of Patwari to maintain existing parities. Commission, accordingly, recommends that the post of Patwari in different UTs, irrespective of the designation it carries, may be extended the higher scale of Rs.3200-4900 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2000.

Junior Investigator and Senior Investigator

7.57.62 Higher pay scales have been sought for the posts of Junior Investigator and Senior Investigator in Department of Economics and Statistics. The Common Category of Statistical Posts has been covered in Chapter 3.8 relating to Common Categories of the Report.

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The recommendations contained therein will apply in this case as well.

Puducherry Ministerial Posts

7.57.63 Higher scale on par with that existing in CSS has been demanded for the post of Assistant. The Commission is conceding parity between field and secretariat staff which will cover this issue. Posts of SAO and JAO in the s stream have demanded higher pay scales on par with those in organised s cadres. The Commission is not conceding parity between organised s and other s cadres. The parity can not, therefore, be conceded in this case.

Attender

7.57.64 Higher scale has been sought for the post of Attender. This is a Group D post in the scale of Rs.2610-4000 and will automatically be upgraded to Rs.2750-4400 on of recommendations being given regarding all Group D posts. No specific recommendation is, therefore, be necessary.

Law Department

7.57.65 Higher pay scale has been sought for the post of Translator on the ground that the post has not been upgraded despite a clear recommendation of the Fifth C. The Fifth C had recommended that all posts of Junior Translators should be accorded the scale of Rs.5000-8000. This was accepted by the Government (OM dated 8/11/2000 issued by Department of Official Languages). However, the post in Puducherry remains in the lower scale of Rs.4500-7000. In accordance with the accepted recommendation of Fifth C, the Commission recommends the scale of Rs.5000-8000 for the post. As a consequence of rationalization of pay scales being recommended by the Commission, this post will be placed in the grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800.

Information Department

7.57.66 Higher scales have been sought for the posts of Public Relation Assistant, Sub Editor and Reporter. The post of Sub Editor carries minimum qualification of Graduate degree and as such the scale of Rs.4500-7000 is appropriate. The post of Reporter also carries identical minimum qualifications. The Fifth C had recommended the minimum scale of Rs.4500-7000 for posts carrying minimum qualification of a degree. The post, therefore, needs to be upgraded from the present scale of Rs.4000-6000. This however will create an imbalance in the hierarchy as it will then come to lie in an identical scale as that of Sub Editor. The Commission, accordingly, recommends merger of the post of Reporter with that of Sub Editor in the scale of Rs.4500-7000 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800.

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Planning & Research Department

7.57.67 Higher pay scales have been sought for various posts in this Department. No anomaly exists in the existing pay scales of Deputy Director & t Director. The posts of Data Entry Operator and Investigator are common category posts and will be governed by the recommendations given for these common categories.

Local istration Department

7.57.68 A higher scale has been sought for the post of Overseer Grade I / Draughtsman Grade II (Rs.4500-7000). The posts carry minimum qualifications of Diploma in Engineering. Draughtsman in other departments has been placed in the scale of Rs.5000-8000. The higher scale of Rs.5000-8000 corresponding to the revised pay band PB-2 of Rs.8700-34800 and grade pay of Rs.4200 is, therefore, recommended for the posts of Overseer Grade I/Draughtsman Grade II.

Agriculture Department

7.57.69 Higher pay scales on par with other departments/State of Tamil Nadu have been sought for various posts. No apparent anomaly exists. The posts may, therefore, only be placed in the corresponding replacement pay band. The Group D posts like that of Demonstration Assistant and Lab Attendant will, in any case, be governed by the general recommendations given for this Group.

Industries Department

7.57.70 Higher pay scale has been sought for the post of Assistant Director on the ground that it is a feeder post for PCS and other feeder posts like Tehsildar and Superintendent are in an higher scale of Rs.6500-10500. As a consequence of rationalization of pay scales being recommended by the Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 will carry an identical grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800. No specific recommendation is necessary in this case. The same dispensation will also apply to the post of Technical Officer.

Legislative Assembly

7.57.71 Higher scale has been demanded for the post of Editor of Debates on the ground that the feeder post of Reporter carries an identical scale of Rs.6500-10500. Feeder and promotion posts should not, as far as possible, be in an identical scale. Justification exists for placing the post of Editor of Debates in the higher scale of Rs.745011500. The Commission, accordingly, recommends that the post of Editor of Debates be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

Cooperation Department

7.57.72 Higher scale on par with that existing in Tamil Nadu Government has been demanded for the post of Deputy Registrar. The post is presently in the pay scale of Rs.6500-10500. No comparison can be drawn with the posts in the State Government. As such, only the replacement pay band and grade pay may apply in this case.

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Agriculture Engineering Workshop

7.57.73 Upgradations have been sought for various posts like Helper, Junior Mechanic, Welder, Turner, Electrician, etc. The posts are those of workshop staff and will need to be governed by the recommendations given for this common category/Group D staff.

Health Department

7.57.74 Higher pay scale has been sought for the post of Technical Assistant on the ground that the post is in the same pay scale as that of its feeder grade of Laboratory Technician. While feeder and promotion posts should not be in an identical scale, in this case not much difference exists in the functions attached to the two posts. The posts of Technical Assistant and Laboratory Technician may, therefore, be merged. Higher pay scale has been sought for various other posts. No anomaly exists in the extant pay scales. Accordingly, only the corresponding replacement pay bands and grade pay will apply.

Social Welfare Department

7.57.75 Higher scale on par with Jail Warden has been sought for the post of Guards. The post is presently in the scale of Rs.2610-3540 and will be upgraded in consonance with the recommendations on various Group D posts. No further recommendation is necessary.

Fisheries Department

7.57.76 Higher pay scales have been sought for various posts on par with those existing in Tamil Nadu Government. Comparison with the posts in Tamil Nadu Government is not appropriate. As such, any upgradation on this ground alone may not be appropriate. However, as a consequence of rationalization of pay scales being recommended by the Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, will carry the identical grade pay of Rs.4200 in the pay band PB-2 of Rs.870034800. The post of Chief Supervisor will also, therefore, carry the grade pay of Rs.4200 in the pay band PB-2. The post of Assistant Engineer (Marine) will be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600 as it carries qualifications of a degree in Engineering. Various Group D posts shall be upgraded as per the common recommendations for all Group D posts.

Public Works Department

7.57.77 Higher pay scales have been sought for the posts of BioChemist, Sewage Analyst, Overseer and Works Assistant which are presently in the scales of Rs.6500-10500, Rs.5500-9000, Rs.4000-6000 and Rs.3050-4590. The post of Overseer carries minimum direct recruitment qualification of Diploma in Civil Engineering. The post should, accordingly, be placed in the higher scale of Rs.50008000 as all posts carrying minimum qualification of diploma in engineering have been extended this scale. However, as a consequence of rationalization of pay scales being recommended by the Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-

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9000 and Rs.6500-10500, will carry the identical grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800. The posts of Sewage Analyst and Bio-Chemist may, therefore, be merged and placed in the next higher grade carrying grade pay of Rs.4600 in the pay band PB-2 which corresponds to the pre-revised pay scale of Rs.7450-11500. Other posts may be placed in the corresponding replacement pay bands and grade pay. Government Automobile Workshop

7.57.78 Higher pay scales have been sought for various posts of Junior Engineer, Mechanic, Electrician, etc. No apparent anomaly exists in the existing pay scales of any of these posts. The posts belonging to Workshop categories will be governed by the recommendations made for these common categories. No specific recommendations are, therefore, necessary.

Animal Husbandry Department

7.57.79 Higher pay scale has been sought for the posts of Fieldman and Attendant. Fieldman are in the scale of Rs.3200-4900. Fieldman in Department of Agriculture under Puducherry istration are in the higher scale of Rs.4000-6000. Government of Puducherry has clarified that both these posts have similar minimum qualifications and level of duties. As such, the post of Fieldman in Animal Husbandry Department may also need to be placed in the higher scale of Rs.4000-6000 corresponding to the revised pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2400 on par with Fieldman in Department of Agriculture. Post of Attendant is a Group D post and will be governed by the recommendations given for the Common Category.

Town & Country Planning Department

7.57.80 Higher pay scale has been sought for the post of Assistant Ferro Printer and Helper. Both are Group D posts and will be governed by general recommendations given for posts belonging to this group.

Survey Department

7.57.81 Higher scale has been sought for the post of Sub Inspector of Survey. The post presently exists in the pay scale of Rs.5000-8000 and carries minimum qualification of graduate degree. Fifth C had upgraded this post from Rs.4500-7000 to Rs.5000-8000 on of minimum qualifications prescribed. No rationale exists for further upgrading this post. However, as a consequence of rationalization of pay scales being recommended by the Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, will carry the identical grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800.

Port Department

7.57.82 Higher pay scales have been sought for various Group C and one Group D post (Greaser). No anomaly exists in the extant pay scales of these posts. The Group D posts will, in any case, be

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governed by the common recommendations for this category. No other upgradations are necessary. Department of Science & Technology

7.57.83 Higher pay scales have been sought for Technical Assistants, Junior Lab Assistants, Junior Engineer, Junior Scientific Assistant and Lab Attendants. Posts which are common category posts shall be governed by recommendations made in Chapter 3.8 of the Report. Further, as a consequence of rationalization of pay scales being recommended by the Commission, posts in the prerevised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, will stand merged and carry the identical grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800. 7.57.84 Junior Lab Assistants are in the scale of Rs.3050-4590. They have sought parity with the posts of Field Supervisor etc. in Revenue Department. Puducherry istration has clarified that these posts are not comparable. Even otherwise, the pay scale of Rs.3050-4590 is appropriate for this post. No upgradation can, therefore, be recommended. Lab Attendants belong to Group D and will be governed by the general recommendation for this group.

Tourism Department

7.57.85 Higher pay scales on par with those available to similarly designated posts in Department of Tourism have been sought for Tourism Information Assistants. The posts are presently in the scales of Rs.4000-6000 and Rs.4500-7000. Puducherry istration has clarified that their job content is similar to the posts existing in Department of Tourism in the Centre. However, the posts can only be extended the corresponding replacement pay bands and grade pay since the variety of work and areas of operations/responsibilities at the Centre is much higher.

Electricity Department

7.57.87 Higher pay scales have been sought for the posts of Assistant Executive Engineer, Executive Engineer and Superintending Engineer. The posts are presently in the scales of Rs.8000-13500, Rs.10000-15200 and Rs.12000-16500. Higher scales have been sought on of dispensation extended to organized Engineering cadres where scale of Rs.12000-16500 was made nonfunctional for Executive Engineers and Superintending Engineers were placed in the scale of Rs.14300-18300. Engineers in Electricity Department do not, however, belong to an organized service. As such their existing structure may prevail. 7.57.88 Higher scale has been sought for the post of Tracer which carries qualification of ITI. The post is presently in the scale of Rs.3200-4900 which is appropriate for the qualifications prescribed. No other anomaly exists. The post may, therefore, be given the corresponding replacement pay band and grade pay.

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Department of Rural Development

7.57.90 Higher pay scales have been sought for various posts. No anomaly exists in the extant pay scales of these posts. Post of t Block Development Officer will, in any case, be placed in the pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 on of rationalization of pay scales being recommended. No other upgradations are recommended.

Labour Department

7.57.89 Higher pay scales have been sought for the posts of Inspector of Factories, Inspector of Labour and Common Category posts of Compounder and Physical Education Teacher. No apparent anomaly exists in the extant pay scales. Comparison with posts in Tamil Nadu is not tenable. The common category posts will be governed by the general recommendations given for these categories. No other specific upgradation is warranted.

Election Department

7.57.90 Higher pay scale of Rs.6500-10500 has been sought for the post of Tehsildar in Election Department on par with Tehsildar in Department of Revenue. The post is presently in the scale of Rs.5500-9000 and will automatically be placed in the pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 on of restructuring of pay scales. No specific recommendation is, therefore, necessary.

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Chapter 8.1

Pay scales, allowances & conditions of service of in Regulatory Bodies

of Reference

8.1.1 The Sixth Central Pay Commission is the first Pay Commission with the mandate to make recommendations on the structure of emoluments in regulatory bodies. Although the original of reference of the Commission on regulatory bodies covered the examination of the principles that should govern the structure of pay, allowances and other benefits, whether in cash or in kind, granted to the officers and employees of Regulatory Bodies set up under Acts of Parliament, this was subsequently modified vide Resolution dated 7th December, 2006 to cover only the of the Regulatory Bodies (excluding the RBI) set up under Acts of Parliament. The Commission’s recommendations are confined to the package of benefits of (which includes Chairpersons) only.

Methodology

8.1.2 The Commission called for the details of regulating bodies set up by various Ministries/Departments and the pay and allowances, etc. issible to the Chairpersons and of these regulatory bodies. Memoranda were also requested to be submitted in response, information was received in respect of 36 regulatory bodies set up under Acts of Parliament. Memoranda were received from a few regulatory bodies and some made oral submissions before the Commission.

Information received

8.1.3 The information received has revealed that regulatory bodies have been set up by the Government for carrying out diverse functions ranging from development of areas, like Khadi, regulation of construction and operation of aquaculture farms, implementation of provisions of Acts, regulation of areas like education, health etc. to the regulation of the infrastructure and economic sectors. Bodies like the Telecom Regulatory Authority of India, IRDA, CERC etc. have been set up for regulating areas such as insurance, power, petroleum, telecommunication, etc. as part of the Government’s efforts to restructure the istrative machinery consistent with economic reforms.

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8.1.4 The existing structure of pay and allowances of of regulatory bodies is similar to that prevailing in the central Government. On pay and allowances, the guidelines provide that the Chairperson of a regulatory body would be eligible for grant of pay not exceeding Rs.26000 per month (fixed) (equal to that of a Secretary) and to a pay scale not exceeding Rs.22400-52524500 (equal to that of an Addl. Secretary). In the case of retired Government employees, pay would be fixed in accordance with the prevalent orders i.e. minus pension. Guidelines for grant of allowances, transport facilities, etc. also have been laid down in these guidelines. In some regulatory bodies, only fee and allowances are paid. The list of regulatory bodies on which the Commission received information and functions performed by these bodies is indicated in Annex 8.1.1. From the Annex, it will be observed that these guidelines are not followed uniformly and many regulatory bodies have pay scales not consistent with the prescribed guidelines. Demands made

8.1.5 In the main demands made in regard to regulatory bodies are summarized as under:(i)

Remuneration package of the Chairperson/ needs to be delinked from those prevailing in Government. Appointment of Chairperson/ is purely contractual and, therefore, calls for negotiated remuneration packages rather than fixed ones.

(ii)

The Commission could stipulate only a standard pay scale with compensation by way of Dearness Allowance on the pattern of the Government of India towards changes in the cost of living. The prescription of all other allowances could then be left to the Regulatory Authorities.

(iii)

The compensation package should be comparable with the area of responsibility and area of specialization. Since the pay package of the experts working in private sector is considerably higher than that available to the officials of the Government, the salary and allowances payable to the Chairperson and Member should be such that it can attract the best talent available in the sector.

(iv)

Pension should not be deducted from the pay of who are retired Central Government

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employees as a similar provision cannot be applied for from the private sector. (v)

Restrictions in regard to re-employment of Chairman and should be removed.

(vi)

Regulatory bodies should be granted full functional, financial and istrative autonomy and should have powers to determine the salaries of their employees.

(vii)

Rates of house rent allowance should be enhanced substantially and allowed to retain Government accommodation.

(viii)

The salary, perks and allowances of Chairpersons and should not be less than those of employees in the body.

8.1.6 The two issues which confront the Commission while addressing the of reference related to regulatory bodies are :(1)

of an appropriate definition of regulatory bodies; and

(2)

of whether the same treatment was required for all regulatory bodies in the matter of pay and allowances.

The Commission finds that the term regulatory body has neither been defined in the of reference nor is a definition available in any of the extant instructions issued by the Government. In various texts, however, regulatory bodies have been defined as under:(i)

Bodies created to design requirements that are placed on the privatized industries to comply with controls on prices and standards of service;

(ii)

Professional or regulatory bodies set up to safeguard the public interest; to represent the interest of professional practitioners and to represent their own self-interest.

(iii)

Professional body, which is not a hip organization and whose primary activity is to protect

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the public. Unlike professional bodies, these are established on the basis of legal mandate. The Commission examined the context in which various regulatory bodies have been set up and the complexity of functions assigned to them under the respective Acts. A number of bodies have been set up to perform mainly the task of development and promotion of the sector without a clearly defined regulatory role. Also, a number of bodies exist for performing very specific functions, such as regulation of payments, recognition of qualifications, etc. As against this, there are certain regulatory bodies which have complex functions encoming development, licensing, resource generation, apart from other regulatory functions. The question of treatment of various regulatory bodies was examined in the context of their role. The Commission, therefore, after going through the textual definitions and the role assigned to various bodies, concludes that for the purpose of making its recommendations, there may be a need to classify regulatory bodies into two groups:1.

The first group consisting of professional bodies like Medical Council of India, Veterinary Council etc. and developmental bodies like KVIC; and

2.

The second group consisting of sector regulators with an economic or financial role regulating both prices and standards of service.

For the first group, the practice of linking salaries to those existing in the Government could continue. A case, however, exists for separate treatment of regulatory bodies falling in the second group. These bodies have generally been established in the wake of the New Economic policy, and have a mandate which has an impact on the over-all economic development in the country as well as the alignment of the Indian economy with the global economy. Regulatory bodies covered under this category include Insurance Regulatory Development Authority, Telecom Regulatory Authority of India, Central Electricity Regulatory Commission, Competition Commission of India and SEBI, which have a multidimensional role and clear regulatory functions including the authority to prescribe punitive measures in the form of fines, etc. In the Commission’s opinion, for these bodies, a separate dispensation for selection and appointment of and in the compensation package is necessary for the reason that these regulatory bodies require incorporation of the best practices followed, both within and outside the Government. of these bodies should, therefore, be professionals or experts who not

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only have comprehensive knowledge and understanding of the sector but also practical experience. During the course of oral submissions, it was brought out before the Commission that the application of the pay structure prevailing within the Government restricts the appointment of people from outside the Government with expertise in the field. As such, most of these appointments are presently held by retired Government employees, barring a few exceptions where posts are held by serving Government employees. There is, therefore, a need to ensure comparability with the package available outside the market to attract professionals from the private sector. Recommendations

8.1.7 Keeping in view the approach outlined in the preceding paragraphs, the Commission makes the following recommendations on the pay and allowances of full-time of regulatory bodies set up under Acts of Parliament:(a)

Normal replacement pay bands and grade pay recommended elsewhere may be granted in general to the existing of regulatory bodies. Further, the rates of allowances which are presently issible may be revised on par with those recommended for corresponding categories of Government employees. No other change is envisaged in the existing and conditions of employment.

(b)

However, in the case of full-time appointed to TRAI, CERC, IRDA, SEBI, and the Competition Commission of India, in order to attract expertise available outside the Government, the following are recommended:-

(i)

Recruitment of : - The present recruitment procedure should be modified and applications invited for appointment to the posts of through proper ments in newspapers, etc. so as to ensure fair and transparent selection. The selection should be done by a committee on the lines of Public Enterprises Selection Board, which should evaluate the professional competence of the applicants in detail. The Secretary of the concerned Ministry/Department should, however, not be part of the selection board as the Department is also a stakeholder.

(ii)

Tenure – appointed should have a contractual tenure of 3 to 5 years as provided in the concerned Act.

(iii)

Salary – The pay and allowances of of these regulatory bodies should be de-linked from

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Government salaries and those appointed as through the revised process should be paid a consolidated salary of Rs.1,50,000 p.m., while the Chairperson may be paid Rs.2,00,000 p.m. in case a car and house are provided. In case no car and house is given, the Chairperson should be paid a consolidated salary of Rs.3,00,000 p.m. and Rs.2,50,000. The proposed salary is considered adequate for attracting experts in the field, who, in the Commission’s view are not looking just at the monetary compensation, but also at the prestige involved in and the contribution which can be made by a regulator in the development of the sector and the economy as a whole. The rates of the consolidated salary may be taken up for revision periodically by the Government so as to neutralize the effect of inflation. (iv)

TA/DA on tour – TA/DA may be regulated by the concerned authority themselves keeping in view all relevant considerations.

(v)

Medical facilities – The existing provisions in regard to medical facilities may be continued.

(vi)

Restriction on re-employment – On demitting office, a Member should not be permitted to seek re-employment in the same sector for a period of two years.

(vii) Appointment of Government employees as If a serving Government employee is appointed as Member, his link with Government will have to be severed i.e. he would be deemed to have retired, and he can be granted the same package provided he/she has been selected through the same process. Retired Government employees can also be given the same package, if selected through the same process. Government employees may be considered for grant of the higher package provided they have not worked in the concerned sector during the preceding two years. Any serving Chairman/Member desirous of being paid the higher package will have to resign from the post. In such cases, if the erstwhile Chairperson/Member is reselected under the revised selection process, then he/she will be eligible for the higher package. The cooling off period of two years will, however, not apply in this case.

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Chapter 9.1

Pay scales, allowances and service conditions of employees and Court Officers of the Supreme Court

Introduction

9.1.1 The original of Reference of the Commission did not cover Supreme Court employees. Through a subsequent Resolution No.5/2/2006-E.III.(A) dated 8th August, 2007, the of reference were enlarged to include the officers and employees of the Supreme Court.

Status of Supreme Court employees

9.1.2 Supreme Court employees are not Central Government employees. They are employees of the Supreme Court. Article 146 of the Constitution confers power on the Chief Justice of India not only in the matter of appointments but also in prescribing the conditions of service of officers and servants of the Court. This Article provides that conditions of service of officers and servants of the Supreme Court shall be as prescribed under the rules made by the Chief Justice of India or any other Judge/Officer authorized by him. The rules are, however, subject to the provisions of any law made by the Parliament. The rules relating to salaries, allowances, leave and pension also need to be approved by the President.

Fourth Central Pay Commission & Subsequent Developments

9.1.3 The of Reference of Fourth & Fifth Central Pay Commissions also included the employees of the Supreme Court of India. Fourth Central Pay Commission had recommended pay scales for Supreme Court employees that were lower than those granted by the Supreme Court vide their interim order dated 25/7/1986 in W.P. No.801/86. The Supreme Court vide their subsequent judgment dated 24/7/1989 directed that higher pay scales given in the interim order should be maintained and a Committee of Judges be constituted to look into this issue. The Committee of Judges was subsequently constituted under the Chairmanship of Hon’ble Justice S. Ratnavel Pandian. It submitted the Report on 25/8/1993 wherein the view was taken that pay scales of Supreme Court employees were independent of pay scales of the employees of High Courts or the Central Government. They recommended higher pay scales for Supreme Court employees.

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Fifth Central Pay Commission & Subsequent Developments

9.1.4 The Fifth C refrained from making any recommendations on the issue of pay scales for officers and employees of the Supreme Court of India and instead observed that this issue had to be decided in the manner laid down in Constitution of India as interpreted by various judgments of the Supreme Court. They, however, noted that in case higher pay scales were extended to the Supreme Court employees, then the Court could, if it so desired, consider modifying their designations so as to avoid any confusion in the future. Subsequently, vide Office Order No. 33/2007 dated 2/2/2007, the designations of various posts of Supreme Court employees were modified and presently these are totally distinct from the designations prevailing in the Central Government.

Extant Position

9.1.5 The present position is that Supreme Court Registry has posts of Branch Officer in pay scale of Rs.10000-15200; Personal Secretary in pay scale Rs.7450-11500; etc. Generally, the pay scales for different posts of employees of the Supreme Court are on the Central Government pattern. However, apart from the pay scales, a one to one parity cannot be established between the posts in the Supreme Court and those in the Central Government. The posts in Supreme Court, therefore, need to be treated as a separate category with which no relativity for posts existing in the Central Government can be established.

Demands

9.1.6 In the memorandum from the various associations of Supreme Court employees, the following main demands were projected:•

A general increase of 3.5 times in the existing pay scales.

•

Two additional increments for all the posts in Supreme Court.

•

Longer pay scales to alleviate the problem of stagnation.

•

Upgradations for various posts in the Librarian cadre in the Supreme Court Judges Library. Cadre review of Librarians.

•

Higher pay scale for the posts of Jr. Court Assistant and Court Assistant.

•

Grant of the scale of Rs.8000-13500 on completion of 4 years of service to all posts like Sr. Judicial Assistants, Sr. Personal Assistants, Readers, Senior Judicial Translators

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and Court Officers which are presently in the pay scale of Rs.6500-10500. This demand is made on the ground that the Delhi High Court has already granted this benefit to its employees. Analysis & Proposals

9.1.7 As stated earlier, all the posts in Supreme Court presently carry distinct designations. Their nature of work and duties are also different. Hence, no relativity can be established between theses posts vis-à-vis those existing in the Central Government. The present pay scales for these posts are, therefore, appropriate and only the corresponding pay bands and grade pay may need to be provided. The same scheme of running pay bands and grade pay as being recommended for Central Government employees is recommended for Supreme Court employees. This will also meet the demand for pay scales with a longer span and will alleviate stagnation. The Commission is not undertaking any individual cadre reviews. This policy will also need to be persisted with in case of Supreme Court employees. However, wherever the hierarchy has feeder and promotion posts in the respective scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, the promotion posts in the scale of Rs.6500-10500 will need to be upgraded to Rs.7450-11500. The post in the scales of Rs.5000-8000 and Rs.55009000 may need to be merged. It is, accordingly, recommended that all posts in the Supreme Court that are presently in the scale of Rs.6500-10500 and constitute promotion posts for feeder cadre in the scale of Rs.5500-9000 should be upgraded and placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB2 of Rs.8700-34800 along with grade pay of Rs.4600. The posts in the pre-revised scales of Rs.5000-8000 and Rs.5500-9000 may be merged and placed in the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200.

Additional Registrar and t Registrar

9.1.8 The posts of Additional Registrar and t Registrar presently are in an identical pay scale of Rs.18400-22400. A higher pay scale for the post of Additional Registrar may not be feasible as the post of Registrar is in the next higher pay scale of Rs.2240024500. Even otherwise, functions attached to these posts are similar. Therefore, the posts of Additional Registrar and t Registrar may be merged in the scale of Rs.18400-22400 corresponding to the revised pay band PB-4 of Rs.39200-67000 along with grade pay of Rs.9000.

Principal Private Secretary (PPS)

9.1.9 The posts of PPS to the Hon’ble Chief Justice, Chief Librarian and Assistant Editor are in an intermediate pay scale of Rs.11000-16040. This pay scale does not exist in the Central Government. It may, therefore, be appropriate to merge these posts with those of Senior PPS in the pay scale of Rs.12000-16500 corresponding to the revised pay band PB-3 of Rs.15600-39100

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along with grade pay of Rs.6600. This will ensure that all pay scales in the Supreme Court Registry correspond to the regular pay scales in the Central Government. Scale of Rs.800013500 on completion of 4 years service

9.1.10 The demand for grant of the scale of Rs.8000-13500 on completion of 4 years of service to all posts like Senior Judicial Assistants, Senior Personal Assistants, Readers, Senior Judicial Translators and Court Officers which are presently in the pay scale of Rs.6500-10500 has been made on the ground that the Delhi High Court has already granted this benefit to its employees. The employees of the Supreme Court have to be given at least a similar dispensation. The Commission recommends that the posts of Senior Judicial Assistants, Senior Personal Assistants, Readers, Senior Judicial Translators, Court Officers and other analogous posts which are presently in the pay scale of Rs.6500-10500 may be extended the scale of Rs.8000-13500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.5400 on completion of four years service in the scale of Rs.6500-10500. After the implementation of the recommendations made by this Commission, the grade pay of Rs.5400 may be extended only on completion of four years service carrying the grade pay of Rs.4600. This is because after the implementation of recommendations of the Commission, all the posts in the scale of Rs.6500-10500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 shall come to be placed in the scale of Rs.7450-11500 corresponding to the revised pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

Librarians

9.1.11 Librarians working in the Supreme Court have demanded higher pay scale on the ground that their post deserves to be in a higher scale as per recommendations of the Chattopadhyaya Committee. This Committee was appointed by the Central Government for a comprehensive study of the various matters concerning Libraries and Librarians in the Central Government. As a separate Committee has not been constituted for Supreme Court and the Supreme Court Library, the recommendations made in the Report of the Chattopadhyaya Committee should apply for Supreme Court library as well. This demand is, therefore, justified. It is also observed that classification of the Supreme Court library in consonance with recommendations of Chattopadhyaya Committee has already been carried out. As per this classification, the post of Library Chief would need to be placed in the scale of Rs.18400-22400. However, as per the recommendations of Chattopadhyaya Committee, upgradation by one grade can only be given with a review being conducted after three years. The post of Library Chief (Director) that is presently in the scale of Rs.12000-16500 may, therefore, be upgraded by one grade and

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placed in the scale of Rs.14300-18300 corresponding to the revised pay band PB-3 of Rs.15600-39100 along with grade pay of Rs.7600. In consonance with the recommendations of the Chattopadhyaya Committee, the position may be reviewed after three years. To maintain the existing parity, a similar higher pay scale may need to be extended to the post of Editor (Supreme Court Reports) which also presently exists in the scale of Rs.12000-16500. Other posts of Librarians may also be extended the pay scales in consonance with the recommendations of the Chattopadhyaya Committee. Analysis of Canteen Staff

9.1.12 Presently, canteen staff in the Departmental Canteen of Supreme Court is in the same pay scales as existing for canteen staff in the Departmental Canteens of the Central Government. In Central Government, upgradation of all Group D posts has been proposed with the existing Group D employees being upgraded and placed in the lowest Group C pay scale subsequent to their retraining and multiskilling. The need for better skilled employees holds equally valid in respect of canteen staff in Supreme Court as well. A similar dispensation may, therefore, be extended for Group D employees in the Departmental Canteen of Supreme Court.

Allowances

9.1.13 Presently, Supreme Court employees are given allowances on par with those existing in the Central Government. The extant position in respect of various allowances may be retained.

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Chapter 10.1

Financial implications of the recommendations Introduction

10.1.1 Recommendations of the Commission relating to pay scales and revision of pension are proposed to take effect retrospectively from 1.1.2006. Other recommendations will be effective prospectively. The Government, therefore, will have to pay arrears accruing on of retrospective revision of the pay scales and pension. The financial implications have, accordingly, been computed taking in the likely expenditure on payment of arrears on this . The annual implications have been indicated with reference to the year 2008-09 when the recommendations are likely to be implemented. These will vary proportionately for ensuing years.

Revised pay bands

10.1.2 Total cost of implementing the revised pay bands is expected to be Rs.5468 crore p.a. This includes the annual expenditure of Rs.3828 crore on revised pay bands for civilian employees and expenditure of Rs.1640 crore p.a. for revised pay bands in the Defence Forces.

Pension

10.1.3 The Commission is recommending a 40% increase in the pension/family pension. This increase subsumes the increase on of merger of dearness relief equal to 50% of pension as dearness pay that was given w.e.f. 1/4/2004. This will result in an additional expenditure of Rs.1365 crore p.a. in the year 2008-09. The annual additional expenditure of Rs.1365 crore covers pensioners of Defence Forces as well.

Gratuity

10.1.4 Existing expenditure on Gratuity is estimated at Rs.2515 crore p.a. Increased payments of gratuity on of the increase in pay scales will result in an additional annual expenditure of Rs.360 crore approximately. There will also be additional expenditure due to the proposed increase in the limit of gratuity. The additional expenditure on this is expected to be Rs.50 crore p.a. Total additional financial implications due to recommendations made relating to payment of Gratuity will, therefore, be Rs.410 crore p.a.

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Leave encashment

10.1.5 Expenditure on leave encashment will also increase on of proposed increase in the pay scales. The additional expenditure on this will approximately be Rs.172 crore p.a. The Commission has also recommended encashment of leave upto 60 days while in service which will not be deducted from the maximum number of leave encashable at the time of retirement. This will result in an additional expenditure of Rs.8 crore p.a. Total additional financial implications on of the recommendations made in respect of leave encashment will, therefore, be Rs.180 crore p.a. approximately.

Military Service Pay

10.1.6 In the case of Defence Forces, there will be an additional annual expenditure of Rs.1996 crore on payment of Military Service Pay (MSP). This will be over and above the annual expenditure of Rs.1640 crore on of fitment in the revised pay bands. No arrears on of MSP are payable. Hence, during the year 2008, the expenditure on this is likely to be Rs.1497 crore.

Allowances for Defence Forces

10.1.7 Annual financial implications on of increased allowances for Defence Forces are expected to be of the order of Rs.1750 crore. This includes additional expenditure of Rs.250 crore towards the new Housing Allowance being recommended for the first time for PBORs who are not eligible for CILQ or family accommodation.

Transport Allowance

10.1.8 Total annual implications on this are expected to be Rs.650 crore. This includes implications of Rs.5 crore on increasing the amount for Group A posts; implications of Rs.50 crore on increasing the amount for Group B posts; and implications of Rs.595 crore on increasing the amount for Group C posts. There will be no implication for Group D posts as these will be merged with Group C posts. Along with increase in the rate of Transport Allowance, the CCA will be withdrawn. This will result in a saving of Rs.409 crore p.a. Hence, the net additional expenditure on the proposed increase in Transport Allowance will be Rs.241 crore.

HRA

10.1.9 Additional annual expenditure on payment of HRA on of the increase in the revised pay scales is expected to be Rs.838 crore. To this, additional expenditure of Rs.182 crore on of higher rates of HRA being recommended for cities presently classified as B & C would also need to be added. An additional expenditure of Rs.80 crore would be incurrable on of revised classification of some cities. Thus, the total expenditure on this is expected to be Rs.1100 crore p.a.

Other allowances

10.1.10 Additional expenditure on revision of allowances is expected to be as follows :-

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Allowance TA/DA/Transfer Allowance/Conveyance Allowance Various compensatory allowances other than Dearness Allowance Uniform/related Allowances Housing allowance for MF personnel not given Rent Free Accommodation/Family Accommodation Total

Additional annual expenditure Rs.100 crore. Rs. 50 crore Rs.50 crore Rs.200 crore

Rs.400 crore

Other recommendations

10.1.11 The Commission has recommended upgradation of different posts. This will also result in an additional expenditure of Rs.100 crore p.a. including additional implication of Rs.50 crore p.a. on of the proposed upgradation of common categories posts of Teachers, Police, Nurses and additional implication of Rs.50 crore on of the proposed upgradation of specific individual posts. Proposed increase in the rate of individual allowances specific to certain categories is expected to cost an additional amount of Rs.50 crore p.a. The total implication on of other recommendations will, therefore, be Rs..150 crore p.a.

Total gross implications

10.1.12 Total gross implications of the various recommendations made by the Commission are tabulated as follows:Sl. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Head Revised pay scales for civilians Revised pay scales for Defence Forces Military Service Pay for Defence Forces Transport Allowance (civilians and Defence Forces) HRA (civilians and Defence Forces) Pension (civilians and Defence Forces) Gratuity (civilians and Defence Forces) Leave encashment (civilians and Defence Forces) Defence Forces allowances Other allowances Miscellaneous (upgradations of individual posts, individual allowances etc.) Total

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Implications (Rs. in crore per annum) 3828 1640 1497 241 1100 1365 410 180 1750 400 150 12561

Projected savings on of proposed recommendations

10.1.13 The gross financial implication on of the recommendations made in this Report will need to be reduced by the savings that will accrue on of various recommendations made in the Report. These savings are on of the following:Recommendation Rectification formula

of

commutation

Projected savings p.a. of

pension

Rs.1000 crore

Revised scheme for payment of pension commutation

Rs.1344 crore

Revised scheme for payment of advances

Rs.442 crore

Lateral movement of Defence Forces personnel in MFs

Rs.1800 crore

[Rs.600 crore (on pension) + Rs.1100 crore (on commutation of pension) + Rs.100 crore (on training & recruitment)] Total

Rs.4586 crore

Net Financial implications

10.1.14 The net additional financial implication on of implementation of various recommendations of this Commission will, therefore, be Rs.7975 crore p.a.

Implications in Budgets of the Central Government and Railways

10.1.15 In the year when recommendations are implemented, no savings may accrue. Consequently, the additional expenditure for that year will be Rs.12561 crore. Out of this, Rs.9242 crore will go towards the Budget of the Central Government and Rs.3319 crore will go in the Railway Budget. Since the recommendations relating to revision of pay scales and pension are recommended for being implemented retrospectively w.e.f.1.1.2006, the Government will have to pay arrears on this . Arrears will need to be paid for the years 2006 and 2007 in case the recommendations are implemented in 2008. The Government will, therefore, have to bear one time expenditure on payment of arrears on this . This one time expenditure will be approximately Rs.18060 crore. Out of this, an expenditure of Rs.12642 crore will have to be borne in the Budget of the Central Government with the remaining amount of Rs.5418 crore going to the Budget of Indian Railways. The Government may pay the arrears in two installments in different years which will mean that the expenditure on this will be of Rs.6321 crore in Central Budget and Rs.2709 crore in Railway Budget for each of the two years. Including the expenditure on payment of arrears, the additional expenditure for the year 2008 for the Government, excluding Railways which has a separate budget,

641

will be Rs.15,563 crore in case arrears are paid over a period of two years with the remaining expenditure of Rs.6028 crore being borne by the Railways in their Budget.

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Chapter 11

Summary of main recommendations

Date of implementation

11.1 Implementation of the revised pay scales to be done retrospectively from January 1, 2006. Recommendations relating to allowances to be implemented prospectively.

Running Pay Bands

11.2 Introduction of running pay bands for all posts in the Government presently existing in scales below that of Rs.26,000 (fixed). Four distinct running pay bands being recommended one running band each for all categories of employees in groups ‘B’ and ‘C’ (posts in the scale of Rs.5000-8000 have, as a result of delayering and elongation of certain scales, been placed in Group ‘B’) with 2 running pay bands for Group A posts. All posts presently in Group D, after retraining and multiskilling of the present incumbents, to be upgraded and placed in the lowest grade of pay band PB-1. The posts of Secretary to Government of India/equivalent and Cabinet Secretary/equivalent to be kept in distinct pay scales. A separate running pay band, designated as -1S scale, is not to be counted for any purpose as no future recruitment is to be made in this grade and all the present Group D employees not possessing the prescribed qualifications are to be retrained and thereafter upgraded and placed in the Group ‘C’ running pay band once they are suitably retrained.

Minimum and maximum salary

11.3 Minimum salary at the entry level of PB-1 pay band to be Rs.6660 (Rs.4860 as pay in the pay band plus Rs.1800 as grade pay). Maximum salary at the level of Secretary/equivalent to be Rs.80000. The minimum: maximum ratio 1:12.

Grade Pay and Promotions in Running Pay Bands

11.4 All the employees belonging to Groups ‘A’, ‘B’ , ‘C’ & ‘D’ to be placed in distinct running pay bands. Every post, barring that of Secretary/equivalent and Cabinet Secretary/equivalent to have a distinct grade pay attached to it. Grade pay (being a fixed amount attached to each post in the hierarchy) to determine the status of a post with (apart from the two apex scales of Secretary/equivalent and Cabinet Secretary/equivalent that do not carry any grade pay) a senior post being given higher grade

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pay. The total number of grades reduced to 20 spread across four distinct running pay bands; one Apex Scale and another grade for the post of Cabinet Secretary/equivalent as against 35 standard pay scales existing earlier. At the time of promotion from one post to another in the same running pay band, the grade pay attached to posts in different levels within the same running pay band to change. Additionally, increase in form of one increment to be given at the time of promotion. A person stagnating at the maximum of any pay band for more than one year continuously to be placed in the immediate next higher pay band without any change in the grade pay. Annual increment

11.5 Annual increments to be paid in form of two and half percent of the total of pay in the Pay Band and the corresponding grade pay. The date of annual increments, in all cases, to be first of July. Employees completing six months and above in the scale as on July 1 to be eligible.

Variable increments

11.6 Another form of differential increments for Group A Pay Band PB-3, where annual increments in the band will vary depending upon the performance. Eighty percent or more employees in the grade to be allowed normal increment at the rate of 2.5% with the high performers (not exceeding 20 percent) during the year being allowed increment at the higher rate of 3.5%. Government advised to extend the scheme of variable increments in running pay bands PB 1 and PB 2.

Pay scales of defence forces

11.7 Introduction of running pay bands on par with those recommended for civilians in respect of the Defence Forces. 11.8 DG (AFMS) placed in the Apex grade of Rs. 80,000(fixed). Only two trade groups to be retained for Personnel Below Officer Ranks with the earlier trade groups Y and Z being merged. The personnel in trade group X to have a separate X Group Pay.

Military Service Pay

11.9 Military Service Pay for all personnel of Defence Forces till the level of Brigadier/equivalent. The Military Service Pay to count for all purposes excluding increments.

Holistic nature of recommendations

11.10 All the recommendations to be treated as an organic whole as partial implementation will bring in several anomalies and inconsistencies.

Selection for higher posts in future

11.11 Certain posts in Senior istrative Grade (SAG) and Higher istrative Grade (HAG) requiring technical or specialized expertise and not encadred in any of the services to be opened up for being filled by suitable officers within the

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Government as well as by outsiders on contract. Shift from career based to post based selection in the higher echelons of Government in order to get the best domain based expertise. Creation of posts in SAG & HAG

11.12 Creation of additional posts in Senior istrative Grade/equivalent/ higher grades in future to be strictly on functional considerations with such posts invariably being created outside the cadre to be filled by method of open selection.

Performance Related Incentive Scheme (PRIS)

11.13 Introduction of PRIS in the Government under which employees to be eligible for pecuniary remuneration over and above the pay. PRIS to replace ad-hoc bonus scheme immediately and eventually replace PLB. PRIS to be budget neutral.

Special incentive for scientists, etc.

11.14 System put in place for giving market driven compensation package to young scientists and posts requiring special expertise and professional skills.

Ministerial posts in Field Offices and Secretariat

11.15 Parity established between Field and Secretariat Offices. The Secretariat and Stenographers cadres to stand merged in future. 11.16 Introduction of a new grade (designated as Principal Staff Officer) in the scale of Rs.14300-18300 (revised pay band PB-3 along with grade pay of Rs.7600) for CSSS / all other analogous Stenographers cadres. 11.17 All future recruitment to CSS/CSSS/analogous Secretariat and Stenographers cadres in non participating Ministries/Organizations in the scale of Rs.6500-10500 to be made as Executive Assistants with minimum qualifications of Graduation and one year Diploma in Computers. Executive Assistants to discharge the functions presently being carried out by Assistants as well as the Personal Assistants. The cadres of CSS/CSSS and analogous cadres in other non-participating Ministries/Organizations to be merged. Present incumbents of CSS/CSSS and analogous cadres in other non-participating Ministries/Organizations to continue as distinct cadres till the time the istrative Ministry concerned evolves a procedure for their job enlargement/enrichment, retraining and redeployment.

All India Services and organized Group ‘A’ Services.

11.18 Existing edge for IAS in the three grades viz. Senior Time Scale, Junior istrative Grade and Non-Functional Selection Grade to be retained. Grades of DIG and Conservator to be retained in IPS and Indian Forest Service respectively. Posts of Director General in the five Central Para Military Forces i.e. BSF,

645

CRPF, ITBP, CISF & SSB to be at par and placed in the scale of Rs.26,000 (fixed) corresponding to the revised pay scale of Rs.80,000 (fixed). The post of Director, Indira Gandhi National Forest Academy to be upgraded to the scale of Rs.26,000 (fixed) corresponding to the revised pay scale of Rs.80,000 (fixed). 11.19 Existing parity between IAS & Indian Foreign Service to be maintained. Modified batch-wise parity proposed between respective batches of IAS and other organised Group A services for emment and/or posting at Centre with the gap being restricted to two years. 11.20 Twenty per cent of additional posts in SAG/HAG in all organised Group A services to be operated on non-functional basis provided matching number of posts are decadred for open selection. 11.21 Some recommendations relating to individual Services like IA&AS, IC&CES, IDAS, IPoS and IRS. Central Staffing Scheme

11.22 Opening up of Central Staffing Scheme. All posts under this scheme as well as SAG/HAG posts not already encadred in any service to be filled by transparent, web-based procedure. Changes recommended in eligibility norms so as to enable officers with domain expertise to apply, irrespective of their service.

Dearness allowance

11.23 Base year of the Consumer Price Index (I) to be revised as frequently as feasible. Formulation of a separate index for Government employees suggested. National Statistical Commission to carry out this exercise.

Recommendations relating to Allowances

11.24 Existing rates of most of the allowances to be doubled both in case of Defence Forces as well as civilian employees. 11.25 Existing rates of HRA to be retained for A-1 cities with A, B-1 & B-2 cities being given this allowance at the rate of 20% and C/Unclassified cities being given the allowance at the rate of 10%. 11.26 CCA to be subsumed in Transport Allowance and the rates of this allowance to be increased by 4 times. 11.27

Travel entitlements to be paid on actuals.

11.28 Rates of Education allowance reimbursement to be raised from existing Rs.50 to Rs.1000 per child per month, subject to the maximum of two children. Hostel subsidy to be raised from existing Rs.300 p.m. to Rs.3000 p.m.

646

11.29

Risk allowance to be replaced by risk insurance.

11.30 All the fixed allowances made inflation proof with provisions of automatic revision whenever dearness allowance payable on revised pay bands goes up by 50%. Transport Allowance to be increased every year on the basis of the increase in the dearness allowance. 11.31 Encashment of Earned Leave in case of Defence Forces personnel delinked from the number of years of service. All Defence Forces personnel to be eligible for leave encashment of upto 300 days at the time of retirement/discharge. Medical facilities

11.32 A new medical insurance scheme recommended for Government employees. The scheme to be optional for existing Central Government employees and pensioners. New Government employees and pensioners to be compulsorily covered by the scheme.

Pension

11.33 Fitment formula recommended for serving employees to be extended in case of existing pensioners/family pensioners. 11.34 Rates of Constant Attendant Allowance to be increased by five times to Rs.3000 p.m. 11.35 Pension to be paid at 50% of the average emoluments/last pay drawn (whichever is more beneficial) without linking it to 33 years of qualifying service for grant of full pension. 11.36 A liberal severance package for employees leaving service between 15 to 20 years of service. 11.37 Higher rates of pension for retirees and family pensioners on attaining the age of 80, 85, 90, 95 and 100 years. 11.38 Revision of the commutation table suggested for commutation of pension. 11.39 Framing of an appropriate insurance scheme suggested for meeting the OPD needs of pensioners in non-CGHS areas.

Advances

11.40 A new mechanism for grant of advances under which an employee will take the advance from an approved bank and the Government will give an interest subsidy equal to two percentage points on the rate of interest being charged by the bank to the employee. Existing limits of various advances increased and provisions made for their automatic revision periodically.

647

Public holidays

11.41 Continuation of five day week. Government offices to remain closed only on the three national holidays. All other gazetted holidays to be abolished and compensated by increasing the number of restricted holidays from two to eight days in a year.

Women employees

11.42 Benefits like staggered working hours, special leave for child care, enhanced maternity leave of 180 days, better accommodation facilities in the form of working women’s hostels, etc. specifically for women employees.

Persons with disabilities

11.43 Government employees with disabilities recommended various benefits like enhanced number of casual leave, special aids and appliances for facilitating office work, higher interest subsidy for automobile loans, liberal flexi hours, higher rate of transport allowance, better prosthetic aids and proper grievance redressal machinery. Extra allowance for disabled women employees to take care of young child till the time the child attains the age of two years.

Lateral entry of Defence Forces personnel

11.44 Lateral movement of all Defence Forces personnel (both Personnel Below Officer Ranks & Short Service Commission Officers) at appropriate levels in Os/MFs as well as in the various posts of defence civilians in Ministry of Defence.

Rationalization of the existing processes

11.45 Steps leading to improvement in the existing delivery mechanisms by more delegation, delayering and an emphasis to achieve quantifiable and concrete end results. 11.46 Greater emphasis on field offices/organisation at the cutting edge of delivery. Parity between posts in field offices and the secretariat. 11.47 Enhanced pay scales for Nurses, Teachers and Constabulary with whom the common citizen has most frequent interaction. Postmen have also been upgraded. 11.48 Delayering of istrative offices to cut down hierarchical levels. 11.49 Emphasis on training academies and training processes within the Government.

Regulatory Bodies

11.50 Normal replacement pay bands, grade pay and allowances for the existing of regulatory bodies. A revised method of selection with a higher pay package to those

648

recruited through the revised process of selection in selected organisations. Employees and Court Officers of the Supreme Court

11.51 No relativity established between employees and court officers of the Supreme Court vis-à-vis those working in the Central Government.

Financial implications

11.52 The recommendations contained in the Report to cost Rs.12561 crore in the year 2008-09. Savings of Rs.4586 crore likely to accrue on of various measures suggested in the Report. The net financial implications of the recommendations contained in the Report estimated to be Rs.7975 crore for the year 2008-09. An additional, one-time burden of Rs.18060 crore on payment of arrears.

649

Chapter 12

Acknowledgements

The Commission would like to thank all employees and of public who replied to the questionnaire prepared by the Commission or separately gave their suggestions by their memoranda. The Commission is grateful to the representatives of the Staff Side of the National Council, the representatives of various associations, the Officers of the Defence Pay Commission Cell and Railway Pay Commission Cell and various eminent persons including the Cabinet Secretary, Service Chiefs, Secretaries of various Ministries/Departments and heads of various organisations from whose views the Commission benefited. These provided invaluable inputs in formulating the recommendations contained in the Report. The Commission also acknowledges the very productive discussions with the istrative Reforms Commission and the Second Pay Revision Committee for Executives of Central Public Sector Enterprises. The Commission acknowledges with thanks the valuable assistance rendered by each and every one of the 17 officers of the Secretariat of the Commission in the preparation of the Report. The present form of the Report has evolved as a result of contributions of all these interactions and valuable contributions.

Sd./(Justice B. N. Srikrishna) Chairman

Sd./-

Sd./-

(Professor Ravindra Dholakia) Member

(Sushama Nath) Member Secretary

650

INDEX

Annex 1.1.1

Content

Page No.

Unions/Federations/Associations/Eminent persons heard by the Commission

1

2.1.1

Pay & Pension Structure in Public Sector Undertakings

11

2.5.1

Central Public Sector Enterprises – Performance Linked Incentive Schemes, Employees Stock Option Scheme and Enterprise specific implementation models

44

Experience of Private Organisations in India with Performance Related Incentives

50

2.5.3

International Experience of PRIS

54

2.5.4

PRIS Implementation

67

2.5.5

Introduction of High Performance Work Performance Related Incentive Schemes (PRIS)

2.5.2

2.5.6

Practices

through 78

Public Service (citizen/stakeholder) ability and the Sevottam Model

80

4.4.1

Illustrative formula for computing PLB in Railways

85

4.8.1

Guidelines contained in National Policy of persons with disabilities

86

5.1.1

Fixation of the pension of the existing pensioners

88

5.1.2

Proposed revised commutation table

256

6.3.1

E-Governance and Best Practices

257

8.1.1

List of Regulatory Bodies

271

A-1

Analysis of Responses to Questionnaire

284

Unions/Federations/Associations/ Eminent persons heard by the Commission

Annex 1.1.1

Mumbai 16th January 2007 Secretary, Department of Atomic Energy, All India Railwaymen’s Federation (AIRF), President, Income Tax Appellate Tribunal (ITAT), National Federation of Indian Railwaymen (NFIR) and the following Department of Atomic Energy (DAE) Unions/Associations namely, the Bhabha Atomic Research Officers Association (BARCOA), Atomic Energy s Cadre Officers Association (AEACOA), Atomic Energy Retirees’ Welfare Association (AERWA), National Federation of Atomic Energy Employees (NFAEE) and the Atomic Energy Workers & Staff Union. 17th January 2007 Bharatiya Railway Mazdoor Sangh, All India Railway Employee’s Confederation (AIREC), Bombay Mint Staff Union, Bombay Mint Security Staff Association, All India Naval Clerks Association (Ministerial Staff), Indian Navy Civilian Officers Association, State Government, Indian Forest Service Association Maharashtra State, Indian Bureau of Mines Scientific Officers Association, Mining Diploma Engineers Association Indian Bureau of Mines (IBM), Indian Bureau of Mines (IBM) Employees Association, Civil s Employees Association, Gazetted Officers Association Office of the Textile Commissioner. 18th January 2007 Indian istrative Service (IAS) Officers’ Association, Madhya Pradesh, Indian Naval Employees’ Union, Income Tax Gazetted Officers Association, Indian Revenue Services (IRS) Association Mumbai, Director, All India Institute of Physical Medicine and Rehabilitation (AIIPMR), All India Central Government Canteen Employees’ & Workers’ Association, Income-Tax Appellate Tribunal (ITAT) Bar Association, Central Government Pensioners Association, Central Water and Power Research Station (CWPRS) Kamgar Sabha (2 groups), Central Water and Power Research Station (CWPRS) Officers’ Association, 512 Sena Workshop Mazdoor Sangh, Bharatiya Samrakshan Kamgar Sangh and Marine Surveyors Association.

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New Delhi 23rd January 2007 National Federation of Postal Employees, Federation of National Postal Organizations, Bharatiya Postal Employees Federation, Scientific Advisor to Raksha Mantri, Director General, Central Reserve Police Force, Director General, Border Security Force, Director General, Central Industrial Security Force, Director, Directorate of Coordination (Police Wireless), Director General, Narcotics Control Bureau, All India Tourist Officers’ Association and All India Archeological Survey of India Officers Association. 24th January 2007 Class III Service Association, Survey of India, Secretary Department of Science and Technology, Defence Research and Development Organisation (DRDO) Technical Officers Association, Trained Nurses’ Association of India, Delhi Nurses Union, Central Health Employees Federation, t Council of Health Employees’ Organisations, All India General Duty Medical Officers (GDMO) Association, Indian Speech, Language and Hearing Association, Delhi Branch, t Action Council of Service Doctor Organization, Central Government Hospitals Radiographers Welfare Association, Association of Radiotherapy Technicians, Safdarjung Hospital, Delhi Dietetic Association, Physiotherapy Forum, Indian Physiotherapy Association, Confederation of Central Government Gazetted Officers Organization, Delhi Andaman & Nicobar Civil Services (DANICS)Officers Association and Indo-Tibetan Border Police (ITBP). 25th January 2007 Director Intelligence Bureau (IB), All India Audit and s Association, t Action Committee of s and Audit Employees and Officers Organizations, Confederation of Central Government Employees and Workers, Bharatiya Pratiraksha Mazdoor Sangh, Government Employees National Confederation, Baharatiya Currency And Coins Karmchari Mahasangh, All India Association of Pay and s Officers (Civil), Grade I Officers Association, Government of Delhi, Government of National Capital Territory Employees Welfare Association, Delhi istration Food Inspectors Welfare Association, Chief Secretary, Government of National Capital Territory of Delhi, All India land and Revenue Employees Welfare Association, Transport Department Technical Executive Officers Association, Delhi Veterinary Association, All India Forest Officers Federation and Officers of Delhi Andaman and Nicobar Police Service (DANIPS). 15th March 2007 All India Federation of Central Excise Executive Officers (Nagpur), All India Federation of Central Excise Executive Officers (Delhi), National Audit Federation, All India s and Audit Officers Federation, Co-ordinating Committee of Organizations in Department of Revenue, Income Tax Employees Federation, Postal Officers’ Association, Railway Track Machine Employees Association, Technical Employees Association of Railways, All India Station Masters Association, All India Civil s Employees Association, Delhi Patwari Kanungo Welfare Association, Principal, Delhi College of Engineering, Federation of Educational Associations of Delhi Government, Delhi

2

Government Statistical Employees Association, Central Pollution Control Board Employees Welfare Union, Rashtriya Bharatiya Khani Vibhag Karmachari Sangh, Indian Bureau of Mines (IBM) Officers Association, Technical Staff Association of Forest Research Institute (FRI), Employees Association All India Institute of Physical Rehabilitation, CIT&C Workers Union, Forum For Excellence – Former Military Engineering Service (MES) Officers, Technical Officers Association (Ministry of Agriculture), Central Public Works Department (WD) Junior Engineers Association, Central Water Commission (Group B) Association, Deputy Director General, Military Survey. 16th March 2007 Advisor (Finance) s Establishments , Department of Telecom (DoT); DoT Engineering Officers Association; All India Naval Technical Supervisory Staff Association; All India Dental Hygienist Association; All India Central Government Canteen Employees Association; Armed Forces Headquarters Canteen Employees Association; All India Canteen Store Depot Officers Association; Civilian Scientific Staff Quartermaster General’s Branch; All India Ordnance Factories Para-Medical Staff Association; Delhi Dietetic Association; All India Central Government Health Scheme Ayurvedic Physicians Association; Homoeopathic Doctors Welfare Association, Delhi istration; Karmachari Sewa Sangh, Ministry of External Affairs (MEA); Ministry of External Affairs (MEA) Indian Foreign Service `B’ (IFS) CCB Association; All India port Employees Association; IFS (B) Stenographers Association; National Coordination Committee of Pensioners; Association for Securing Economic Justice to Contributory Provident Fund / Special Railway Provident Fund Retirees; Disabled War Veterans; National Ex-servicemen Coordination Committee; War Wounded Foundation; Technical Gazetted Officers Association, Ministry of Industry; Indian Optometric Association; All India Central Excise Inspectors’ Association; Central Soil and Material Research Station Group ‘B’ R&D Professionals’ Association; All India WD Engineers Association. 2nd April 2007 Indian Police Service (IPS) Association, Indian Forest Service (IFS) Association, Federation of Railway Officers Association (FROA), Indian Railway Personnel Service (IRPS), Indian Defence Estate Officers Service (IDES) Association, Indian Ordnance Factories Service (IOFS) Association, Indian Defence s Service (IDAS) Association, Atomic Energy Regulatory Board (AERB), Indian Defence Service of Engineers (IDSE) Association, Director General, Border Roads, Indian Revenue Service (IRS) (Custom & Central Excise) Association, Central Secretariat Official Language (OL) Service Federation. 3rd April 2007 Director, Lal Bahadur Shastri National Academy of istration (LBSNAA), Indian Information Service (IIS) Association, Central Labour Service (CLS) Association, Indian Statistical Service (ISS) Association, Central Engineering Service (CES) Class I Direct

3

Recruit [DR] Central Public Works Department (WD) Civil, Electrical and Mechanical Engineers Association, Central Water and Power Engineering Service Group A(CWES& ES) Association, Indian Civil and istrative Service (IC&AS) Association, Central Secretariat Service (CSS) Forum, Central Secretariat Clerical Service (CSCS) Association, Central Secretariat Stenographers Service (CSSS) Association, Federation of Stenographers of Central Secretariat (CS) & Allied Offices, Central Secretariat Stenographers Gazetted Officers Association, Central Secretariat (CS) Principal Private Secretaries (PPS) & Senior Principal Private Secretaries (Sr. PPS) Association, Armed Forces Headquarters (AFHQ) Inter Services Organisations Section Officers’ (ISOs/ SOs) Departmental Promotion (DP) Association, Direct Recruit Gazetted (DRG) Officers Association; Civilian Officers Association, Armed Forces Headquarters (AFHQ) Assistants Direct Recruit (DR) Association; Armed Forces Headquarters (AFHQ) Employees Association, Armed Forces Headquarters (AFHQ) Group D Association, Armed Forces Headquarters (AFHQ) Stenographers Association, Railway Board Secretariat Stenographers Service (RBSSS) Association. 4th April 2007 Insurance Regulatory and Development Authority (IRDA), Director, Sardar Vallabhbhai Patel (SVP) National Police Academy, Director, Indira Gandhi (IG) National Forest Academy, Director General, National Academy of Direct Taxes, Director General, Railway Staff College, Director General, National Academy of Audit & s, Indian Trade Service (ITS) Association, Indian Revenue Service (IRS) (Income Tax) Association, Indian Railway Medical Service Association. 5th April 2007 Shri KS Dhillon, Director General of Police (DGP) (Retd.), Dr. Amit Mitra, Secretary General, Federation of Indian Chamber of Commerce and Industry (FICCI) and the Indian Postal Officers Service (IPoS) Association. 16th April 2007 Shri M. N. Buch, IAS (Retd.), Chairman, Telecom Regulatory Authority of India (TRAI), t Consultative Machinery (JCM) of the Standing Committee of the National Council Shri M. Raghavaiah, Leader JCM, Staff Side, Umraomal Purohit, Secretary, Staff Side, and - Shri J. P. Chaube, Shri Rakhal Das Gupta, Shri Shanker Rao, Shri K. K. N Kutty, Shri S. K. Vyas, Shri K. S. Murthy, Shri Guman Singh, Shri R. P. Bhatanagar, Shri S. N. Pathak, Shri C. Srikumar and Shri Srinwasan. 17th April 2007 Chairman, Securities and Exchange Board of India (SEBI), Indian Audit & s Service Association, t Consultative Machinery (JCM) of the Standing Committee of the National Council - Shri M. Raghavaiah, Leader JCM, Staff Side, Umraomal Purohit, Secretary, Staff Side, and - Shri J. P. Chaube, Shri Rakhal Das Gupta, Shri Shanker Rao, Shri K. K. N Kutty, Shri S. K. Vyas, Shri K. S. Murthy, Shri Guman Singh, Shri R. P. Bhatanagar, Shri S. N. Pathak, Shri C. Srikumar, and Shri Srinwasan.

4

18th April 2007 Indian Institutes of Management Graduates Group (IIMG), Commissioner, Delhi Police, Director, Central Bureau of Investigation (CBI), Director, Sashastra Seema Bal (SSB), t Consultative Machinery (JCM) of the Standing Committee of the National Council - Shri M. Raghavaiah, Leader JCM, Staff Side, Umraomal Purohit, Secretary, Staff Side, and - Shri J. P. Chaube, Shri Rakhal Das Gupta, Shri Shanker Rao, Shri K. K. N Kutty, Shri S. K. Vyas, Shri K. S. Murthy, Shri Guman Singh, Shri R. P. Bhatanagar, Shri C. Srikumar and Shri Srinwasan. 19th April 2007 Consultation with the Armed Forces : Chiefs of Staff Committee (COSC) - General J J Singh, Chief of Army Staff (COAS) and Chairman COSC, iral Sureesh Mehta, Chief of Naval Staff, Air Chief Marshal FH Major, Chief of Air Staff, Shri Shekhar Dutt, Defence Secretary, Shri V K Mishra, Secretary (Defence Finance), Shri Akhil Jain, Special Secretary, Ministry of Defence, Lt. Gen H S Lidder, Principal Personnel Officers and PARC and Pay Cell, Civilians of the three Services, Military Engineering Service (MES), DG Defence Estates, Border Roads Organisation, Director General Quality Assurance (DGQA), Director General Aeronautical Quality Assurance (DGAQA), Shri M. Natarajan, Scientific Adviser to Raksha Mantri and Secretary, Department of Defence Research and Development. 27th June 2007 Second Pay Revision Committee for Executives of Central Public Sector Enterprises, Secretary Department of Revenue, Secretary Department of Posts, Secretary Department of Women & Child Development, Secretary Department of Urban Development, Member Staff Railway Board, Director General India Meteorological Department and Chief Economic Advisor. 28th June 2007 Secretary Personnel & Training, Chief Statistician of India, Foreign Secretary, Secretary Department of Expenditure, Secretary Department of Economic Affairs and Secretary Health & Family Welfare. 29th June 2007 Cabinet Secretary, Comptroller & Auditor General of India and Chief Vigilance Commissioner. 11th July 2007 Secretary (R) Cabinet Secretariat, Surveyor General of India and Home Secretary. 26th September 2007 Presentation on behalf of Secretary General Supreme Court of India, Supreme Court Class IV Employees Welfare Association, Supreme Court Employees Welfare Association, Supreme Court Shorthand Knowing Staff ’ Welfare Association, Executive Director Railway Pay Commission Cell and Editorial Cadre of Supreme Court Reporter.

5

24th December 2007 Shri A. K. Antony, Raksha Mantri, Government of India Kolkata 5th February 2007 Chairman of Ordnance Factory Board, Director General Ordnance Factories (DGOF) Civil Service Gazetted Officers Association, Calcutta Mint s Offices Staff Association, Staff Association of Central Drug Laboratory, Hygiene Institute staff Association, National Atlas and Thematic Mapping organisation (NATMO) Gazetted Officers Association, Zoological Survey of India (ZSI) Employees Association, Botanical Survey Employees (C&D) Association, Botanical Survey Employees Association, National Library Employees’ Association, The Association of Pensioners of National Library, National Library Staff Association, National Federation of Printing Stationary and Publication Employees, All India Defence s Employees Association. 6th February 2007 Director General of Geological Survey of India, Geodesy [Geological Survey of India (GSI) Surveyors Organisation], Geological Survey of India (GSI) Employees Association, GSI Mechanical Engineers Association, National Atlas and Thematic Mapping Organisation Employees Association, Loco and Traffic Running Staff All India Railwaymens Federation (AIRF), Technicians of various departments All India Railwaymens Federation (AIRF), s Electronic Data Processor (EDP) Cashiers etc. National Federation of Indian Railwaymens (NFIR), Stores Depot Printing Press Staff National Federation of Indian Railwaymens (NFIR), Health and Medical Staff National Federation of Indian Railwaymens (NFIR), Indian National Defence Workers Federation, All India Defence Employees Federation, All India Association of Non-Gazetted Officers of Ordnance Factories, Ordnance Factories Board (OFB) Employees Democratic Association, Director General Ordnance Factories (DGOF) Employees’ Association, Ordnance Factories Board (OFB) Group ‘D’ Employees Association, Company Law istration Employees Association. 7th February 2007 Ministerial Staff Stenographers Official Language Publicity Inspectors etc. National Federation of Indian Railwaymen (NFIR), Stationary Office Mazdoor Union, Legal School Canteen Staff Research Designs and Standards Organisation (RDSO) Etc. National Federation of Indian Railwaymens (NFIR), Signals Telecom Electrical and Mechanical Staff All India Railwaymens Federation (AIRF), Technical Supervisors etc. All India Railwaymens Federation (AIRF), Transportation (Operating) Staff All India Railwaymens Federation (AIRF), t Platform for Action, Commercial Intelligence & Statistical Employees Association, Commercial Intelligence Union, Indian istrative Service (IAS) Association West Bengal, Indian Police Service (IPS) Association West Bengal, Indian Forest Service (IFS) Association West Bengal.

6

Port Blair 19th February 2007 Union Territories istration, Inspector-General (IG) Police, Government Employees Federation, Andaman and Nicobar Government Employees & Workers Federation, Andaman Dock Workers Department, Rashtriya Government Employees/Workers Federation, Non-Gazetted Government Officers’ Association, Central Government Employees Welfare Coordination Committee, Amalgamated Clerical Cadre Employees Association, Andaman and Nicobar Cooperative Department Executive Employees Association, Andaman and Nicobar Group D Employees Association, Tourism Employees Welfare Association, Director of Fisheries, Industries Employees Union, Gramin Vikas Karmachari Sangh, Panchayat Secretaries Association, Trained Nurses Association of India, Indian Veterinary Association, Agriculture Soil Sector Employees Association Andaman and Nicobar Cooperative Employees Welfare Association, Amalgamated Statistical Employees Association, Agriculture Graduates Association (Andaman and Nicobar Islands). 21st February 2007 Andaman and Nicobar Laboratory Assistants Association, Staff Association, Department of Light Houses & Light Ships, Andaman and Nicobar Port Management Workers Employees Association, Stevedoring Unit General Employees Association, Delhi Andaman and Nicobar Civil Service (DANICS) Officers Association – Andaman and Nicobar Islands, Port & Dock Workers Union, Port Signalers Association, Marine Workers Employees’ Union, Andaman and Nicobar Marine Seamen Union, Bharatiya Mazdoor Sangh (Andaman and Nicobar Islands), Andaman and Nicobar Islands State Forest Service Association, Andaman and Nicobar Forest Employees Association, Forest Labour Union, Mill Division, Andaman and Nicobar Wild Life Workers Union, Forest Veterinary Staff Association, Regional Medical Research Centre (RMRC) Employees Union, State Transport Employees Union, Government Motor Transport Drivers’ Union and Staff Car Drivers Association. Chennai 5th March 2007 All India Customs Preventive Service Federation, All India Central Excise and Customs Gazetted Ministerial Officers’ Federation, All India Central Excise and Customs and Allied Drivers Federation, The Indian Association of Physiotherapists, All India Railway Mail Service (RMS) Assistant Superintendents and Inspectors Association, Central Leprosy Teaching and Research Institute Employees Association, Confederation of All India Central Government Stenographers’ Associations, All India Salt Department Employees Union, All India Director General of Quality Assurance (DGQA) Clerical Association, Draughtsmen Association Director General of Quality Assurance (DGQA), National Federation of Railwaymen Loco and Traffic Running Staff, National Federation of Indian Railwaymen (NFIR) Technicians of Various Departments, National Federation

7

of Indian Railwaymen (NFIR) Signal and Telecom, Electrical and Mechanical Departments Staff, National Federation of Indian Railwaymen (NFIR) Technical Supervisors, National Federation of Indian Railwaymen (NFIR) Transportation (Operating) Staff. 6th March 2007 Director, Directorate of Tobacco Development, SHAR Officers Association, SHAR Employees Association, SHAR Employees Trade Union, Bhabha Atomic Research Centre (BARC) Facilities Employees Association, Tamil Nadu Atomic Power Employees Union, Central Cattle Breeding Farm and Regional Station for Forage Production and Demonstration Employees Association, All India Federation of Pensioners’ Association, Chennai, Armed Forces Veteran Officers’ Association, All India Railwaymen’s Federation s Electronic Data Processor (EDP), Cashiers Union, All India Railwaymens Federation (AIRF) Stores and Printing Press Staff Union, All India Railwaymens Federation (AIRF) Trackman, Trollyman, Petrolman, Gangman, Keyman Staff Union, All India Railwaymens Federation (AIRF) Production Units, Workshop and Scientific Staff Union, All India Railwaymens Federation (AIRF) Works Bridge Track Machines Staff Union, All India Postal Employees Union Group C, National Union of Postal Employees Group C, All India Postal Employees Union Postmen and Group D, National Union of Postal Employees Postmen and Group D, All India Railway Mail Service (RMS) and Railway Mail Service (MMS) Employees Unions Group C, National Union of Railway Mail Service (RMS) and Railway Mail Service (MMS) Employees Group C, All India Postal Employees Union Mailguards and Group D, National Union of Postal Employees Mailguards and Group D, All India Postal istrative Offices Employees Union Group C and D, National Union of Postal istrative Offices Employees Union Group C and D, All India Postal s Employees Association, All India Postal Officers’ Association, Tamil Nadu Circle, National Union of Postal s Employees Association. Puducherry 7th March 2007 Chief Secretary, Union Territory istration, Confederation of Pondicherry State Government Employees Associations, Pondicherry Ministerial Staff Association, Federation of Revenue and Disaster Management Department Staff Association, Puducherry, Revenue Employees Federation Karaikal, Ministerial Employees Association Karaikal, Pondicherry Primary School Teachers Association, Teachers’ Association, Puducherry, Pondicherry Agriculture Department Demonstrators Union, Pondicherry State Jail Warders Association, Pondicherry State Government Driver’s and Municipalities, Commune, UT Drivers Association, JIPMER Employees Union, JIPMER Radiology Technical Staff Association, JIPMER Medical Records Staff Association, JIPMER Sanitary Inspectors Welfare Association, JIPMER Dressers’ Association, Association for Biochemists Welfare (ABW) Association, Pondicherry State Government Employees’ Association, The Pondicherry State Commercial Tax Officers Association,

8

Pondicherry University Officers Association, Pondicherry s Officers Association, Federation of Puducherry Government Employees Association, Pondicherry Information and Publicity Department Association for Technical Staff, Power Engineers Association, Electricity Department, Pondicherry State Government Employees Central Federation, Lady Health Visitors Association, W L W Officer Employees Federation, Pondicherry Head Nurse Association, Senior Laboratory Technicians Association, Technical Assistants Association, Assistant Veterinarian Welfare Association, ASPOGAT, Pondicherry State Cooperative Welfare Association, Government Press Employees Union, Pondicherry Scientific Technical and Environment Association, Pondicherry Law Officers Association, Pondicherry Health Inspectors Association, Pondicherry Industries Department Technical Officers Association, Trained Graduate Teachers (TGT) Association Federation, Pondicherry State Statistical Employees Federation, Pondicherry State health Laboratory Assistant Grade II Association, Pondicherry Health Department, Health and Sanitary Assistant Association, Pondicherry Animal Husbandry Attendant Association, Pondicherry State Fisheries Technical Staff Association, Pondicherry Animal Husbandry Field Man Association, G A W Technical Staff Association, Public Works Graduates Civil Engineering Association, Public Works All Association t Struggle Committee, Public Work Gr. D Employees Association, IT Association. Guwahati 19th March 2007 Indian Forest Service (IFS) Association Tripura Cadre, State Government of Assam, Indian istrative Service (IAS) Association, Assam Cadre, Indian Police Service (IPS) Association, Assam Cadre, Indian Forest Service (IFS) Association, Assam & Meghalaya Cadre. 20th March 2007 Director, Indian Institute of Technology (IIT), Guwahati, All India Train Controllers Association (AITCA), Navi Mumbai, Assam Rifles (Civil) Employees, Shillong, NF Railway Pensioners’ Association, Central Government Pensioners’ Association, All India Services Pensioners Cell, Income Tax Employees Federation, Director General Assam Rifles. Gujarat 25th April 2007 Shri Nalin Thakor, Central Government Pensioners’ Association Ahmedabad, Federation of Associations of Central Government Pensioners Gujarat, Retired Indian Space Research Organisation (ISRO) Officers Association Ahmedabad, Posts & Telegraphs and Other Central Government Pensioners Association Ahmedabad, IIM Director and faculty – Prof Bakul Dholakia, Prof Prem Pangotra, Prof Sebastian Morris and Prof P.R. Shukla, Gandhinagar Central Government Employees Welfare Committee, Indian Police Service Association Gujarat Cadre, Indian Forest Service Association Gujarat Cadre, Indian istrative Service Association Gujarat Cadre, Prof. Y.K. Alagh, State Government of Gujarat.

9

Bangalore 8th May 2007 Secretary, Department of Space, Space Engineers Association, Coordination of Space (Technical), Confederation of Defence Recognized Associations, Coordination Committee of Central Government Pensioners’ Association, All India Railwaymen’s Federation s (AIRF) (Five Groups) 9th May 2007 Director, Directorate of Cashew nut & Cocoa Development, All India Coconut Development Board Staff Association, Coconut Development Board Employees Association, The Central Government Fishing Seamen’s Association, Director, Central Institute of Fisheries, National Engineering & Training (CIFNET), Central Institute of Fisheries, National Engineering & Training (CIFNET) Employees Association, All India Association of Central Excise Gazetted Executive Officers, All India Customs & Central Excise Group D Officers Federation & All India Customs Group D Federation, Southern Naval Command Civilian Employees Organization, All India Naval Aviation Technical Supervisory Staff Association. Visit to ISRO Satellite Centre Bangalore. 10th May 2007 Chairman Hindustan Aeronautics Limited, National Federation of Indian Railwaymen (NFIR) (Five Groups), Indian Institute of Science. 11th May 2007 Director IIM Bangalore, State Government of Karnataka, Indian istrative Service (IAS) Association Karnataka Cadre, Indian Police Service (IPS) Association Karnataka Cadre, Indian Forest Service (IFS) Association Karnataka Cadre and Tamil Nadu Cadre. Visit to HAL Factory, Bangalore. Jammu & Kashmir 19th May 2007 State Government of Jammu & Kashmir at Srinagar. 20th May 2007 Chairman and , Kargil Autonomous Hill Development Council. 22nd May 2007 Briefing by Air Force and Army at Leh. 23rd May 2007 Shri Thupstan Chhewang, Member of Parliament, Lok Sabha, Chief Executive Councillor, Ladakh Autonomous Hill Development Council, All Ladakh Central Government Employees’ Association and other Central Government Employees, and Shri Nawang Rigzin Zora Minister of Power, Jammu and Kashmir. Visit to DRDO Laboratory.

10

Pay & Pension structure in Public Sector Undertakings

Annex 2.1.1

Pay Scales in Petroleum and Power sector PSUs Name of PSU

Executives (Rs)

Workmen (Rs)

Indian Oil Corporation

Below Board level I - 23750-28550 H - 20500-26500 G - 19500-25600 F - 19000-24750 E - 18500-23900 D - 17500-22300 C - 16000-20800 B - Rs.13750-18700 A - 12000-17500 [Annual Increment (AI) 4% of BP)

Workmen VIII - 7400-14750 (AI 3% of BP) VII - 6700-13700 (AI 3% of BP) VI - 6300-13000 (AI 3% of BP) V - 5800-11800 (AI 3.5% of BP) IV - 5400-10850 (AI 3.5% of BP) III - 5000-9800 (AI 4% of BP) II - 4800-8900 (AI 4% of BP)

ONGC

Executives E9 - 23750-28550 E7/E8 - 20500-26500 E6 - 19500-25600 E5 - 18500-23900 E4 - 17500-22300 E3 - 16000-20800 E2 - 13750-18700 E1 - 12000-17500 E0 - 10750-16750 S level employees S I: 10220 S II: 11400 S III: 13070 S IV: 15200

Workmen W I: 4300 W II: 4500 W III/ A-I: 4700 W IV/ A-II: 5100 W V/ A-III: 5800 W VI/ A-IV: 6500 W VII: 10220

11

IBP Co. Ltd.

Officers H - 20500-26500 G - 19500-25600 F - 19000-24750 E - 18500-23900 D - 17500-22300 C - 16000-20800 B - 13750-18700\ A - 12000-17500 02 - 10750-16750 01 - 6550-11350

Workmen VI - 7400-14750 V - 6300-13200 IV - 5800-11500 III - 5400-10500 II - 5000-9400 I - 4600-8400

Bharat Petroleum Corporation Limited

Management Staff I - 23750-28550 H - 20500-26500 G - 19500-25600 F - 19000-24750 E - 18500-23900 D - 17500-22300 C - 16000-20800 B - 13750-18700 A - 12000-17500 (Annual Increment – 4% of the Basic Pay. Promotional Increment-6% of Basic Pay.)

Non Management Staff The scales are open ended and there is no maximum for any grade. Gr.XI: 6000-15000 Gr.X: 5800-14300 Gr.IX: 5600-13700 Gr.VIII: 5400-13100 Gr.VII: 5250-11600 Gr.VI: 5100-11100 Gr.V: 4950-10600 Gr.IV: 4800-10100 Gr.III: 4650-9600 Gr.II: 4500-9300 Gr.I: 4350-9000 Annual Increment – 4% of the Basic Pay. Promotional Increment-5.5% of Basic Pay.)

Oil India Limited

Executives H - 20500-26500 G - 19500-25600 F - 18500-23900 E - 17500-22300 D - 16000-20800 C/C1 - 13750-18700 B - 12000-17500 A - 10750-16750

12

Engineers India Limited

Officers at levels 12 & above Level 20 - 23750-28550 Level 19 - 20500-26500 Level 18 - 19500-25600 Level 17 - 19000-24750 Level 16 - 18500-23900 Level 15 - 17500-22300 Level 14 - 16000-20800 Level 13 - 13750-18700 Level 12 - 12000-17500

Employees at levels 1-9 Level 9 - 7400-14750 Level 8 - 6700-13700 Level 7 - 6300-13000 Level 6 - 5800-11800 Level 5 - 5400-10850 Level 4 - 5000-9800 Level 3 - 4800-8900 Level 2 - 4600-8400 Level1 - 4300-7500

Bongaingon Refinery & Petro Chemicals Ltd.

Officers Gr. H - 20500-26500 Gr. G - 19500-25600 Gr. F - 19000-24750 Gr. E1 - 18500-23900 Gr.E - 17500-22300 Gr.D - 16000-20800 Gr.C - 13750-18700 Gr.B - 12000-17500 Gr.A - 8600-14600 Annual Increment 4% of Basic Pay On promotion, 6% of Basic Pay

Workmen SSG - 7600-14750 SG - 7400-14500 ‘e’ - 7000-13700 ‘d’ - Rs.6300-12500 ‘c’ - 5800-11500 ‘b’ - 5400-10500 ‘a’ - 4600-8400 Annual increment - SSG, SG, ‘e’ & ‘d’: 4%, ‘c’ : 3.5%, ‘b’ & ‘a’: 3%

Chennai Petroleum

Supervisory Employees H/1 - 20500-26500 G - 19500-25600 F - 19000-24750 E - 18500-23900 D - 17500-22300 C - 16000-20800 B - 13750-18700 A1 - 2000-17500 Annual Increment 4% of BP Promotional Increment 6% of BP

Non Supervisory Employees V - 8400-15300 IV - 6900-12900 III - 5800-11100 II - 5100-9500 I - 4700-8500 IA - 4500-6800 Annual Increment IA & I - 3%, II & III - 3.5%, IV & V - 4%

Balmer Lawrie & Co. Ltd.

Executives H - 20500-26500 G - 19500-26500 F - 19000-24750 E - 18500-23900 D - 17500-22300

Non Supervisory S2 - 6400-10000 AI: Rs.180 S1 - 6000-9200 AI: Rs.160

13

C - 16000-20800 B - 13750-18700 A - 12000-17500 O2 - 8600-14600 Annual Increment: 4% of minimum of the basic pay of the grade. Biecco Lawrie Ltd.

Officers H - 20500-26500 G - 18500-23900 F - 17500-22300 E - 16000-20800 D - 14500-18700 C - 13000-18250 B - 10750-16750 A - 8600-14600 02 - 6550-11350 Clerical Staff Gr.I - 2559-6707 Gr.II - 2614-6850 Gr.III - 2669-6994 Gr.IV - 2724-7136 Gr.V - 2779-7283

Workers Gr.I - 2486-4416 Gr.II - 2498-4436 Gr.III - 2531-4497 Gr.IV - 2565-4555 Gr.V - 2668-4739

Mangalore Refinery & Petro Chemicals Ltd.

Executive Gr.M2 - Rs.28100 (minimum basic) Gr.M3 - Rs.24200 (minimum basic) Gr.M4 - Rs.22900 (minimum basic) Gr.M5 - Rs.21300 (minimum basic) Gr.M6 - Rs.18500 (minimum basic) Gr.M7 - Rs.16200 (minimum basic) Gr.M8 - Rs.1440028100 (minimum basic) Gr.M9 - Rs.12100 (minimum basic)

Workmen JM1 - Rs.10150 (Minimum basic) JM2 - Rs.8930 (Minimum basic) JM3 - Rs.7680 (Minimum basic) JM4 - Rs.6560 (Minimum basic) JM5 - Rs.5290 (Minimum basic) JM6 - Rs.4570 (Minimum basic)

14

Rural Electrification Corporation Ltd.,

Executives Executive Director - 2375028550 General Manager - 20500-26500 Chief and Equivalent - 1900024750 Jt. Chief and Equiv. - 1850023900 Dy. Chief/FE-I and Equiv.17500-22300 DPE/DD/ACAO/FE-II and Equiv. 13750-18700 APE/AD/Sr.AO/FE-III and Equiv. 11225-17250 AO/SO/PS and Equiv. 10750-16750

Non Executives Sr. Asstt./Acctt/Sr.PA and equiv. 10000-16000 Asstt./Asstt.(Acctts)/Liaison Asstt. and equiv. - 8600-14920 UDC/Acctts Clerk/Computer Operator and equiv. - 7300-12660 LDC/SCD/Electrician/AC Mechanic/DMO (SG) - 580010790 Peon (SG)(Class-IV) - 50009590 Peon (Class-IV) - 4400-8430

NTPC

E9 - 23750-28550 E8 - 20500-26500 E7A - 19500-25600 E7 - 19000-24750 E6 - 18500-23900 E5 - 17500-22300 E4 - 16000-20800 E3 - 13750-18700 E2A - 12000-17500 E-2 - 11225-17250 E-1 - 10750-16750

SG - 10000-16000 W11/S4 - 9300-15590 W10/S3 - 8600-14920 W9/S2 - 7900-13700 W8/S1- 7300-12660 W7 - 6700-11750 W6 - 6200-11200 W5 - 5800-10790 W4 - 5400-10350 W3 - 5000-9590 W2 - 4700-9010 W1- 4400-8430 W0 - 3750-5450

NHPC

Executives E-1 8000-13400 E-2 8600-14600 E-2A 10750-16750 E-3 13750-18700 E-4 16000-20800 E-5 17500-22300 E-6 18500-23900 E-7 19500-25600 E-8 20500-26500

Workmen W-0 3750-5450 W-1 4400-8430 W-2 4700-9010 W-3 5000-9590 W-4 5800-10790 W-5 6700-12500 W-6 7200-13100 W-7 7900-13700 W-8 8550-14850

15

E-9 23750-28550 Supervisors S-1 7900-13700 S-2 8600-14920 S-3 9300-15550 Special Grade 10000-16000 Satluj Jal Vidyut Nigam Ltd.

W11 W10 W9 W8 W7 W6 W5 W4 W3 W2 W1

W-9

9000-15100

9300-15590 8600-14920 7900-13700 7300-12660 6700-11750 6200-11200 5800-10790 5400-10350 5000-9580 4700-9010 4400-8430

S-4 9300-15590 S-3 6600-14920 S-2 7900-13700 S-1 7300-12660 Annual Increment W1-W7 3% W8-W11 3.5% S-1, S-2, S-3, S-4 3.5%

16

House Rent Allowance in Petroleum and Power sector PSUs Name of PSU

Executives (Rs)

Workmen (Rs)

Indian Oil Corporation

Company owned accommodation is provided wherever townships are located. Type of quarter depends upon the grade and seniority. Employees who reside in own house may avail self-lease facility within prescribed rental ceilings. Monthly recovery is made for company owned and leased accommodation, which depends upon the carpet area and the location. Employees who stay in rented accommodation are paid HRA as per classification of city as notified by Government.

ONGC

HRA varies from 15-30%.

IBP Co. Ltd.

Officers & Workmen 30% of basic pay, if posted in Mumbai, Delhi, Kolkata and Chennai ,25% of basic pay, if post in other ‘A’ class cities. 221/2% of basic pay, if post in B-1 class cities. 17-1/2% of basic pay, if post in B-2 class cities. 15% of basic pay, if posted in C and unclassified cities. Management staff & Non Management Staff HRA: Metro Cities: 30% of Basic Pay (BP), A Class: 25% of BP, B-1 Class: 22.5% of BP, B-2 Class: 17.5% of BP, C & others: 15% of BP. Self Lease Rent: For staff whose house is taken on lease under the Scheme, rent payable is limited to the HRA rate applicable to the location where the resident is situated. Maintenance Expenses under self lease for reimbursement: On self certification, maintenance expenses will be reimbursed. The maximum maintenance charges permissible at Metro cities ranges between Rs.17880 and Rs.24840 p.a. (Rs.7302 and Rs.13571 in case of Non-Management Staff) depending on the grade of the staff. Above rates will vary depending on the classification of city. For other cities, the maint. Charges ranges between 88% and 63% of above.

Bharat Petroleum Corporation Ltd.

17

Accommodation: Company provides accommodation to staff where it owns it or takes it on lease. Type of accommodation varies based on the grade and seniority. Employees who reside in own house can avail self lease facility within the prescribed rental ceilings. Monthly recovery in the form of Standard Rent Recovery is made which depends on the Carpet Area of the flat. However, in case of self lease, SRR is based on the Grade. Oil India Ltd. Engineers India Ltd.

Bongaingon Refinery & Petro Chemicals Ltd.

Chennai Petroleum

Officers at levels 12-20

Employees at levels 1-9

1. HRA @ 15% to 30% of BP depending upon class of city. 2. For minor repairs: 2 months’ rentals per annum.

1. HRA @ 15% to 30% of BP depending upon class of city. 2. For minor repairs: 2 months’ rentals per annum.

Officers & Workmen HRA 30/25/22.5/17.5/15 % of BP (Metro/A/B1/B2/C/Unclassified) Supervisory Employees Non Supervisory Employees HRA – Nil HRA – Nil Self lease (Rental) Self lease (Rental) For maximum of pay scale For maximum of pay scale A: Rs.6315 IA: Rs2425 B: Rs.6795 I: Rs.3030 C: Rs.7530 II: Rs.3385 D: Rs.8055 III: Rs.3950 E: Rs.8595 IV: Rs.4580 F: Rs.8880 V: Rs.5435 G: Rs.9145 H: Rs.9505 Self Lease (Maintenance)

Self Lease (Maintenance)

A: Rs.1490 B: Rs.1697 C: Rs.1728 D: Rs.1782

IA: Rs.517 I: Rs.578 II: Rs.637 III: Rs.706

18

E: Rs.1809 F: Rs.1854 G: Rs.1890 H: Rs.2070

IV: Rs.793 V: Rs.1035

Balmer Lawrie & Co. Ltd.

HRA As in the Central Government.

HRA As in the Central Government.

Biecco Lawrie Ltd.

Officers HRA - 25% of Basic (max. of Rs.1500)

Staff & Workers 25% of basic pay (max. of Rs.1500)

Co Leased/Self Lease Rent per month H: Rs.3300, G: Rs.3090, F: Rs.2930, E: Rs.2750, D: Rs.2716, C: Rs.2360, B: Rs.2188, A: Rs.1950 Co Leased/Self Lease maintenance Per month H: Rs.825, G: Rs.808, F: Rs.794, E: Rs.688, D: Rs.685, C: Rs.488, B: Rs.474, A: Rs.454 Mangalore Refinery & Petro Chemicals Ltd.

Executives HRA - Metros: 30% BP, AClass: 25% BP, B-1 Class: 22.5% BP, B-2 class:17.5% BP, C&Unclassified: 15% BP

Workmen HRA - Metros: 30% BP, AClass: 25% BP, B-1 Class: 22.5% BP, B-2 class: 17.5% BP, C& Unclassified: 15% BP

Rural Electrification Corporation Ltd.

House Rent Recovery City based Township (incl.BTPS) A type quarter - Rs.280/- pm B type quarter - Rs.710/- pm C type quarter - Rs.870/- pm D type quarter - Rs.1080/- pm

Non-Executives W8/S1-W11/S4 & SG A type quarter Cities Rs.220/pm Project Stn. Rs.110/pm

Project / Stn. Townships A type quarter - Rs.140/- pm

B type quarter Cities Rs.570/-

19

B type quarter - Rs.355/- pm C type quarter - Rs.435/- pm D type quarter - Rs.540/-

pm Project Stn. pm

Rs.285/-

W7 & below A type quarter Rs.160/pm B type quarter Rs.220/pm NTPC

NHPC

Satluj Jal Vidyut Nigam Limited

A1 30% of Pay A-B-1, B-2 15% of Pay C 7.5% of Pay Unclassified 5% of Pay A-1 30% of Pay A 25% of Pay B-1, B-2 & C 15% of Pay Other Unclassified 10% of Pay A-1 30% of Pay A 25% of Pay B-1, B-2 & C 15% of Pay Other Unclassified 10% of Pay

20

Conveyance Allowance/reimbursement/advance in Petroleum and Power sector PSUs Name of PSU Indian Oil Corporation

Executives (Rs)

Workmen (Rs)

Conveyance Reimbursement Officers who own a car and utilize the same for official duties are reimbursed expenses within the annual km. ceiling prescribed for each grade at the current per km rate of Rs.7.41. The monthly claim may vary but the annual claim should not exceed the ceiling. Similarly officers who use 2-wheeler are reimbursed Rs.1327 p.m. for scooter and Rs.715 p.m. for Moped. Workmen are reimbursed depending upon grade, Rs.990/887 p.m. for scooter and Rs.543/485 p.m. for Moped.

ONGC

IBP Co. Ltd.

Officers who have not availed conveyance advance and also do not claim reimbursement of conveyance running & maintenance exprenses are entitled to transport assistance in the range of Rs.1000 to Rs.2000 p.m. depending upon the grade. Similar benefit to workmen is given as Transport Subsidy @ Rs.715 in metro cities and Rs.500 in other cities. Executives Workmen Conveyance Reimbursements Conveyance E0: Rs.2915, E1/E2: Min.Rs.2915 Reimbursements Max. Rs.4740, E3 to E9: Rs.4740 S level employees @ Rs. 1510 p.m Conveyance Reimbursements S I & S II: Rs.1510, S III & S IV: Rs.2915

Officers Rs.500 for Officers in Gr.01 & 02 Rs.700 for officers in Gr. A Rs.1000 for officers in Gr. B & C. Rs.1400 for officers in Gr. D & E. Rs.1400 for officers in Gr. F & above.

Workmen Gr.I to V : Rs.448 for Moped. Rs.819 for Scooter/Motor Cycle. Gr.VI : Rs.501 for Moped. Rs.914 for Scooter/Motor

21

Rs.1400 for Moped for all Grades. Rs.1400 for Scooter/Motor Cycle grades

Bharat Petroleum Corporation Limited

Cycle. Transport Assistance - who are not receiving conveyance running expenses are paid @ Rs.500 (all Metros) for Moped and Rs.350 for others.

Management staff Conveyance Reimbursements Granted only to officers who own vehicle for KMs traveled for official use. The entitlement ranges between 4000 KMs to 9500 KMs depending on the grades. Rates of reimbursement: Cars-Rs.7.41 per KM. Granted only to officers who are not availing company transport or conveyance reimbursement. The payment ranges between Rs.700 to Rs.1400 p.m. depending on the grade of the staff. Management staff Conveyance/Transport Allowance in respect of those who do not have a vehicle Metros & A class Cities: Rs.620 p.m. In other cities: Rs.470 p.m. Those who own 2 wheeler or 4 wheeler: Rs.900 p.m.

Oil India Limited

Executives Conveyance Allowance @ Rs.800 p.m

-

22

Engineers India Limited

Officers at levels 12 & above Level 12: Rs.3090, Level 13: Rs.3780, Level 14: Rs.3780, Level 15: Rs.4460, Level 16: Rs.4460, Level 17: Rs.5150, Level 18: Rs.5150, Level 19: N/A, Level 20: N/A

Employees at levels 1-9 Conveyance Allowance Levels 1 to 6 : @ Rs.650 p.m. Level 7: Rs.900, Level 8: Rs.1080 Level 9: Rs.1270

Bongaingon Refinery & Petro Chemicals Ltd.

Officers Conveyance Allowance for Scooter A grade: Rs.990 p.m. B grade & above: Rs.1327 p.m. (6500 km annual entitlement @ Rs.2.45/km)

Workmen Conveyance allowance for Scooter a,b,c & d grade: Rs.887 p.m. d & SG: Rs.990 p.m.

Conveyance Allowance for Car Mileage @ Rs.7.41 km B grade: Rs.2779 p.m. (4500 km p.a.) C grade: Rs.4323 p.m. (7000 km p.a.) D grade: Rs.4384 p.m. (7100 km p.a.) E grade: Rs.5311 p.m. (8600 km p.a.) E1 grade: 5434 p.m. (8800 km p.a.) F grade: Rs.6484 p.m. (10500 km p.a.) G&H: Rs.6793 p.m.(11000 km p.a.)

SSG: Rs.990 Transport Subsidy/Allowance Rs.500 at Headquarter and Rs.715 at Metro payable to those not drawing conveyance allowance and not availing company arranged transport.

Transport Subsidy/Allowance (Payable to those not drawing conveyance allowance not availing company arranged transport) A Grade: Rs.800 p.m. B Grade: Rs.1000 p.m. C Grade: Rs.1200 p.m.

23

Chennai Petroleum

D Grade: Rs.1300 p.m. E Grade: Rs.1700 p.m. E1 grade: Rs.1800 p.m. F Grade: Rs.1900 p.m. G & above: Rs.2000 p.m. Supervisory Employees Conveyance For maximum of the scale A: Rs.1670, B: Rs.3214, C: Rs.3214, D: Rs.4140, E: Rs.4140, F: Rs.5066, G: Rs5066, H: Transport Allowance @ Rs.800 p.m. Provision of Car for GM Rs.22820

Balmer Lawrie & Co. Ltd.

Biecco Lawrie Ltd.

Executives Conveyance Reimbursements: H - Company car with 500 km per month for personal use G - 12200 km/annum @ 6.71 per km F - 6200 km/annum @ Rs.6.71 per km E & D - Max.5400 km/annum @ Rs.6.71 per km C & B - Rs.1000, A - Rs.700, O2 Rs.500 Officers Transport Subsidy per month Gr. D to Gr H - Rs.540, Gr.B & C Rs.410 Gr.A - Rs.275, Gr.02 - Rs.210 Reimbursement – Scooter per month All grades: Rs.529 Reimbursement – Car: H - Rs.8934, G - Rs.7362, F Rs.2217, E - Rs.1931, D - Rs.1931, C Rs.1645,

Non Supervisory Employees Conveyance For maximum of the scale IA to IV : Rs.405 p.m. V: Rs.1229 p.m. Transport Allowance @ Rs.500 p.m. Non Supervisory S2 Rs.450 S1 Rs.450

Workers @Rs.182 p.m.

24

Mangalore Refinery & Petro Chemicals Ltd.

Rural Electrification Corporation Ltd.,

NTPC

B - Rs.1645 Staff Transport Subsidy @ Rs.300 p.m. Executives Workmen Conveyance M2: Company Car JM1:Rs.1200 M3 - Rs.5700, M4 - Rs.5500, M5JM2 to JM6 : Rs.800 Rs.5400 M6 - Rs.4700, M7 - Rs.3700, M8 Rs.3200, M9 - Rs.2300 Tpt. Subsidy All Executives - Rs.570/- p.m. , All Non-executives - Rs.350/p.m. Conv.Reimburse.(Car) - Chief & above - Rs.3950/- p.m. Dy.Chief, Jt.Chief & equiv. - Rs.3610/- p.m., AD/DD & equiv. Rs. 3250 pm Scooter/M-Cycle - All Executives - Rs.1230/- pm, All NE-3 to NE-6 (LDC to Sr.Asstt.) - Rs.800/- p.m. Peon, Peon(SG) & equiv. - Rs.700/- p.m. Moped All Executives - Rs.570/- p.m., All Non-executives - Rs.350/p.m. Tpt.Sub. For Blind & Orthopaedically - Double the entitlement of Tpt. Subsidy. Tpt. Allowance (pm) Car E7 & above Rs.800/-, E5-E6 Rs.800/-, E2A-E4 Rs.800/E1-E2 Rs.800/Scooter / Motor-Cycle Executives Rs.800/-, Selection Gr. Rs.800/- , W8W11/S1-S4- Rs.800/W1-W7 Rs.585/Moped All Executives - Rs.645/-, Selection Grade - Rs.510/-, W8W11/S1-S4- Rs.480/W0-W7 - Rs.400/Not owning any vehicle Executives & SG Rs.500/- pm, W8-W11 & S1-S4 Rs.400/- pm W0-W7 - Rs.325/- pm Tpt. Allow to blind orthopadically handicapped employees Exec. & SG - Rs.1000/- pm, W8 to W11 / S1 to S4 - Rs.800/- pm, W0 to W7 - Rs.650/- pm Conv. Reimbursement (pm) Car E7 & above Rs.3035/-, E5-E6 Rs.2690/-, E2A-E4

25

Rs.2350/E1-E2 Rs.1640/Scooter / Motor Cycle Executives Rs.385/-, Selection Grade Rs.385/-, W8-W11 / S1-S4 Rs.80/Conveyance Advance Car, Scooter, Motorcycle, Moped - 90% of the cost NHPC

Tpt. Allowance Car/Scooter/Motor Cycle - Rs.800/- , Moped - Rs.645/Spl. Gr.(S-4) Scooter/M.Cycle Rs.800/-, Moped Rs.510/-, S-1 to S-3 Scooter/M.Cycle Rs.800/-, Moped Rs.400/W-6 to W-9 Scooter/M.Cycle Rs.800/- , Moped Rs.400/W-1 to W-5 Scooter/M.Cycle Rs.585/- , Moped Rs.400/Conveyance reimbursement (official) Car E-1 & E-2 Rs.1640/-, E-2A to E-4 Rs.2350/-, E-5 & E-6 Rs.2690/E-7 & above Rs.3035/Scooter / Motorcycle All Executives Rs.385/-, S-1 to S-3 Rs. 80/-, Spl. Gr.(S-4) Rs.385/W-6 to W-9 Rs. 80/Moped W-1 to W-5 Rs.235/-, W-6 & above Rs.280/Employees not maintaining own vehicle All Executives Rs.500/-, S-1 to S-3 Rs.400/-, Spl. Grade Rs.500/W-1 to W-5 Rs.325/-, W-6 & above Rs.400/-

Satluj Jal Vidyut Nigam Ltd.

Conveyance Reimburse. Car E7 & above 3452/-, E5 & E6 2836/Scooter / Motor Cycle All Executives 1065/-, Supervisors 528/Moped All Executives 573/-, Supervisors 359/-

3147/-, E2 to E4

776/-, Workmen

431/-, Workmen

26

Children Education Allowance in Petroleum and Power sector PSUs Name of PSU Indian Oil Corporation

ONGC

IBP Co. Ltd.

Bharat Petroleum Corporation Limited

Oil India Limited

Engineers India Limited

Bongaingon Refinery & Petro Chemicals Ltd.

Executives (Rs)

Workmen (Rs)

Paid to employees at Rs.200 p.m. if child is studying upto class-Xth; and beyond class Xth, it is Rs.250 p.m. Hostel subsidy is paid at Rs.625 p.m. The benefit is limited to only 2 children. S level employees & Executives Workmen E0 to E3: Rs.1800 p.m. Rs.1800 p.m. E4 to E9: Rs.2400 p.m. Besides, eligible Besides, eligible employees are employees are also also entitled to Merit entitled to Merit scholarship, transport subsidy scholarship, transport for children, hostel subsidy, subsidy for children, subject to fulfillment of certain laid down and conditions. hostel subsity, subject to fulfillment of certain laid down and conditions. Officers & Workmen Rs.200 per month per eligible child upto class X . Rs.250 per month beyond Class X . Hostel Subsidy is also paid to an officer @ Rs.625 per month whose children are staying in a hostel and pursuing professional/non-professional course. Management staff & Non Management Staff Rs.150 per child upto Std. X Rs.200 per child from Stad. XI onwards upto graduation/PG. Max. 2 children at any given time. Executives Children Education Reimbursement is made @ Rs.750 p.m. Officers at levels 12-20 Employees at levels 1-9 Children Education Allowance Children Education @ Rs.150 per child subject to a Allowance @ Rs.150 per maximum of 2 children. child subject to a maximum of 2 children. Officers & Workmen Rs.200 p.m. per child – up to Matriculation. Rs.250 per child

27

above Matriculation Hostel Subsidy Rs.625 p.m. per child if studying in Boarding School/ College/ Institution. Children Merit award Rs.2000 (80%) marks, Rs.4500 for professional degree, Gold coin 10 gms for rank holders. Chennai Petroleum Balmer Lawrie & Co. Ltd.

Biecco Lawrie Ltd.

Mangalore Refinery & Petro Chemicals Ltd.

Rural Electrification Corporation Ltd.,

NTPC

NHPC Satluj Jal Vidyut Nigam Ltd.

Supervisory Employees & Non Supervisory Employees @ Rs.400 p.m. Executives Non Supervisory Rs.150 per child upto Class X Rs.125 per child upto and Rs.200 for XI and above. Class X and Rs.150 for Class XI and above. Officers Children Education Allowance per month Rs.100 per child (max 2 children) Executives Workmen M2:Rs.1000, M3-Rs.800, M4JM1- Rs.350, JM2- Rs.270, Rs.700 JM3- Rs.270 M5- Rs.700, M6- Rs.450, M7JM4- Rs.270, JM5- Rs.270, Rs.400 JM6- Rs.270 M8- Rs.400, M9- Rs.400 @ Rs.40/- p.m.per child from I to X, Rs.50/- p.m. per child from Xi and XII plus Rs.10/- p.m. per child as Science fee (upto 2 children) from IX to XII. For physically handicapped and mentally retarded children @ Rs.100/- p.m. upto XII. Hostel Subsidy @ Rs.300/- p.m. per child from I to XII (upto 2 children) Over and above Rs.75/- pm per child reimbursement (Rs.225/- pm per child where CCA is not payable). Over and above Rs.75/- pm per child reimbursement (Rs.340/- pm per child where CCA is payable). Hostel subsidy @ Rs.675/- pm per child Rs. 250/- p.m. per child Hostel subsidy @ Rs.1500/- p.m. per child Tuition Fee (where CCA is not payable) Rs.225/- pm per child Tuition Fee (where CCA is payable) Rs.340/- pm per child Hostel Subsidy @ Rs.675/- pm per child

28

Leave Travel Concession in Petroleum and Power sector PSUs Name of PSU Indian Oil Corporation

ONGC

IBP Co. Ltd.

Bharat Petroleum Corporation Limited

Oil India Limited Engineers India Limited

Executives Workmen (Rs) (Rs) Employees are entitled to travel to home town or anywhere in India, in lieu of home town, once in a block of 2 years. The journey is performed as per normal travel entitlement. During visit to a place other than home town and if guest house/holiday home facility is not availed, then DA at applicable rate is reimbursed for a maximum of 10 nights for hiring accommodation Executives Workmen E0/E1/E2: Min. Rs.720 Max. W I to W V/A-III: @ Rs.233 Rs.7178 p.m. E3 to E9: Rs.7178 W VI/A-IV & W VII: @ S level employees Rs720 p.m. @ Rs.720 p.m. Officers Workmen Leave Travel Assistance is paid Leave Travel Assistance is once in a block of two years for paid one in a block of two self and dependent family years for self and dependent for visiting any place in family for visiting India, as per the entitlement of any place in India, as per the officer. the entitlement of the Workmen. Management Staff Non Management Staff Actual travel for self, spouse, Actual travel for self, dependent children and spouse, dependent children dependent parents provided and dependent parents they stay with staff member. staying with the employee. A to C : 1st class rail/IInd class Workmen with Basic A/C sleeper, air travel to specific Rs.8700 and above per locations. month: II AC/I Class by D & above: 1st class AC train. rail/Air(economy class) Workmen with Basic Rs.8699 and below per month: II Class by Train. Employees at levels 1-9 & Officers at levels 12-20 Leave Travel Concession: i. If availed, then fare for shortest route by the entitled class by

29

rail for any place in India/home town in a block of two financial years. ii. If encashed, then 100%/ 50% fare for 5000 kms by entitled class by rail in respect of adult/minor dependent member. iii. Reimbursement in lieu of Holiday Home: 5 days Cash + Lodging Allowance for max. 4 . Bongaingon Refinery & Petro Chemicals Ltd.

Officers Upto D grade: AC II tier E & Above: By Air/AC 1st class LTC DA: 10 days maximum. DA for self+spouse+dependent children (max 2 for workmen)+dependant parents. DA not issible when stay in company guest house. LTC encashment: Upto D grade: Rs.5118 per E and above: Rs.10556 per member (except parents)

Workmen In case of LTC AC III tier entitlement allowed for those eligible in sleeper class. Air travel allowed once in lifetime to Andaman Nicobar/Lakshwadeep LTC DA: 10 days maximum. DA for self+spouse+dependent children (max 2 for workmen)+dependant parents. DA not issible when stay in company guest house. LTC encashment: Those entitled in AC IIRs.4110 per member except parents. DA not issible when stay in company guest house.

Chennai Petroleum Balmer Lawrie & Co. Ltd.

LTC benefits as per rules Executives Leave Travel Allowance D, E, F, G & H: Actual once every two years for self and dependents by economy air; option available to encash Rs.10556 per person. 02, A, B C Actual once every two years for self and dependents by AC Two tier; option available to encash Rs.5032 per person.

LTC benefits as per rules Non Supervisory S1 & S2 One month basic + DA every two years

30

Biecco Lawrie Ltd.

Officers (Presently under suspension) Once in a block of two years for self and family. Staff LTA per annum @ Rs.700

Mangalore Refinery & Petro Chemicals Ltd.

Executives & Workmen Leave Travel Allowance @ 1.5 months basic.

Rural Electrification Corporation Ltd.,

(1800 kms/ Encashment 1400 kms) GM & above (J Class/2 yrs) lumpsum 6000/DC to Chief (Y Class/2 yrs) lumpsum 5000/SO to DD (2nd AC-Rail/2 yrs) lumpsum 4000/UDC to Sr. Asstt. (2nd AC-Rail/2yrs) lumpsum 3500/Peon (SG) to LDC (3rd AC-Rail/2yrs) lumpsum 2500/Peon (3rd AC-Rail/2 yrs) lumpsum 2000/-

NTPC NHPC

Workers LTA per annum @ Rs.600

Cash Lump sum (1800 kms) E1-E3 Rs.4000/E4-E6 Rs.5000/E7 & above Rs.6000/S1-S3 Rs.3500/Spl. Grade Rs.3750/W1-W2 Rs.2000/W3-W5 Rs.2500/W6-W7 Rs.3000/W8-W9 Rs.3500/-

Satluj Jal Vidyut Nigam Ltd.

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Medical benefits in Petroleum and Power sector PSUs Name of PSU

Executives (Rs)

Workmen (Rs)

Indian Oil Corporation

At Refinery locations, Corporation maintains own hospitals at the townships attached to each refinery, where medical attendance can be received. At other places, expenses are reimbursed as per rules. For hospitalization, various hospitals have been placed on .

ONGC

Executives Rs.1500 p.m.

At Refinery locations, Corporation maintains own hospitals at the townships attached to each refinery, where medical attendance can be received. At other places, expenses are reimbursed as per rules. For hospitalization, various hospitals have been placed on S level employees & Workmen Rs.1000 p.m.

IBP Co. Ltd.

Officers & Workmen Employees receive medical attendance from an Authorized Medical Attendant either under Allopathic or Homeopathic system. Employees and eligible dependents can obtain medical attendance both domiciliary and hospitalization in any Nursing Home/Hospital or from Specialist of their choice, subject to ceiling on reimbursement. However, Company has nominated a number of hospitals/nursing homes at various locations Bed entitlement linked to the grade of the employees and classification of city have been prescribed under the Medical Rules. The reimbursement of expenses incurred on hospitalization is made limited to the charges for such treatment related to the room entitlement of the employee. Management Staff Non Management Staff Actuals subject to certain item Medical reimbursement wise limits prescribed under subject to two times the the policy for self, spouse, basic pay per year is dependent children and available for domiciliary dependent parents. expenses for self, spouse, dependent children and dependent parents,

Bharat Petroleum Corporation Limited

32

widowed sister, widowed sister’s children residing with the employee. The reimbursement is as per the schedule of rates in the medical scheme. Medical expenses incurred for hospitalization for major illnesses/surgeries are covered under a separate scheme called “Ex-Gratia Medical Assistance Scheme”. Oil India Limited

Engineers India Limited

Bongaingon Refinery & Petro Chemicals Ltd.

Executives Preventive Medicine Reimbursement is made in the range of Rs.500 (min) to Rs.800(max). Employees at levels 1-9 & Officers at levels 12-20 Reimbursement towards medical Expenses: As per Contributory Medical Scheme of the Company. Officers BRPL Hospital facility- free for self+family and dependant parents OPD treatment received outside-limits prescribed for consultation and investigations(not on actuals), Medicines actual. Referral Cases: Treatment on actuals. Bed charges limit prescribed Rs.500/850 to Rs.1600. Single AC room for DGM and above. Hospitalisation in non-referral cases: Reimbursement restricted to AIIMS/CMRI Kol rate. Referal hospitals prescribed at

Workmen BRPL Hospital facility- free for self+family and dependant parents OPD treatment received outside-limits prescribed for consultation and investigations(not on actuals), Medicines actual. Referral Cases: Treatment on actuals. Bed charges limit prescribed Rs.225/375 to Rs.650. Hospitalisation in nonreferral cases: Reimbursement restricted to AIIMS/CMRI Kol rate. Referal hospitals prescribed at specified

33

specified places. Spectacle reimbursement: Rs.4000 max. in a year for family. Chennai Petroleum Balmer Lawrie & Co. Ltd.

Biecco Lawrie Ltd.

Mangalore Refinery & Petro Chemicals Ltd. Rural Electrification Corporation Ltd., NTPC

NHPC

Satluj Jal Vidyut Nigam Ltd.

places. Spectacle reimbursement: Rs.4000 max. in a year for family.

Supervisory Employees & Non Supervisory Employees Reimbursement of Medical benefits as per rules Executives Non Supervisory Actual expenses, subject to 1 month basic + DA per ceilings for individual annum plus mediclaim tests/consultation, etc. Insurance Rs.50000 each for hospitalization. Officers Limited to prescribed ceiling as set out in the Manual of & Conditions of service for Officers. Hospitalisation (Medical Insurance) up to max. Gr.02 & Gr.A - Rs.8000 Gr.B to Gr.D - Rs.12000 Gr.E to Gr.H - Rs.16000 Staff Rs.1400 per annum Executives & Workmen 1 month’s basic

Workers Rs.1200 per annum

Free treatment in NTPC Hospital / Dispensaries / Company Hospital / full reimbursement in notified or emled hospitals / in non-emled hospitals reimbursement limited to ceilings notified as per rules. Outdoor - One months Basic + DA or Rs.15000/- whichever is more. Indoor - Actual expenditure incurred in Govt / emled Hospitals subject to entitlement. A Class - 100% of Holy Family Hospital B1 & B2 Class - 80% of Holy Family Hospital C Class / Unclassified - 60% of Holy Family Hospital

34

Performance Linked Incentive in Petroleum and Power sector PSUs Name of PSU

Executives (Rs)

Workmen (Rs)

Indian Oil Corporation

PLI scheme is linked to Corporation’s performance as per MOU with the Government & profitability; and also linked to Basic+DA of the employees. For the year 2005-06, PLI has been distributed @ 9.45% of base pay to employees whose annual performance was minimum satisfactory. Employees, who are rated below satisfactory are paid a maximum of Rs.6,000 for full year.

ONGC

ExecutivesI Incentive/Reward: Calculated on an average rate of payment of 25% of maximum of the scale for last six years. E0: Rs.4188, E1: Rs.4375, E2: Rs.4675 E3: Rs.5200, E4: Rs.5575, E5: Rs.5975 E6: Rs.6400, E7/E8:Rs.6625, E9: Rs.7138 S level employees Incentive/Reward Average rate of payment for last six years is 25%, which is paid on minimum basic pay raised by a factor of 40%. S I: Rs.3577, S II: Rs.3990, S III: 4575 S IV: Rs.5320

Workmen Incentive/Reward W I: Rs.1505, W II: Rs.1575, W III/ A-I: Rs.1645 W IV/ A-II: Rs.1785 W V/ A-III:Rs.2030 W VI/ A-IV:Rs.2275 W VII:Rs.3577

Management Staff Performance Linked Incentive Scheme: It is calculated @ 20% of minimum of the scale with weightage for seniority. It includes ex-gradia in leiu of Bonus. Max. Rs.6000/- p.a.

Non Management Staff Performance Linked Incentive Scheme: It is calculated @ 20% of minimum of the scale with weightage for seniority. It includes ex-gratia in lieu of Bonus. Max. Rs.6000 p.a.

IBP Co. Ltd. Bharat Petroleum Corporation Limited

35

Oil India Limited

Engineers India Limited Bongaingon Refinery & Petro Chemicals Ltd.

Chennai Petroleum Balmer Lawrie & Co. Ltd.

Biecco Lawrie Ltd. Mangalore Refinery & Petro Chemicals Ltd. Rural Electrification Corporation Ltd., NTPC

Performance Related Incentive Scheme (PRISM): It considers individual performance and team performance while effecting payment. This scheme was introduced from the year 2003-04 in lieu of Productivity Incentive Scheme which entailed payments of incentive upto 15% of salary. Executives i. Performance Linked Incentive is paid @ Rs.1243 (min) to Rs.3038(max). ii. REH @ Rs.500 iii. Performance Related Pay @ Rs.2800 (min) and Rs.7100 (max).

Productivity Incentive Scheme: It is calculated @ 15% of Basic + DA depending on the parameters laid down for Marketing and Refinery separately.

Officers & Workmen Performance Linked Incentive Scheme: Revised to allocable % of distributable profit (as approved by the BVoard – Maximum 2%) divided by gross base pay = % of PLI. Supervisory Employees & Non Supervisory Employees PLI benefits as per rules Executive & Non Supervisory Performance Reward Those not eligible for bonus are paid performance reward on a reckonable salary of Rs.2500 subject to achieving MOU Rating between 1 and 2.49.

Executives & Workman Performance related incentive @ 15% of BP

Generation Incentive payable (% of BP) EAF 70% - Monthly 5.625, Quarterly 1.875, Total 7.50 EAF 90% and above - Monthly 22.500, Quarterly 7.500, Total 30.00

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NHPC Satluj Jal Vidyut Nigam Ltd.

Generation Incentive Target 100% - 114% Operation Staff - 10% Maintenance Staff - 7% Target 115% - 129% Operation Staff - 11% Maintenance Staff - 8% Target 130% - 144% Operation Staff - 12% Maintenance Staff - 9% Target 145% - 159% Operation Staff - 13% Maintenance Staff - 10% Target 160% - 174% Operation Staff - 14% Maintenance Staff - 10% Target 175% or more Operation Staff - 15% Maintenance Staff - 10%

37

Productivity Incentive Scheme in Petroleum and Power sector PSUs Name of PSU

Executives (Rs)

Workmen (Rs)

Indian Oil Corporation

Annual Productivity Incentive issible to officers is based on team and individual performance. The ratio may vary from year to year. Team performance depends upon achievement against listed parameters. Individual performance depends upon score achieved against targets mutually decided in advance with controlling officer. In the case of workmen, incentive is payable only on team performance and is restricted to 15% of BP+DA. The total incentive pay-out in a year inclusive of PLI does not exceed 5% of Distributable profit.

ONGC

S level employees Productivity Allowance is paid @ Rs.825 p.m.

IBP Co. Ltd. Bharat Petroleum Corporation Limited Oil India Limited Engineers India Limited Bongaingon Refinery & Petro Chemicals Ltd.

Workmen Productivity Allowance is paid @ Rs.575-675 p.m. based on pay slabs.

Officers & Workmen Productivity Incentive Scheme: Maximum 15% of pay on fulfillment of MoU target.

Chennai Petroleum

Supervisory Employees & Non Supervisory Employees PIS benefits as per rules

Balmer Lawrie & Co. Ltd.

Executive & Non Supervisory 1. Productivity Linked Incentive Maximum of 12% of reckonable salary of Rs.3500 linked to achieving the required productivity levels. 2. Profit Sharing Incentive 5% of the distributable profit is granted.

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Retirement benefits in Petroleum and Power sector PSUs Name of PSU Indian Oil Corporation

ONGC

Executives (Rs)

Workmen (Rs)

Provident Fund (PF) and EPS 95 IOC has its own Provident Fund run by PF Trusts. Employees are required to contribute @ 12% of pay & DA and the Company pays matching contribution. Out of the Company’s contribution to PF, 8.33% of Rs.6,500 is diverted to DPS 95 scheme. The employee’s and corporations contribution to PF, together with interest, is refunded at the time of retirement. Gratuity Gratuity rules are as per the Payment of Gratuity Act, 1972. Gratuity is payable at the time of separation @ 15/26 of the monthly emoluments for each completed year of service or part thereof in excess of six months subject to a maximum Rs.3,50,000. Post-retirement medical scheme The retired employees are enrolled under the scheme on onetime voluntary contribution. They are entitled to receive domiciliary and hospitalization treatment within the annual ceilings for each grade. If the hospitalization treatment is obtained in a Government/Nominated hospital, then full expenses are reimburse d for specified ailments; and for other than specified ailments, expenses upto 85%/75% to retired Officers/Workmen are reimbursed. Provident Fund (PF) and EPS Provident Fund (PF) and 95 EPS 95 Executives Workmen E0: Min. Rs.1590 Max. Rs.2779 W I: Rs.311,W II: Rs.351,W E1:Min. Rs.1637 Max. Rs.2928 III/ A-I: Rs.390 E2:Min. Rs.2184 Max. Rs.3166 W IV/ A-II:Rs.470, W V/ E3:Min. Rs.2630 Max. Rs.3582 A-III:Rs.608 E4:Min. Rs.2928 Max. Rs.3879 W VI/ A-IV:Rs.747, W VII: E5:Min. Rs.3126 Max. Rs.4196 Rs.1485 Gratuity E6:Min. Rs.3324 Max. Rs.4533 Workmen E7/E8:Min. Rs.3522 Max. W I: Rs.342, W II: Rs.357, Rs.4712 W III/ A-I: Rs.373, W IV/ E9:Min. Rs.4167 Max. Rs.5118 A-II: Rs.405 S level employees W V/ A-III:Rs.461, W VI/ S I: Rs.1485, S II: Rs.1718, S

39

IBP Co. Ltd.

III:Rs.2050 A-IV: Rs.516 S IV:Rs.2472 W VII:Rs.812 Gratuity Post retirement medical scheme Executives Workmen: Rs.1000 p.m. E0: Min. Rs.854 Max. Rs.1330 Leave encashment E1:Min. Rs.953 Max. Rs.1390 Workmen E2:Min. Rs.1092 Max. Rs.1485 W I: Rs.434,W II: Rs.454,W E3:Min. Rs.1271 Max. Rs.1652 III/ A-I: Rs.474 E4:Min. Rs.1390 Max. Rs.1771 W IV/ A-II: Rs.515,W V/ E5:Min. Rs.1469 Max. Rs.1898 A-III:Rs.586, E6:Min. Rs.1549 Max. Rs.2033 W VI/ A-IV:Rs.656, W E7/E8:Min. Rs.1628 Max. VII:Rs.1032 Rs.2105 E9:Min. Rs.1886 Max. Rs.2268 S level employees S I : Rs.812, S II : Rs.905 S III: Rs.1036, S IV: Rs.1207 Post retirement medical scheme Executives: Rs.1500 p.m. S level employees: Rs.1000 p.m. Leave encashment Executives E0:Rs.1085 – 1691, E1:Rs.1211 – 1787 E2:Rs.1388 – 1888, E3:Rs.1615 – 2100 E4:Rs.1767 – 2251, E5:Rs.1868 – 2413 E6: Rs.1969 – 2584, E7/E8:Rs.2070-2675 E9:Rs.2398 – 2882 Company’s contribution to pension Executives, S level employees & Workmen: Rs.541 p.m. (Calculated at 8.33% on Rs.6500) Provident Fund (PF) and EPS 95 Officers & Workmen Benefit under Provident Fund under the provisions of Provident Fund Act Gratuity Officers & Workmen

40

Bharat Petroleum Corporation Limited

Oil India Limited Engineers India Limited

Payment of Gratuity under the provisions of Gratuity Act. Post retirement medical scheme Officers & Workmen: Post retirement medical benefit for self, spouse and dependent parents. Leave encashment Officers & Workmen: Encashment of unavailed Privilege Leave & Sick Leave. Company’s contribution to pension Benefit under provisions of Employees Family Pension Scheme, 1995. Resettlement benefits after retirement Officers Resettlement benefits to settle down at a place other than the place of last postingi) Travelling Allowance II) Settling Allowance iii) Transit Allowance iv) Displacement Allowance v) Transport arrangement etc. Provident Fund (PF) and EPS 95 Management Staff & Non Management Staff BPCL contributes @ 12% of Basic + DA to the fund. Gratuity Management Staff & Non Management Staff Gratuity is paid as per the Payment of Gratuity Act. Post retirement medical scheme Management Staff & Non Management Staff: Domiciliary treatment & Hospitalisation expenses are covered as per existing scheme. Company’s contribution to pension Management Staff & Non Management Staff Employees Pension Scheme-1995. 8.33% of company’s contribution to Provident fund is paid by Company to EPS-95 Scheme as per the provisions of the Scheme. Employee get pension on retirement/death. Provident Fund (PF) and EPS 95 Employees at levels 1-9 & Officers at levels 12-20 10% of (Basic Pay + DA) Gratuity Employees at levels 1-9 & Officers at levels 12-20 As per payment of Gratuity Act. Post retirement medical scheme

41

Employees at levels 1-9 & Officers at levels 12-20: Medical benefits/facilities as per contributory post retirement medical scheme of the company. Leave encashment Employees at levels 1-9 & Officers at levels 12-20 Employees allowed to encash earned leave upto 50% of the leave available in their credit once in a financial year. Bongaingon Refinery & Petro Chemicals Ltd.

Resettlement benefits after retirement Officers Settling allowance: 1 month BP + DA Displacement allowance: 30 days DA. Loading/unloading: Rs.1000 per truck at each end. Packing: Upto D grade: Rs.5000 E,E1 & F: Rs.7500, G & above: Rs.10000 Travel expenses for self & family. Transportation of goods – 1 truck upto D grade & 2 trucks for E & above Transport of own conveyance: If transported by road loaded on a truck – reimbursement limited to charges for transportation by enger train. If transported by own power-mileage @ Rs.7.41/km in which case self TA not issible. Octroi chargesActuals

Chennai Petroleum

Provident Fund (PF) and EPS 95 Supervisory Employees & Non Supervisory Employees Provident Fund as per Rules Gratuity Supervisory Employees & Non Supervisory Employees Gratuity as per Rules

Resettlement benefits after retirement Workmen Settling allowance: 1 month BP + DA Loading/unloading: Rs.600 at each end. Packing- a&b Gr.:Rs.2300, c&d : Rs.2500 e & above:Rs.3300 Travel expenses for self & family + DA for the journey period + ing time leave 6 days. Transportation of goods: 1 wagon load by goods train/1 full truck load Transport of own conveyance: If transported by road loaded on a trick – reimbursement limited to charges for transportation by enger train. If transported by own power – mileage @ Rs.2.45/km in which case self TA not issible. Octroi chargesActuals

42

Balmer Lawrie & Co. Ltd.

Biecco Lawrie Ltd.

Provident Fund (PF) and EPS 95 Executives & Non Supervisory In of the EPF & MP Act – 12% of basic pay and DA Gratuity Executives & Non Supervisory In of Payment of Gratuity Act, 1972 Leave encashment Executives & Non Supervisory: Unavailed Privilege Leave is encashable in multiples of 5 Company’s contribution to pension Executives Self contributed fund. Gratuity Officers, Staff & Workers As per Gratuity Act.

Mangalore Refinery & Petro Chemicals Ltd.

Rural Electrification Corporation Ltd., NTPC NHPC

Provident Fund (PF) and EPS 95 Executives M2: Rs.3372, M3- Rs.2904, M4Rs.2748, M5- Rs.2556, M6- Rs.2220, M7Rs.1944, M8- Rs.1728, M9- Rs.1452

Provident Fund (PF) and EPS 95 Workman JM1- Rs.1218, JM2Rs.1072,JM3- Rs.922 JM4- Rs.787, JM5- Rs.635, JM6- Rs.548

Provident Fund (PF) and EPS 95 12% of Basic pay + DA Post retirement medical scheme Post retirement benefit for both employee and his or her spouse (indoor and outdoor)

Satluj Jal Vidyut Nigam Ltd.

43

Central Public Sector Enterprises: Performance Linked Incentive Schemes, Employees Stock Option Scheme and Enterprise specific implementation models

Annex 2.5.1 2.2.1

A. Central Public Sector Enterprises (SE) - Performance Linked Incentive Scheme 1. The High Level Pay Revision Committee headed by Justice S. Mohan had recommended that payments over and above the ceiling of 50% of basic pay should be entirely in the nature of performance related pay. These performances related payments should be a function of profitability at the level of a particular enterprise and emoluments at the level of the individual executive. The Committee believed that some norms would be desirable and suggested that such performance related payments should not, as a norm, exceed 5% of the distributable profits of the enterprise. Accordingly DPE OM No2 (49))/98-DPE (WC) dated 25-6-1999 lays down this principle with power of implementation being vested in the Board of Directors. The OM provides that “Payment of perquisites and allowances may be upto a maximum of 50 per cent of the basic pay, payments over and above the ceiling of 50 per cent should be entirely in the nature of Performance Related Payments which should not exceed 5 per cent of the distributable profits in an enterprise.” 2. The distributable profit is arrived as below: “Distributable profit represents the profit after tax and providing for transfer to Statutory Reserves such as Foreign Project Reserve, Investment Allowance Reserve, General Reserve (u/s 205 2A of the Companies Act) etc.” (DPE OM No 2(49)/98-DPE (WC) GLXXIX dated 12-9-2000). B. SE - Employees Stock Option Scheme (ESOS) 3. The ESOS offers holding shares to employees. The beneficiaries of the Trust are regular employees of the company who voluntarily contribute to the scheme by investing their savings in the share and other instruments of the company. Each beneficiary may contribute each financial year to the trust a sum not exceeding 1/6th of his annual pay plus DA. The Trustees distribute to the beneficiaries the net earnings in proportion to the beneficiary certificate(s) held by the beneficiary during the year. The Trust normally has an independent existence, an arm’s length relationship with management as well as the labour in of professional decision making. This scheme is applicable to all cases of disinvestment or fresh issue of equity by the enterprises and is subject to provision of Company Law and SEBI guidelines as applicable from time to time. (OM No: DPE/11(55)/97-Fin. Dated 28-1-1998)

44

C. SE – Enterprise specific implementation models 4. The first Performance Linked Incentive project discussed is the “Project Construction Incentive Scheme of National Thermal Power Corporation (NTPC) for Barh (3x660 MW) Plant”. NTPC has been successfully implementing performance related incentive schemes for some time. The incentive plan decided for the Barh project was group based in order to foster team spirit and create a cohesive environment essential for producing quick results. The NTPC experience shows that productivity rise is the highest when all direct and indirect employees are integrated in an incentive scheme which leads to collective collaboration. A set of targets were mutually agreed upon for the grant of incentives on the Barh project which comprised of major milestones that NTPC wanted to achieve in a given time-frame. Project Iincentives (PI) were also coupled with generation incentives to incentivize the start of generation and achieve efficiencies in generation. The entitlement was as per categories of employees. The overall limit to PI was capped at 25% of the annual basic pay. However, additional performance related incentives were given in the form of extra incentive payment, if the project was completed ahead of the planned schedule. Thus, if the project was completed one month before schedule, PI cap was raised to 26.25% of the basic pay, and to 27.50% of the basic pay if the project was completed two months ahead of schedule. Table 1 Details of project incentives Group / Category Group – A (O&M Employees)

Group-B-II a) Common Services Employees [Excluding Project Construction Employees as given below (b)] b) Project Construction Employees (Civil Construction & Equipment erection)

Project Incentive 25 % of Project Incentive applicable to project construction employees as at Group B-II(b) subject to the condition that sum total of Project Construction incentive and generation Incentive (excluding Sp. Oil Incentive) does not exceed 25% of basic pay. 25% of Project Incentive applicable to project construction employees as at Group-B-II(b) subject to the condition that sum total of Project Const. incentive and Generation Incentive will not exceed the amount payable to Group-A employees. Incentive issible as per performance – payment matrix, subject to the condition that total payment including Generation Incentive does not exceed the limits provided for.

Generation Incentive 100%

60% of Group-A

50% of Group – B-II(a) i.e. 30% of group-A

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5. The second example is the experience of the “Indian Oil Corporation” with performance based reward schemes. Indian Oil Corporation operates two schemes i.e. the Productivity Incentive Scheme (PIS) and Performance Linked Incentive (PLI). i) Productivity Incentive Scheme (PIS) a) PIS system has both team performance and individual performance, combined in ratio of 80:20. b) For the Team performance incentive component, the constitution of teams and performance parameters for each team are based on business needs. c) The earlier scheme (prior to 2004/05) had only Team performance component where the maximum payout under Team Performance with 100% target achievement was 15%. With the team performance and individual performance in the ratio of 80:20. The team performance incentive for achieving 100% targets has been pegged at maximum of 12% (80% of 15%). For lower achievements, the percentage gets reduced according to the parameters. d) Payout on individual performance is based on the scores obtained by the individual in the normal performance appraisal. e) The individual scores on Key Performance Indicators (KPIs) from the Performance management system are on a scale of 1 to 5, against which the corresponding payout will be determined. f) For successful implementation of individual performance based incentive scheme, a robust performance management system with defined roles, KRAs, KPIs, weightages and targets has been introduced. ii) Performance Linked incentive (PLI) a) The PLI continues to be linked to the performance against annual corporate MOU targets. b) The MOU rating slabs and percentage of distributable profits to be allocated against each slab have been revised as outlined below. The above percentages have been worked out after considering Indian Oil’s profitability. The distributable profit allocated is divided by the total pay (BP+DA) to arrive at the percentage of the individual of the individual base pay, which can be distributed to all the employees.

c)

Table 2 MOU Rating with Percentage Distribution MOU Rating Percentage of distributable profits allocated 1.00 to 1.25 2.0% 1.26 to 1.50 1.5% 1.51 to 1.75 1.0% 1.76 to 1.99 0.5% Payment of incentive at the existing levels under PLI is guaranteed for every employee in case MOU score is more than a preset standard.

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d) The increase benefits are not issible to officers and workmen who are rated less than ‘Satisfactory’ in their annual performance appraisals. Such employees are entitled to receive the amount as per existing (old) scheme. e) The incentive payments allocated under PIS & PLI put together does not exceed 5% of the distributable profits in a financial year. 6. The third example is the experience of the “Bharat Heavy Electricals Limited” (BHEL) with Plant Performance Payment Scheme (PPPS) and Performance Linked Incentive Scheme. The BHEL PPPS was introduced during 1973-74 to rationalize and replace the diverse production incentive schemes in vogue in the various units. The formula used for evaluation of the performance of the units and the scheme of payment for the same is given below: Table 3 Evaluation of Performance 1

2

3

Indices Physical Completion

Delivery Performance & Project Completion

Quality Performance

Formula Actual Physical Completion Budgeted Physical Completion Actual milestone/important supplies completion during the Quarter (planned Milestone) Important supplies completion during the quarter For every 6% reduction in No. of NCR w.r.t. base year weightage will be 1 sub to max. weightage of 5 for 30% and above reduction in No of NCRs

Weightage 100

15

5

120* * For the purpose of computation of % achievement, this will be converted to base of 100. The scheme at BHEL covers all categories of employees, including temporary and casual employees and trainees. The performance against the various indices is evaluated quarterly on cumulative basis but the payment in respect of the four quarters is made at the end of the year. The quantum of payment is computed as a percentage of wage (Basic pay + DA) subject to the condition that where an employee’s wage/salary exceeds Rs 4000/- per month, performance payment is computed as if the salary or wage were Rs 4000/- per month. 7. The fourth example is the experience of “The Shipping Corporation of India Limited” (SCI). The scheme covers all shore based employees of SCI and is istered on the basis of organization's performance and individual measure. Eligibility criteria of Performance Related Incentive Payment at SCI are as under:

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a) Actual distribution not to exceed 5 % of distributable profit as defined by Department of Public Enterprises for one year b) While implementing the scheme, the individual’s payment will be worked out onthe basis of parameters, covering group performance, attendance records and ACR rating for the period.

i. ii. iii.

Table 4 Scheme of payment (II) Excellent 100% Very Good 90% Good 70% Fair 40% Poor Nil 1st component comprising of 20% incentive amount will be payable to all shore employees 2nd component comprising of 40% incentive shall be payable with reference to attendance. 3rd component comprising of the remaining 40% of incentive is payable with reference to ACR for the financial year under consideration. The ACR scheme and incentives are paid in following manner:

Table 5 Percentage Payable w.r.t. ACR Average ACR Average (out of 10) % Payable ≥ 8.5 100 % ≥ 8.25 < 8.5 95% ≥ 8.00 < 8.25 90% ≥ 7.75 < 8.00 85% ≥ 7.50 < 7.75 80% ≥ 7.25 < 7.5 65% ≥ 7.00 < 7.25 50% < 7.00 0% c) In addition, certain checks and balances have been proposed in the scheme. i. Employees who have an unblemished record during financial year (no penalties) will be only entitled for the incentive for that particular year ii. Employees who have been dismissed/discharged or terminated from the service shall not be entitled for incentive iii. Employees under suspension shall not be entitled for the incentive payment until and unless proved not guilty and suspension order is revoked. iv. In case of leave without pay, there will be pro-rata deduction of the payable PRI. (Source: Inputs from Department of Public Enterprise’s Letter DO No. 2(40)/06-DPE(WC) dated 26th March, 2007 and IIM Ahmedabad ‘Synthesis Report on Formulating the Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in Government’.)

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Experience of Private Organisations in India with Performance Related Incentives

Name/Eligible/ Implementation

Amount Allocated

Remark s

Name/Eligible/ Implementation Process of Measurement of Performance

Amount Allocated

Annex 2.5.2

Maruti Udyog Ltd ¾ Supervisors and above. ¾ Productivity performance and reward system (PPRS) for technicians. Variable Pay consists of three parts: 1. Business performance - Ratio of profit before tax/net sales 2. Collective performance ƒ Direct labour productivity ƒ Spares & accessories turnover ratio ƒ Quality improvement 3. Individual Performance ƒ Attendance ƒ Proper leave planning The variable pay as a percentage of total pay is different at all management levels: ƒ Junior - 10% ƒ Middle 1 - 15% ƒ Middle 2 - 20% ƒ Senior - 25% Payment is made two times: 1. In the middle of the year (during Diwali). 2. At the end of the year, the balance payment due to the individual according to his appraisal Indian Petrochemicals Corporation Ltd ¾ Non – supervisory staff ¾ Supervisory employees and above ¾ An index is communicated to the union and performance linked incentive is paid if it is achieved. ¾ Key responsibility areas (KRAs) are decided mutually by supervisors and employees at the start of the year ¾ A composite index is worked out on the basis of the following 4 indices: ƒ Capacity utilization ƒ Raw material utilization ƒ Energy utilization

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Remark s

Name/Eligible/ Implementation Amount Available for Distribution Process of Measurement of Performance

Amount Allocated

Remark s

Name/Eligible/ Implementation

Amount Available for Distribution

ƒ Manpower utilization ¾ It also has a linkage to the attendance of employees. ¾ It is paid on the achievement of KRAs set at individual as well as department levels. The staff above the non supervisory staff is divided into seven job categories but is broadly classified into three levels: ƒ Executive ƒ Manager ƒ Leader Infrastructure Leasing and Financial Services Ltd All permanent employees. It is a percentage of the net profits of the company for a financial year. The pay is determined on the basis of two variables which are allocated different weightages: 1. Level: represents the hierarchy. 2. Performance: ƒ Individual- measured on a 4 point rating scale ƒ Group- as viewed by the head of department. ¾ First allocations are made for directors and of board committees. Balance is distributed among other employees in two components: ƒ Group- 40% Here, 70% is reserved for front office groups and 30% for units: ƒ Individual-60% EWT (Employee Welfare Trust) holds 5% of shares of each group company of lL&FS. These shares are issued to employees and senior management based on their performance. Larsen & Toubro Ltd 3P Model ƒ Person ƒ Potential ƒ Performance Taking into consideration the business performance on the basis of the following: ƒ Economic value added ƒ Profit before dividend and income tax ƒ Sales ƒ Talent available ƒ Strategic goals The corpus for distribution is decided.

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Measurement includes the following principles: ƒ Absolute rating ƒ Relative rating ƒ Forced distribution Amount Allocated Individuals are awarded on the basis of the potential they hold. Remark s The linkage between performance and pay is absent. Gujarat Energy Training and Research Institute ¾ Normal increment would be equal to the dearness allowance of Amount Available the last year. for Distribution ¾ Merit increment will be a percentage of the revised pay (basic pay+ dearness allowance) Key performance areas (KPA) are identified by employees and Process of confirmed by their supervisors in a goal sheet. At the end of the Measurement of year, the employee does a self appraisal followed by appraisal Performance from appraiser and then by a reviewing officer. Finally, the employee is given a rating after completing the appraisal process. ¾ For each level of performance the merit increment would vary. Amount Allocated ¾ For poor performance it will be zero but for outstanding performance it would be three times that for normal performance. Adani Group Name/Eligible/ General Bonus Implementation Amount Available 3 months salary of an employee for Distribution 1. Group (50%) -1.5 month’s salary. Based on annual group Amount Allocated earnings before income tax achieved 2. Individual (50%)- 1.5 month’s salary. Based on achieving the targets set at the individual level RPG Enterprises ¾ Salary Increments Name/Eligible/ Implementation ¾ Performance Bonus ¾ It is based on the company’s performance in achieving the target laid down for profit before tax. Pool available for Amount Available distribution is a percentage of total basic + allowances. for Distribution ¾ The percentage varies depending on the company’s achievement of laid target. If it is greater than 110% then 20% pool available and if less than 0% then no pool available. Process of KRAs set for management teams and individuals. Based on the Measurement of performance on KRAs, rating is given on a four point rating scale. Performance Amount Allocated ¾ Based on the ratings received the salary increments and bonus is paid. Process of Measurement of Performance

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¾ Those employees who are in the below 10% are counselled to perform better but if again they fall in bottom 10% then they are removed from the job. Remark s

The percentage of variable pay at different levels is as follows: ƒ Middle – 10-15% ƒ Senior – 15-20% ƒ CEO – 20-25% Apollo Tyres Ltd

Name/Eligible/ Implementation Process of Measurement of Performance

Amount Allocated

Remark s

Name/Eligible/ Implementation Process of Measurement of Performance Amount Allocated Remarks

Name/Eligible/ Implementation Amount Available for Distribution

Pace Performance measurement is based on three factors: ƒ Individual KRA achievement ƒ Annual competency rating ƒ Corporate performance rating ¾ The payout ratio is worked out on the basis of weightages of individual rating (given on basis of Individual KRA achievement and competency rating) and corporate rating. ¾ For each level of management the weightages for individual and corporate rating would differ. At the higher levels the corporate rating will hold more weightage. ¾ It is paid according to the volume of sales achieved. The percentage of variable pay at executive level is 7% and keeps increasing as one go up in the management hierarchy. At the highest level i.e. of Chief is 30%. BARCO Ltd Commission Bonus It is based on the goals laid down. They are both tangible and intangible in nature and pertain to individual and company performance. It is paid according to the volume of sales achieved. Not more than 30% of the salary is variable at any management level. Thomas Cook ¾ Performance based variable bonus ¾ All employees except for union category employees, who are given productivity bonus negotiated with the unions The amount available is based on return on equity achieved and the degree to which the goal expectations are achieved.

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Process of Measurement of Performance

The payout is dependent on the performance of ƒ Company ƒ Business ƒ Individual

(Source: Table 9, Synthesis Report of studies on Formulating the Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in Government, IIM Ahmedabad based on IIM Ahmedabad Study Workshop May 1, 2007.)

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Annex 2.5.3

International Experience of PRIS History of "Performance and Reward Link" in government The earliest implementation of PRI (Performance Related Incentive) in the government can be traced back to 1946 when adopted the first Civil Services by-laws which made provisions for individual and/or group bonuses in order to recognise and reward exceptional performance. Japan introduced a “diligence allowance” for public employees in 1950 and it was implemented countrywide. The year 1964 saw the introduction of a merit-based pay enhancement system in Canada. The Civil Service Reform Act of 1978 introduced performance pay for managers, the Senior Executive Service, in the USA. This was extended to mid-level managers in 1981. The US government revised the scheme in 1984 when it became the Performance Management and Recognition System. However, it was abolished in 1993, after which many US government departments and institutions have moved to performance pay based on the broad guidelines issued by the Office of Personnel Management. Many other countries like Spain (1984), Denmark (1987), New Zealand (1988), and the Netherlands (1989) followed suit. However, most of these schemes were not PRI in the true sense because of two reasons: firstly, they were largely negative incentives where the emphasis was to avoid penalties; secondly, they were most of the time related to age and/or length of the service in the organization, which is not really what PRI (present concept) is about. The present day PRI concept started towards the end of 1980’s and early 1990’s with OECD countries1. Introduction of PRI implied rewarding government employees with financial rewards, in addition to the traditional methods of rewarding employees, namely by promotions. Finland and the postal department in experimented with PRI in the 1980’s and subsequently countries like Denmark, the Netherlands, New Zealand, Spain, Sweden, the UK and USA adopted PRI in different formats, most suited to their individual contexts and circumstances. Australia, Finland, Ireland, and Italy ed soon after. Recently countries such as Korea, Switzerland, Czech Republic, Hungary, Poland, and the Slovak Republic etc have also initiated the process of putting PRI systems in place for their government sector employees.

1

OECD (2005) “Performance Related Pay Policies for Government Employees”, OECD Publishing.

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implemented PRI issible in the form of bonuses (to a maximum of 20% of the basic) at the very top level for its civil servants (Director’s level) in six ministries as a pilot in 2004, i.e. Ministries of Finance, Defence, Interior, Equipment, Agriculture, and Civil Service. The USA also adopted a legislation in 2004 that gives the Departments of Homeland Security and Defence the flexibility to introduce PRI. Both these departments have adopted the system and announced that they would shift the ‘General Schedule’ employees to a salary system based on performance related pay. This system will cover about 750,000 employees. In the USA, the performance-based incentive has been the norm of the day for a long time. In fact, many professionals earn much more in the form of incentives and bonuses than their fixed basic pay. The private sector in the USA lays great emphasis on the power of performance related incentives in motivating employees and pushing them to achieve ever higher levels of performance. PRI is becoming more and more common, including at the very top level – the CEO. As per the ‘Mercer Human Resource Consulting 2006 CEO Compensation Survey’2, performance-based pay is the norm and, more than 50% of the CEOs receive performance-based shares. According to the above report, one third of US CEO’s did not get any pay increase, since they failed to show expected performance. In the UK, a survey conducted across 250 companies by the Business Intelligence and Personnel Today, has discovered that over 70 percent of these companies use PRI, and 71.4 percent of these gave PRI an effectiveness score of 3-4 (on a 1 to 5 scale, with 5 being totally effective as a performance motivator) . In the US government, a number of agencies such as The General ing Office, the Internal Revenue Service and the Federal Aviation istration have also moved towards implementing a performance related pay. Even the Vatican has introduced pay for performance for its employees. Vatican salaries are considered modest. It has been reported that, the Vatican is introducing a pay system that also depends on factors of performance for its employees. According to a press release from the Vatican “…approved the introduction [of PRI] into the Vatican pay system of an element of incentive and remuneration that takes of factors such as dedication, professionalism, productivity, and politeness.” The PRI scheme will apply to the lay workers employed by Vatican, some 2600 employees working its own super market, a railway station, a post office, gardens, museums, and the official newspaper. Some African and other developing countries have also introduced PRI for motivating their employees and to ensure performance improvements, especially in services delivery to common citizens3. For example, countries like Cambodia, Tanzania, Uganda and Kenya instituted performance related incentives for improving health services and strengthening health systems in the hinterland. Though their social and physical 2 3

www.mercer.com/pressrelease/details.html/dynamic/idcontent/1263210 OECD (2005) cited earlier.

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infrastructure leaves much to be desired, an early beginning has been made and they are confident that they will be able to evolve performance management systems and monitoring mechanisms over time, in order to effectively implement PRI. More countries like Ethiopia, Ghana, Indonesia, Mali, Mozambique, Myanmar, and PNG are considering PRI as an innovative strategy to be adopted and implemented for improving health services in their respective countries4. PRI has been largely put in place by most of the OECD countries for the government sector5. These countries were faced with the problems of economic pressures and dwindling government efficiency and output around twenty years back when they gradually started to put PRI systems in place to tackle these problems. Things have changed now for these countries. Socio-economic pressures have led to the development of incentives (financial and otherwise) other than promotion to improve performance in the government. Today most of the civil servants, specially the senior managers in many OECD countries are covered by PRI scheme of one kind or another. Over the years PRI has also taken non-managerial employees into its fold. Two-thirds of the countries have implemented PRI or are in the process of implementing PRI, though very few countries have an extended, formalized PRI policy - Denmark, Finland, Korea, New Zealand, Switzerland, and the United Kingdom. Mostly, countries which have developed the strongest links between performance appraisals and pay as employee incentives are those which have the highest delegation of responsibility for human resources and budget management and usually have position-based systems. Delegation of authority is very crucial and can not be over-emphasized for the effective implementation of PRI systems in government. This is especially relevant in the Indian context where a lot of decentralization, delegation of authority and autonomy to take decisions will have to be ed on to regional/local levels for effectively introducing and implementing PRI systems in the government. Different countries have pursued different objectives with PRI, depending on their perceived need for focus and the inherent differences in the culture, working conditions and constraints faced by the country. Nordic countries focus on the personnel development concepts; Westminster countries try to achieve the PRI objectives of motivational aspect; and emphasize the leadership and ability concepts; and others such as Finland, Hungary and Italy use PRI as a tool to achieve flexibility and responsiveness in governmental working. This highlights and complements the life-cycle concept of PRI that we have discussed earlier i.e. PRI systems can be designed and adapted to serve the need of the organization/country.

Making Health Systems Work: Working Paper No. 5; Department of Health Policy, Development and Services Evidence and Information for Policy, WHO. 5 OECD (2005) 4

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Different countries have also adopted different methodologies for introducing PRI, ranging from introduction by the central government to consultative mechanisms instituted at the organizational level. For example, PRI was introduced by law in , Hungary, Italy, Spain, Switzerland, USA whereas PRI was introduced by collective agreement in Denmark, Finland and Sweden. The UK implemented PRI through negotiations between Cabinet Office and HM Treasury. Even within the same framework of implementation, countries have evolved PRI over the years. For example, Denmark concluded a Collective Agreement in 1997, 2002 and in 2005. Subsequent to the 2002 agreement, most of the unions agreed to enter the new incentive system. The choice of the methodology to introduce PRI also depends on how centralized or devolved the public service within that particular country is. In centralized countries, PRI can be introduced by law and be made applicable to the entire government machinery (Examples: Australia, USA, UK, Canada, Ireland etc). In countries that have a higher level of decentralization, there is a higher level of uniqueness and thus diversity amongst the departments and units which has to be factored-in while implementing PRI (Examples: Denmark, Sweden, New Zealand). Most of the countries lie somewhere in between these two extremes – partially decentralized (Examples: Finland, Italy). A related influence on the choice of methodology is the strength of the influence of unions on the operation of the performance appraisal system. Most of the countries have implemented PRI after a long drawn pilot project and gradually over the years. The biggest advantage of a pilot system is that it allows the new system to be tested on a limited number of employees and it can be experimented with and improved before extending it to all the within an organization. It also makes the implementation process smooth and relatively trouble free as there is reduced resistance to the new idea, it is adapted to the organization, unions have tested its implementation, and some champions emerge for the cause. Pilots give an opportunity to learn and adapt, to evolve and reform (incremental) rather than bring about a revolution. Most of these countries have developed a formal performance appraisal system which relies on the mutually agreed upon performance agreements rather than on standard job descriptions for those particular positions. The performance measurement strategy brings about goal congruence by linking individual and organizational objectives. PRI for senior management is operationalised along multiple parameters than for lower levels of staff. In fact, the focus is strongly on the managers so that the government is able to retain their key employees and keep them motivated. Most of the countries are focusing on developing systematic policies to address the problem of under-performance (some by instituting sanctions for the same) by relying on strong incentives to promote good performance. Most countries, apart from differentiating between performance levels also impose caps on the maximum amount payable under PRI. We now present a brief description of eleven different countries’ experience with PRI. Table 1 highlights different models of PRI, contexts faced by eleven select countries and their response with respect to PRI implementation in the government sector.

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Country Australia

Canada



Hungary Italy

Korea

Table 1: Form and Maximum Size of Individual PRI Payments Merit Increments Bonuses Departmental secretaries and executive agency heads are eligible for annual performance bonuses. Progression of 5% p.a., up to 10-25% bonus lump sum. three years 1. Indemnities represent about 17% of the remuneration of civil servants, but this number varies greatly by ministry, sector, and level of qualifications of staff. 2. Senior civil servants receive higher bonuses than other categories of staff (about 40% of their remuneration depends on bonuses). Indemnities are not included in the basic salary. 3. In 2004, experimented with PRI in six ministries where bonuses up to 20% of the base salary can be given. Merit increments, known as 1. Up to 15% staff in civil and military performance steps, are granted can receive performance bonuses and to not more than 15% of civil performance allowances for servants and military personnel outstanding special services. under remuneration scheme A, 2. Performance bonuses shall not exceed for people who have not yet the initial base salary of the respective reached the final basic salary. pay grade. 3. Performance allowances shall not exceed 7% of the initial basic salary. Merit increments of up to 20% -of the salary. Bonuses for senior managers. The annual PRI cannot be less than 20% of the annual value of the award for the particular post, within the limits of available resources. Merit increments are added to 1. Bonuses are paid to government the annual salary of a higher- employees annually and designed for level government employee and mid and lower level employees. Lump

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New Zealand

Switzerland

UK

United States

linked to his performance ratings. Up to 7% of the performance standard amount (nearly the equivalent of half of annual salary) for those rated excellent. Merit increments are decided by individual departments within the pay range set out in voluntary agreements. Merit increments: from 4.1-6% for outstanding performance (ranked A++). Increase of 3% if assessment is A (good performance). Merit increments.

In the General Schedule base pay system an agency may advance an employee who meets a high performance bar – outstanding performance – to the next step of a grade (approximately a 3% increase). Merit increments are based on the manager’s annual performance rating and current position in the pay range. A full merit increment is equal to approximately 3% of the average pay rate for that grade. Managers who are rated ‘unacceptable’ receive no general increase.

sum bonuses vary from 100% to 40% of the monthly base salary p.a. 2. Performance bonuses can be provided in various ways: on an individual basis/departmental basis, and on a combination of both. Bonuses are also decided by individual departments.

Bonuses can reach 12% of salary for outstanding performance. If bad performance, no bonus and after two years decrease of the salary to 94% in the range of the salary. 1. Non-consolidated bonuses – now being used as one of the main vehicles for delivering PRI to staff performing above a satisfactory level. 2. Bonus levels vary in different organizations and can be substantial in some and much less substantial in others. 1. Cash performance bonus for above average performance is typically 1-2% of salary. Funding for both Quality Step Increases (QSI’s) and bonuses is provided out of the regular budget for salaries and expenses. This scheme applies to about one million employees. 2. Cash bonuses of up to 10% of the base pay can also be paid to managers. In the case of unusually outstanding performance, a department head may pay an individual a larger bonus, but not more than 20% of the base pay.

Source: OECD (2005) “Performance Related Pay Policies for Government Employees”, OECD Publishing.

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Experiences of PRI in Asia: Governments Like other governments in Europe and North American continents, Asian countries have also introduced performance related pay in the government, covering different ministries/departments. In this section we present some Asian experiences of PRI. Singapore6 The Singapore government provides a highly successful example of implementing PRI for civil servants (government employees). The traditional seniority based pay and promotion have been replaced by performance linked pay and promotions. Thus instead of fixed annual increments, the employees have a chance to earn bonus and merit increments, based on their competence and performance. To implement this, care has been taken to provide an elaborate performance assessment system as well as providing a centrally determined pool of funds for distribution of the bonus. The strategic intent behind the move has been that a well-paid and corruption-free civil service is important for the overall development of the country, and that civil service pay should be in congruence with the private sector pay so that the civil service is able to retain and attract talent that is critically in short supply these days. Three justifications are given for the high level of reward for high public offices (RHPO) in Singapore. Firstly, retention of talent is important for the government and good pay and incentives help retain and attract talent. Secondly, it minimizes corruption in government as well-paid employees do not succumb to the temptation of corruption. The emphasis placed on this fact is amply reflected in the following words of the Prime Minister of Singapore (Lee Kuan Yew 1985, in a parliamentary debate): “How is Singapore to preserve its most precious asset, an istration that is absolutely corruption free…why does it attract banks, financial services…in preference to so many countries better endowed – in of natural resources, manpower and markets? …Do we want to maintain our system?...I am probably the highest paid in the Commonwealth if you go by the official salary…I am one of the best paid and probably one of the poorest of the third world Prime Ministers…There are ways and ways of doing things and I am suggesting my way – moving with the market is an honest, open, defensible and workable system. You abandon this for hypocrisy; you will end up with duplicity and corruption. Take your choice”. Part of the write-up is drawn from the presentation made by Shri Suresh C Gupta IAS at IIMA during a workshop on ‘Pay for Performance’, May 1, 2007. 6

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The third justification emphasizes meritocracy, implying that good salaries attract brightest employees to the government, and that this meritocracy must spread upwards to include virtually up to all elected political leaders holding office, since competent political leadership is a pre-requisite to growth and quality governance. The amount of PRI that individuals receive is partly dependent on their individual contribution to the job that they are performing (assessed as an individual/group) and partly on the overall performance of the economy. This is especially helpful in keeping the performance related incentive payouts relevant and in proper perspective. The defining mark of Singapore government’s compensation system was the system of salary benchmarking for paying market rates. The first higher benchmark was for the Ministers and the top istrative Service Officers (Staff Grade I appointment); the second benchmark related to salary of relatively young, middle level officers, who are identified as potential civil service leaders (Super scale G officers). Their salary is also set at par with the private sector as the problem of attrition of talent is very acute at this level. Table: Salary Benchmarks in Singapore 1994 Benchmark Ministers and the top istrative Service Officers (Staff Grade I appointment)

-

-

Super scale G officers

-

-

2/3rd the average of the annual earnings of the top four professionals in Singapore representing following professions: bankers, ants, engineers, lawyers, MNCs and local manufacturing companies. Further adjustment by discounting it by 1/3rd was also made as a “demonstration of sacrifice” for assuming high public office. The objective is to equate the earning with that of the top 101st private sector earner in Singapore. Average of the earning of the 15th person from top in the age group 30-34, from the aforesaid six professional. The logic: A 32-year-old officer could “easily rank among top 90 in his cohort in of ability” and thus should earn equal to them in order for him to continue to stay with the Government.

2000 Benchmark the 2/3rd median income of top eight people in the six professions.

Same as 1996

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Source: as cited in the report The new system was introduced in 1987 and had the aim of aligning all future adjustments in pay only through the variable component - both monthly and annual. This made civil servants total remuneration variable up to 18%, which has now risen to over 40% of the total annual salary. The civil service wage structure has the following five components: i) ii)

Fixed Component - Basic monthly pay (this has remained unchanged since 1987). Variable components – this consists of – a. Monthly Variable Component (MVC) b. Monthly Non-Pensionable Variable Payment (NPVP) c. Non-Pensionable Annual Allowance (NPAA) d. Annual Variable Component (AVC): equal to up to 3 months pay to be decided by Government and paid twice in a year, in line with the performance of the national economy. e. Annual Special Bonus: one off special bonus equal to 0.25 month’s pay was made in the year 2004 in view of exceptional economic performance.

The components are truly variable. For example, in 1998, after the Asian Financial Crisis the AVC was reduced. In 1999, monthly NPVP component was also reduced. However, in 2000, as the economy recovered, monthly NPVP was restored and AVC was raised. Till the year 2003, the AVC was equal to 1.5 months pay, but was revised to only ½ month’s pay in view of declining private sector salaries in November 2003, which was again raised in 2004 (2 months) and 2005 (2.15 months’ pay). To ister the PRI system, a central pool of funds is placed at the disposal of all the Ministries, who have the flexibility to take final decisions on distribution of bonus among employees, subject to the overall dollar limit. The actual payout is determined by one of the three Personnel Boards, depending on the assessment of performance, rank and the position of an employee (within the overall pool of each ministry). The quantum of reward varies significantly according to levels, higher the position greater the reward (for performance). Individual performance is measured through a performance appraisal system. It assesses current performance and includes an estimation of the future potential of an officer. The appraisal results in a rating done on a five grade scale (A to E) on the basis of parameters like work output, quality of work, organizational ability, behaviour under stress, sense of responsibility, service quality, team work and work related knowledge. For Division I officers, team performance, organizational contribution and concurrent appointments are also assessed for evaluation of the overall performance grade. These ratings are moderated at the ministry level based on a pre-determined quota. For lower grades, the system works in a fairly routine manner, given the high probability of almost everyone

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getting it if the overall organizational and economic performance is found to be acceptable. South Korea In South Korea, performance evaluation has undergone a sea-change. In the traditional, seniority-based compensation system the evaluation was not important, however, the evaluation system has been gaining more importance and is now being applied for both employee development decisions as well as compensation decisions. The Asian financial crisis accelerated the transition of companies from the Ho-bong style (pay-table reflecting seniority) to the Yeon-bong je (Korean style merit pay). Almost 80% of the companies that adopted Yeon-bong je adopted it right after the financial crisis and the move has served them well. By 2005, almost 50% of all Korean firms had some form of performance related incentive in place to keep employees motivated and to reward differential performance. The adoption of performance related incentive system has been found to be related to increases in labor productivity and firm performance. This is increasing the popularity of PRI in Korea. The Korean government ed the initiatives of the industry by putting in place initiatives on Human Capital Management (HCM) in 20037. President Roh’s Participatory government put the HCM reform at the top of reform agenda. It regarded human capital as: the aggregate of people’s potentials for lifetime self-development, knowledge accumulation, and technological advancement. Therefore, a distinct feature of human capital is to embrace a non-commercial, qualitative and quantitative, social and external effect. The participatory HCM system put in place four distinct goals: 1. 2. 3. 4.

HCM system should be both autonomous and responsible for its actions Be both fair and transparent Focus on strengthening professionalism and core competencies, within its domain Induce active participation by public servants, under the principle of “putting the right person in the right job.”

The HCM reform strategies (necessary to achieve these aims) included: 1. Encouraged a general acceptance of reform and to include further ideas in reform processes at all levels of the organization. 2. Differentiated the HCM reform program as per Grades of employees. Higher level of employees (Political appointees and Grade 1-3) were required to play a leading role in driving HCM reform and acting as change agents; while lower levels were required to proactively participate in ing the reform agenda.

Kim, Pan Suk (2007) `Transforming higher-level civil service in a new age: a case study of a new senior civil service in Korea’ Public Personnel Management • Summer 7

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3.

Introduced a promotion and compensation system based on acknowledged transparent and fair appraisal system to achieve a well-balanced HCM based on employees’ competency and self-development. Job analysis was implemented to establish a flexible HCM system and an open government structure and jobs were classified into different categories (in 2003-04). The Ministry of Foreign Affairs and Trade was the first one to adopt the Job Classification System for its HCM needs, which has since been improved and expanded to various central agencies. A job analysis was initially carried out for all the Director-General level posts in the government ministries and then gradually to Grade-4 posts and below. Another objective behind job analysis was to enable job mobility amongst occupations or agencies, from the situation of bureaucratic rigidity.

The Korean government now has an annual incremental merit pay program for its civil servants in Grade-3 and above, and for contracted workers8. Pay, thus consists of two components – fixed pay (and allowances) and a variable pay component, which depends on appraisal results under an MBO9 system. Individual ministries are given the freedom to set the amount and grades of PRI, but overall quotas (scope) are set for performance levels (evaluated on 4 points Excellent, Outstanding, Normal and Unsatisfactory). Payment varied between 8%, 5% to 3% for normal as merit increments for top level officials and for others annual bonus from 110% for excellent, 80% and 40% for Normal. Around 30% of employee strength fall under unsatisfactory group and they are denied any performance pay. Malaysia Malaysia, in the process of “reinventing government,” introduced what is commonly known as the New Public Management (NMP) practices aimed at improving public sector efficiency and performance in the delivery of services. The New Remuneration Scheme (NRS) was introduced in 1992, the purpose of which was to establish clear linkages between employee performance and reward. It also enabled the government in reviewing, restructuring, and reducing the flab of the government. For example, between 1992 and 1997, a total of 570 government agencies were reviewed and rationalized. NRS also brought about important changes in the area of performance appraisal and made public sector pay and promotions more objective. NRS also linked performance with rewards by introducing a Matrix Salary Schedule (MSS) and provided for flexibility in salary progression, as opposed to the prevailing linear salary structure. The MSS payout was based on the employees’ performance and depending on performance the salary could move on four ways: static, horizontal, vertical and diagonal. Top performers move diagonally, thus enjoying double annual increments compared to average performers, while poor performers are not rewarded. As a part of the introduction of NRS, the performance evaluation system was also revised to become 8 9

http://www.csc.go.kr/eng/csS/css06.asp MBO- Management by Objectives

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more systematic, transparent, and reliable while minimizing subjectivity in performance appraisal. The whole performance appraisal was decentralized and a was created and endowed with powers to assess employees’ performance and determine salary progressions. Vietnam As Vietnam moved from the Soviet-style command economy towards a market economy (known as doi moi), it tried to incorporate ‘performance’ as a factor in the remuneration of civil servants. As a part of the post-1993 pay reforms, some important allowances were added to the basic pay, one of them was linking job description to the salary rather than just rank. A substantial restructuring program – Master Program on Public istration Reform for the period 2001-2010 (PAR) was undertaken by the Government of Vietnam to effectively meet the demands of managing a mixed, open economy. Decree 10 of December 2002 gave public service delivery units significant budgetary autonomy, which allowed them to: 1. Carry forward funds unspent in the current/previous financial year 2. Set their own istrative spending norms, which could be different from the norms set by the government 3. Manage their own revenue s 4. Adjust salary payouts to provide for performance related rewards/incentives 5. Review, re-organize and restructure to achieve efficiency and effectiveness in staffing. Each public service delivery agency was classified on the basis of its capacity to generate revenue. The state funding to these agencies was thus decided and fixed for a period of three years. The most important aspect of this mechanism was the autonomy and the discretion granted to managers to payout “above-award” rates in recognition of improved performance and productivity, thus effectively creating the provision of performance related incentives in Vietnam. In 2003, the Ordinance on Cadres and Civil Servants sanctioned greater flexibility in remuneration and and conditions of employment. Decree 10 also accentuated the commercialization of service production (provision for fee- paying services) which led to revenue enhancement and significant wage increases (based on performance). These were accompanied with rationalization and cost reduction. For example, the government allowed Hanoi schools to it “Grade B” students (students who did not meet academic or residential entrance requirements) who could be charged fees at a rate much higher than the government regulated and controlled fees. These students became a source of extra revenue for the schools as only a small proportion of the fee charged had to be shared with the government. When the salary increase of 2003 was announced by the government, these surplus funds were allocated by the schools to the salary budgets and were often paid out as incentives for improved performance and productivity.

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Pakistan Pakistan has also taken initiatives to introduce performance-based remuneration in the government and the public sector. It must be noted here, that private enterprises in Pakistan already have the concept of performance related incentives. As part of reforms in higher education, a Higher Education Commission was created in Pakistan in 2002. The commission focused on a number of initiatives such as sending students abroad on scholarships, building of universities, emphasized on teaching quality and research, targeted plagiarists, etc. With a view to improve teaching quality and research, performance related incentives were introduced by the Commission. The introduction of PRI in the education system has started to yield positive results in of enhanced effort being rendered by employees, and improving teaching quality. Similarly, Pakistan’s Central Board of Revenue (CBR), has also instituted performance related pay for its employees to create motivation and incentives for better performance. According to published information, the performance of CBR across a range of measures has gone up after instituting performance related incentives and by paying special attention to capacity building, welfare, training etc of its employees. (Source: Extracts from Chapter II, Performance Related Incentive in Government: Concept and Practices in ‘Synthesis Report of studies on Formulating the Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in Government’, IIM Ahmedabad)

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PRIS Implementation

Annex 2.5.4

(Extracts from Chapter III, ‘PRI Model for Government of India’, ‘Synthesis Report of studies on

Formulating the Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in Government’, IIM Ahmedabad) Feasibility of PRI in GOI The five studies carried out by the IIM-Ahmedabad show that the potential for PRI exists in the departments and ministries of GOI. Direct financial gains will be easier to realize in those organizations engaged in revenue generation activities, but for others (and the former) potential for cost efficiency and productivity increase exists. The five studies the well known fact that, the approach to PRI should be contextual. However, synthesizing the underlying objectives of the studies, we have developed a framework for implementing the PRI model in Government of India. The framework is limited to providing a conceptual framework for deg a PRI program in GOI. While operationalising the same in respective ministries/departments etc. it has to be customized to the objectives and deliverables of the respective organizations. This also means ushering changes in the working style, procedures and specifying ability and it’s delivery to public and other stakeholders. Hence “internal reforms” and public/stakeholder ability becomes integral to introduction of PRI. Definition of PRI Performance Related Incentive (PRI) is the variable component of the pay which is awarded ex-post, after individual/group performance is measured against pre-set (exante) and mutually agreed upon goals for a given period of assessment. It is non-additive and non-cumulative. It is not an automatic default incentive which is given for the nature of duties and responsibilities or levels of difficulty (working conditions) for a certain rank/post. PRI is also linked with respective organizations measurable contribution to responsive governance. PRI will cover all employees of Government of India, irrespective of position in the hierarchy. The above definition emphasizes the following points: 1.

PRI is not an assured entitlement for all employees. It is totally based on performance assessment (individual, group or combination) and varies according to performance. It does not cover assured incentives like those given for difficult

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2.

3.

4.

5.

6. 7.

8.

9. 10.

working conditions, special schemes, normal increments or promotion related pay increase. PRI payment will be made over and above the compensation entitlement for a particular rank/position. Thus the model will be ‘1 + X’, where ‘X’ is expressed as a percent of the annual basic salary. The value of `X’ should be decided by the ministry/department, based on the PRI pool generated internally. The PRI system runs with the of Performance Management System (PMS) and MIS system. Extensive communication and training of employees should PRI introduction. It is also necessary that basic conditions required for work and supervision is put in place. Clarity about objectives and deliverables at multiple levels, starting with ministry/department and cascading down the line up to individual level has to be developed. At the apex level, the vision/mission, budgetary goals set by the government and stakeholder commitments/citizen charter can be the guiding posts. It has to be cascaded down the line of hierarchy to all final delivery point (individual or group), through a structured process. Clarity about reporting and monitoring channels, work activities and deliverables (job-descriptions and performance indicators), delegation and ability charts and work processes flow/government business processes also needs to be developed, as they form the foundation of PRI. This implies initiating the process of internal reforms. The duration of one PRI cycle in normal cases will be 12 months. However, subperiods suitable to organizational requirements can be worked out. Within the ministry/department/other offices, clear individual and/or group (organizational) targets need to be set at the beginning of the PRI cycle and communicated to all parties involved. These targets are preferably mutually evolved and agreed upon by involved parties. In rare cases it has to be given or self proposed, but agreed-to between performing unit (individual/team) and supervisor. Certain parameters, particularly strategic (long term directions), leadership competencies and service indicators will be common across. Apart from the task involved, targets should also reflect reform commitments. PRI should be based on multiple measures covering work deliverables, product/ service quality, efficiency, innovation, improved processes, etc. so that the end result is balanced. While at some organizational and employee levels, fully objective approach may be possible, combined use of objective and subjective measures will be required in many jobs. PRI is based on measures of employees’ performance within the ambit of their influence (role/delegation/reporting relationship etc.) & ability. PRI is only awarded when targeted performance levels are exceeded by the individual or group at the end of cycle (generally one year). Meeting targets may not entitle for any or maximum PRI payment. Hence, benchmarks for acceptable performance levels should be set carefully such that it balances organizational

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interests, good governance expectations and motivates individuals/teams. The PMS and MIS systems will capture the extent of target achievement. 11.

The fund for pay out of PRI (pool) should be generated internally from benefits accruing through higher productivity, cost efficiency, savings etc. In short, the PRI scheme should be self sustaining, and not become another cost head requiring budgetary .

12.

Generally, PRI is awarded after proper assessment of achievement levels of completed tasks against set targets/benchmarks. It is not for anticipated results.

Objectives of PRI PRI emerged from the management need of performance budgeting and performance management. It became important in the government because of tight economic and budgetary constraints faced by the governments and the resulting need to incorporate performance objectives and budgeting processes to move towards variability of incentives and recognition and reward of individual/group effort and achievement. The increasing public ability and economic pressure increased the need for achieving goal congruence between organizational and individual/group goals in the overall interest of organizational performance and service delivery. Thus it can be seen that, the essence of PRI is that differential performance must be differentially rewarded, so as to enhance government performance and improve employee motivation and ability. • Introduction of performance related incentives (PRI) in government would lead to significant improvements in economy, efficiency and effectiveness in all facets of government (ministries/departments/subordinate/attached offices etc.) • In addition, PRI will help to enhance employee motivation by incentivising individual and /or team performance, since it provides performing employees/groups with an opportunity to earn more. • PRI will serve as a catalyst to usher in responsive governance and public (stakeholder) ability, by linking tangible rewards to measurable achievements of employees at all levels of government. Scope and Coverage of PRI The PRI model and approach presented in this report covers all ministries, departments, attached and subordinate offices, directorates, field formations, work units and autonomous bodies under Government of India and all categories of employees working in the organizations mentioned above. When the PRI scheme is introduced by GOI, existing PLB schemes, non – productivity linked Ad-hoc bonus and honorarium payments will end. Conceptual PRI Model We propose a two-stage conceptual model for introducing PRI in government. We are of the view that the model can be generalized across the government i.e. ministries, departments, attached/subordinate offices, branches, autonomous bodies etc. A schematic representation of the conceptual model is given in Exhibit 1:

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Exhibit 1: PRI Conceptual Model • Vision / Mission • Outcomes • Stake holder/ citizen charter

Basic Reforms • Restructure processesHPWP • Delegation & autonomy • Enabling environment • PMS& MIS • Service Delivery Focus

Focus on outcomes, service delivery

Outcome/service delivery

•

PRI (Phase-I)

• • • •

Sources of Funds • Cost efficiency • Higher productivity

Advanced Reforms Restructure processesHPWP Greater delegation & autonomy Process reengineering ability (stake holder involvement) Evaluation by Stakeholders

PRI (PhaseII)

Outcomes Efficient, Effective & Responsive Governance

Sources of Funds • Cost efficiency • Higher productivity • Others – e.g. new revenue streams.

Reforms and restructuring involves following critical elements: ¾ ¾ ¾ ¾ ¾ ¾

Enabling environment Work process re-engineering and restructuring Performance Management & MIS development High Performance Work Practices (skill enhancement/training/ multiskilling, crosstraining and job rotation, career development paths and job enrichment) More delegation with autonomy Public Service (Stake Holder) ability

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Requirement for Customized and Phased Implementation of PRI Within the broad framework described by the conceptual model, each implementing organization should customize the PRI system to suit its context. The conceptual model will be a general guideline for introduction of PRI in the government. PRI will also involve substantial change management efforts, including focus towards service to public and internal improvements. Hence winning commitment of employees through dialogue and communication, and building employee capacity for performance will be required. Phased road map for introduction of PRI. In our opinion a phased approach to introduction of PRI will be best suited for GOI, as depicted in Exhibit I. Our studies showed that a large section of employees believe that at the idea level PRI will address their concern about absence of tangible connect between employee performance and rewards. While our studies established that PRI can be introduced in GOI, we concluded that high degree of customization will be required. Sufficient groundwork needs to be done to ready the organizations for PRI. It is also necessary that the overall PRI objectives described earlier be kept in focus while introducing it; else PRI may also be seen as another mechanism to earn more without change in employee performance as well as impacting outcomes and the quality of governance. Hence we recommend that PRI should be introduced in multiple phases. Individual reports also suggest the same approach. We have recommended PRI introduction in broad two phases (Exhibit I). Each phase is focused and they are determined by (a) employee/organizational readiness (b) outcome focused reform commitments linked to PRI introduction and (c) mode of financing the PRI. Considering the complexity of the exercise, multiple stages have been incorporated within phases I. Phase I - Stage I: Organizational Readiness and Pilot The first stage we recommend that each ministry/department inclined to accept PRI starts the initiative by setting stage for PRI through organizational readiness exercise. This stage will be initial part of Phase I of the conceptual model (Exhibit I), where broad framework will be set. • The first step here will be to clarify (re-clarify if required) or evolve organizations vision and mission as well as stakeholder commitments/citizens’ charter. The latter is absolutely necessary to keep the focus of employees on ability to public/stakeholders. • It is necessary that internal and external constituencies are consulted and communicated with for the purpose, so as to gain acceptance. This exercise will also give an idea whether employees and the organization are ready for PRI and the type of PRI (individual/group).

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•

•

•

This is also the time for organizational leadership to explore avenues to build the PRI pool through internal accruals like cost efficiency, higher productivity and also using resources available from stopping of Ad-hoc bonus and honorarium. Acceptance, both by organization and its employees of all the principles behind PRI as given in this report is a necessary condition. Hence communication about the scheme and the importance of reforms that need to be carried out alongside as well as addressing employee apprehensions will be significant at this stage. Institutional mechanisms to manage PRI should be set at this stage.

We recognize that ministries/departments opting for PRI will have to go through a learning curve and adapt itself to the changed mode of functioning, before PRI is introduced across the organisation. Hence, to facilitate the employee as well as organizational acceptance of PRI, it may first be introduced in selected department(s)/units on pilot basis. The pilot will be an experimental platform to usher in the basic reforms as described in Exhibit I. Later the reforms and systems can be replicated and PRI introduced across the organization, leading to Phase II of the program coupled with advanced reforms. •

•

•

• •

As part of the pilot PRI, organizations should establish a comprehensive system for defining, measuring and benchmarking performance (PMS+MIS). Clarity about work deliverables (Job descriptions), ability (job targets/ work norms/goals) and reporting relationships should be arrived at. We would emphasize that, success of the PRI scheme will much be dependent (not solely) on the choice of performance criterion including indicators, benchmarks and tools to measure. At this stage, the performance criteria used for PRI should also emphasize outcomes from the perspective of s of the public service rather than limited only to the usual measures of inputs, workloads and outputs. In addition at senior levels, where employee supervision is involved it is necessary that employee satisfaction is also measured. Strategies to build the PRI pool and other details about performance levels and payment levels should be further refined at this stage.

Phase I - Stage II: Cascading Learning from the pilot (minimum required will be one cycle of a years’ duration) should be captured and with necessary modifications, PRI can be introduced across the organization. With experience from pilot exercise, the PMS and MIS system can be further fine-tuned and system to capture pubic/stakeholder service delivery can be put in place. This stage of Phase I should additionally strengthening of the basic reform initiatives like creating enabling environment by creating a high performance work place (HPWP), communication and training for competency building, changes in work processes to bring public/stakeholder service delivery focus and greater delegation of powers.

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At the Phase I stage (both pilot PRI and later cascaded across), the rate of performance linked incentives should be at levels that are appreciable (10% -20% of annual basic pay) depending on the organizational capability to pay. Though pre-specifying the number/percentage of employees eligible for PRI is commonly followed, (through forced choice/bell curve method) we recommend that respective ministries/departments etc may be given the freedom to choose the coverage. Phase II: Ushering Advanced Reforms through PRI Once the PRI system has been spread across the organization and basic reforms in place, we recommend that organizations move to the next phase of PRI that will eventually being it closer to the final outcomes (Efficient, effective and Responsive Governance). This stage will include organizations focusing on deeper reform process as described in Exhibit I. The key focus of Phase-II, will be that the scope of the PRI scheme should be expanded to undertake more ambitious reforms. (Basic systems like job definitions, PMS and MIS should be stabilized by then). • Reforms should involve a more comprehensive restructuring of operations and process reengineering for greater productivity and improvements in service delivery. This stage will include shift towards HPWP in a more substantive fashion and the internal organization structure and work processes should be reengineered to meet high levels of public service. At supervisory levels, leadership and satisfaction of team will be included as performance indicators for PRI • At this stage, providing superior public/stakeholder service should become the focus for organizations. To achieve this, mechanisms for performance rating by end s (public service ability, discussed later) and achievement of responsive governance goals has to be emphasized. • As part of advanced reforms, it would also be advisable to introduce more resultoriented approaches such as performance agreements with senior managers; and introducing lateral entry for senior positions, so as to make government service more challenging and competitive. • With more efficient internal operations, organizations should be able to realize substantial cost savings and realize gains of higher productivity to fund the PRI pool. They can also explore options for additional revenue generation by providing value added services to s and other innovative arrangements. • Correspondingly the rate of incentives should be increased substantially in the Phase-II, including multiple slabs for PRI payout based on performance. Eventually the remuneration of high performers should become comparable to the private sector. . Key Reform Themes Introducing PRI in government without ing reforms areas like work environment, managing performance, decision frameworks, processes and people management may be counter productive. We evaluated two options i.e. introducing reforms first followed by

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PRI or using PRI itself as a tool to usher in reforms, and we choose the latter. PRI introduction in GOI will be phased but simultaneously coupled with reforms. The ultimate deliverables of PRI (specifically employee motivation through measurement and recognition of performance leading to efficient/effective and responsive governance) has to be kept in mind in the course of the reform exercise. From the individual studies and implementation experiences of PRI, we have identified six critical reform themes. Enabling work environment Performance Management Delegation Process Reengineering Creating High Performance Work Practices Public Service (citizen/stakeholder) ability Operationalizing PRI While the conceptual model explains the general philosophy ing PRI in GOI, we conclude that at operational stage there is requirement for contextualization of the model based on the following activities: a) Laying the framework for PRI, in of organization and people readiness. b) Output/Outcome definition (KRA/SPI) and Performance Measurement and data tracking (PMS/MIS) c) Decision rules for classifying performance at individual and group levels. d) Linking with financial rewards, thereby increasing employee motivation. PRI Payout: Approach As indicated in the definition given above, PRI for GOI is conceptualized as payment based on performance over and above the existing compensation package. Hence the model will be 1 + X, where “X” will be the PRI component, awarded based on evaluated performance. Performance for the purpose of PRI will be determined using a combination of PMS scores/group performance (where relevant) and organizational performance and computed as percentage of annual basic salary. To emphasize the importance of public/stakeholder ability, we also recommend that suitable weight be assigned for achievements related to pubic service ability. Depending on contextual requirements, additional performance dimensions can be added by the organizations. The general consensus arrived at by the IIMA study group is to effect the PRI payment in the form of an “Annual Bonus”, given one time. Where-ever group PRI payment or combination has been suggested payout should be affected annually (or in suitable timeframe depending on the organization). Our view is that organizations should have the freedom to set the payment rates considering its peculiarities and PRI pool available. Progressively the quantum of PRI payment can be increased depending on the nature of work and the organizations ability to create the PRI pool. In general, we recommend that PRI (for individuals as well as groups) should be computed considering the following factors:

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1. 2. 3.

Individual Performance Level or Group Performance Level. Work unit & Ministry/Department performance. Public Service (Stakeholder) ability Score (e.g. Sevottam rating).

Respective ministries will have the freedom to add more parameters for measurement, but the above three should be mandatory. Relative weights for each parameter can be different for different categories of employees (Group A/B/C etc.). Budget Neutrality of PRI The overall financial logic of the PRI model proposed by IIMA is based on budget neutrality. It implies that the fund for paying out PRI should be generated by the respective ministries/departments from within. No additional budgetary allocation will be provided for the purpose of PRI. The proposed model assumes that delegation and greater autonomy will induce the supervising officers at all levels to restructure and reengineer their work processes to generate substantial savings, cost efficiency and higher productivity. Expenditure currently incurred in of ad-hoc bonus and honorarium payments should also be available to ministries/departments to be included in PRI kitty. Needless to say, in those departments that directly generate revenues from their operations, the reform initiatives and employee motivation will lead to productivity improvements and translate into tangible savings which can be used to fund PRI. At the stage of advance reform, respective organizations may consider introducing new revenue streams, through innovation and providing value added services. Government may allow ministries to allocate part of such additional revenue to the PRI fund. Financing Strategy for PRI The proposed financing strategy is budget neutral and is conditional on changing work processes for greater efficiency and restructuring for greater effectiveness in public service delivery. It assumes that the performance improvements would result in substantial monetary savings which can be used to fund the PRI schemes of various ministries and departments. •

•

•

Bulk of the kitty for financing PRI would have to be generated internally through cost and efficiency improvements and productivity/output increases resulting from improved work processes and extensive use of information and communication technologies. These savings/ earnings would be possible only through greater delegation of responsibilities and authority, de-layering and simplification of office procedures, and ability mechanisms at various levels in the organization. Ministries/departments/offices should be encouraged to innovate and value add their service delivery and explore new revenue streamswith part of the revenue earned added to the PRI pool. It is proposed that each ministry or department where PRI is introduced should have the freedom to design their own PRI schemes, within the broad framework. The different models we have developed can be used for guidance approaches. This implies that they should develop their own systems for measuring performance,

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decide whether performance should be assessed at individual or group level, and determine the form and rate of PRI awards within their own budget constraints. Exhibit 3 shows PRI financing strategy for a government ministry / department.

Exhibit 3: PRI Financing Strategy at Ministry / Department/other l l

Design PRI, PMS-MIS

Undertake restructuring and Process Re-engineering Cost efficiency, productivity and other savings

PRI Fund

Phase out PLB and ad-hoc bonus

Decide benchmarks, rate of bonus, quota etc and evaluate performance

Revise Scheme

Compare available funds with financial requirements of scheme

Inadequate

Adequate

Award PRI

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Synopsis of IIM-A studies The five clusters of Ministries/Departments were identified to ensure that differences across various ministries and departments would be adequately captured. There is significant variation in the PRI models that the different studies have recommended. The synthesis report presents a more generalized PRI model for the government. The following is a brief summary of the five studies. Exhibit 4: Summary of IIM-A studies Study-I

Study -II Ministry of Company Affairs Department of Revenue

Ministries / Departments Covered

Ministry of Health & Family welfare Ministry of Urban Development

Form of PRI

Annual bonus, merit-increment at top

Annual bonus

Group A

PRI

Group B

Study -III Department of Science & Technology Department of Posts

Study -IV Ministry of Defense Ministry of Home Affairs

Study -V Ministry of Railways

Annual bonus

Combination of monthly and annual bonus

Annual bonus

PRI

PRI

PRI

PRI

PRI

PRI

PRI

PRI

PRI

Group C

PRI

PRI

PRI

PRI

Group D

PRI

PRI

PRI

PRI

Up to 20%

15-30%

Not specified

I/3rd of employee strength

Not specified

(of gross pay)a

(of basic pay)

(of basic pay)b

(of basic+DP)d

(of gross pay)e

Eligibility:

Coverage ( % of employee strength) Rate of PRI (Phase I)

PRI

Formula 1. 10% 20% 2. 15-20% based Formula 10-20% 15% - 20% 1. 10% 20% Group B 2. 15% based 10-20% 15%- 20% 1. 10% 20% do Group C 2. 10% Fixed Payment Fixed 1. 10% 20% do Group D payment 2. 10% a. Gross pay includes – basic pay plus dearness pay plus dearness allowances b. The rates shown pertain to the Department of Science & Technology and Department of Posts respectively. In both cases only the recommended rate for stage-1 is shown. c. A different scheme based on distribution of net savings is recommended for ordnance factories d. Gross pay includes – basic pay plus dearness pay plus dearness allowances and other allowances. The formula distributes net surplus generated by the organization in a particular year e. Distributes net surplus generated by the organization in a particular year. Group A

10-20%

15% - 20%

(Source: Extracts from Chapter III, ‘Synthesis Report of studies on Formulating the Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in Government’,IIM Ahmedabad,)

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Annex 2.5.5

Introduction of High Performance Work Practices through Performance Related Incentive Schemes (PRIS) 1. The intrinsic satisfaction of work and creativity is as significant a motivator as higher pay. Studies on the implementation of performance related pay by the OECD, for instance have found that monetary incentives alone are unlikely to motivate a substantial majority of staff, irrespective of the design. Holistic job design with High Performance Work Practices (HPWP), multi-skilled work, new ways of organizing work, rewarding performance and greater employee participation in the decision making process are central to employee motivation. HPWP have the potential for developing the personality of the worker and productivity of the organization. . Further, a ‘career entrenchment effect’ occurs when an employee spends too much time in the same position weakening work motivation. Employees who have greater variety in their day to day work are more satisfied with higher work motivation levels. The shift from simple tasks to multidimensional work and employee empowerment leads to transformational changes. These practices are based on the realization that employees are the most important asset and have to be treated equitably. HPWP consist of a bundle of practices whose integration is critical for holistic workplace employment and raising employee effectiveness. The exact mix is dependent on the nature of work processes and culture in an organization. Inclusive and participatory management, on which HPWP are based, increase job satisfaction and raise productivity. 2. The International Labour Organisation (ILO) has recommended change in four main areas through sets of bundles of practices by which both management and workers stand to gain. These are: a) Job design and employee involvement - utilization of the intellectual and practical experience of employees with engagement in the decision making process; b) Communication and information sharing - dissemination of knowledge within the organization and commitment to the values and objectives of the organisation; c) for learning skills - through coaching-mentoring, on performance and further training; d) Rewarding and acknowledging performance through performance related monetary incentives and recognition.

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Productivity studies have shown that an integrated strategy combining several organization specific levers works best with changes in the ongoing process – work design and teamwork to increase employee involvement. (Source: Ashton, D. and Sung, J. (2002), ILO - ing workplace learning for High Performance Working, (2002), www.ilo.org). Adoption of HPWP requires an appreciation of change and constant adaptation with no final solutions. 3.

HPWP practices include the following:

–

cross training and job rotation

–

multi-

skilling

and

the

development of employee skills –

–

performance rewards

–

peer review and 360°

–

growth

employee

discretion

and

autonomy

self directed production and service teams, problem solving

in

–

teams and quality circles

multiple career paths and career coaching with personal development plans

–

job enrichment

–

flexible working

–

job enlargement

–

flexible job descriptions

–

mentoring

–

knowledge management and sharing of

–

systems of communication

learning resources

4. The IIM (Ahmedabad) in their Report have recommended HPWP as one of the six critical reform themes. Shift in government performance cannot be achieved without making changes in the way government employees are managed. Traditionally, government systems are oriented towards control with strong emphasis on procedures, approvals and concentration of power and the same applies to employee management also. The above approach may not be appropriate to achieve the objectives of modern governments. Experiences of organizations like United States Social Security istration indicate that high performance work practices can be used to bring out the full potential of their employees. The level of HPWP adoption as measured by the number of practices adopted is linked to organizational performance. 5. The tool of PRIS will enable introduction of change in the organization of work through HPWP. This is also necessary given the potential for work process reengineering and convergence made possible by information and communication technology (ICT). It entails a paradigm shift away from the way government works currently towards flatter organizations. The introduction of high performance work practices (HPWP) through PRIS will lead to greater effectiveness, productivity and cost efficiency at each level with greater employee participation.

79

Annex 2.5.6

Public Service (citizen/stakeholder) ability and the Sevottam Model Introduction: 1. The institutional structures of top down management and isolated managerial efforts have proved inadequate for satisfying performance i.e. delivery of results and outcomes. There is over-reliance on ‘command’ models of istrative effort for service delivery. Citizens and service s are stakeholders and participants not just ‘customers’. This role needs to be institutionalized in the istrative structures linked to the specific organizational service delivery. This participation of stakeholders in the process design and their institutional integration into the decision and delivery framework can be based on a ‘cooperative model’ of consultation and co-production. Institutional norms and practices become habits and routines and have to be consciously analyzed, confronted and substituted with alternate institutionalized practices. This perspective of purpose is important also for determining the type of Performance Related Incentive Scheme (PRIS) developed and adopted. The importance of a systems shift from top down monitoring to stakeholder-citizen participation and co-production with transparency and checks is critical for better public service delivery. A. Recommendations of the IIM Ahmedabad: Public Service ability as a Performance Criterion and the Sevottam Model 2. The Synthesis Report of studies on Formulating the Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in Government states that “in a democratic society, citizens are considered the owners of the state and the government is ultimately able to them i.e. citizens’ expectations regarding government services have to be fulfilled. This approach does not however imply taking a short term approach, where larger public interests are sacrificed for short term gains or only loud voices of powerful are heard. Apart from citizens, for government there will be other stakeholders also in the form of politicians (elected representatives), different government departments (output of some parts of government will be consumed by government itself) and suppliers of services to government. All the above groups fall within the ability map of government. To be responsive to the stakeholders, employees have to be responsible to requirements of public and other stakeholders and hence they need to be flexible, sensitive and dynamic. Since the environment is changing and heterogeneous, it is necessary that suitable systems are developed to

80

understand the environment and capture the stakeholder expectations and perceptions. Hence performance indicators based on public/stakeholder opinion becomes a necessity tool. The three criteria for measuring responsiveness are speed (including waiting time), accuracy with which the service provider responds to a request for action or information and service quality. In addition there are public service values expected of a government and internal organizational factors (like efficiency and effectiveness) to be fulfilled. Measuring responsiveness is difficult, but multi-dimensional approaches have been developed. By including public service ability as a performance criterion it is expected that the attitudes and behavior of government employees to public will change. 3. The citizen centric governance commitment of Government of India has led to development of a model for public service delivery (Sevottam). The model has been developed through extensive consultations with multiple stake holders and it has led to development of Indian Standard IS: 15700: 2005. By doing that, India has become the first country to have a published standard for Public Service Delivery. We are of the view that, for PRI purpose, the Sevottam model can be integrated into the model and thus employees of ministries/departments fulfilling certain level of public ability be rewarded through PRI. Since collective effort of all employees is required for high quality service delivery, Sevottam score should be a group measure. The unit of analysis can be the larger organization and/or basic performance units determined by service delivery requirements. As PRI system progresses in maturity, minimum performance under Sevottam may be kept as a qualifier for PRI. Here employees of entire organization (or part) achieving other results, but failing in Sevottam may not receive PRI. We would like to emphasize that by no means we imply non-achievement of other performance goals, while achieving Sevottam. In our opinion, by measuring and rewarding high quality public service delivery, it can be made a natural priority for teams.” B. Main Features of Sevottam 4. The Central Government’s Sevottam scheme was initiated as a mechanism to assess initiatives and best practices relating to service delivery. It is a model of service delivery standards based on experiments in e-governance. The model synthesizes ground realities in India with international best practices and has created an assessment system suitable for government organizations in India. The Bureau of Indian Standards (BIS) has developed generic standards for quality service delivery (IS 15700:2005) based on the assessment-improvement model developed by DARPG and TCS. The service provider will develop their own sectoral standards for improvement in service delivery. There are nine “QUALITY of compliance” criteria for which a requirement standard has been developed covering the three areas of (a) citizen charters, (b) grievance redressal and (c) service delivery capability. These criteria ascertain the extent to which the organization is applying service delivery improvement tools in a systematic manner and is able to learn from experience. The criteria are articulated in the form of questions that invite rating on a five-point scale

81

ranging from “ad hoc” to “systematic” action backed up by evidence attached with the application. An organization that scores well on these criteria deserves commendation for having understood the utility of service improvement tools and for putting this understanding to delivery excellence. Once the sectoral standards are achieved through a systemic process, the organizations can go in for certification. Periodic surveillance under the certification will ensure that the improvements made are institutionalized and a sustainable system for managing the quality of public service delivery is established. 5. Ten Ministries/Departments of Government of India, namely, Department of Post, Ministry of Communication; Kendriya Vidyalaya Sangthan (KVS), Ministry of Human Resource Development; Employees Provident Fund Organization, Ministry of Labour; port Division, Ministry of External Affairs; Ministry of Food Processing Industry; Income Tax, Customs and Excise, Department of Revenue; Ticketing and Freight Services, Ministry of Railways; Bureau of Indian Standards etc. have been identified for implementation of the Sevottam. The pilot schemes for streamlining delivery of these services with increased transparency of transactions, and increased citizen inputs into governance are at an advanced stage. The Sevottam Scheme is essentially based on the Service Gap Concept and can be effectively integrated with PRIS ( see para 2.5.25).

Assessment-Improvement Framework Assessment Framework

Service Delivery Statement (SDS in Annual Report)

Self-Assessment Format Generic Standard

Sectoral Standards Ed



Pos

CBD

Constant Assessment

G AP Monitoring & Control Not Successful

Successful

Apply for Benchmarking

Change Management

Detailed Gap Analysis

82

Assessment Criteria in the Sevottam Model (Extracts from Service Delivery Excellence Model ‘Sevottam’ DARPG) 6. The criteria are set for the compliance requirements and for the improvement requirements for each of the assessees. The assessment for compliance acts as screening mechanism to filter out organisations that do not meet the basic requirements for entry into the assessment process. Theassessment criteria for improvement are divided into three modules with a total of nine criteria. The following table presents the structure of the assessment criteria. The elements for assessment are in the form of questions which enable the assessed to ascertain its status on each of the criteria. An assessee organization can opt to conduct only a self-assessment, or go in for an external assessment. Critical Areas(3)

Citizen Charter Excellence

Public Grievance Redress

Service Delivery Capability

Criteria(9)

Elements for assessment(33)

Implementation

5

Monitoring

3

Review

3

Receipt

3

Redress

3

Prevention

5

Customers

5

Employees

3

Infrastructure

3

7. PRIS is envisaged as a tool to incentivise adoption of new service standards and best practices for effective and responsive service delivery – with constant self-assessment to bridge the service gaps.

83

Illustrative formula for computing PLB in Railways

Annex 4.4.1

In Chapter 4.4, the Commission has recommended that the existing PLB scheme in the Railways may be replaced by the PRIS and in the meantime, the existing PLB formula may be reviewed to include financial parameters. One of the options could be to compute the quantum of PLB using the following formula:Bonus

=

AW1 deserved – AW1 paid

Where

AW Deserved

=

AW0

[Total wages1+(surplus1 – K1 surpluso) ] [ K0 ] [ ------------------------------------------------ ] ] [ Total wages0 (L1 / L0)

AW

=

Average wage paid in period 0 or 1 as per the subscript

Total wages1

=

wages in period 1

Total wages0

=

Wages in period 0

K1

=

Total capital in period 1

K0

=

Total capital in Period 0

L1

=

Labour in period 1

Lo

=

Labour in period 0

Surplus

=

Total value addition – Total wages with subscripts denoting the period

It is possible to exclude the surplus arising only out of fare/freight revisions by considering everything in real i.e. taking all aggregates at constant (base period) prices.

84

Guidelines contained in National Policy of persons with disabilities

Annex 4.8.1

Employment 50.

The following steps will be taken for employment of persons with disabilities:

(i)

The government shall initiate a dialogue with private sector organizations to help persons with disabilities in getting employment.

(ii)

Develop appropriate home-based income generation programmes for the persons with disabilities especially for persons with severe and multiple disabilities, who opt for such programmes. The system of coaching for employment will also be encouraged for persons with disabilities and their caregivers.

(iii)

Facilitate modifications in the design of machinery, workstation and work environment necessary for the disabled persons to operate without barriers in training centres/factories/industry/offices etc.

(iv)

Provide assistance through appropriate agencies like Marketing Boards, District Rural Development Agencies (DRDAs), private agencies and Non Governmental Organizations in marketing of goods and services produced by persons with disabilities.

(v)

Coverage of persons with disabilities in poverty alleviation programmes will be improved so that they get their due share of 3 percent as provided under statutory provisions.

Barrier-free environment 51. For creation of barrier-free environment, the following strategies will be adopted: (i)

Public buildings (functional or recreational), transport amenities including roads, sub-ways and pavements, railway platforms, bus-stops/terminals, ports, airports, modes of transports (bus, train, plane and waterways), playgrounds, open space etc. will be made accessible.

85

(ii)

Use of sign language in all public functions will be encouraged.

(iii)

Modification of Curriculum of Architects and Civil engineers will be undertaken to include issues relating to construction of barrier-free buildings. In service training will be provided on these issues to the government architects and engineers.

(iv)

Full adoption of comprehensive building byelaws and space standards for barrier-free built environment shall be ensured. Effort will be made to ensure adoption of the byelaws and space standards by all the states, municipal bodies and Panchayati Raj institutions in the country. These authorities will ensure that all newly constructed buildings for public use are barrier-free.

(v)

State Transport Undertakings will ensure disabled friendly features in their vehicles. Railways will provide barrier-free coaches in a phased manner. They will also make the platforms-buildings, toilets and other facilities barrier-free.

(vi)

The Government will ensure that Industrial establishments, offices, public utilities both in public and private sector provide disabled friendly work place for their employees. Safety standards will be developed and strictly enforced.

(vii) Proactive steps will be taken to ensure disabilities-friendly IT environment in the country. (viii) All the buildings, which are for public use, will be audited for its accessibility to persons with disability. There may be a need to develop professionally recognized access auditors whose services would be utilized for the purpose. (ix)

Banking system will be encouraged to meet the needs to the persons with disabilities.

(x)

Communication needs to the persons with disabilities will be met by making information service and public documents accessible. Braille, tape-service, large print and other appropriate technologies will be used to provide information for the persons with visual disability.

86

Annex 5.1.1

Fixation of the pension of the existing pensioners Pre-revised Pension + DP* (if any) 1913 1914 1915 1916 1917 1918 1919 1920 1921 1922 1923 1924 1925 1926 1927 1928 1929 1930 1931 1932 1933 1934 1935 1936 1937

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 1938 1939 1940 1941 1942 1943 1944 1945 1946 1947 1948 1949 1950 1951 1952 1953 1954 1955 1956 1957 1958 1959 1960 1961 1962

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 1963 1964 1965 1966 1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

* DP (Dearness Pension in case of pre 1.4.2004 pensioners. For post 31.3.2004 pensioners, the element of DP is included in pension )

87

Pre-revised Pension + DP (if any) 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 2046 2047 2048 2049 2050 2051 2052 2053 2054 2055 2056 2057

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 2058 2059 2060 2061 2062 2063 2064 2065 2066 2067 2068 2069 2070 2071 2072 2073 2074 2075 2076 2077 2078 2079 2080 2081 2082 2083 2084 2085 2086 2087 2088 2089 2090 2091 2092

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

88

Pre-revised Pension + DP (if any) 2093 2094 2095 2096 2097 2098 2099 2100 2101 2102 2103 2104 2105 2106 2107 2108 2109 2110 2111 2112 2113 2114 2115 2116 2117 2118 2119 2120 2121 2122 2123 2124 2125 2126 2127

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 2128 2129 2130 2131 2132 2133 2134 2135 2136 2137 2138 2139 2140 2141 2142 2143 2144 2145 2146 2147 2148 2149 2150 2151 2152 2153 2154 2155 2156 2157 2158 2159 2160 2161 2162

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 2163 2164 2165 2166 2167 2168 2169 2170 2171 2172 2173 2174 2175 2176 2177 2178 2179 2180 2181 2182 2183 2184 2185 2186 2187 2188 2189 2190 2191 2192 2193 2194 2195 2196 2197

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

89

Pre-revised Pension + DP (if any) 2198 2199 2200 2201 2202 2203 2204 2205 2206 2207 2208 2209 2210 2211 2212 2213 2214 2215 2216 2217 2218 2219 2220 2221 2222 2223 2224 2225 2226 2227 2228 2229 2230 2231 2232

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 2233 2234 2235 2236 2237 2238 2239 2240 2241 2242 2243 2244 2245 2246 2247 2248 2249 2250 2251 2252 2253 2254 2255 2256 2257 2258 2259 2260 2261 2262 2263 2264 2265 2266 2267

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

Pre-revised Pension + DP (if any) 2268 2269 2270 2271 2272 2273 2274 2275 2276 2277 2278 2279 2280 2281 2282 2283 2284 2285 2286 2287 2288 2289 2290 2291 2292 2293 2294 2295 2296 2297 2298 2299 2300 2301 2302

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330

90

Pre-revised Pension + DP (if any) 2303 2304 2305 2306 2307 2308 2309 2310 2311 2312 2313 2314 2315 2316 2317 2318 2319 2320 2321 2322 2323 2324 2325 2326 2327 2328 2329 2330 2331 2332 2333 2334 2335 2336 2337

Revised Pension 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3330 3331 3333 3334

Pre-revised Pension + DP (if any) 2338 2339 2340 2341 2342 2343 2344 2345 2346 2347 2348 2349 2350 2351 2352 2353 2354 2355 2356 2357 2358 2359 2360 2361 2362 2363 2364 2365 2366 2367 2368 2369 2370 2371 2372

Revised Pension 3336 3337 3338 3340 3341 3343 3344 3346 3347 3348 3350 3351 3353 3354 3356 3357 3358 3360 3361 3363 3364 3366 3367 3368 3370 3371 3373 3374 3375 3377 3378 3380 3381 3383 3384

Pre-revised Pension + DP (if any) 2373 2374 2375 2376 2377 2378 2379 2380 2381 2382 2383 2384 2385 2386 2387 2388 2389 2390 2391 2392 2393 2394 2395 2396 2397 2398 2399 2400 2401 2402 2403 2404 2405 2406 2407

Revised Pension 3385 3387 3388 3390 3391 3393 3394 3395 3397 3398 3400 3401 3403 3404 3405 3407 3408 3410 3411 3413 3414 3415 3417 3418 3420 3421 3423 3424 3425 3427 3428 3430 3431 3433 3434

91

Pre-revised Pension + DP (if any) 2408 2409 2410 2411 2412 2413 2414 2415 2416 2417 2418 2419 2420 2421 2422 2423 2424 2425 2426 2427 2428 2429 2430 2431 2432 2433 2434 2435 2436 2437 2438 2439 2440 2441 2442

Revised Pension 3435 3437 3438 3440 3441 3443 3444 3445 3447 3448 3450 3451 3453 3454 3455 3457 3458 3460 3461 3463 3464 3465 3467 3468 3470 3471 3473 3474 3475 3477 3478 3480 3481 3482 3484

Pre-revised Pension + DP (if any) 2443 2444 2445 2446 2447 2448 2449 2450 2451 2452 2453 2454 2455 2456 2457 2458 2459 2460 2461 2462 2463 2464 2465 2466 2467 2468 2469 2470 2471 2472 2473 2474 2475 2476 2477

Revised Pension 3485 3487 3488 3490 3491 3492 3494 3495 3497 3498 3500 3501 3502 3504 3505 3507 3508 3510 3511 3512 3514 3515 3517 3518 3520 3521 3522 3524 3525 3527 3528 3530 3531 3532 3534

Pre-revised Pension + DP (if any) 2478 2479 2480 2481 2482 2483 2484 2485 2486 2487 2488 2489 2490 2491 2492 2493 2494 2495 2496 2497 2498 2499 2500 2501 2502 2503 2504 2505 2506 2507 2508 2509 2510 2511 2512

Revised Pension 3535 3537 3538 3540 3541 3542 3544 3545 3547 3548 3550 3551 3552 3554 3555 3557 3558 3560 3561 3562 3564 3565 3567 3568 3570 3571 3572 3574 3575 3577 3578 3580 3581 3582 3584

92

Pre-revised Pension + DP (if any) 2513 2514 2515 2516 2517 2518 2519 2520 2521 2522 2523 2524 2525 2526 2527 2528 2529 2530 2531 2532 2533 2534 2535 2536 2537 2538 2539 2540 2541 2542 2543 2544 2545 2546 2547

Revised Pension 3585 3587 3588 3589 3591 3592 3594 3595 3597 3598 3599 3601 3602 3604 3605 3607 3608 3609 3611 3612 3614 3615 3617 3618 3619 3621 3622 3624 3625 3627 3628 3629 3631 3632 3634

Pre-revised Pension + DP (if any) 2548 2549 2550 2551 2552 2553 2554 2555 2556 2557 2558 2559 2560 2561 2562 2563 2564 2565 2566 2567 2568 2569 2570 2571 2572 2573 2574 2575 2576 2577 2578 2579 2580 2581 2582

Revised Pension 3635 3637 3638 3639 3641 3642 3644 3645 3647 3648 3649 3651 3652 3654 3655 3657 3658 3659 3661 3662 3664 3665 3667 3668 3669 3671 3672 3674 3675 3677 3678 3679 3681 3682 3684

Pre-revised Pension + DP (if any) 2583 2584 2585 2586 2587 2588 2589 2590 2591 2592 2593 2594 2595 2596 2597 2598 2599 2600 2601 2602 2603 2604 2605 2606 2607 2608 2609 2610 2611 2612 2613 2614 2615 2616 2617

Revised Pension 3685 3687 3688 3689 3691 3692 3694 3695 3696 3698 3699 3701 3702 3704 3705 3706 3708 3709 3711 3712 3714 3715 3716 3718 3719 3721 3722 3724 3725 3726 3728 3729 3731 3732 3734

93

Pre-revised Pension + DP (if any) 2618 2619 2620 2621 2622 2623 2624 2625 2626 2627 2628 2629 2630 2631 2632 2633 2634 2635 2636 2637 2638 2639 2640 2641 2642 2643 2644 2645 2646 2647 2648 2649 2650 2651 2652

Revised Pension 3735 3736 3738 3739 3741 3742 3744 3745 3746 3748 3749 3751 3752 3754 3755 3756 3758 3759 3761 3762 3764 3765 3766 3768 3769 3771 3772 3774 3775 3776 3778 3779 3781 3782 3784

Pre-revised Pension + DP (if any) 2653 2654 2655 2656 2657 2658 2659 2660 2661 2662 2663 2664 2665 2666 2667 2668 2669 2670 2671 2672 2673 2674 2675 2676 2677 2678 2679 2680 2681 2682 2683 2684 2685 2686 2687

Revised Pension 3785 3786 3788 3789 3791 3792 3794 3795 3796 3798 3799 3801 3802 3803 3805 3806 3808 3809 3811 3812 3813 3815 3816 3818 3819 3821 3822 3823 3825 3826 3828 3829 3831 3832 3833

Pre-revised Pension + DP (if any) 2688 2689 2690 2691 2692 2693 2694 2695 2696 2697 2698 2699 2700 2701 2702 2703 2704 2705 2706 2707 2708 2709 2710 2711 2712 2713 2714 2715 2716 2717 2718 2719 2720 2721 2722

Revised Pension 3835 3836 3838 3839 3841 3842 3843 3845 3846 3848 3849 3851 3852 3853 3855 3856 3858 3859 3861 3862 3863 3865 3866 3868 3869 3871 3872 3873 3875 3876 3878 3879 3881 3882 3883

94

Pre-revised Pension + DP (if any) 2723 2724 2725 2726 2727 2728 2729 2730 2731 2732 2733 2734 2735 2736 2737 2738 2739 2740 2741 2742 2743 2744 2745 2746 2747 2748 2749 2750 2751 2752 2753 2754 2755 2756 2757

Revised Pension 3885 3886 3888 3889 3891 3892 3893 3895 3896 3898 3899 3901 3902 3903 3905 3906 3908 3909 3910 3912 3913 3915 3916 3918 3919 3920 3922 3923 3925 3926 3928 3929 3930 3932 3933

Pre-revised Pension + DP (if any) 2758 2759 2760 2761 2762 2763 2764 2765 2766 2767 2768 2769 2770 2771 2772 2773 2774 2775 2776 2777 2778 2779 2780 2781 2782 2783 2784 2785 2786 2787 2788 2789 2790 2791 2792

Revised Pension 3935 3936 3938 3939 3940 3942 3943 3945 3946 3948 3949 3950 3952 3953 3955 3956 3958 3959 3960 3962 3963 3965 3966 3968 3969 3970 3972 3973 3975 3976 3978 3979 3980 3982 3983

Pre-revised Pension + DP (if any) 2793 2794 2795 2796 2797 2798 2799 2800 2801 2802 2803 2804 2805 2806 2807 2808 2809 2810 2811 2812 2813 2814 2815 2816 2817 2818 2819 2820 2821 2822 2823 2824 2825 2826 2827

Revised Pension 3985 3986 3988 3989 3990 3992 3993 3995 3996 3998 3999 4000 4002 4003 4005 4006 4008 4009 4010 4012 4013 4015 4016 4017 4019 4020 4022 4023 4025 4026 4027 4029 4030 4032 4033

95

Pre-revised Pension + DP (if any) 2828 2829 2830 2831 2832 2833 2834 2835 2836 2837 2838 2839 2840 2841 2842 2843 2844 2845 2846 2847 2848 2849 2850 2851 2852 2853 2854 2855 2856 2857 2858 2859 2860 2861 2862

Revised Pension 4035 4036 4037 4039 4040 4042 4043 4045 4046 4047 4049 4050 4052 4053 4055 4056 4057 4059 4060 4062 4063 4065 4066 4067 4069 4070 4072 4073 4075 4076 4077 4079 4080 4082 4083

Pre-revised Pension + DP (if any) 2863 2864 2865 2866 2867 2868 2869 2870 2871 2872 2873 2874 2875 2876 2877 2878 2879 2880 2881 2882 2883 2884 2885 2886 2887 2888 2889 2890 2891 2892 2893 2894 2895 2896 2897

Revised Pension 4085 4086 4087 4089 4090 4092 4093 4095 4096 4097 4099 4100 4102 4103 4105 4106 4107 4109 4110 4112 4113 4115 4116 4117 4119 4120 4122 4123 4124 4126 4127 4129 4130 4132 4133

Pre-revised Pension + DP (if any) 2898 2899 2900 2901 2902 2903 2904 2905 2906 2907 2908 2909 2910 2911 2912 2913 2914 2915 2916 2917 2918 2919 2920 2921 2922 2923 2924 2925 2926 2927 2928 2929 2930 2931 2932

Revised Pension 4134 4136 4137 4139 4140 4142 4143 4144 4146 4147 4149 4150 4152 4153 4154 4156 4157 4159 4160 4162 4163 4164 4166 4167 4169 4170 4172 4173 4174 4176 4177 4179 4180 4182 4183

96

Pre-revised Pension + DP (if any) 2933 2934 2935 2936 2937 2938 2939 2940 2941 2942 2943 2944 2945 2946 2947 2948 2949 2950 2951 2952 2953 2954 2955 2956 2957 2958 2959 2960 2961 2962 2963 2964 2965 2966 2967

Revised Pension 4184 4186 4187 4189 4190 4192 4193 4194 4196 4197 4199 4200 4202 4203 4204 4206 4207 4209 4210 4212 4213 4214 4216 4217 4219 4220 4222 4223 4224 4226 4227 4229 4230 4231 4233

Pre-revised Pension + DP (if any) 2968 2969 2970 2971 2972 2973 2974 2975 2976 2977 2978 2979 2980 2981 2982 2983 2984 2985 2986 2987 2988 2989 2990 2991 2992 2993 2994 2995 2996 2997 2998 2999 3000 3001 3002

Revised Pension 4234 4236 4237 4239 4240 4241 4243 4244 4246 4247 4249 4250 4251 4253 4254 4256 4257 4259 4260 4261 4263 4264 4266 4267 4269 4270 4271 4273 4274 4276 4277 4279 4280 4281 4283

Pre-revised Pension + DP (if any) 3003 3004 3005 3006 3007 3008 3009 3010 3011 3012 3013 3014 3015 3016 3017 3018 3019 3020 3021 3022 3023 3024 3025 3026 3027 3028 3029 3030 3031 3032 3033 3034 3035 3036 3037

Revised Pension 4284 4286 4287 4289 4290 4291 4293 4294 4296 4297 4299 4300 4301 4303 4304 4306 4307 4309 4310 4311 4313 4314 4316 4317 4319 4320 4321 4323 4324 4326 4327 4329 4330 4331 4333

97

Pre-revised Pension + DP (if any) 3038 3039 3040 3041 3042 3043 3044 3045 3046 3047 3048 3049 3050 3051 3052 3053 3054 3055 3056 3057 3058 3059 3060 3061 3062 3063 3064 3065 3066 3067 3068 3069 3070 3071 3072

Revised Pension 4334 4336 4337 4338 4340 4341 4343 4344 4346 4347 4348 4350 4351 4353 4354 4356 4357 4358 4360 4361 4363 4364 4366 4367 4368 4370 4371 4373 4374 4376 4377 4378 4380 4381 4383

Pre-revised Pension + DP (if any) 3073 3074 3075 3076 3077 3078 3079 3080 3081 3082 3083 3084 3085 3086 3087 3088 3089 3090 3091 3092 3093 3094 3095 3096 3097 3098 3099 3100 3101 3102 3103 3104 3105 3106 3107

Revised Pension 4384 4386 4387 4388 4390 4391 4393 4394 4396 4397 4398 4400 4401 4403 4404 4406 4407 4408 4410 4411 4413 4414 4416 4417 4418 4420 4421 4423 4424 4426 4427 4428 4430 4431 4433

Pre-revised Pension + DP (if any) 3108 3109 3110 3111 3112 3113 3114 3115 3116 3117 3118 3119 3120 3121 3122 3123 3124 3125 3126 3127 3128 3129 3130 3131 3132 3133 3134 3135 3136 3137 3138 3139 3140 3141 3142

Revised Pension 4434 4436 4437 4438 4440 4441 4443 4444 4445 4447 4448 4450 4451 4453 4454 4455 4457 4458 4460 4461 4463 4464 4465 4467 4468 4470 4471 4473 4474 4475 4477 4478 4480 4481 4483

98

Pre-revised Pension + DP (if any) 3143 3144 3145 3146 3147 3148 3149 3150 3151 3152 3153 3154 3155 3156 3157 3158 3159 3160 3161 3162 3163 3164 3165 3166 3167 3168 3169 3170 3171 3172 3173 3174 3175 3176 3177

Revised Pension 4484 4485 4487 4488 4490 4491 4493 4494 4495 4497 4498 4500 4501 4503 4504 4505 4507 4508 4510 4511 4513 4514 4515 4517 4518 4520 4521 4523 4524 4525 4527 4528 4530 4531 4533

Pre-revised Pension + DP (if any) 3178 3179 3180 3181 3182 3183 3184 3185 3186 3187 3188 3189 3190 3191 3192 3193 3194 3195 3196 3197 3198 3199 3200 3201 3202 3203 3204 3205 3206 3207 3208 3209 3210 3211 3212

Revised Pension 4534 4535 4537 4538 4540 4541 4543 4544 4545 4547 4548 4550 4551 4552 4554 4555 4557 4558 4560 4561 4562 4564 4565 4567 4568 4570 4571 4572 4574 4575 4577 4578 4580 4581 4582

Pre-revised Pension + DP (if any) 3213 3214 3215 3216 3217 3218 3219 3220 3221 3222 3223 3224 3225 3226 3227 3228 3229 3230 3231 3232 3233 3234 3235 3236 3237 3238 3239 3240 3241 3242 3243 3244 3245 3246 3247

Revised Pension 4584 4585 4587 4588 4590 4591 4592 4594 4595 4597 4598 4600 4601 4602 4604 4605 4607 4608 4610 4611 4612 4614 4615 4617 4618 4620 4621 4622 4624 4625 4627 4628 4630 4631 4632

99

Pre-revised Pension + DP (if any) 3248 3249 3250 3251 3252 3253 3254 3255 3256 3257 3258 3259 3260 3261 3262 3263 3264 3265 3266 3267 3268 3269 3270 3271 3272 3273 3274 3275 3276 3277 3278 3279 3280 3281 3282

Revised Pension 4634 4635 4637 4638 4640 4641 4642 4644 4645 4647 4648 4650 4651 4652 4654 4655 4657 4658 4659 4661 4662 4664 4665 4667 4668 4669 4671 4672 4674 4675 4677 4678 4679 4681 4682

Pre-revised Pension + DP (if any) 3283 3284 3285 3286 3287 3288 3289 3290 3291 3292 3293 3294 3295 3296 3297 3298 3299 3300 3301 3302 3303 3304 3305 3306 3307 3308 3309 3310 3311 3312 3313 3314 3315 3316 3317

Revised Pension 4684 4685 4687 4688 4689 4691 4692 4694 4695 4697 4698 4699 4701 4702 4704 4705 4707 4708 4709 4711 4712 4714 4715 4717 4718 4719 4721 4722 4724 4725 4727 4728 4729 4731 4732

Pre-revised Pension + DP (if any) 3318 3319 3320 3321 3322 3323 3324 3325 3326 3327 3328 3329 3330 3331 3332 3333 3334 3335 3336 3337 3338 3339 3340 3341 3342 3343 3344 3345 3346 3347 3348 3349 3350 3351 3352

Revised Pension 4734 4735 4737 4738 4739 4741 4742 4744 4745 4747 4748 4749 4751 4752 4754 4755 4757 4758 4759 4761 4762 4764 4765 4766 4768 4769 4771 4772 4774 4775 4776 4778 4779 4781 4782

100

Pre-revised Pension + DP (if any) 3353 3354 3355 3356 3357 3358 3359 3360 3361 3362 3363 3364 3365 3366 3367 3368 3369 3370 3371 3372 3373 3374 3375 3376 3377 3378 3379 3380 3381 3382 3383 3384 3385 3386 3387

Revised Pension 4784 4785 4786 4788 4789 4791 4792 4794 4795 4796 4798 4799 4801 4802 4804 4805 4806 4808 4809 4811 4812 4814 4815 4816 4818 4819 4821 4822 4824 4825 4826 4828 4829 4831 4832

Pre-revised Pension + DP (if any) 3388 3389 3390 3391 3392 3393 3394 3395 3396 3397 3398 3399 3400 3401 3402 3403 3404 3405 3406 3407 3408 3409 3410 3411 3412 3413 3414 3415 3416 3417 3418 3419 3420 3421 3422

Revised Pension 4834 4835 4836 4838 4839 4841 4842 4844 4845 4846 4848 4849 4851 4852 4854 4855 4856 4858 4859 4861 4862 4864 4865 4866 4868 4869 4871 4872 4873 4875 4876 4878 4879 4881 4882

Pre-revised Pension + DP (if any) 3423 3424 3425 3426 3427 3428 3429 3430 3431 3432 3433 3434 3435 3436 3437 3438 3439 3440 3441 3442 3443 3444 3445 3446 3447 3448 3449 3450 3451 3452 3453 3454 3455 3456 3457

Revised Pension 4883 4885 4886 4888 4889 4891 4892 4893 4895 4896 4898 4899 4901 4902 4903 4905 4906 4908 4909 4911 4912 4913 4915 4916 4918 4919 4921 4922 4923 4925 4926 4928 4929 4931 4932

101

Pre-revised Pension + DP (if any) 3458 3459 3460 3461 3462 3463 3464 3465 3466 3467 3468 3469 3470 3471 3472 3473 3474 3475 3476 3477 3478 3479 3480 3481 3482 3483 3484 3485 3486 3487 3488 3489 3490 3491 3492

Revised Pension 4933 4935 4936 4938 4939 4941 4942 4943 4945 4946 4948 4949 4951 4952 4953 4955 4956 4958 4959 4961 4962 4963 4965 4966 4968 4969 4971 4972 4973 4975 4976 4978 4979 4980 4982

Pre-revised Pension + DP (if any) 3493 3494 3495 3496 3497 3498 3499 3500 3501 3502 3503 3504 3505 3506 3507 3508 3509 3510 3511 3512 3513 3514 3515 3516 3517 3518 3519 3520 3521 3522 3523 3524 3525 3526 3527

Revised Pension 4983 4985 4986 4988 4989 4990 4992 4993 4995 4996 4998 4999 5000 5002 5003 5005 5006 5008 5009 5010 5012 5013 5015 5016 5018 5019 5020 5022 5023 5025 5026 5028 5029 5030 5032

Pre-revised Pension + DP (if any) 3528 3529 3530 3531 3532 3533 3534 3535 3536 3537 3538 3539 3540 3541 3542 3543 3544 3545 3546 3547 3548 3549 3550 3551 3552 3553 3554 3555 3556 3557 3558 3559 3560 3561 3562

Revised Pension 5033 5035 5036 5038 5039 5040 5042 5043 5045 5046 5048 5049 5050 5052 5053 5055 5056 5058 5059 5060 5062 5063 5065 5066 5068 5069 5070 5072 5073 5075 5076 5078 5079 5080 5082

102

Pre-revised Pension + DP (if any) 3563 3564 3565 3566 3567 3568 3569 3570 3571 3572 3573 3574 3575 3576 3577 3578 3579 3580 3581 3582 3583 3584 3585 3586 3587 3588 3589 3590 3591 3592 3593 3594 3595 3596 3597

Revised Pension 5083 5085 5086 5087 5089 5090 5092 5093 5095 5096 5097 5099 5100 5102 5103 5105 5106 5107 5109 5110 5112 5113 5115 5116 5117 5119 5120 5122 5123 5125 5126 5127 5129 5130 5132

Pre-revised Pension + DP (if any) 3598 3599 3600 3601 3602 3603 3604 3605 3606 3607 3608 3609 3610 3611 3612 3613 3614 3615 3616 3617 3618 3619 3620 3621 3622 3623 3624 3625 3626 3627 3628 3629 3630 3631 3632

Revised Pension 5133 5135 5136 5137 5139 5140 5142 5143 5145 5146 5147 5149 5150 5152 5153 5155 5156 5157 5159 5160 5162 5163 5165 5166 5167 5169 5170 5172 5173 5175 5176 5177 5179 5180 5182

Pre-revised Pension + DP (if any) 3633 3634 3635 3636 3637 3638 3639 3640 3641 3642 3643 3644 3645 3646 3647 3648 3649 3650 3651 3652 3653 3654 3655 3656 3657 3658 3659 3660 3661 3662 3663 3664 3665 3666 3667

Revised Pension 5183 5185 5186 5187 5189 5190 5192 5193 5194 5196 5197 5199 5200 5202 5203 5204 5206 5207 5209 5210 5212 5213 5214 5216 5217 5219 5220 5222 5223 5224 5226 5227 5229 5230 5232

103

Pre-revised Pension + DP (if any) 3668 3669 3670 3671 3672 3673 3674 3675 3676 3677 3678 3679 3680 3681 3682 3683 3684 3685 3686 3687 3688 3689 3690 3691 3692 3693 3694 3695 3696 3697 3698 3699 3700 3701 3702

Revised Pension 5233 5234 5236 5237 5239 5240 5242 5243 5244 5246 5247 5249 5250 5252 5253 5254 5256 5257 5259 5260 5262 5263 5264 5266 5267 5269 5270 5272 5273 5274 5276 5277 5279 5280 5282

Pre-revised Pension + DP (if any) 3703 3704 3705 3706 3707 3708 3709 3710 3711 3712 3713 3714 3715 3716 3717 3718 3719 3720 3721 3722 3723 3724 3725 3726 3727 3728 3729 3730 3731 3732 3733 3734 3735 3736 3737

Revised Pension 5283 5284 5286 5287 5289 5290 5292 5293 5294 5296 5297 5299 5300 5301 5303 5304 5306 5307 5309 5310 5311 5313 5314 5316 5317 5319 5320 5321 5323 5324 5326 5327 5329 5330 5331

Pre-revised Pension + DP (if any) 3738 3739 3740 3741 3742 3743 3744 3745 3746 3747 3748 3749 3750 3751 3752 3753 3754 3755 3756 3757 3758 3759 3760 3761 3762 3763 3764 3765 3766 3767 3768 3769 3770 3771 3772

Revised Pension 5333 5334 5336 5337 5339 5340 5341 5343 5344 5346 5347 5349 5350 5351 5353 5354 5356 5357 5359 5360 5361 5363 5364 5366 5367 5369 5370 5371 5373 5374 5376 5377 5379 5380 5381

104

Pre-revised Pension + DP (if any) 3773 3774 3775 3776 3777 3778 3779 3780 3781 3782 3783 3784 3785 3786 3787 3788 3789 3790 3791 3792 3793 3794 3795 3796 3797 3798 3799 3800 3801 3802 3803 3804 3805 3806 3807

Revised Pension 5383 5384 5386 5387 5389 5390 5391 5393 5394 5396 5397 5399 5400 5401 5403 5404 5406 5407 5408 5410 5411 5413 5414 5416 5417 5418 5420 5421 5423 5424 5426 5427 5428 5430 5431

Pre-revised Pension + DP (if any) 3808 3809 3810 3811 3812 3813 3814 3815 3816 3817 3818 3819 3820 3821 3822 3823 3824 3825 3826 3827 3828 3829 3830 3831 3832 3833 3834 3835 3836 3837 3838 3839 3840 3841 3842

Revised Pension 5433 5434 5436 5437 5438 5440 5441 5443 5444 5446 5447 5448 5450 5451 5453 5454 5456 5457 5458 5460 5461 5463 5464 5466 5467 5468 5470 5471 5473 5474 5476 5477 5478 5480 5481

Pre-revised Pension + DP (if any) 3843 3844 3845 3846 3847 3848 3849 3850 3851 3852 3853 3854 3855 3856 3857 3858 3859 3860 3861 3862 3863 3864 3865 3866 3867 3868 3869 3870 3871 3872 3873 3874 3875 3876 3877

Revised Pension 5483 5484 5486 5487 5488 5490 5491 5493 5494 5496 5497 5498 5500 5501 5503 5504 5506 5507 5508 5510 5511 5513 5514 5515 5517 5518 5520 5521 5523 5524 5525 5527 5528 5530 5531

105

Pre-revised Pension + DP (if any) 3878 3879 3880 3881 3882 3883 3884 3885 3886 3887 3888 3889 3890 3891 3892 3893 3894 3895 3896 3897 3898 3899 3900 3901 3902 3903 3904 3905 3906 3907 3908 3909 3910 3911 3912

Revised Pension 5533 5534 5535 5537 5538 5540 5541 5543 5544 5545 5547 5548 5550 5551 5553 5554 5555 5557 5558 5560 5561 5563 5564 5565 5567 5568 5570 5571 5573 5574 5575 5577 5578 5580 5581

Pre-revised Pension + DP (if any) 3913 3914 3915 3916 3917 3918 3919 3920 3921 3922 3923 3924 3925 3926 3927 3928 3929 3930 3931 3932 3933 3934 3935 3936 3937 3938 3939 3940 3941 3942 3943 3944 3945 3946 3947

Revised Pension 5583 5584 5585 5587 5588 5590 5591 5593 5594 5595 5597 5598 5600 5601 5603 5604 5605 5607 5608 5610 5611 5613 5614 5615 5617 5618 5620 5621 5622 5624 5625 5627 5628 5630 5631

Pre-revised Pension + DP (if any) 3948 3949 3950 3951 3952 3953 3954 3955 3956 3957 3958 3959 3960 3961 3962 3963 3964 3965 3966 3967 3968 3969 3970 3971 3972 3973 3974 3975 3976 3977 3978 3979 3980 3981 3982

Revised Pension 5632 5634 5635 5637 5638 5640 5641 5642 5644 5645 5647 5648 5650 5651 5652 5654 5655 5657 5658 5660 5661 5662 5664 5665 5667 5668 5670 5671 5672 5674 5675 5677 5678 5680 5681

106

Pre-revised Pension + DP (if any) 3983 3984 3985 3986 3987 3988 3989 3990 3991 3992 3993 3994 3995 3996 3997 3998 3999 4000 4001 4002 4003 4004 4005 4006 4007 4008 4009 4010 4011 4012 4013 4014 4015 4016 4017

Revised Pension 5682 5684 5685 5687 5688 5690 5691 5692 5694 5695 5697 5698 5700 5701 5702 5704 5705 5707 5708 5710 5711 5712 5714 5715 5717 5718 5720 5721 5722 5724 5725 5727 5728 5729 5731

Pre-revised Pension + DP (if any) 4018 4019 4020 4021 4022 4023 4024 4025 4026 4027 4028 4029 4030 4031 4032 4033 4034 4035 4036 4037 4038 4039 4040 4041 4042 4043 4044 4045 4046 4047 4048 4049 4050 4051 4052

Revised Pension 5732 5734 5735 5737 5738 5739 5741 5742 5744 5745 5747 5748 5749 5751 5752 5754 5755 5757 5758 5759 5761 5762 5764 5765 5767 5768 5769 5771 5772 5774 5775 5777 5778 5779 5781

Pre-revised Pension + DP (if any) 4053 4054 4055 4056 4057 4058 4059 4060 4061 4062 4063 4064 4065 4066 4067 4068 4069 4070 4071 4072 4073 4074 4075 4076 4077 4078 4079 4080 4081 4082 4083 4084 4085 4086 4087

Revised Pension 5782 5784 5785 5787 5788 5789 5791 5792 5794 5795 5797 5798 5799 5801 5802 5804 5805 5807 5808 5809 5811 5812 5814 5815 5817 5818 5819 5821 5822 5824 5825 5827 5828 5829 5831

107

Pre-revised Pension + DP (if any) 4088 4089 4090 4091 4092 4093 4094 4095 4096 4097 4098 4099 4100 4101 4102 4103 4104 4105 4106 4107 4108 4109 4110 4111 4112 4113 4114 4115 4116 4117 4118 4119 4120 4121 4122

Revised Pension 5832 5834 5835 5836 5838 5839 5841 5842 5844 5845 5846 5848 5849 5851 5852 5854 5855 5856 5858 5859 5861 5862 5864 5865 5866 5868 5869 5871 5872 5874 5875 5876 5878 5879 5881

Pre-revised Pension + DP (if any) 4123 4124 4125 4126 4127 4128 4129 4130 4131 4132 4133 4134 4135 4136 4137 4138 4139 4140 4141 4142 4143 4144 4145 4146 4147 4148 4149 4150 4151 4152 4153 4154 4155 4156 4157

Revised Pension 5882 5884 5885 5886 5888 5889 5891 5892 5894 5895 5896 5898 5899 5901 5902 5904 5905 5906 5908 5909 5911 5912 5914 5915 5916 5918 5919 5921 5922 5924 5925 5926 5928 5929 5931

Pre-revised Pension + DP (if any) 4158 4159 4160 4161 4162 4163 4164 4165 4166 4167 4168 4169 4170 4171 4172 4173 4174 4175 4176 4177 4178 4179 4180 4181 4182 4183 4184 4185 4186 4187 4188 4189 4190 4191 4192

Revised Pension 5932 5934 5935 5936 5938 5939 5941 5942 5943 5945 5946 5948 5949 5951 5952 5953 5955 5956 5958 5959 5961 5962 5963 5965 5966 5968 5969 5971 5972 5973 5975 5976 5978 5979 5981

108

Pre-revised Pension + DP (if any) 4193 4194 4195 4196 4197 4198 4199 4200 4201 4202 4203 4204 4205 4206 4207 4208 4209 4210 4211 4212 4213 4214 4215 4216 4217 4218 4219 4220 4221 4222 4223 4224 4225 4226 4227

Revised Pension 5982 5983 5985 5986 5988 5989 5991 5992 5993 5995 5996 5998 5999 6001 6002 6003 6005 6006 6008 6009 6011 6012 6013 6015 6016 6018 6019 6021 6022 6023 6025 6026 6028 6029 6031

Pre-revised Pension + DP (if any) 4228 4229 4230 4231 4232 4233 4234 4235 4236 4237 4238 4239 4240 4241 4242 4243 4244 4245 4246 4247 4248 4249 4250 4251 4252 4253 4254 4255 4256 4257 4258 4259 4260 4261 4262

Revised Pension 6032 6033 6035 6036 6038 6039 6041 6042 6043 6045 6046 6048 6049 6050 6052 6053 6055 6056 6058 6059 6060 6062 6063 6065 6066 6068 6069 6070 6072 6073 6075 6076 6078 6079 6080

Pre-revised Pension + DP (if any) 4263 4264 4265 4266 4267 4268 4269 4270 4271 4272 4273 4274 4275 4276 4277 4278 4279 4280 4281 4282 4283 4284 4285 4286 4287 4288 4289 4290 4291 4292 4293 4294 4295 4296 4297

Revised Pension 6082 6083 6085 6086 6088 6089 6090 6092 6093 6095 6096 6098 6099 6100 6102 6103 6105 6106 6108 6109 6110 6112 6113 6115 6116 6118 6119 6120 6122 6123 6125 6126 6128 6129 6130

109

Pre-revised Pension + DP (if any) 4298 4299 4300 4301 4302 4303 4304 4305 4306 4307 4308 4309 4310 4311 4312 4313 4314 4315 4316 4317 4318 4319 4320 4321 4322 4323 4324 4325 4326 4327 4328 4329 4330 4331 4332

Revised Pension 6132 6133 6135 6136 6138 6139 6140 6142 6143 6145 6146 6148 6149 6150 6152 6153 6155 6156 6157 6159 6160 6162 6163 6165 6166 6167 6169 6170 6172 6173 6175 6176 6177 6179 6180

Pre-revised Pension + DP (if any) 4333 4334 4335 4336 4337 4338 4339 4340 4341 4342 4343 4344 4345 4346 4347 4348 4349 4350 4351 4352 4353 4354 4355 4356 4357 4358 4359 4360 4361 4362 4363 4364 4365 4366 4367

Revised Pension 6182 6183 6185 6186 6187 6189 6190 6192 6193 6195 6196 6197 6199 6200 6202 6203 6205 6206 6207 6209 6210 6212 6213 6215 6216 6217 6219 6220 6222 6223 6225 6226 6227 6229 6230

Pre-revised Pension + DP (if any) 4368 4369 4370 4371 4372 4373 4374 4375 4376 4377 4378 4379 4380 4381 4382 4383 4384 4385 4386 4387 4388 4389 4390 4391 4392 4393 4394 4395 4396 4397 4398 4399 4400 4401 4402

Revised Pension 6232 6233 6235 6236 6237 6239 6240 6242 6243 6245 6246 6247 6249 6250 6252 6253 6255 6256 6257 6259 6260 6262 6263 6264 6266 6267 6269 6270 6272 6273 6274 6276 6277 6279 6280

110

Pre-revised Pension + DP (if any) 4403 4404 4405 4406 4407 4408 4409 4410 4411 4412 4413 4414 4415 4416 4417 4418 4419 4420 4421 4422 4423 4424 4425 4426 4427 4428 4429 4430 4431 4432 4433 4434 4435 4436 4437

Revised Pension 6282 6283 6284 6286 6287 6289 6290 6292 6293 6294 6296 6297 6299 6300 6302 6303 6304 6306 6307 6309 6310 6312 6313 6314 6316 6317 6319 6320 6322 6323 6324 6326 6327 6329 6330

Pre-revised Pension + DP (if any) 4438 4439 4440 4441 4442 4443 4444 4445 4446 4447 4448 4449 4450 4451 4452 4453 4454 4455 4456 4457 4458 4459 4460 4461 4462 4463 4464 4465 4466 4467 4468 4469 4470 4471 4472

Revised Pension 6332 6333 6334 6336 6337 6339 6340 6342 6343 6344 6346 6347 6349 6350 6352 6353 6354 6356 6357 6359 6360 6362 6363 6364 6366 6367 6369 6370 6371 6373 6374 6376 6377 6379 6380

Pre-revised Pension + DP (if any) 4473 4474 4475 4476 4477 4478 4479 4480 4481 4482 4483 4484 4485 4486 4487 4488 4489 4490 4491 4492 4493 4494 4495 4496 4497 4498 4499 4500 4501 4502 4503 4504 4505 4506 4507

Revised Pension 6381 6383 6384 6386 6387 6389 6390 6391 6393 6394 6396 6397 6399 6400 6401 6403 6404 6406 6407 6409 6410 6411 6413 6414 6416 6417 6419 6420 6421 6423 6424 6426 6427 6429 6430

111

Pre-revised Pension + DP (if any) 4508 4509 4510 4511 4512 4513 4514 4515 4516 4517 4518 4519 4520 4521 4522 4523 4524 4525 4526 4527 4528 4529 4530 4531 4532 4533 4534 4535 4536 4537 4538 4539 4540 4541 4542

Revised Pension 6431 6433 6434 6436 6437 6439 6440 6441 6443 6444 6446 6447 6449 6450 6451 6453 6454 6456 6457 6459 6460 6461 6463 6464 6466 6467 6469 6470 6471 6473 6474 6476 6477 6478 6480

Pre-revised Pension + DP (if any) 4543 4544 4545 4546 4547 4548 4549 4550 4551 4552 4553 4554 4555 4556 4557 4558 4559 4560 4561 4562 4563 4564 4565 4566 4567 4568 4569 4570 4571 4572 4573 4574 4575 4576 4577

Revised Pension 6481 6483 6484 6486 6487 6488 6490 6491 6493 6494 6496 6497 6498 6500 6501 6503 6504 6506 6507 6508 6510 6511 6513 6514 6516 6517 6518 6520 6521 6523 6524 6526 6527 6528 6530

Pre-revised Pension + DP (if any) 4578 4579 4580 4581 4582 4583 4584 4585 4586 4587 4588 4589 4590 4591 4592 4593 4594 4595 4596 4597 4598 4599 4600 4601 4602 4603 4604 4605 4606 4607 4608 4609 4610 4611 4612

Revised Pension 6531 6533 6534 6536 6537 6538 6540 6541 6543 6544 6546 6547 6548 6550 6551 6553 6554 6556 6557 6558 6560 6561 6563 6564 6566 6567 6568 6570 6571 6573 6574 6576 6577 6578 6580

112

Pre-revised Pension + DP (if any) 4613 4614 4615 4616 4617 4618 4619 4620 4621 4622 4623 4624 4625 4626 4627 4628 4629 4630 4631 4632 4633 4634 4635 4636 4637 4638 4639 4640 4641 4642 4643 4644 4645 4646 4647

Revised Pension 6581 6583 6584 6585 6587 6588 6590 6591 6593 6594 6595 6597 6598 6600 6601 6603 6604 6605 6607 6608 6610 6611 6613 6614 6615 6617 6618 6620 6621 6623 6624 6625 6627 6628 6630

Pre-revised Pension + DP (if any) 4648 4649 4650 4651 4652 4653 4654 4655 4656 4657 4658 4659 4660 4661 4662 4663 4664 4665 4666 4667 4668 4669 4670 4671 4672 4673 4674 4675 4676 4677 4678 4679 4680 4681 4682

Revised Pension 6631 6633 6634 6635 6637 6638 6640 6641 6643 6644 6645 6647 6648 6650 6651 6653 6654 6655 6657 6658 6660 6661 6663 6664 6665 6667 6668 6670 6671 6673 6674 6675 6677 6678 6680

Pre-revised Pension + DP (if any) 4683 4684 4685 4686 4687 4688 4689 4690 4691 4692 4693 4694 4695 4696 4697 4698 4699 4700 4701 4702 4703 4704 4705 4706 4707 4708 4709 4710 4711 4712 4713 4714 4715 4716 4717

Revised Pension 6681 6683 6684 6685 6687 6688 6690 6691 6692 6694 6695 6697 6698 6700 6701 6702 6704 6705 6707 6708 6710 6711 6712 6714 6715 6717 6718 6720 6721 6722 6724 6725 6727 6728 6730

113

Pre-revised Pension + DP (if any) 4718 4719 4720 4721 4722 4723 4724 4725 4726 4727 4728 4729 4730 4731 4732 4733 4734 4735 4736 4737 4738 4739 4740 4741 4742 4743 4744 4745 4746 4747 4748 4749 4750 4751 4752

Revised Pension 6731 6732 6734 6735 6737 6738 6740 6741 6742 6744 6745 6747 6748 6750 6751 6752 6754 6755 6757 6758 6760 6761 6762 6764 6765 6767 6768 6770 6771 6772 6774 6775 6777 6778 6780

Pre-revised Pension + DP (if any) 4753 4754 4755 4756 4757 4758 4759 4760 4761 4762 4763 4764 4765 4766 4767 4768 4769 4770 4771 4772 4773 4774 4775 4776 4777 4778 4779 4780 4781 4782 4783 4784 4785 4786 4787

Revised Pension 6781 6782 6784 6785 6787 6788 6790 6791 6792 6794 6795 6797 6798 6799 6801 6802 6804 6805 6807 6808 6809 6811 6812 6814 6815 6817 6818 6819 6821 6822 6824 6825 6827 6828 6829

Pre-revised Pension + DP (if any) 4788 4789 4790 4791 4792 4793 4794 4795 4796 4797 4798 4799 4800 4801 4802 4803 4804 4805 4806 4807 4808 4809 4810 4811 4812 4813 4814 4815 4816 4817 4818 4819 4820 4821 4822

Revised Pension 6831 6832 6834 6835 6837 6838 6839 6841 6842 6844 6845 6847 6848 6849 6851 6852 6854 6855 6857 6858 6859 6861 6862 6864 6865 6867 6868 6869 6871 6872 6874 6875 6877 6878 6879

114

Pre-revised Pension + DP (if any) 4823 4824 4825 4826 4827 4828 4829 4830 4831 4832 4833 4834 4835 4836 4837 4838 4839 4840 4841 4842 4843 4844 4845 4846 4847 4848 4849 4850 4851 4852 4853 4854 4855 4856 4857

Revised Pension 6881 6882 6884 6885 6887 6888 6889 6891 6892 6894 6895 6897 6898 6899 6901 6902 6904 6905 6906 6908 6909 6911 6912 6914 6915 6916 6918 6919 6921 6922 6924 6925 6926 6928 6929

Pre-revised Pension + DP (if any) 4858 4859 4860 4861 4862 4863 4864 4865 4866 4867 4868 4869 4870 4871 4872 4873 4874 4875 4876 4877 4878 4879 4880 4881 4882 4883 4884 4885 4886 4887 4888 4889 4890 4891 4892

Revised Pension 6931 6932 6934 6935 6936 6938 6939 6941 6942 6944 6945 6946 6948 6949 6951 6952 6954 6955 6956 6958 6959 6961 6962 6964 6965 6966 6968 6969 6971 6972 6974 6975 6976 6978 6979

Pre-revised Pension + DP (if any) 4893 4894 4895 4896 4897 4898 4899 4900 4901 4902 4903 4904 4905 4906 4907 4908 4909 4910 4911 4912 4913 4914 4915 4916 4917 4918 4919 4920 4921 4922 4923 4924 4925 4926 4927

Revised Pension 6981 6982 6984 6985 6986 6988 6989 6991 6992 6994 6995 6996 6998 6999 7001 7002 7004 7005 7006 7008 7009 7011 7012 7013 7015 7016 7018 7019 7021 7022 7023 7025 7026 7028 7029

115

Pre-revised Pension + DP (if any) 4928 4929 4930 4931 4932 4933 4934 4935 4936 4937 4938 4939 4940 4941 4942 4943 4944 4945 4946 4947 4948 4949 4950 4951 4952 4953 4954 4955 4956 4957 4958 4959 4960 4961 4962

Revised Pension 7031 7032 7033 7035 7036 7038 7039 7041 7042 7043 7045 7046 7048 7049 7051 7052 7053 7055 7056 7058 7059 7061 7062 7063 7065 7066 7068 7069 7071 7072 7073 7075 7076 7078 7079

Pre-revised Pension + DP (if any) 4963 4964 4965 4966 4967 4968 4969 4970 4971 4972 4973 4974 4975 4976 4977 4978 4979 4980 4981 4982 4983 4984 4985 4986 4987 4988 4989 4990 4991 4992 4993 4994 4995 4996 4997

Revised Pension 7081 7082 7083 7085 7086 7088 7089 7091 7092 7093 7095 7096 7098 7099 7101 7102 7103 7105 7106 7108 7109 7111 7112 7113 7115 7116 7118 7119 7120 7122 7123 7125 7126 7128 7129

Pre-revised Pension + DP (if any) 4998 4999 5000 5001 5002 5003 5004 5005 5006 5007 5008 5009 5010 5011 5012 5013 5014 5015 5016 5017 5018 5019 5020 5021 5022 5023 5024 5025 5026 5027 5028 5029 5030 5031 5032

Revised Pension 7130 7132 7133 7135 7136 7138 7139 7140 7142 7143 7145 7146 7148 7149 7150 7152 7153 7155 7156 7158 7159 7160 7162 7163 7165 7166 7168 7169 7170 7172 7173 7175 7176 7178 7179

116

Pre-revised Pension + DP (if any) 5033 5034 5035 5036 5037 5038 5039 5040 5041 5042 5043 5044 5045 5046 5047 5048 5049 5050 5051 5052 5053 5054 5055 5056 5057 5058 5059 5060 5061 5062 5063 5064 5065 5066 5067

Revised Pension 7180 7182 7183 7185 7186 7188 7189 7190 7192 7193 7195 7196 7198 7199 7200 7202 7203 7205 7206 7208 7209 7210 7212 7213 7215 7216 7218 7219 7220 7222 7223 7225 7226 7227 7229

Pre-revised Pension + DP (if any) 5068 5069 5070 5071 5072 5073 5074 5075 5076 5077 5078 5079 5080 5081 5082 5083 5084 5085 5086 5087 5088 5089 5090 5091 5092 5093 5094 5095 5096 5097 5098 5099 5100 5101 5102

Revised Pension 7230 7232 7233 7235 7236 7237 7239 7240 7242 7243 7245 7246 7247 7249 7250 7252 7253 7255 7256 7257 7259 7260 7262 7263 7265 7266 7267 7269 7270 7272 7273 7275 7276 7277 7279

Pre-revised Pension + DP (if any) 5103 5104 5105 5106 5107 5108 5109 5110 5111 5112 5113 5114 5115 5116 5117 5118 5119 5120 5121 5122 5123 5124 5125 5126 5127 5128 5129 5130 5131 5132 5133 5134 5135 5136 5137

Revised Pension 7280 7282 7283 7285 7286 7287 7289 7290 7292 7293 7295 7296 7297 7299 7300 7302 7303 7305 7306 7307 7309 7310 7312 7313 7315 7316 7317 7319 7320 7322 7323 7325 7326 7327 7329

117

Pre-revised Pension + DP (if any) 5138 5139 5140 5141 5142 5143 5144 5145 5146 5147 5148 5149 5150 5151 5152 5153 5154 5155 5156 5157 5158 5159 5160 5161 5162 5163 5164 5165 5166 5167 5168 5169 5170 5171 5172

Revised Pension 7330 7332 7333 7334 7336 7337 7339 7340 7342 7343 7344 7346 7347 7349 7350 7352 7353 7354 7356 7357 7359 7360 7362 7363 7364 7366 7367 7369 7370 7372 7373 7374 7376 7377 7379

Pre-revised Pension + DP (if any) 5173 5174 5175 5176 5177 5178 5179 5180 5181 5182 5183 5184 5185 5186 5187 5188 5189 5190 5191 5192 5193 5194 5195 5196 5197 5198 5199 5200 5201 5202 5203 5204 5205 5206 5207

Revised Pension 7380 7382 7383 7384 7386 7387 7389 7390 7392 7393 7394 7396 7397 7399 7400 7402 7403 7404 7406 7407 7409 7410 7412 7413 7414 7416 7417 7419 7420 7422 7423 7424 7426 7427 7429

Pre-revised Pension + DP (if any) 5208 5209 5210 5211 5212 5213 5214 5215 5216 5217 5218 5219 5220 5221 5222 5223 5224 5225 5226 5227 5228 5229 5230 5231 5232 5233 5234 5235 5236 5237 5238 5239 5240 5241 5242

Revised Pension 7430 7432 7433 7434 7436 7437 7439 7440 7441 7443 7444 7446 7447 7449 7450 7451 7453 7454 7456 7457 7459 7460 7461 7463 7464 7466 7467 7469 7470 7471 7473 7474 7476 7477 7479

118

Pre-revised Pension + DP (if any) 5243 5244 5245 5246 5247 5248 5249 5250 5251 5252 5253 5254 5255 5256 5257 5258 5259 5260 5261 5262 5263 5264 5265 5266 5267 5268 5269 5270 5271 5272 5273 5274 5275 5276 5277

Revised Pension 7480 7481 7483 7484 7486 7487 7489 7490 7491 7493 7494 7496 7497 7499 7500 7501 7503 7504 7506 7507 7509 7510 7511 7513 7514 7516 7517 7519 7520 7521 7523 7524 7526 7527 7529

Pre-revised Pension + DP (if any) 5278 5279 5280 5281 5282 5283 5284 5285 5286 5287 5288 5289 5290 5291 5292 5293 5294 5295 5296 5297 5298 5299 5300 5301 5302 5303 5304 5305 5306 5307 5308 5309 5310 5311 5312

Revised Pension 7530 7531 7533 7534 7536 7537 7539 7540 7541 7543 7544 7546 7547 7548 7550 7551 7553 7554 7556 7557 7558 7560 7561 7563 7564 7566 7567 7568 7570 7571 7573 7574 7576 7577 7578

Pre-revised Pension + DP (if any) 5313 5314 5315 5316 5317 5318 5319 5320 5321 5322 5323 5324 5325 5326 5327 5328 5329 5330 5331 5332 5333 5334 5335 5336 5337 5338 5339 5340 5341 5342 5343 5344 5345 5346 5347

Revised Pension 7580 7581 7583 7584 7586 7587 7588 7590 7591 7593 7594 7596 7597 7598 7600 7601 7603 7604 7606 7607 7608 7610 7611 7613 7614 7616 7617 7618 7620 7621 7623 7624 7626 7627 7628

119

Pre-revised Pension + DP (if any) 5348 5349 5350 5351 5352 5353 5354 5355 5356 5357 5358 5359 5360 5361 5362 5363 5364 5365 5366 5367 5368 5369 5370 5371 5372 5373 5374 5375 5376 5377 5378 5379 5380 5381 5382

Revised Pension 7630 7631 7633 7634 7636 7637 7638 7640 7641 7643 7644 7646 7647 7648 7650 7651 7653 7654 7655 7657 7658 7660 7661 7663 7664 7665 7667 7668 7670 7671 7673 7674 7675 7677 7678

Pre-revised Pension + DP (if any) 5383 5384 5385 5386 5387 5388 5389 5390 5391 5392 5393 5394 5395 5396 5397 5398 5399 5400 5401 5402 5403 5404 5405 5406 5407 5408 5409 5410 5411 5412 5413 5414 5415 5416 5417

Revised Pension 7680 7681 7683 7684 7685 7687 7688 7690 7691 7693 7694 7695 7697 7698 7700 7701 7703 7704 7705 7707 7708 7710 7711 7713 7714 7715 7717 7718 7720 7721 7723 7724 7725 7727 7728

Pre-revised Pension + DP (if any) 5418 5419 5420 5421 5422 5423 5424 5425 5426 5427 5428 5429 5430 5431 5432 5433 5434 5435 5436 5437 5438 5439 5440 5441 5442 5443 5444 5445 5446 5447 5448 5449 5450 5451 5452

Revised Pension 7730 7731 7733 7734 7735 7737 7738 7740 7741 7743 7744 7745 7747 7748 7750 7751 7753 7754 7755 7757 7758 7760 7761 7762 7764 7765 7767 7768 7770 7771 7772 7774 7775 7777 7778

120

Pre-revised Pension + DP (if any) 5453 5454 5455 5456 5457 5458 5459 5460 5461 5462 5463 5464 5465 5466 5467 5468 5469 5470 5471 5472 5473 5474 5475 5476 5477 5478 5479 5480 5481 5482 5483 5484 5485 5486 5487

Revised Pension 7780 7781 7782 7784 7785 7787 7788 7790 7791 7792 7794 7795 7797 7798 7800 7801 7802 7804 7805 7807 7808 7810 7811 7812 7814 7815 7817 7818 7820 7821 7822 7824 7825 7827 7828

Pre-revised Pension + DP (if any) 5488 5489 5490 5491 5492 5493 5494 5495 5496 5497 5498 5499 5500 5501 5502 5503 5504 5505 5506 5507 5508 5509 5510 5511 5512 5513 5514 5515 5516 5517 5518 5519 5520 5521 5522

Revised Pension 7830 7831 7832 7834 7835 7837 7838 7840 7841 7842 7844 7845 7847 7848 7850 7851 7852 7854 7855 7857 7858 7860 7861 7862 7864 7865 7867 7868 7869 7871 7872 7874 7875 7877 7878

Pre-revised Pension + DP (if any) 5523 5524 5525 5526 5527 5528 5529 5530 5531 5532 5533 5534 5535 5536 5537 5538 5539 5540 5541 5542 5543 5544 5545 5546 5547 5548 5549 5550 5551 5552 5553 5554 5555 5556 5557

Revised Pension 7879 7881 7882 7884 7885 7887 7888 7889 7891 7892 7894 7895 7897 7898 7899 7901 7902 7904 7905 7907 7908 7909 7911 7912 7914 7915 7917 7918 7919 7921 7922 7924 7925 7927 7928

121

Pre-revised Pension + DP (if any) 5558 5559 5560 5561 5562 5563 5564 5565 5566 5567 5568 5569 5570 5571 5572 5573 5574 5575 5576 5577 5578 5579 5580 5581 5582 5583 5584 5585 5586 5587 5588 5589 5590 5591 5592

Revised Pension 7929 7931 7932 7934 7935 7937 7938 7939 7941 7942 7944 7945 7947 7948 7949 7951 7952 7954 7955 7957 7958 7959 7961 7962 7964 7965 7967 7968 7969 7971 7972 7974 7975 7976 7978

Pre-revised Pension + DP (if any) 5593 5594 5595 5596 5597 5598 5599 5600 5601 5602 5603 5604 5605 5606 5607 5608 5609 5610 5611 5612 5613 5614 5615 5616 5617 5618 5619 5620 5621 5622 5623 5624 5625 5626 5627

Revised Pension 7979 7981 7982 7984 7985 7986 7988 7989 7991 7992 7994 7995 7996 7998 7999 8001 8002 8004 8005 8006 8008 8009 8011 8012 8014 8015 8016 8018 8019 8021 8022 8024 8025 8026 8028

Pre-revised Pension + DP (if any) 5628 5629 5630 5631 5632 5633 5634 5635 5636 5637 5638 5639 5640 5641 5642 5643 5644 5645 5646 5647 5648 5649 5650 5651 5652 5653 5654 5655 5656 5657 5658 5659 5660 5661 5662

Revised Pension 8029 8031 8032 8034 8035 8036 8038 8039 8041 8042 8044 8045 8046 8048 8049 8051 8052 8054 8055 8056 8058 8059 8061 8062 8064 8065 8066 8068 8069 8071 8072 8074 8075 8076 8078

122

Pre-revised Pension + DP (if any) 5663 5664 5665 5666 5667 5668 5669 5670 5671 5672 5673 5674 5675 5676 5677 5678 5679 5680 5681 5682 5683 5684 5685 5686 5687 5688 5689 5690 5691 5692 5693 5694 5695 5696 5697

Revised Pension 8079 8081 8082 8083 8085 8086 8088 8089 8091 8092 8093 8095 8096 8098 8099 8101 8102 8103 8105 8106 8108 8109 8111 8112 8113 8115 8116 8118 8119 8121 8122 8123 8125 8126 8128

Pre-revised Pension + DP (if any) 5698 5699 5700 5701 5702 5703 5704 5705 5706 5707 5708 5709 5710 5711 5712 5713 5714 5715 5716 5717 5718 5719 5720 5721 5722 5723 5724 5725 5726 5727 5728 5729 5730 5731 5732

Revised Pension 8129 8131 8132 8133 8135 8136 8138 8139 8141 8142 8143 8145 8146 8148 8149 8151 8152 8153 8155 8156 8158 8159 8161 8162 8163 8165 8166 8168 8169 8171 8172 8173 8175 8176 8178

Pre-revised Pension + DP (if any) 5733 5734 5735 5736 5737 5738 5739 5740 5741 5742 5743 5744 5745 5746 5747 5748 5749 5750 5751 5752 5753 5754 5755 5756 5757 5758 5759 5760 5761 5762 5763 5764 5765 5766 5767

Revised Pension 8179 8181 8182 8183 8185 8186 8188 8189 8190 8192 8193 8195 8196 8198 8199 8200 8202 8203 8205 8206 8208 8209 8210 8212 8213 8215 8216 8218 8219 8220 8222 8223 8225 8226 8228

123

Pre-revised Pension + DP (if any) 5768 5769 5770 5771 5772 5773 5774 5775 5776 5777 5778 5779 5780 5781 5782 5783 5784 5785 5786 5787 5788 5789 5790 5791 5792 5793 5794 5795 5796 5797 5798 5799 5800 5801 5802

Revised Pension 8229 8230 8232 8233 8235 8236 8238 8239 8240 8242 8243 8245 8246 8248 8249 8250 8252 8253 8255 8256 8258 8259 8260 8262 8263 8265 8266 8268 8269 8270 8272 8273 8275 8276 8278

Pre-revised Pension + DP (if any) 5803 5804 5805 5806 5807 5808 5809 5810 5811 5812 5813 5814 5815 5816 5817 5818 5819 5820 5821 5822 5823 5824 5825 5826 5827 5828 5829 5830 5831 5832 5833 5834 5835 5836 5837

Revised Pension 8279 8280 8282 8283 8285 8286 8288 8289 8290 8292 8293 8295 8296 8297 8299 8300 8302 8303 8305 8306 8307 8309 8310 8312 8313 8315 8316 8317 8319 8320 8322 8323 8325 8326 8327

Pre-revised Pension + DP (if any) 5838 5839 5840 5841 5842 5843 5844 5845 5846 5847 5848 5849 5850 5851 5852 5853 5854 5855 5856 5857 5858 5859 5860 5861 5862 5863 5864 5865 5866 5867 5868 5869 5870 5871 5872

Revised Pension 8329 8330 8332 8333 8335 8336 8337 8339 8340 8342 8343 8345 8346 8347 8349 8350 8352 8353 8355 8356 8357 8359 8360 8362 8363 8365 8366 8367 8369 8370 8372 8373 8375 8376 8377

124

Pre-revised Pension + DP (if any) 5873 5874 5875 5876 5877 5878 5879 5880 5881 5882 5883 5884 5885 5886 5887 5888 5889 5890 5891 5892 5893 5894 5895 5896 5897 5898 5899 5900 5901 5902 5903 5904 5905 5906 5907

Revised Pension 8379 8380 8382 8383 8385 8386 8387 8389 8390 8392 8393 8395 8396 8397 8399 8400 8402 8403 8404 8406 8407 8409 8410 8412 8413 8414 8416 8417 8419 8420 8422 8423 8424 8426 8427

Pre-revised Pension + DP (if any) 5908 5909 5910 5911 5912 5913 5914 5915 5916 5917 5918 5919 5920 5921 5922 5923 5924 5925 5926 5927 5928 5929 5930 5931 5932 5933 5934 5935 5936 5937 5938 5939 5940 5941 5942

Revised Pension 8429 8430 8432 8433 8434 8436 8437 8439 8440 8442 8443 8444 8446 8447 8449 8450 8452 8453 8454 8456 8457 8459 8460 8462 8463 8464 8466 8467 8469 8470 8472 8473 8474 8476 8477

Pre-revised Pension + DP (if any) 5943 5944 5945 5946 5947 5948 5949 5950 5951 5952 5953 5954 5955 5956 5957 5958 5959 5960 5961 5962 5963 5964 5965 5966 5967 5968 5969 5970 5971 5972 5973 5974 5975 5976 5977

Revised Pension 8479 8480 8482 8483 8484 8486 8487 8489 8490 8492 8493 8494 8496 8497 8499 8500 8502 8503 8504 8506 8507 8509 8510 8511 8513 8514 8516 8517 8519 8520 8521 8523 8524 8526 8527

125

Pre-revised Pension + DP (if any) 5978 5979 5980 5981 5982 5983 5984 5985 5986 5987 5988 5989 5990 5991 5992 5993 5994 5995 5996 5997 5998 5999 6000 6001 6002 6003 6004 6005 6006 6007 6008 6009 6010 6011 6012

Revised Pension 8529 8530 8531 8533 8534 8536 8537 8539 8540 8541 8543 8544 8546 8547 8549 8550 8551 8553 8554 8556 8557 8559 8560 8561 8563 8564 8566 8567 8569 8570 8571 8573 8574 8576 8577

Pre-revised Pension + DP (if any) 6013 6014 6015 6016 6017 6018 6019 6020 6021 6022 6023 6024 6025 6026 6027 6028 6029 6030 6031 6032 6033 6034 6035 6036 6037 6038 6039 6040 6041 6042 6043 6044 6045 6046 6047

Revised Pension 8579 8580 8581 8583 8584 8586 8587 8589 8590 8591 8593 8594 8596 8597 8599 8600 8601 8603 8604 8606 8607 8609 8610 8611 8613 8614 8616 8617 8618 8620 8621 8623 8624 8626 8627

Pre-revised Pension + DP (if any) 6048 6049 6050 6051 6052 6053 6054 6055 6056 6057 6058 6059 6060 6061 6062 6063 6064 6065 6066 6067 6068 6069 6070 6071 6072 6073 6074 6075 6076 6077 6078 6079 6080 6081 6082

Revised Pension 8628 8630 8631 8633 8634 8636 8637 8638 8640 8641 8643 8644 8646 8647 8648 8650 8651 8653 8654 8656 8657 8658 8660 8661 8663 8664 8666 8667 8668 8670 8671 8673 8674 8676 8677

126

Pre-revised Pension + DP (if any) 6083 6084 6085 6086 6087 6088 6089 6090 6091 6092 6093 6094 6095 6096 6097 6098 6099 6100 6101 6102 6103 6104 6105 6106 6107 6108 6109 6110 6111 6112 6113 6114 6115 6116 6117

Revised Pension 8678 8680 8681 8683 8684 8686 8687 8688 8690 8691 8693 8694 8696 8697 8698 8700 8701 8703 8704 8706 8707 8708 8710 8711 8713 8714 8716 8717 8718 8720 8721 8723 8724 8725 8727

Pre-revised Pension + DP (if any) 6118 6119 6120 6121 6122 6123 6124 6125 6126 6127 6128 6129 6130 6131 6132 6133 6134 6135 6136 6137 6138 6139 6140 6141 6142 6143 6144 6145 6146 6147 6148 6149 6150 6151 6152

Revised Pension 8728 8730 8731 8733 8734 8735 8737 8738 8740 8741 8743 8744 8745 8747 8748 8750 8751 8753 8754 8755 8757 8758 8760 8761 8763 8764 8765 8767 8768 8770 8771 8773 8774 8775 8777

Pre-revised Pension + DP (if any) 6153 6154 6155 6156 6157 6158 6159 6160 6161 6162 6163 6164 6165 6166 6167 6168 6169 6170 6171 6172 6173 6174 6175 6176 6177 6178 6179 6180 6181 6182 6183 6184 6185 6186 6187

Revised Pension 8778 8780 8781 8783 8784 8785 8787 8788 8790 8791 8793 8794 8795 8797 8798 8800 8801 8803 8804 8805 8807 8808 8810 8811 8813 8814 8815 8817 8818 8820 8821 8823 8824 8825 8827

127

Pre-revised Pension + DP (if any) 6188 6189 6190 6191 6192 6193 6194 6195 6196 6197 6198 6199 6200 6201 6202 6203 6204 6205 6206 6207 6208 6209 6210 6211 6212 6213 6214 6215 6216 6217 6218 6219 6220 6221 6222

Revised Pension 8828 8830 8831 8832 8834 8835 8837 8838 8840 8841 8842 8844 8845 8847 8848 8850 8851 8852 8854 8855 8857 8858 8860 8861 8862 8864 8865 8867 8868 8870 8871 8872 8874 8875 8877

Pre-revised Pension + DP (if any) 6223 6224 6225 6226 6227 6228 6229 6230 6231 6232 6233 6234 6235 6236 6237 6238 6239 6240 6241 6242 6243 6244 6245 6246 6247 6248 6249 6250 6251 6252 6253 6254 6255 6256 6257

Revised Pension 8878 8880 8881 8882 8884 8885 8887 8888 8890 8891 8892 8894 8895 8897 8898 8900 8901 8902 8904 8905 8907 8908 8910 8911 8912 8914 8915 8917 8918 8920 8921 8922 8924 8925 8927

Pre-revised Pension + DP (if any) 6258 6259 6260 6261 6262 6263 6264 6265 6266 6267 6268 6269 6270 6271 6272 6273 6274 6275 6276 6277 6278 6279 6280 6281 6282 6283 6284 6285 6286 6287 6288 6289 6290 6291 6292

Revised Pension 8928 8930 8931 8932 8934 8935 8937 8938 8939 8941 8942 8944 8945 8947 8948 8949 8951 8952 8954 8955 8957 8958 8959 8961 8962 8964 8965 8967 8968 8969 8971 8972 8974 8975 8977

128

Pre-revised Pension + DP (if any) 6293 6294 6295 6296 6297 6298 6299 6300 6301 6302 6303 6304 6305 6306 6307 6308 6309 6310 6311 6312 6313 6314 6315 6316 6317 6318 6319 6320 6321 6322 6323 6324 6325 6326 6327

Revised Pension 8978 8979 8981 8982 8984 8985 8987 8988 8989 8991 8992 8994 8995 8997 8998 8999 9001 9002 9004 9005 9007 9008 9009 9011 9012 9014 9015 9017 9018 9019 9021 9022 9024 9025 9027

Pre-revised Pension + DP (if any) 6328 6329 6330 6331 6332 6333 6334 6335 6336 6337 6338 6339 6340 6341 6342 6343 6344 6345 6346 6347 6348 6349 6350 6351 6352 6353 6354 6355 6356 6357 6358 6359 6360 6361 6362

Revised Pension 9028 9029 9031 9032 9034 9035 9037 9038 9039 9041 9042 9044 9045 9046 9048 9049 9051 9052 9054 9055 9056 9058 9059 9061 9062 9064 9065 9066 9068 9069 9071 9072 9074 9075 9076

Pre-revised Pension + DP (if any) 6363 6364 6365 6366 6367 6368 6369 6370 6371 6372 6373 6374 6375 6376 6377 6378 6379 6380 6381 6382 6383 6384 6385 6386 6387 6388 6389 6390 6391 6392 6393 6394 6395 6396 6397

Revised Pension 9078 9079 9081 9082 9084 9085 9086 9088 9089 9091 9092 9094 9095 9096 9098 9099 9101 9102 9104 9105 9106 9108 9109 9111 9112 9114 9115 9116 9118 9119 9121 9122 9124 9125 9126

129

Pre-revised Pension + DP (if any) 6398 6399 6400 6401 6402 6403 6404 6405 6406 6407 6408 6409 6410 6411 6412 6413 6414 6415 6416 6417 6418 6419 6420 6421 6422 6423 6424 6425 6426 6427 6428 6429 6430 6431 6432

Revised Pension 9128 9129 9131 9132 9134 9135 9136 9138 9139 9141 9142 9144 9145 9146 9148 9149 9151 9152 9153 9155 9156 9158 9159 9161 9162 9163 9165 9166 9168 9169 9171 9172 9173 9175 9176

Pre-revised Pension + DP (if any) 6433 6434 6435 6436 6437 6438 6439 6440 6441 6442 6443 6444 6445 6446 6447 6448 6449 6450 6451 6452 6453 6454 6455 6456 6457 6458 6459 6460 6461 6462 6463 6464 6465 6466 6467

Revised Pension 9178 9179 9181 9182 9183 9185 9186 9188 9189 9191 9192 9193 9195 9196 9198 9199 9201 9202 9203 9205 9206 9208 9209 9211 9212 9213 9215 9216 9218 9219 9221 9222 9223 9225 9226

Pre-revised Pension + DP (if any) 6468 6469 6470 6471 6472 6473 6474 6475 6476 6477 6478 6479 6480 6481 6482 6483 6484 6485 6486 6487 6488 6489 6490 6491 6492 6493 6494 6495 6496 6497 6498 6499 6500 6501 6502

Revised Pension 9228 9229 9231 9232 9233 9235 9236 9238 9239 9241 9242 9243 9245 9246 9248 9249 9251 9252 9253 9255 9256 9258 9259 9260 9262 9263 9265 9266 9268 9269 9270 9272 9273 9275 9276

130

Pre-revised Pension + DP (if any) 6503 6504 6505 6506 6507 6508 6509 6510 6511 6512 6513 6514 6515 6516 6517 6518 6519 6520 6521 6522 6523 6524 6525 6526 6527 6528 6529 6530 6531 6532 6533 6534 6535 6536 6537

Revised Pension 9278 9279 9280 9282 9283 9285 9286 9288 9289 9290 9292 9293 9295 9296 9298 9299 9300 9302 9303 9305 9306 9308 9309 9310 9312 9313 9315 9316 9318 9319 9320 9322 9323 9325 9326

Pre-revised Pension + DP (if any) 6538 6539 6540 6541 6542 6543 6544 6545 6546 6547 6548 6549 6550 6551 6552 6553 6554 6555 6556 6557 6558 6559 6560 6561 6562 6563 6564 6565 6566 6567 6568 6569 6570 6571 6572

Revised Pension 9328 9329 9330 9332 9333 9335 9336 9338 9339 9340 9342 9343 9345 9346 9348 9349 9350 9352 9353 9355 9356 9358 9359 9360 9362 9363 9365 9366 9367 9369 9370 9372 9373 9375 9376

Pre-revised Pension + DP (if any) 6573 6574 6575 6576 6577 6578 6579 6580 6581 6582 6583 6584 6585 6586 6587 6588 6589 6590 6591 6592 6593 6594 6595 6596 6597 6598 6599 6600 6601 6602 6603 6604 6605 6606 6607

Revised Pension 9377 9379 9380 9382 9383 9385 9386 9387 9389 9390 9392 9393 9395 9396 9397 9399 9400 9402 9403 9405 9406 9407 9409 9410 9412 9413 9415 9416 9417 9419 9420 9422 9423 9425 9426

131

Pre-revised Pension + DP (if any) 6608 6609 6610 6611 6612 6613 6614 6615 6616 6617 6618 6619 6620 6621 6622 6623 6624 6625 6626 6627 6628 6629 6630 6631 6632 6633 6634 6635 6636 6637 6638 6639 6640 6641 6642

Revised Pension 9427 9429 9430 9432 9433 9435 9436 9437 9439 9440 9442 9443 9445 9446 9447 9449 9450 9452 9453 9455 9456 9457 9459 9460 9462 9463 9465 9466 9467 9469 9470 9472 9473 9474 9476

Pre-revised Pension + DP (if any) 6643 6644 6645 6646 6647 6648 6649 6650 6651 6652 6653 6654 6655 6656 6657 6658 6659 6660 6661 6662 6663 6664 6665 6666 6667 6668 6669 6670 6671 6672 6673 6674 6675 6676 6677

Revised Pension 9477 9479 9480 9482 9483 9484 9486 9487 9489 9490 9492 9493 9494 9496 9497 9499 9500 9502 9503 9504 9506 9507 9509 9510 9512 9513 9514 9516 9517 9519 9520 9522 9523 9524 9526

Pre-revised Pension + DP (if any) 6678 6679 6680 6681 6682 6683 6684 6685 6686 6687 6688 6689 6690 6691 6692 6693 6694 6695 6696 6697 6698 6699 6700 6701 6702 6703 6704 6705 6706 6707 6708 6709 6710 6711 6712

Revised Pension 9527 9529 9530 9532 9533 9534 9536 9537 9539 9540 9542 9543 9544 9546 9547 9549 9550 9552 9553 9554 9556 9557 9559 9560 9562 9563 9564 9566 9567 9569 9570 9572 9573 9574 9576

132

Pre-revised Pension + DP (if any) 6713 6714 6715 6716 6717 6718 6719 6720 6721 6722 6723 6724 6725 6726 6727 6728 6729 6730 6731 6732 6733 6734 6735 6736 6737 6738 6739 6740 6741 6742 6743 6744 6745 6746 6747

Revised Pension 9577 9579 9580 9581 9583 9584 9586 9587 9589 9590 9591 9593 9594 9596 9597 9599 9600 9601 9603 9604 9606 9607 9609 9610 9611 9613 9614 9616 9617 9619 9620 9621 9623 9624 9626

Pre-revised Pension + DP (if any) 6748 6749 6750 6751 6752 6753 6754 6755 6756 6757 6758 6759 6760 6761 6762 6763 6764 6765 6766 6767 6768 6769 6770 6771 6772 6773 6774 6775 6776 6777 6778 6779 6780 6781 6782

Revised Pension 9627 9629 9630 9631 9633 9634 9636 9637 9639 9640 9641 9643 9644 9646 9647 9649 9650 9651 9653 9654 9656 9657 9659 9660 9661 9663 9664 9666 9667 9669 9670 9671 9673 9674 9676

Pre-revised Pension + DP (if any) 6783 6784 6785 6786 6787 6788 6789 6790 6791 6792 6793 6794 6795 6796 6797 6798 6799 6800 6801 6802 6803 6804 6805 6806 6807 6808 6809 6810 6811 6812 6813 6814 6815 6816 6817

Revised Pension 9677 9679 9680 9681 9683 9684 9686 9687 9688 9690 9691 9693 9694 9696 9697 9698 9700 9701 9703 9704 9706 9707 9708 9710 9711 9713 9714 9716 9717 9718 9720 9721 9723 9724 9726

133

Pre-revised Pension + DP (if any) 6818 6819 6820 6821 6822 6823 6824 6825 6826 6827 6828 6829 6830 6831 6832 6833 6834 6835 6836 6837 6838 6839 6840 6841 6842 6843 6844 6845 6846 6847 6848 6849 6850 6851 6852

Revised Pension 9727 9728 9730 9731 9733 9734 9736 9737 9738 9740 9741 9743 9744 9746 9747 9748 9750 9751 9753 9754 9756 9757 9758 9760 9761 9763 9764 9766 9767 9768 9770 9771 9773 9774 9776

Pre-revised Pension + DP (if any) 6853 6854 6855 6856 6857 6858 6859 6860 6861 6862 6863 6864 6865 6866 6867 6868 6869 6870 6871 6872 6873 6874 6875 6876 6877 6878 6879 6880 6881 6882 6883 6884 6885 6886 6887

Revised Pension 9777 9778 9780 9781 9783 9784 9786 9787 9788 9790 9791 9793 9794 9795 9797 9798 9800 9801 9803 9804 9805 9807 9808 9810 9811 9813 9814 9815 9817 9818 9820 9821 9823 9824 9825

Pre-revised Pension + DP (if any) 6888 6889 6890 6891 6892 6893 6894 6895 6896 6897 6898 6899 6900 6901 6902 6903 6904 6905 6906 6907 6908 6909 6910 6911 6912 6913 6914 6915 6916 6917 6918 6919 6920 6921 6922

Revised Pension 9827 9828 9830 9831 9833 9834 9835 9837 9838 9840 9841 9843 9844 9845 9847 9848 9850 9851 9853 9854 9855 9857 9858 9860 9861 9863 9864 9865 9867 9868 9870 9871 9873 9874 9875

134

Pre-revised Pension + DP (if any) 6923 6924 6925 6926 6927 6928 6929 6930 6931 6932 6933 6934 6935 6936 6937 6938 6939 6940 6941 6942 6943 6944 6945 6946 6947 6948 6949 6950 6951 6952 6953 6954 6955 6956 6957

Revised Pension 9877 9878 9880 9881 9883 9884 9885 9887 9888 9890 9891 9893 9894 9895 9897 9898 9900 9901 9902 9904 9905 9907 9908 9910 9911 9912 9914 9915 9917 9918 9920 9921 9922 9924 9925

Pre-revised Pension + DP (if any) 6958 6959 6960 6961 6962 6963 6964 6965 6966 6967 6968 6969 6970 6971 6972 6973 6974 6975 6976 6977 6978 6979 6980 6981 6982 6983 6984 6985 6986 6987 6988 6989 6990 6991 6992

Revised Pension 9927 9928 9930 9931 9932 9934 9935 9937 9938 9940 9941 9942 9944 9945 9947 9948 9950 9951 9952 9954 9955 9957 9958 9960 9961 9962 9964 9965 9967 9968 9970 9971 9972 9974 9975

Pre-revised Pension + DP (if any) 6993 6994 6995 6996 6997 6998 6999 7000 7001 7002 7003 7004 7005 7006 7007 7008 7009 7010 7011 7012 7013 7014 7015 7016 7017 7018 7019 7020 7021 7022 7023 7024 7025 7026 7027

Revised Pension 9977 9978 9980 9981 9982 9984 9985 9987 9988 9990 9991 9992 9994 9995 9997 9998 10000 10001 10002 10004 10005 10007 10008 10009 10011 10012 10014 10015 10017 10018 10019 10021 10022 10024 10025

135

Pre-revised Pension + DP (if any) 7028 7029 7030 7031 7032 7033 7034 7035 7036 7037 7038 7039 7040 7041 7042 7043 7044 7045 7046 7047 7048 7049 7050 7051 7052 7053 7054 7055 7056 7057 7058 7059 7060 7061 7062

Revised Pension 10027 10028 10029 10031 10032 10034 10035 10037 10038 10039 10041 10042 10044 10045 10047 10048 10049 10051 10052 10054 10055 10057 10058 10059 10061 10062 10064 10065 10067 10068 10069 10071 10072 10074 10075

Pre-revised Pension + DP (if any) 7063 7064 7065 7066 7067 7068 7069 7070 7071 7072 7073 7074 7075 7076 7077 7078 7079 7080 7081 7082 7083 7084 7085 7086 7087 7088 7089 7090 7091 7092 7093 7094 7095 7096 7097

Revised Pension 10077 10078 10079 10081 10082 10084 10085 10087 10088 10089 10091 10092 10094 10095 10097 10098 10099 10101 10102 10104 10105 10107 10108 10109 10111 10112 10114 10115 10116 10118 10119 10121 10122 10124 10125

Pre-revised Pension + DP (if any) 7098 7099 7100 7101 7102 7103 7104 7105 7106 7107 7108 7109 7110 7111 7112 7113 7114 7115 7116 7117 7118 7119 7120 7121 7122 7123 7124 7125 7126 7127 7128 7129 7130 7131 7132

Revised Pension 10126 10128 10129 10131 10132 10134 10135 10136 10138 10139 10141 10142 10144 10145 10146 10148 10149 10151 10152 10154 10155 10156 10158 10159 10161 10162 10164 10165 10166 10168 10169 10171 10172 10174 10175

136

Pre-revised Pension + DP (if any) 7133 7134 7135 7136 7137 7138 7139 7140 7141 7142 7143 7144 7145 7146 7147 7148 7149 7150 7151 7152 7153 7154 7155 7156 7157 7158 7159 7160 7161 7162 7163 7164 7165 7166 7167

Revised Pension 10176 10178 10179 10181 10182 10184 10185 10186 10188 10189 10191 10192 10194 10195 10196 10198 10199 10201 10202 10204 10205 10206 10208 10209 10211 10212 10214 10215 10216 10218 10219 10221 10222 10223 10225

Pre-revised Pension + DP (if any) 7168 7169 7170 7171 7172 7173 7174 7175 7176 7177 7178 7179 7180 7181 7182 7183 7184 7185 7186 7187 7188 7189 7190 7191 7192 7193 7194 7195 7196 7197 7198 7199 7200 7201 7202

Revised Pension 10226 10228 10229 10231 10232 10233 10235 10236 10238 10239 10241 10242 10243 10245 10246 10248 10249 10251 10252 10253 10255 10256 10258 10259 10261 10262 10263 10265 10266 10268 10269 10271 10272 10273 10275

Pre-revised Pension + DP (if any) 7203 7204 7205 7206 7207 7208 7209 7210 7211 7212 7213 7214 7215 7216 7217 7218 7219 7220 7221 7222 7223 7224 7225 7226 7227 7228 7229 7230 7231 7232 7233 7234 7235 7236 7237

Revised Pension 10276 10278 10279 10281 10282 10283 10285 10286 10288 10289 10291 10292 10293 10295 10296 10298 10299 10301 10302 10303 10305 10306 10308 10309 10311 10312 10313 10315 10316 10318 10319 10321 10322 10323 10325

137

Pre-revised Pension + DP (if any) 7238 7239 7240 7241 7242 7243 7244 7245 7246 7247 7248 7249 7250 7251 7252 7253 7254 7255 7256 7257 7258 7259 7260 7261 7262 7263 7264 7265 7266 7267 7268 7269 7270 7271 7272

Revised Pension 10326 10328 10329 10330 10332 10333 10335 10336 10338 10339 10340 10342 10343 10345 10346 10348 10349 10350 10352 10353 10355 10356 10358 10359 10360 10362 10363 10365 10366 10368 10369 10370 10372 10373 10375

Pre-revised Pension + DP (if any) 7273 7274 7275 7276 7277 7278 7279 7280 7281 7282 7283 7284 7285 7286 7287 7288 7289 7290 7291 7292 7293 7294 7295 7296 7297 7298 7299 7300 7301 7302 7303 7304 7305 7306 7307

Revised Pension 10376 10378 10379 10380 10382 10383 10385 10386 10388 10389 10390 10392 10393 10395 10396 10398 10399 10400 10402 10403 10405 10406 10408 10409 10410 10412 10413 10415 10416 10418 10419 10420 10422 10423 10425

Pre-revised Pension + DP (if any) 7308 7309 7310 7311 7312 7313 7314 7315 7316 7317 7318 7319 7320 7321 7322 7323 7324 7325 7326 7327 7328 7329 7330 7331 7332 7333 7334 7335 7336 7337 7338 7339 7340 7341 7342

Revised Pension 10426 10428 10429 10430 10432 10433 10435 10436 10437 10439 10440 10442 10443 10445 10446 10447 10449 10450 10452 10453 10455 10456 10457 10459 10460 10462 10463 10465 10466 10467 10469 10470 10472 10473 10475

138

Pre-revised Pension + DP (if any) 7343 7344 7345 7346 7347 7348 7349 7350 7351 7352 7353 7354 7355 7356 7357 7358 7359 7360 7361 7362 7363 7364 7365 7366 7367 7368 7369 7370 7371 7372 7373 7374 7375 7376 7377

Revised Pension 10476 10477 10479 10480 10482 10483 10485 10486 10487 10489 10490 10492 10493 10495 10496 10497 10499 10500 10502 10503 10505 10506 10507 10509 10510 10512 10513 10515 10516 10517 10519 10520 10522 10523 10525

Pre-revised Pension + DP (if any) 7378 7379 7380 7381 7382 7383 7384 7385 7386 7387 7388 7389 7390 7391 7392 7393 7394 7395 7396 7397 7398 7399 7400 7401 7402 7403 7404 7405 7406 7407 7408 7409 7410 7411 7412

Revised Pension 10526 10527 10529 10530 10532 10533 10535 10536 10537 10539 10540 10542 10543 10544 10546 10547 10549 10550 10552 10553 10554 10556 10557 10559 10560 10562 10563 10564 10566 10567 10569 10570 10572 10573 10574

Pre-revised Pension + DP (if any) 7413 7414 7415 7416 7417 7418 7419 7420 7421 7422 7423 7424 7425 7426 7427 7428 7429 7430 7431 7432 7433 7434 7435 7436 7437 7438 7439 7440 7441 7442 7443 7444 7445 7446 7447

Revised Pension 10576 10577 10579 10580 10582 10583 10584 10586 10587 10589 10590 10592 10593 10594 10596 10597 10599 10600 10602 10603 10604 10606 10607 10609 10610 10612 10613 10614 10616 10617 10619 10620 10622 10623 10624

139

Pre-revised Pension + DP (if any) 7448 7449 7450 7451 7452 7453 7454 7455 7456 7457 7458 7459 7460 7461 7462 7463 7464 7465 7466 7467 7468 7469 7470 7471 7472 7473 7474 7475 7476 7477 7478 7479 7480 7481 7482

Revised Pension 10626 10627 10629 10630 10632 10633 10634 10636 10637 10639 10640 10642 10643 10644 10646 10647 10649 10650 10651 10653 10654 10656 10657 10659 10660 10661 10663 10664 10666 10667 10669 10670 10671 10673 10674

Pre-revised Pension + DP (if any) 7483 7484 7485 7486 7487 7488 7489 7490 7491 7492 7493 7494 7495 7496 7497 7498 7499 7500 7501 7502 7503 7504 7505 7506 7507 7508 7509 7510 7511 7512 7513 7514 7515 7516 7517

Revised Pension 10676 10677 10679 10680 10681 10683 10684 10686 10687 10689 10690 10691 10693 10694 10696 10697 10699 10700 10701 10703 10704 10706 10707 10709 10710 10711 10713 10714 10716 10717 10719 10720 10721 10723 10724

Pre-revised Pension + DP (if any) 7518 7519 7520 7521 7522 7523 7524 7525 7526 7527 7528 7529 7530 7531 7532 7533 7534 7535 7536 7537 7538 7539 7540 7541 7542 7543 7544 7545 7546 7547 7548 7549 7550 7551 7552

Revised Pension 10726 10727 10729 10730 10731 10733 10734 10736 10737 10739 10740 10741 10743 10744 10746 10747 10749 10750 10751 10753 10754 10756 10757 10758 10760 10761 10763 10764 10766 10767 10768 10770 10771 10773 10774

140

Pre-revised Pension + DP (if any) 7553 7554 7555 7556 7557 7558 7559 7560 7561 7562 7563 7564 7565 7566 7567 7568 7569 7570 7571 7572 7573 7574 7575 7576 7577 7578 7579 7580 7581 7582 7583 7584 7585 7586 7587

Revised Pension 10776 10777 10778 10780 10781 10783 10784 10786 10787 10788 10790 10791 10793 10794 10796 10797 10798 10800 10801 10803 10804 10806 10807 10808 10810 10811 10813 10814 10816 10817 10818 10820 10821 10823 10824

Pre-revised Pension + DP (if any) 7588 7589 7590 7591 7592 7593 7594 7595 7596 7597 7598 7599 7600 7601 7602 7603 7604 7605 7606 7607 7608 7609 7610 7611 7612 7613 7614 7615 7616 7617 7618 7619 7620 7621 7622

Revised Pension 10826 10827 10828 10830 10831 10833 10834 10836 10837 10838 10840 10841 10843 10844 10846 10847 10848 10850 10851 10853 10854 10856 10857 10858 10860 10861 10863 10864 10865 10867 10868 10870 10871 10873 10874

Pre-revised Pension + DP (if any) 7623 7624 7625 7626 7627 7628 7629 7630 7631 7632 7633 7634 7635 7636 7637 7638 7639 7640 7641 7642 7643 7644 7645 7646 7647 7648 7649 7650 7651 7652 7653 7654 7655 7656 7657

Revised Pension 10875 10877 10878 10880 10881 10883 10884 10885 10887 10888 10890 10891 10893 10894 10895 10897 10898 10900 10901 10903 10904 10905 10907 10908 10910 10911 10913 10914 10915 10917 10918 10920 10921 10923 10924

141

Pre-revised Pension + DP (if any) 7658 7659 7660 7661 7662 7663 7664 7665 7666 7667 7668 7669 7670 7671 7672 7673 7674 7675 7676 7677 7678 7679 7680 7681 7682 7683 7684 7685 7686 7687 7688 7689 7690 7691 7692

Revised Pension 10925 10927 10928 10930 10931 10933 10934 10935 10937 10938 10940 10941 10943 10944 10945 10947 10948 10950 10951 10953 10954 10955 10957 10958 10960 10961 10963 10964 10965 10967 10968 10970 10971 10972 10974

Pre-revised Pension + DP (if any) 7693 7694 7695 7696 7697 7698 7699 7700 7701 7702 7703 7704 7705 7706 7707 7708 7709 7710 7711 7712 7713 7714 7715 7716 7717 7718 7719 7720 7721 7722 7723 7724 7725 7726 7727

Revised Pension 10975 10977 10978 10980 10981 10982 10984 10985 10987 10988 10990 10991 10992 10994 10995 10997 10998 11000 11001 11002 11004 11005 11007 11008 11010 11011 11012 11014 11015 11017 11018 11020 11021 11022 11024

Pre-revised Pension + DP (if any) 7728 7729 7730 7731 7732 7733 7734 7735 7736 7737 7738 7739 7740 7741 7742 7743 7744 7745 7746 7747 7748 7749 7750 7751 7752 7753 7754 7755 7756 7757 7758 7759 7760 7761 7762

Revised Pension 11025 11027 11028 11030 11031 11032 11034 11035 11037 11038 11040 11041 11042 11044 11045 11047 11048 11050 11051 11052 11054 11055 11057 11058 11060 11061 11062 11064 11065 11067 11068 11070 11071 11072 11074

142

Pre-revised Pension + DP (if any) 7763 7764 7765 7766 7767 7768 7769 7770 7771 7772 7773 7774 7775 7776 7777 7778 7779 7780 7781 7782 7783 7784 7785 7786 7787 7788 7789 7790 7791 7792 7793 7794 7795 7796 7797

Revised Pension 11075 11077 11078 11079 11081 11082 11084 11085 11087 11088 11089 11091 11092 11094 11095 11097 11098 11099 11101 11102 11104 11105 11107 11108 11109 11111 11112 11114 11115 11117 11118 11119 11121 11122 11124

Pre-revised Pension + DP (if any) 7798 7799 7800 7801 7802 7803 7804 7805 7806 7807 7808 7809 7810 7811 7812 7813 7814 7815 7816 7817 7818 7819 7820 7821 7822 7823 7824 7825 7826 7827 7828 7829 7830 7831 7832

Revised Pension 11125 11127 11128 11129 11131 11132 11134 11135 11137 11138 11139 11141 11142 11144 11145 11147 11148 11149 11151 11152 11154 11155 11157 11158 11159 11161 11162 11164 11165 11167 11168 11169 11171 11172 11174

Pre-revised Pension + DP (if any) 7833 7834 7835 7836 7837 7838 7839 7840 7841 7842 7843 7844 7845 7846 7847 7848 7849 7850 7851 7852 7853 7854 7855 7856 7857 7858 7859 7860 7861 7862 7863 7864 7865 7866 7867

Revised Pension 11175 11177 11178 11179 11181 11182 11184 11185 11186 11188 11189 11191 11192 11194 11195 11196 11198 11199 11201 11202 11204 11205 11206 11208 11209 11211 11212 11214 11215 11216 11218 11219 11221 11222 11224

143

Pre-revised Pension + DP (if any) 7868 7869 7870 7871 7872 7873 7874 7875 7876 7877 7878 7879 7880 7881 7882 7883 7884 7885 7886 7887 7888 7889 7890 7891 7892 7893 7894 7895 7896 7897 7898 7899 7900 7901 7902

Revised Pension 11225 11226 11228 11229 11231 11232 11234 11235 11236 11238 11239 11241 11242 11244 11245 11246 11248 11249 11251 11252 11254 11255 11256 11258 11259 11261 11262 11264 11265 11266 11268 11269 11271 11272 11274

Pre-revised Pension + DP (if any) 7903 7904 7905 7906 7907 7908 7909 7910 7911 7912 7913 7914 7915 7916 7917 7918 7919 7920 7921 7922 7923 7924 7925 7926 7927 7928 7929 7930 7931 7932 7933 7934 7935 7936 7937

Revised Pension 11275 11276 11278 11279 11281 11282 11284 11285 11286 11288 11289 11291 11292 11293 11295 11296 11298 11299 11301 11302 11303 11305 11306 11308 11309 11311 11312 11313 11315 11316 11318 11319 11321 11322 11323

Pre-revised Pension + DP (if any) 7938 7939 7940 7941 7942 7943 7944 7945 7946 7947 7948 7949 7950 7951 7952 7953 7954 7955 7956 7957 7958 7959 7960 7961 7962 7963 7964 7965 7966 7967 7968 7969 7970 7971 7972

Revised Pension 11325 11326 11328 11329 11331 11332 11333 11335 11336 11338 11339 11341 11342 11343 11345 11346 11348 11349 11351 11352 11353 11355 11356 11358 11359 11361 11362 11363 11365 11366 11368 11369 11371 11372 11373

144

Pre-revised Pension + DP (if any) 7973 7974 7975 7976 7977 7978 7979 7980 7981 7982 7983 7984 7985 7986 7987 7988 7989 7990 7991 7992 7993 7994 7995 7996 7997 7998 7999 8000 8001 8002 8003 8004 8005 8006 8007

Revised Pension 11375 11376 11378 11379 11381 11382 11383 11385 11386 11388 11389 11391 11392 11393 11395 11396 11398 11399 11400 11402 11403 11405 11406 11408 11409 11410 11412 11413 11415 11416 11418 11419 11420 11422 11423

Pre-revised Pension + DP (if any) 8008 8009 8010 8011 8012 8013 8014 8015 8016 8017 8018 8019 8020 8021 8022 8023 8024 8025 8026 8027 8028 8029 8030 8031 8032 8033 8034 8035 8036 8037 8038 8039 8040 8041 8042

Revised Pension 11425 11426 11428 11429 11430 11432 11433 11435 11436 11438 11439 11440 11442 11443 11445 11446 11448 11449 11450 11452 11453 11455 11456 11458 11459 11460 11462 11463 11465 11466 11468 11469 11470 11472 11473

Pre-revised Pension + DP (if any) 8043 8044 8045 8046 8047 8048 8049 8050 8051 8052 8053 8054 8055 8056 8057 8058 8059 8060 8061 8062 8063 8064 8065 8066 8067 8068 8069 8070 8071 8072 8073 8074 8075 8076 8077

Revised Pension 11475 11476 11478 11479 11480 11482 11483 11485 11486 11488 11489 11490 11492 11493 11495 11496 11498 11499 11500 11502 11503 11505 11506 11507 11509 11510 11512 11513 11515 11516 11517 11519 11520 11522 11523

145

Pre-revised Pension + DP (if any) 8078 8079 8080 8081 8082 8083 8084 8085 8086 8087 8088 8089 8090 8091 8092 8093 8094 8095 8096 8097 8098 8099 8100 8101 8102 8103 8104 8105 8106 8107 8108 8109 8110 8111 8112

Revised Pension 11525 11526 11527 11529 11530 11532 11533 11535 11536 11537 11539 11540 11542 11543 11545 11546 11547 11549 11550 11552 11553 11555 11556 11557 11559 11560 11562 11563 11565 11566 11567 11569 11570 11572 11573

Pre-revised Pension + DP (if any) 8113 8114 8115 8116 8117 8118 8119 8120 8121 8122 8123 8124 8125 8126 8127 8128 8129 8130 8131 8132 8133 8134 8135 8136 8137 8138 8139 8140 8141 8142 8143 8144 8145 8146 8147

Revised Pension 11575 11576 11577 11579 11580 11582 11583 11585 11586 11587 11589 11590 11592 11593 11595 11596 11597 11599 11600 11602 11603 11605 11606 11607 11609 11610 11612 11613 11614 11616 11617 11619 11620 11622 11623

Pre-revised Pension + DP (if any) 8148 8149 8150 8151 8152 8153 8154 8155 8156 8157 8158 8159 8160 8161 8162 8163 8164 8165 8166 8167 8168 8169 8170 8171 8172 8173 8174 8175 8176 8177 8178 8179 8180 8181 8182

Revised Pension 11624 11626 11627 11629 11630 11632 11633 11634 11636 11637 11639 11640 11642 11643 11644 11646 11647 11649 11650 11652 11653 11654 11656 11657 11659 11660 11662 11663 11664 11666 11667 11669 11670 11672 11673

146

Pre-revised Pension + DP (if any) 8183 8184 8185 8186 8187 8188 8189 8190 8191 8192 8193 8194 8195 8196 8197 8198 8199 8200 8201 8202 8203 8204 8205 8206 8207 8208 8209 8210 8211 8212 8213 8214 8215 8216 8217

Revised Pension 11674 11676 11677 11679 11680 11682 11683 11684 11686 11687 11689 11690 11692 11693 11694 11696 11697 11699 11700 11702 11703 11704 11706 11707 11709 11710 11712 11713 11714 11716 11717 11719 11720 11721 11723

Pre-revised Pension + DP (if any) 8218 8219 8220 8221 8222 8223 8224 8225 8226 8227 8228 8229 8230 8231 8232 8233 8234 8235 8236 8237 8238 8239 8240 8241 8242 8243 8244 8245 8246 8247 8248 8249 8250 8251 8252

Revised Pension 11724 11726 11727 11729 11730 11731 11733 11734 11736 11737 11739 11740 11741 11743 11744 11746 11747 11749 11750 11751 11753 11754 11756 11757 11759 11760 11761 11763 11764 11766 11767 11769 11770 11771 11773

Pre-revised Pension + DP (if any) 8253 8254 8255 8256 8257 8258 8259 8260 8261 8262 8263 8264 8265 8266 8267 8268 8269 8270 8271 8272 8273 8274 8275 8276 8277 8278 8279 8280 8281 8282 8283 8284 8285 8286 8287

Revised Pension 11774 11776 11777 11779 11780 11781 11783 11784 11786 11787 11789 11790 11791 11793 11794 11796 11797 11799 11800 11801 11803 11804 11806 11807 11809 11810 11811 11813 11814 11816 11817 11819 11820 11821 11823

147

Pre-revised Pension + DP (if any) 8288 8289 8290 8291 8292 8293 8294 8295 8296 8297 8298 8299 8300 8301 8302 8303 8304 8305 8306 8307 8308 8309 8310 8311 8312 8313 8314 8315 8316 8317 8318 8319 8320 8321 8322

Revised Pension 11824 11826 11827 11828 11830 11831 11833 11834 11836 11837 11838 11840 11841 11843 11844 11846 11847 11848 11850 11851 11853 11854 11856 11857 11858 11860 11861 11863 11864 11866 11867 11868 11870 11871 11873

Pre-revised Pension + DP (if any) 8323 8324 8325 8326 8327 8328 8329 8330 8331 8332 8333 8334 8335 8336 8337 8338 8339 8340 8341 8342 8343 8344 8345 8346 8347 8348 8349 8350 8351 8352 8353 8354 8355 8356 8357

Revised Pension 11874 11876 11877 11878 11880 11881 11883 11884 11886 11887 11888 11890 11891 11893 11894 11896 11897 11898 11900 11901 11903 11904 11906 11907 11908 11910 11911 11913 11914 11916 11917 11918 11920 11921 11923

Pre-revised Pension + DP (if any) 8358 8359 8360 8361 8362 8363 8364 8365 8366 8367 8368 8369 8370 8371 8372 8373 8374 8375 8376 8377 8378 8379 8380 8381 8382 8383 8384 8385 8386 8387 8388 8389 8390 8391 8392

Revised Pension 11924 11926 11927 11928 11930 11931 11933 11934 11935 11937 11938 11940 11941 11943 11944 11945 11947 11948 11950 11951 11953 11954 11955 11957 11958 11960 11961 11963 11964 11965 11967 11968 11970 11971 11973

148

Pre-revised Pension + DP (if any) 8393 8394 8395 8396 8397 8398 8399 8400 8401 8402 8403 8404 8405 8406 8407 8408 8409 8410 8411 8412 8413 8414 8415 8416 8417 8418 8419 8420 8421 8422 8423 8424 8425 8426 8427

Revised Pension 11974 11975 11977 11978 11980 11981 11983 11984 11985 11987 11988 11990 11991 11993 11994 11995 11997 11998 12000 12001 12003 12004 12005 12007 12008 12010 12011 12013 12014 12015 12017 12018 12020 12021 12023

Pre-revised Pension + DP (if any) 8428 8429 8430 8431 8432 8433 8434 8435 8436 8437 8438 8439 8440 8441 8442 8443 8444 8445 8446 8447 8448 8449 8450 8451 8452 8453 8454 8455 8456 8457 8458 8459 8460 8461 8462

Revised Pension 12024 12025 12027 12028 12030 12031 12033 12034 12035 12037 12038 12040 12041 12042 12044 12045 12047 12048 12050 12051 12052 12054 12055 12057 12058 12060 12061 12062 12064 12065 12067 12068 12070 12071 12072

Pre-revised Pension + DP (if any) 8463 8464 8465 8466 8467 8468 8469 8470 8471 8472 8473 8474 8475 8476 8477 8478 8479 8480 8481 8482 8483 8484 8485 8486 8487 8488 8489 8490 8491 8492 8493 8494 8495 8496 8497

Revised Pension 12074 12075 12077 12078 12080 12081 12082 12084 12085 12087 12088 12090 12091 12092 12094 12095 12097 12098 12100 12101 12102 12104 12105 12107 12108 12110 12111 12112 12114 12115 12117 12118 12120 12121 12122

149

Pre-revised Pension + DP (if any) 8498 8499 8500 8501 8502 8503 8504 8505 8506 8507 8508 8509 8510 8511 8512 8513 8514 8515 8516 8517 8518 8519 8520 8521 8522 8523 8524 8525 8526 8527 8528 8529 8530 8531 8532

Revised Pension 12124 12125 12127 12128 12130 12131 12132 12134 12135 12137 12138 12140 12141 12142 12144 12145 12147 12148 12149 12151 12152 12154 12155 12157 12158 12159 12161 12162 12164 12165 12167 12168 12169 12171 12172

Pre-revised Pension + DP (if any) 8533 8534 8535 8536 8537 8538 8539 8540 8541 8542 8543 8544 8545 8546 8547 8548 8549 8550 8551 8552 8553 8554 8555 8556 8557 8558 8559 8560 8561 8562 8563 8564 8565 8566 8567

Revised Pension 12174 12175 12177 12178 12179 12181 12182 12184 12185 12187 12188 12189 12191 12192 12194 12195 12197 12198 12199 12201 12202 12204 12205 12207 12208 12209 12211 12212 12214 12215 12217 12218 12219 12221 12222

Pre-revised Pension + DP (if any) 8568 8569 8570 8571 8572 8573 8574 8575 8576 8577 8578 8579 8580 8581 8582 8583 8584 8585 8586 8587 8588 8589 8590 8591 8592 8593 8594 8595 8596 8597 8598 8599 8600 8601 8602

Revised Pension 12224 12225 12227 12228 12229 12231 12232 12234 12235 12237 12238 12239 12241 12242 12244 12245 12247 12248 12249 12251 12252 12254 12255 12256 12258 12259 12261 12262 12264 12265 12266 12268 12269 12271 12272

150

Pre-revised Pension + DP (if any) 8603 8604 8605 8606 8607 8608 8609 8610 8611 8612 8613 8614 8615 8616 8617 8618 8619 8620 8621 8622 8623 8624 8625 8626 8627 8628 8629 8630 8631 8632 8633 8634 8635 8636 8637

Revised Pension 12274 12275 12276 12278 12279 12281 12282 12284 12285 12286 12288 12289 12291 12292 12294 12295 12296 12298 12299 12301 12302 12304 12305 12306 12308 12309 12311 12312 12314 12315 12316 12318 12319 12321 12322

Pre-revised Pension + DP (if any) 8638 8639 8640 8641 8642 8643 8644 8645 8646 8647 8648 8649 8650 8651 8652 8653 8654 8655 8656 8657 8658 8659 8660 8661 8662 8663 8664 8665 8666 8667 8668 8669 8670 8671 8672

Revised Pension 12324 12325 12326 12328 12329 12331 12332 12334 12335 12336 12338 12339 12341 12342 12344 12345 12346 12348 12349 12351 12352 12354 12355 12356 12358 12359 12361 12362 12363 12365 12366 12368 12369 12371 12372

Pre-revised Pension + DP (if any) 8673 8674 8675 8676 8677 8678 8679 8680 8681 8682 8683 8684 8685 8686 8687 8688 8689 8690 8691 8692 8693 8694 8695 8696 8697 8698 8699 8700 8701 8702 8703 8704 8705 8706 8707

Revised Pension 12373 12375 12376 12378 12379 12381 12382 12383 12385 12386 12388 12389 12391 12392 12393 12395 12396 12398 12399 12401 12402 12403 12405 12406 12408 12409 12411 12412 12413 12415 12416 12418 12419 12421 12422

151

Pre-revised Pension + DP (if any) 8708 8709 8710 8711 8712 8713 8714 8715 8716 8717 8718 8719 8720 8721 8722 8723 8724 8725 8726 8727 8728 8729 8730 8731 8732 8733 8734 8735 8736 8737 8738 8739 8740 8741 8742

Revised Pension 12423 12425 12426 12428 12429 12431 12432 12433 12435 12436 12438 12439 12441 12442 12443 12445 12446 12448 12449 12451 12452 12453 12455 12456 12458 12459 12461 12462 12463 12465 12466 12468 12469 12470 12472

Pre-revised Pension + DP (if any) 8743 8744 8745 8746 8747 8748 8749 8750 8751 8752 8753 8754 8755 8756 8757 8758 8759 8760 8761 8762 8763 8764 8765 8766 8767 8768 8769 8770 8771 8772 8773 8774 8775 8776 8777

Revised Pension 12473 12475 12476 12478 12479 12480 12482 12483 12485 12486 12488 12489 12490 12492 12493 12495 12496 12498 12499 12500 12502 12503 12505 12506 12508 12509 12510 12512 12513 12515 12516 12518 12519 12520 12522

Pre-revised Pension + DP (if any) 8778 8779 8780 8781 8782 8783 8784 8785 8786 8787 8788 8789 8790 8791 8792 8793 8794 8795 8796 8797 8798 8799 8800 8801 8802 8803 8804 8805 8806 8807 8808 8809 8810 8811 8812

Revised Pension 12523 12525 12526 12528 12529 12530 12532 12533 12535 12536 12538 12539 12540 12542 12543 12545 12546 12548 12549 12550 12552 12553 12555 12556 12558 12559 12560 12562 12563 12565 12566 12568 12569 12570 12572

152

Pre-revised Pension + DP (if any) 8813 8814 8815 8816 8817 8818 8819 8820 8821 8822 8823 8824 8825 8826 8827 8828 8829 8830 8831 8832 8833 8834 8835 8836 8837 8838 8839 8840 8841 8842 8843 8844 8845 8846 8847

Revised Pension 12573 12575 12576 12577 12579 12580 12582 12583 12585 12586 12587 12589 12590 12592 12593 12595 12596 12597 12599 12600 12602 12603 12605 12606 12607 12609 12610 12612 12613 12615 12616 12617 12619 12620 12622

Pre-revised Pension + DP (if any) 8848 8849 8850 8851 8852 8853 8854 8855 8856 8857 8858 8859 8860 8861 8862 8863 8864 8865 8866 8867 8868 8869 8870 8871 8872 8873 8874 8875 8876 8877 8878 8879 8880 8881 8882

Revised Pension 12623 12625 12626 12627 12629 12630 12632 12633 12635 12636 12637 12639 12640 12642 12643 12645 12646 12647 12649 12650 12652 12653 12655 12656 12657 12659 12660 12662 12663 12665 12666 12667 12669 12670 12672

Pre-revised Pension + DP (if any) 8883 8884 8885 8886 8887 8888 8889 8890 8891 8892 8893 8894 8895 8896 8897 8898 8899 8900 8901 8902 8903 8904 8905 8906 8907 8908 8909 8910 8911 8912 8913 8914 8915 8916 8917

Revised Pension 12673 12675 12676 12677 12679 12680 12682 12683 12684 12686 12687 12689 12690 12692 12693 12694 12696 12697 12699 12700 12702 12703 12704 12706 12707 12709 12710 12712 12713 12714 12716 12717 12719 12720 12722

153

Pre-revised Pension + DP (if any) 8918 8919 8920 8921 8922 8923 8924 8925 8926 8927 8928 8929 8930 8931 8932 8933 8934 8935 8936 8937 8938 8939 8940 8941 8942 8943 8944 8945 8946 8947 8948 8949 8950 8951 8952

Revised Pension 12723 12724 12726 12727 12729 12730 12732 12733 12734 12736 12737 12739 12740 12742 12743 12744 12746 12747 12749 12750 12752 12753 12754 12756 12757 12759 12760 12762 12763 12764 12766 12767 12769 12770 12772

Pre-revised Pension + DP (if any) 8953 8954 8955 8956 8957 8958 8959 8960 8961 8962 8963 8964 8965 8966 8967 8968 8969 8970 8971 8972 8973 8974 8975 8976 8977 8978 8979 8980 8981 8982 8983 8984 8985 8986 8987

Revised Pension 12773 12774 12776 12777 12779 12780 12782 12783 12784 12786 12787 12789 12790 12791 12793 12794 12796 12797 12799 12800 12801 12803 12804 12806 12807 12809 12810 12811 12813 12814 12816 12817 12819 12820 12821

Pre-revised Pension + DP (if any) 8988 8989 8990 8991 8992 8993 8994 8995 8996 8997 8998 8999 9000 9001 9002 9003 9004 9005 9006 9007 9008 9009 9010 9011 9012 9013 9014 9015 9016 9017 9018 9019 9020 9021 9022

Revised Pension 12823 12824 12826 12827 12829 12830 12831 12833 12834 12836 12837 12839 12840 12841 12843 12844 12846 12847 12849 12850 12851 12853 12854 12856 12857 12859 12860 12861 12863 12864 12866 12867 12869 12870 12871

154

Pre-revised Pension + DP (if any) 9023 9024 9025 9026 9027 9028 9029 9030 9031 9032 9033 9034 9035 9036 9037 9038 9039 9040 9041 9042 9043 9044 9045 9046 9047 9048 9049 9050 9051 9052 9053 9054 9055 9056 9057

Revised Pension 12873 12874 12876 12877 12879 12880 12881 12883 12884 12886 12887 12889 12890 12891 12893 12894 12896 12897 12898 12900 12901 12903 12904 12906 12907 12908 12910 12911 12913 12914 12916 12917 12918 12920 12921

Pre-revised Pension + DP (if any) 9058 9059 9060 9061 9062 9063 9064 9065 9066 9067 9068 9069 9070 9071 9072 9073 9074 9075 9076 9077 9078 9079 9080 9081 9082 9083 9084 9085 9086 9087 9088 9089 9090 9091 9092

Revised Pension 12923 12924 12926 12927 12928 12930 12931 12933 12934 12936 12937 12938 12940 12941 12943 12944 12946 12947 12948 12950 12951 12953 12954 12956 12957 12958 12960 12961 12963 12964 12966 12967 12968 12970 12971

Pre-revised Pension + DP (if any) 9093 9094 9095 9096 9097 9098 9099 9100 9101 9102 9103 9104 9105 9106 9107 9108 9109 9110 9111 9112 9113 9114 9115 9116 9117 9118 9119 9120 9121 9122 9123 9124 9125 9126 9127

Revised Pension 12973 12974 12976 12977 12978 12980 12981 12983 12984 12986 12987 12988 12990 12991 12993 12994 12996 12997 12998 13000 13001 13003 13004 13005 13007 13008 13010 13011 13013 13014 13015 13017 13018 13020 13021

155

Pre-revised Pension + DP (if any) 9128 9129 9130 9131 9132 9133 9134 9135 9136 9137 9138 9139 9140 9141 9142 9143 9144 9145 9146 9147 9148 9149 9150 9151 9152 9153 9154 9155 9156 9157 9158 9159 9160 9161 9162

Revised Pension 13023 13024 13025 13027 13028 13030 13031 13033 13034 13035 13037 13038 13040 13041 13043 13044 13045 13047 13048 13050 13051 13053 13054 13055 13057 13058 13060 13061 13063 13064 13065 13067 13068 13070 13071

Pre-revised Pension + DP (if any) 9163 9164 9165 9166 9167 9168 9169 9170 9171 9172 9173 9174 9175 9176 9177 9178 9179 9180 9181 9182 9183 9184 9185 9186 9187 9188 9189 9190 9191 9192 9193 9194 9195 9196 9197

Revised Pension 13073 13074 13075 13077 13078 13080 13081 13083 13084 13085 13087 13088 13090 13091 13093 13094 13095 13097 13098 13100 13101 13103 13104 13105 13107 13108 13110 13111 13112 13114 13115 13117 13118 13120 13121

Pre-revised Pension + DP (if any) 9198 9199 9200 9201 9202 9203 9204 9205 9206 9207 9208 9209 9210 9211 9212 9213 9214 9215 9216 9217 9218 9219 9220 9221 9222 9223 9224 9225 9226 9227 9228 9229 9230 9231 9232

Revised Pension 13122 13124 13125 13127 13128 13130 13131 13132 13134 13135 13137 13138 13140 13141 13142 13144 13145 13147 13148 13150 13151 13152 13154 13155 13157 13158 13160 13161 13162 13164 13165 13167 13168 13170 13171

156

Pre-revised Pension + DP (if any) 9233 9234 9235 9236 9237 9238 9239 9240 9241 9242 9243 9244 9245 9246 9247 9248 9249 9250 9251 9252 9253 9254 9255 9256 9257 9258 9259 9260 9261 9262 9263 9264 9265 9266 9267

Revised Pension 13172 13174 13175 13177 13178 13180 13181 13182 13184 13185 13187 13188 13190 13191 13192 13194 13195 13197 13198 13200 13201 13202 13204 13205 13207 13208 13210 13211 13212 13214 13215 13217 13218 13219 13221

Pre-revised Pension + DP (if any) 9268 9269 9270 9271 9272 9273 9274 9275 9276 9277 9278 9279 9280 9281 9282 9283 9284 9285 9286 9287 9288 9289 9290 9291 9292 9293 9294 9295 9296 9297 9298 9299 9300 9301 9302

Revised Pension 13222 13224 13225 13227 13228 13229 13231 13232 13234 13235 13237 13238 13239 13241 13242 13244 13245 13247 13248 13249 13251 13252 13254 13255 13257 13258 13259 13261 13262 13264 13265 13267 13268 13269 13271

Pre-revised Pension + DP (if any) 9303 9304 9305 9306 9307 9308 9309 9310 9311 9312 9313 9314 9315 9316 9317 9318 9319 9320 9321 9322 9323 9324 9325 9326 9327 9328 9329 9330 9331 9332 9333 9334 9335 9336 9337

Revised Pension 13272 13274 13275 13277 13278 13279 13281 13282 13284 13285 13287 13288 13289 13291 13292 13294 13295 13297 13298 13299 13301 13302 13304 13305 13307 13308 13309 13311 13312 13314 13315 13317 13318 13319 13321

157

Pre-revised Pension + DP (if any) 9338 9339 9340 9341 9342 9343 9344 9345 9346 9347 9348 9349 9350 9351 9352 9353 9354 9355 9356 9357 9358 9359 9360 9361 9362 9363 9364 9365 9366 9367 9368 9369 9370 9371 9372

Revised Pension 13322 13324 13325 13326 13328 13329 13331 13332 13334 13335 13336 13338 13339 13341 13342 13344 13345 13346 13348 13349 13351 13352 13354 13355 13356 13358 13359 13361 13362 13364 13365 13366 13368 13369 13371

Pre-revised Pension + DP (if any) 9373 9374 9375 9376 9377 9378 9379 9380 9381 9382 9383 9384 9385 9386 9387 9388 9389 9390 9391 9392 9393 9394 9395 9396 9397 9398 9399 9400 9401 9402 9403 9404 9405 9406 9407

Revised Pension 13372 13374 13375 13376 13378 13379 13381 13382 13384 13385 13386 13388 13389 13391 13392 13394 13395 13396 13398 13399 13401 13402 13404 13405 13406 13408 13409 13411 13412 13414 13415 13416 13418 13419 13421

Pre-revised Pension + DP (if any) 9408 9409 9410 9411 9412 9413 9414 9415 9416 9417 9418 9419 9420 9421 9422 9423 9424 9425 9426 9427 9428 9429 9430 9431 9432 9433 9434 9435 9436 9437 9438 9439 9440 9441 9442

Revised Pension 13422 13424 13425 13426 13428 13429 13431 13432 13433 13435 13436 13438 13439 13441 13442 13443 13445 13446 13448 13449 13451 13452 13453 13455 13456 13458 13459 13461 13462 13463 13465 13466 13468 13469 13471

158

Pre-revised Pension + DP (if any) 9443 9444 9445 9446 9447 9448 9449 9450 9451 9452 9453 9454 9455 9456 9457 9458 9459 9460 9461 9462 9463 9464 9465 9466 9467 9468 9469 9470 9471 9472 9473 9474 9475 9476 9477

Revised Pension 13472 13473 13475 13476 13478 13479 13481 13482 13483 13485 13486 13488 13489 13491 13492 13493 13495 13496 13498 13499 13501 13502 13503 13505 13506 13508 13509 13511 13512 13513 13515 13516 13518 13519 13521

Pre-revised Pension + DP (if any) 9478 9479 9480 9481 9482 9483 9484 9485 9486 9487 9488 9489 9490 9491 9492 9493 9494 9495 9496 9497 9498 9499 9500 9501 9502 9503 9504 9505 9506 9507 9508 9509 9510 9511 9512

Revised Pension 13522 13523 13525 13526 13528 13529 13531 13532 13533 13535 13536 13538 13539 13540 13542 13543 13545 13546 13548 13549 13550 13552 13553 13555 13556 13558 13559 13560 13562 13563 13565 13566 13568 13569 13570

Pre-revised Pension + DP (if any) 9513 9514 9515 9516 9517 9518 9519 9520 9521 9522 9523 9524 9525 9526 9527 9528 9529 9530 9531 9532 9533 9534 9535 9536 9537 9538 9539 9540 9541 9542 9543 9544 9545 9546 9547

Revised Pension 13572 13573 13575 13576 13578 13579 13580 13582 13583 13585 13586 13588 13589 13590 13592 13593 13595 13596 13598 13599 13600 13602 13603 13605 13606 13608 13609 13610 13612 13613 13615 13616 13618 13619 13620

159

Pre-revised Pension + DP (if any) 9548 9549 9550 9551 9552 9553 9554 9555 9556 9557 9558 9559 9560 9561 9562 9563 9564 9565 9566 9567 9568 9569 9570 9571 9572 9573 9574 9575 9576 9577 9578 9579 9580 9581 9582

Revised Pension 13622 13623 13625 13626 13628 13629 13630 13632 13633 13635 13636 13638 13639 13640 13642 13643 13645 13646 13647 13649 13650 13652 13653 13655 13656 13657 13659 13660 13662 13663 13665 13666 13667 13669 13670

Pre-revised Pension + DP (if any) 9583 9584 9585 9586 9587 9588 9589 9590 9591 9592 9593 9594 9595 9596 9597 9598 9599 9600 9601 9602 9603 9604 9605 9606 9607 9608 9609 9610 9611 9612 9613 9614 9615 9616 9617

Revised Pension 13672 13673 13675 13676 13677 13679 13680 13682 13683 13685 13686 13687 13689 13690 13692 13693 13695 13696 13697 13699 13700 13702 13703 13705 13706 13707 13709 13710 13712 13713 13715 13716 13717 13719 13720

Pre-revised Pension + DP (if any) 9618 9619 9620 9621 9622 9623 9624 9625 9626 9627 9628 9629 9630 9631 9632 9633 9634 9635 9636 9637 9638 9639 9640 9641 9642 9643 9644 9645 9646 9647 9648 9649 9650 9651 9652

Revised Pension 13722 13723 13725 13726 13727 13729 13730 13732 13733 13735 13736 13737 13739 13740 13742 13743 13745 13746 13747 13749 13750 13752 13753 13754 13756 13757 13759 13760 13762 13763 13764 13766 13767 13769 13770

160

Pre-revised Pension + DP (if any) 9653 9654 9655 9656 9657 9658 9659 9660 9661 9662 9663 9664 9665 9666 9667 9668 9669 9670 9671 9672 9673 9674 9675 9676 9677 9678 9679 9680 9681 9682 9683 9684 9685 9686 9687

Revised Pension 13772 13773 13774 13776 13777 13779 13780 13782 13783 13784 13786 13787 13789 13790 13792 13793 13794 13796 13797 13799 13800 13802 13803 13804 13806 13807 13809 13810 13812 13813 13814 13816 13817 13819 13820

Pre-revised Pension + DP (if any) 9688 9689 9690 9691 9692 9693 9694 9695 9696 9697 9698 9699 9700 9701 9702 9703 9704 9705 9706 9707 9708 9709 9710 9711 9712 9713 9714 9715 9716 9717 9718 9719 9720 9721 9722

Revised Pension 13822 13823 13824 13826 13827 13829 13830 13832 13833 13834 13836 13837 13839 13840 13842 13843 13844 13846 13847 13849 13850 13852 13853 13854 13856 13857 13859 13860 13861 13863 13864 13866 13867 13869 13870

Pre-revised Pension + DP (if any) 9723 9724 9725 9726 9727 9728 9729 9730 9731 9732 9733 9734 9735 9736 9737 9738 9739 9740 9741 9742 9743 9744 9745 9746 9747 9748 9749 9750 9751 9752 9753 9754 9755 9756 9757

Revised Pension 13871 13873 13874 13876 13877 13879 13880 13881 13883 13884 13886 13887 13889 13890 13891 13893 13894 13896 13897 13899 13900 13901 13903 13904 13906 13907 13909 13910 13911 13913 13914 13916 13917 13919 13920

161

Pre-revised Pension + DP (if any) 9758 9759 9760 9761 9762 9763 9764 9765 9766 9767 9768 9769 9770 9771 9772 9773 9774 9775 9776 9777 9778 9779 9780 9781 9782 9783 9784 9785 9786 9787 9788 9789 9790 9791 9792

Revised Pension 13921 13923 13924 13926 13927 13929 13930 13931 13933 13934 13936 13937 13939 13940 13941 13943 13944 13946 13947 13949 13950 13951 13953 13954 13956 13957 13959 13960 13961 13963 13964 13966 13967 13968 13970

Pre-revised Pension + DP (if any) 9793 9794 9795 9796 9797 9798 9799 9800 9801 9802 9803 9804 9805 9806 9807 9808 9809 9810 9811 9812 9813 9814 9815 9816 9817 9818 9819 9820 9821 9822 9823 9824 9825 9826 9827

Revised Pension 13971 13973 13974 13976 13977 13978 13980 13981 13983 13984 13986 13987 13988 13990 13991 13993 13994 13996 13997 13998 14000 14001 14003 14004 14006 14007 14008 14010 14011 14013 14014 14016 14017 14018 14020

Pre-revised Pension + DP (if any) 9828 9829 9830 9831 9832 9833 9834 9835 9836 9837 9838 9839 9840 9841 9842 9843 9844 9845 9846 9847 9848 9849 9850 9851 9852 9853 9854 9855 9856 9857 9858 9859 9860 9861 9862

Revised Pension 14021 14023 14024 14026 14027 14028 14030 14031 14033 14034 14036 14037 14038 14040 14041 14043 14044 14046 14047 14048 14050 14051 14053 14054 14056 14057 14058 14060 14061 14063 14064 14066 14067 14068 14070

162

Pre-revised Pension + DP (if any) 9863 9864 9865 9866 9867 9868 9869 9870 9871 9872 9873 9874 9875 9876 9877 9878 9879 9880 9881 9882 9883 9884 9885 9886 9887 9888 9889 9890 9891 9892 9893 9894 9895 9896 9897

Revised Pension 14071 14073 14074 14075 14077 14078 14080 14081 14083 14084 14085 14087 14088 14090 14091 14093 14094 14095 14097 14098 14100 14101 14103 14104 14105 14107 14108 14110 14111 14113 14114 14115 14117 14118 14120

Pre-revised Pension + DP (if any) 9898 9899 9900 9901 9902 9903 9904 9905 9906 9907 9908 9909 9910 9911 9912 9913 9914 9915 9916 9917 9918 9919 9920 9921 9922 9923 9924 9925 9926 9927 9928 9929 9930 9931 9932

Revised Pension 14121 14123 14124 14125 14127 14128 14130 14131 14133 14134 14135 14137 14138 14140 14141 14143 14144 14145 14147 14148 14150 14151 14153 14154 14155 14157 14158 14160 14161 14163 14164 14165 14167 14168 14170

Pre-revised Pension + DP (if any) 9933 9934 9935 9936 9937 9938 9939 9940 9941 9942 9943 9944 9945 9946 9947 9948 9949 9950 9951 9952 9953 9954 9955 9956 9957 9958 9959 9960 9961 9962 9963 9964 9965 9966 9967

Revised Pension 14171 14173 14174 14175 14177 14178 14180 14181 14182 14184 14185 14187 14188 14190 14191 14192 14194 14195 14197 14198 14200 14201 14202 14204 14205 14207 14208 14210 14211 14212 14214 14215 14217 14218 14220

163

Pre-revised Pension + DP (if any) 9968 9969 9970 9971 9972 9973 9974 9975 9976 9977 9978 9979 9980 9981 9982 9983 9984 9985 9986 9987 9988 9989 9990 9991 9992 9993 9994 9995 9996 9997 9998 9999 10000 10001 10002

Revised Pension 14221 14222 14224 14225 14227 14228 14230 14231 14232 14234 14235 14237 14238 14240 14241 14242 14244 14245 14247 14248 14250 14251 14252 14254 14255 14257 14258 14260 14261 14262 14264 14265 14267 14268 14270

Pre-revised Pension + DP (if any) 10003 10004 10005 10006 10007 10008 10009 10010 10011 10012 10013 10014 10015 10016 10017 10018 10019 10020 10021 10022 10023 10024 10025 10026 10027 10028 10029 10030 10031 10032 10033 10034 10035 10036 10037

Revised Pension 14271 14272 14274 14275 14277 14278 14280 14281 14282 14284 14285 14287 14288 14289 14291 14292 14294 14295 14297 14298 14299 14301 14302 14304 14305 14307 14308 14309 14311 14312 14314 14315 14317 14318 14319

Pre-revised Pension + DP (if any) 10038 10039 10040 10041 10042 10043 10044 10045 10046 10047 10048 10049 10050 10051 10052 10053 10054 10055 10056 10057 10058 10059 10060 10061 10062 10063 10064 10065 10066 10067 10068 10069 10070 10071 10072

Revised Pension 14321 14322 14324 14325 14327 14328 14329 14331 14332 14334 14335 14337 14338 14339 14341 14342 14344 14345 14347 14348 14349 14351 14352 14354 14355 14357 14358 14359 14361 14362 14364 14365 14367 14368 14369

164

Pre-revised Pension + DP (if any) 10073 10074 10075 10076 10077 10078 10079 10080 10081 10082 10083 10084 10085 10086 10087 10088 10089 10090 10091 10092 10093 10094 10095 10096 10097 10098 10099 10100 10101 10102 10103 10104 10105 10106 10107

Revised Pension 14371 14372 14374 14375 14377 14378 14379 14381 14382 14384 14385 14387 14388 14389 14391 14392 14394 14395 14396 14398 14399 14401 14402 14404 14405 14406 14408 14409 14411 14412 14414 14415 14416 14418 14419

Pre-revised Pension + DP (if any) 10108 10109 10110 10111 10112 10113 10114 10115 10116 10117 10118 10119 10120 10121 10122 10123 10124 10125 10126 10127 10128 10129 10130 10131 10132 10133 10134 10135 10136 10137 10138 10139 10140 10141 10142

Revised Pension 14421 14422 14424 14425 14426 14428 14429 14431 14432 14434 14435 14436 14438 14439 14441 14442 14444 14445 14446 14448 14449 14451 14452 14454 14455 14456 14458 14459 14461 14462 14464 14465 14466 14468 14469

Pre-revised Pension + DP (if any) 10143 10144 10145 10146 10147 10148 10149 10150 10151 10152 10153 10154 10155 10156 10157 10158 10159 10160 10161 10162 10163 10164 10165 10166 10167 10168 10169 10170 10171 10172 10173 10174 10175 10176 10177

Revised Pension 14471 14472 14474 14475 14476 14478 14479 14481 14482 14484 14485 14486 14488 14489 14491 14492 14494 14495 14496 14498 14499 14501 14502 14503 14505 14506 14508 14509 14511 14512 14513 14515 14516 14518 14519

165

Pre-revised Pension + DP (if any) 10178 10179 10180 10181 10182 10183 10184 10185 10186 10187 10188 10189 10190 10191 10192 10193 10194 10195 10196 10197 10198 10199 10200 10201 10202 10203 10204 10205 10206 10207 10208 10209 10210 10211 10212

Revised Pension 14521 14522 14523 14525 14526 14528 14529 14531 14532 14533 14535 14536 14538 14539 14541 14542 14543 14545 14546 14548 14549 14551 14552 14553 14555 14556 14558 14559 14561 14562 14563 14565 14566 14568 14569

Pre-revised Pension + DP (if any) 10213 10214 10215 10216 10217 10218 10219 10220 10221 10222 10223 10224 10225 10226 10227 10228 10229 10230 10231 10232 10233 10234 10235 10236 10237 10238 10239 10240 10241 10242 10243 10244 10245 10246 10247

Revised Pension 14571 14572 14573 14575 14576 14578 14579 14581 14582 14583 14585 14586 14588 14589 14591 14592 14593 14595 14596 14598 14599 14601 14602 14603 14605 14606 14608 14609 14610 14612 14613 14615 14616 14618 14619

Pre-revised Pension + DP (if any) 10248 10249 10250 10251 10252 10253 10254 10255 10256 10257 10258 10259 10260 10261 10262 10263 10264 10265 10266 10267 10268 10269 10270 10271 10272 10273 10274 10275 10276 10277 10278 10279 10280 10281 10282

Revised Pension 14620 14622 14623 14625 14626 14628 14629 14630 14632 14633 14635 14636 14638 14639 14640 14642 14643 14645 14646 14648 14649 14650 14652 14653 14655 14656 14658 14659 14660 14662 14663 14665 14666 14668 14669

166

Pre-revised Pension + DP (if any) 10283 10284 10285 10286 10287 10288 10289 10290 10291 10292 10293 10294 10295 10296 10297 10298 10299 10300 10301 10302 10303 10304 10305 10306 10307 10308 10309 10310 10311 10312 10313 10314 10315 10316 10317

Revised Pension 14670 14672 14673 14675 14676 14678 14679 14680 14682 14683 14685 14686 14688 14689 14690 14692 14693 14695 14696 14698 14699 14700 14702 14703 14705 14706 14708 14709 14710 14712 14713 14715 14716 14717 14719

Pre-revised Pension + DP (if any) 10318 10319 10320 10321 10322 10323 10324 10325 10326 10327 10328 10329 10330 10331 10332 10333 10334 10335 10336 10337 10338 10339 10340 10341 10342 10343 10344 10345 10346 10347 10348 10349 10350 10351 10352

Revised Pension 14720 14722 14723 14725 14726 14727 14729 14730 14732 14733 14735 14736 14737 14739 14740 14742 14743 14745 14746 14747 14749 14750 14752 14753 14755 14756 14757 14759 14760 14762 14763 14765 14766 14767 14769

Pre-revised Pension + DP (if any) 10353 10354 10355 10356 10357 10358 10359 10360 10361 10362 10363 10364 10365 10366 10367 10368 10369 10370 10371 10372 10373 10374 10375 10376 10377 10378 10379 10380 10381 10382 10383 10384 10385 10386 10387

Revised Pension 14770 14772 14773 14775 14776 14777 14779 14780 14782 14783 14785 14786 14787 14789 14790 14792 14793 14795 14796 14797 14799 14800 14802 14803 14805 14806 14807 14809 14810 14812 14813 14815 14816 14817 14819

167

Pre-revised Pension + DP (if any) 10388 10389 10390 10391 10392 10393 10394 10395 10396 10397 10398 10399 10400 10401 10402 10403 10404 10405 10406 10407 10408 10409 10410 10411 10412 10413 10414 10415 10416 10417 10418 10419 10420 10421 10422

Revised Pension 14820 14822 14823 14824 14826 14827 14829 14830 14832 14833 14834 14836 14837 14839 14840 14842 14843 14844 14846 14847 14849 14850 14852 14853 14854 14856 14857 14859 14860 14862 14863 14864 14866 14867 14869

Pre-revised Pension + DP (if any) 10423 10424 10425 10426 10427 10428 10429 10430 10431 10432 10433 10434 10435 10436 10437 10438 10439 10440 10441 10442 10443 10444 10445 10446 10447 10448 10449 10450 10451 10452 10453 10454 10455 10456 10457

Revised Pension 14870 14872 14873 14874 14876 14877 14879 14880 14882 14883 14884 14886 14887 14889 14890 14892 14893 14894 14896 14897 14899 14900 14902 14903 14904 14906 14907 14909 14910 14912 14913 14914 14916 14917 14919

Pre-revised Pension + DP (if any) 10458 10459 10460 10461 10462 10463 10464 10465 10466 10467 10468 10469 10470 10471 10472 10473 10474 10475 10476 10477 10478 10479 10480 10481 10482 10483 10484 10485 10486 10487 10488 10489 10490 10491 10492

Revised Pension 14920 14922 14923 14924 14926 14927 14929 14930 14931 14933 14934 14936 14937 14939 14940 14941 14943 14944 14946 14947 14949 14950 14951 14953 14954 14956 14957 14959 14960 14961 14963 14964 14966 14967 14969

168

Pre-revised Pension + DP (if any) 10493 10494 10495 10496 10497 10498 10499 10500 10501 10502 10503 10504 10505 10506 10507 10508 10509 10510 10511 10512 10513 10514 10515 10516 10517 10518 10519 10520 10521 10522 10523 10524 10525 10526 10527

Revised Pension 14970 14971 14973 14974 14976 14977 14979 14980 14981 14983 14984 14986 14987 14989 14990 14991 14993 14994 14996 14997 14999 15000 15001 15003 15004 15006 15007 15009 15010 15011 15013 15014 15016 15017 15019

Pre-revised Pension + DP (if any) 10528 10529 10530 10531 10532 10533 10534 10535 10536 10537 10538 10539 10540 10541 10542 10543 10544 10545 10546 10547 10548 10549 10550 10551 10552 10553 10554 10555 10556 10557 10558 10559 10560 10561 10562

Revised Pension 15020 15021 15023 15024 15026 15027 15029 15030 15031 15033 15034 15036 15037 15038 15040 15041 15043 15044 15046 15047 15048 15050 15051 15053 15054 15056 15057 15058 15060 15061 15063 15064 15066 15067 15068

Pre-revised Pension + DP (if any) 10563 10564 10565 10566 10567 10568 10569 10570 10571 10572 10573 10574 10575 10576 10577 10578 10579 10580 10581 10582 10583 10584 10585 10586 10587 10588 10589 10590 10591 10592 10593 10594 10595 10596 10597

Revised Pension 15070 15071 15073 15074 15076 15077 15078 15080 15081 15083 15084 15086 15087 15088 15090 15091 15093 15094 15096 15097 15098 15100 15101 15103 15104 15106 15107 15108 15110 15111 15113 15114 15116 15117 15118

169

Pre-revised Pension + DP (if any) 10598 10599 10600 10601 10602 10603 10604 10605 10606 10607 10608 10609 10610 10611 10612 10613 10614 10615 10616 10617 10618 10619 10620 10621 10622 10623 10624 10625 10626 10627 10628 10629 10630 10631 10632

Revised Pension 15120 15121 15123 15124 15126 15127 15128 15130 15131 15133 15134 15136 15137 15138 15140 15141 15143 15144 15145 15147 15148 15150 15151 15153 15154 15155 15157 15158 15160 15161 15163 15164 15165 15167 15168

Pre-revised Pension + DP (if any) 10633 10634 10635 10636 10637 10638 10639 10640 10641 10642 10643 10644 10645 10646 10647 10648 10649 10650 10651 10652 10653 10654 10655 10656 10657 10658 10659 10660 10661 10662 10663 10664 10665 10666 10667

Revised Pension 15170 15171 15173 15174 15175 15177 15178 15180 15181 15183 15184 15185 15187 15188 15190 15191 15193 15194 15195 15197 15198 15200 15201 15203 15204 15205 15207 15208 15210 15211 15213 15214 15215 15217 15218

Pre-revised Pension + DP (if any) 10668 10669 10670 10671 10672 10673 10674 10675 10676 10677 10678 10679 10680 10681 10682 10683 10684 10685 10686 10687 10688 10689 10690 10691 10692 10693 10694 10695 10696 10697 10698 10699 10700 10701 10702

Revised Pension 15220 15221 15223 15224 15225 15227 15228 15230 15231 15233 15234 15235 15237 15238 15240 15241 15243 15244 15245 15247 15248 15250 15251 15252 15254 15255 15257 15258 15260 15261 15262 15264 15265 15267 15268

170

Pre-revised Pension + DP (if any) 10703 10704 10705 10706 10707 10708 10709 10710 10711 10712 10713 10714 10715 10716 10717 10718 10719 10720 10721 10722 10723 10724 10725 10726 10727 10728 10729 10730 10731 10732 10733 10734 10735 10736 10737

Revised Pension 15270 15271 15272 15274 15275 15277 15278 15280 15281 15282 15284 15285 15287 15288 15290 15291 15292 15294 15295 15297 15298 15300 15301 15302 15304 15305 15307 15308 15310 15311 15312 15314 15315 15317 15318

Pre-revised Pension + DP (if any) 10738 10739 10740 10741 10742 10743 10744 10745 10746 10747 10748 10749 10750 10751 10752 10753 10754 10755 10756 10757 10758 10759 10760 10761 10762 10763 10764 10765 10766 10767 10768 10769 10770 10771 10772

Revised Pension 15320 15321 15322 15324 15325 15327 15328 15330 15331 15332 15334 15335 15337 15338 15340 15341 15342 15344 15345 15347 15348 15350 15351 15352 15354 15355 15357 15358 15359 15361 15362 15364 15365 15367 15368

Pre-revised Pension + DP (if any) 10773 10774 10775 10776 10777 10778 10779 10780 10781 10782 10783 10784 10785 10786 10787 10788 10789 10790 10791 10792 10793 10794 10795 10796 10797 10798 10799 10800 10801 10802 10803 10804 10805 10806 10807

Revised Pension 15369 15371 15372 15374 15375 15377 15378 15379 15381 15382 15384 15385 15387 15388 15389 15391 15392 15394 15395 15397 15398 15399 15401 15402 15404 15405 15407 15408 15409 15411 15412 15414 15415 15417 15418

171

Pre-revised Pension + DP (if any) 10808 10809 10810 10811 10812 10813 10814 10815 10816 10817 10818 10819 10820 10821 10822 10823 10824 10825 10826 10827 10828 10829 10830 10831 10832 10833 10834 10835 10836 10837 10838 10839 10840 10841 10842

Revised Pension 15419 15421 15422 15424 15425 15427 15428 15429 15431 15432 15434 15435 15437 15438 15439 15441 15442 15444 15445 15447 15448 15449 15451 15452 15454 15455 15457 15458 15459 15461 15462 15464 15465 15466 15468

Pre-revised Pension + DP (if any) 10843 10844 10845 10846 10847 10848 10849 10850 10851 10852 10853 10854 10855 10856 10857 10858 10859 10860 10861 10862 10863 10864 10865 10866 10867 10868 10869 10870 10871 10872 10873 10874 10875 10876 10877

Revised Pension 15469 15471 15472 15474 15475 15476 15478 15479 15481 15482 15484 15485 15486 15488 15489 15491 15492 15494 15495 15496 15498 15499 15501 15502 15504 15505 15506 15508 15509 15511 15512 15514 15515 15516 15518

Pre-revised Pension + DP (if any) 10878 10879 10880 10881 10882 10883 10884 10885 10886 10887 10888 10889 10890 10891 10892 10893 10894 10895 10896 10897 10898 10899 10900 10901 10902 10903 10904 10905 10906 10907 10908 10909 10910 10911 10912

Revised Pension 15519 15521 15522 15524 15525 15526 15528 15529 15531 15532 15534 15535 15536 15538 15539 15541 15542 15544 15545 15546 15548 15549 15551 15552 15554 15555 15556 15558 15559 15561 15562 15564 15565 15566 15568

172

Pre-revised Pension + DP (if any) 10913 10914 10915 10916 10917 10918 10919 10920 10921 10922 10923 10924 10925 10926 10927 10928 10929 10930 10931 10932 10933 10934 10935 10936 10937 10938 10939 10940 10941 10942 10943 10944 10945 10946 10947

Revised Pension 15569 15571 15572 15573 15575 15576 15578 15579 15581 15582 15583 15585 15586 15588 15589 15591 15592 15593 15595 15596 15598 15599 15601 15602 15603 15605 15606 15608 15609 15611 15612 15613 15615 15616 15618

Pre-revised Pension + DP (if any) 10948 10949 10950 10951 10952 10953 10954 10955 10956 10957 10958 10959 10960 10961 10962 10963 10964 10965 10966 10967 10968 10969 10970 10971 10972 10973 10974 10975 10976 10977 10978 10979 10980 10981 10982

Revised Pension 15619 15621 15622 15623 15625 15626 15628 15629 15631 15632 15633 15635 15636 15638 15639 15641 15642 15643 15645 15646 15648 15649 15651 15652 15653 15655 15656 15658 15659 15661 15662 15663 15665 15666 15668

Pre-revised Pension + DP (if any) 10983 10984 10985 10986 10987 10988 10989 10990 10991 10992 10993 10994 10995 10996 10997 10998 10999 11000 11001 11002 11003 11004 11005 11006 11007 11008 11009 11010 11011 11012 11013 11014 11015 11016 11017

Revised Pension 15669 15671 15672 15673 15675 15676 15678 15679 15680 15682 15683 15685 15686 15688 15689 15690 15692 15693 15695 15696 15698 15699 15700 15702 15703 15705 15706 15708 15709 15710 15712 15713 15715 15716 15718

173

Pre-revised Pension + DP (if any) 11018 11019 11020 11021 11022 11023 11024 11025 11026 11027 11028 11029 11030 11031 11032 11033 11034 11035 11036 11037 11038 11039 11040 11041 11042 11043 11044 11045 11046 11047 11048 11049 11050 11051 11052

Revised Pension 15719 15720 15722 15723 15725 15726 15728 15729 15730 15732 15733 15735 15736 15738 15739 15740 15742 15743 15745 15746 15748 15749 15750 15752 15753 15755 15756 15758 15759 15760 15762 15763 15765 15766 15768

Pre-revised Pension + DP (if any) 11053 11054 11055 11056 11057 11058 11059 11060 11061 11062 11063 11064 11065 11066 11067 11068 11069 11070 11071 11072 11073 11074 11075 11076 11077 11078 11079 11080 11081 11082 11083 11084 11085 11086 11087

Revised Pension 15769 15770 15772 15773 15775 15776 15778 15779 15780 15782 15783 15785 15786 15787 15789 15790 15792 15793 15795 15796 15797 15799 15800 15802 15803 15805 15806 15807 15809 15810 15812 15813 15815 15816 15817

Pre-revised Pension + DP (if any) 11088 11089 11090 11091 11092 11093 11094 11095 11096 11097 11098 11099 11100 11101 11102 11103 11104 11105 11106 11107 11108 11109 11110 11111 11112 11113 11114 11115 11116 11117 11118 11119 11120 11121 11122

Revised Pension 15819 15820 15822 15823 15825 15826 15827 15829 15830 15832 15833 15835 15836 15837 15839 15840 15842 15843 15845 15846 15847 15849 15850 15852 15853 15855 15856 15857 15859 15860 15862 15863 15865 15866 15867

174

Pre-revised Pension + DP (if any) 11123 11124 11125 11126 11127 11128 11129 11130 11131 11132 11133 11134 11135 11136 11137 11138 11139 11140 11141 11142 11143 11144 11145 11146 11147 11148 11149 11150 11151 11152 11153 11154 11155 11156 11157

Revised Pension 15869 15870 15872 15873 15875 15876 15877 15879 15880 15882 15883 15885 15886 15887 15889 15890 15892 15893 15894 15896 15897 15899 15900 15902 15903 15904 15906 15907 15909 15910 15912 15913 15914 15916 15917

Pre-revised Pension + DP (if any) 11158 11159 11160 11161 11162 11163 11164 11165 11166 11167 11168 11169 11170 11171 11172 11173 11174 11175 11176 11177 11178 11179 11180 11181 11182 11183 11184 11185 11186 11187 11188 11189 11190 11191 11192

Revised Pension 15919 15920 15922 15923 15924 15926 15927 15929 15930 15932 15933 15934 15936 15937 15939 15940 15942 15943 15944 15946 15947 15949 15950 15952 15953 15954 15956 15957 15959 15960 15962 15963 15964 15966 15967

Pre-revised Pension + DP (if any) 11193 11194 11195 11196 11197 11198 11199 11200 11201 11202 11203 11204 11205 11206 11207 11208 11209 11210 11211 11212 11213 11214 11215 11216 11217 11218 11219 11220 11221 11222 11223 11224 11225 11226 11227

Revised Pension 15969 15970 15972 15973 15974 15976 15977 15979 15980 15982 15983 15984 15986 15987 15989 15990 15992 15993 15994 15996 15997 15999 16000 16001 16003 16004 16006 16007 16009 16010 16011 16013 16014 16016 16017

175

Pre-revised Pension + DP (if any) 11228 11229 11230 11231 11232 11233 11234 11235 11236 11237 11238 11239 11240 11241 11242 11243 11244 11245 11246 11247 11248 11249 11250 11251 11252 11253 11254 11255 11256 11257 11258 11259 11260 11261 11262

Revised Pension 16019 16020 16021 16023 16024 16026 16027 16029 16030 16031 16033 16034 16036 16037 16039 16040 16041 16043 16044 16046 16047 16049 16050 16051 16053 16054 16056 16057 16059 16060 16061 16063 16064 16066 16067

Pre-revised Pension + DP (if any) 11263 11264 11265 11266 11267 11268 11269 11270 11271 11272 11273 11274 11275 11276 11277 11278 11279 11280 11281 11282 11283 11284 11285 11286 11287 11288 11289 11290 11291 11292 11293 11294 11295 11296 11297

Revised Pension 16069 16070 16071 16073 16074 16076 16077 16079 16080 16081 16083 16084 16086 16087 16089 16090 16091 16093 16094 16096 16097 16099 16100 16101 16103 16104 16106 16107 16108 16110 16111 16113 16114 16116 16117

Pre-revised Pension + DP (if any) 11298 11299 11300 11301 11302 11303 11304 11305 11306 11307 11308 11309 11310 11311 11312 11313 11314 11315 11316 11317 11318 11319 11320 11321 11322 11323 11324 11325 11326 11327 11328 11329 11330 11331 11332

Revised Pension 16118 16120 16121 16123 16124 16126 16127 16128 16130 16131 16133 16134 16136 16137 16138 16140 16141 16143 16144 16146 16147 16148 16150 16151 16153 16154 16156 16157 16158 16160 16161 16163 16164 16166 16167

176

Pre-revised Pension + DP (if any) 11333 11334 11335 11336 11337 11338 11339 11340 11341 11342 11343 11344 11345 11346 11347 11348 11349 11350 11351 11352 11353 11354 11355 11356 11357 11358 11359 11360 11361 11362 11363 11364 11365 11366 11367

Revised Pension 16168 16170 16171 16173 16174 16176 16177 16178 16180 16181 16183 16184 16186 16187 16188 16190 16191 16193 16194 16196 16197 16198 16200 16201 16203 16204 16206 16207 16208 16210 16211 16213 16214 16215 16217

Pre-revised Pension + DP (if any) 11368 11369 11370 11371 11372 11373 11374 11375 11376 11377 11378 11379 11380 11381 11382 11383 11384 11385 11386 11387 11388 11389 11390 11391 11392 11393 11394 11395 11396 11397 11398 11399 11400 11401 11402

Revised Pension 16218 16220 16221 16223 16224 16225 16227 16228 16230 16231 16233 16234 16235 16237 16238 16240 16241 16243 16244 16245 16247 16248 16250 16251 16253 16254 16255 16257 16258 16260 16261 16263 16264 16265 16267

Pre-revised Pension + DP (if any) 11403 11404 11405 11406 11407 11408 11409 11410 11411 11412 11413 11414 11415 11416 11417 11418 11419 11420 11421 11422 11423 11424 11425 11426 11427 11428 11429 11430 11431 11432 11433 11434 11435 11436 11437

Revised Pension 16268 16270 16271 16273 16274 16275 16277 16278 16280 16281 16283 16284 16285 16287 16288 16290 16291 16293 16294 16295 16297 16298 16300 16301 16303 16304 16305 16307 16308 16310 16311 16313 16314 16315 16317

177

Pre-revised Pension + DP (if any) 11438 11439 11440 11441 11442 11443 11444 11445 11446 11447 11448 11449 11450 11451 11452 11453 11454 11455 11456 11457 11458 11459 11460 11461 11462 11463 11464 11465 11466 11467 11468 11469 11470 11471 11472

Revised Pension 16318 16320 16321 16322 16324 16325 16327 16328 16330 16331 16332 16334 16335 16337 16338 16340 16341 16342 16344 16345 16347 16348 16350 16351 16352 16354 16355 16357 16358 16360 16361 16362 16364 16365 16367

Pre-revised Pension + DP (if any) 11473 11474 11475 11476 11477 11478 11479 11480 11481 11482 11483 11484 11485 11486 11487 11488 11489 11490 11491 11492 11493 11494 11495 11496 11497 11498 11499 11500 11501 11502 11503 11504 11505 11506 11507

Revised Pension 16368 16370 16371 16372 16374 16375 16377 16378 16380 16381 16382 16384 16385 16387 16388 16390 16391 16392 16394 16395 16397 16398 16400 16401 16402 16404 16405 16407 16408 16410 16411 16412 16414 16415 16417

Pre-revised Pension + DP (if any) 11508 11509 11510 11511 11512 11513 11514 11515 11516 11517 11518 11519 11520 11521 11522 11523 11524 11525 11526 11527 11528 11529 11530 11531 11532 11533 11534 11535 11536 11537 11538 11539 11540 11541 11542

Revised Pension 16418 16420 16421 16422 16424 16425 16427 16428 16429 16431 16432 16434 16435 16437 16438 16439 16441 16442 16444 16445 16447 16448 16449 16451 16452 16454 16455 16457 16458 16459 16461 16462 16464 16465 16467

178

Pre-revised Pension + DP (if any) 11543 11544 11545 11546 11547 11548 11549 11550 11551 11552 11553 11554 11555 11556 11557 11558 11559 11560 11561 11562 11563 11564 11565 11566 11567 11568 11569 11570 11571 11572 11573 11574 11575 11576 11577

Revised Pension 16468 16469 16471 16472 16474 16475 16477 16478 16479 16481 16482 16484 16485 16487 16488 16489 16491 16492 16494 16495 16497 16498 16499 16501 16502 16504 16505 16507 16508 16509 16511 16512 16514 16515 16517

Pre-revised Pension + DP (if any) 11578 11579 11580 11581 11582 11583 11584 11585 11586 11587 11588 11589 11590 11591 11592 11593 11594 11595 11596 11597 11598 11599 11600 11601 11602 11603 11604 11605 11606 11607 11608 11609 11610 11611 11612

Revised Pension 16518 16519 16521 16522 16524 16525 16527 16528 16529 16531 16532 16534 16535 16536 16538 16539 16541 16542 16544 16545 16546 16548 16549 16551 16552 16554 16555 16556 16558 16559 16561 16562 16564 16565 16566

Pre-revised Pension + DP (if any) 11613 11614 11615 11616 11617 11618 11619 11620 11621 11622 11623 11624 11625 11626 11627 11628 11629 11630 11631 11632 11633 11634 11635 11636 11637 11638 11639 11640 11641 11642 11643 11644 11645 11646 11647

Revised Pension 16568 16569 16571 16572 16574 16575 16576 16578 16579 16581 16582 16584 16585 16586 16588 16589 16591 16592 16594 16595 16596 16598 16599 16601 16602 16604 16605 16606 16608 16609 16611 16612 16614 16615 16616

179

Pre-revised Pension + DP (if any) 11648 11649 11650 11651 11652 11653 11654 11655 11656 11657 11658 11659 11660 11661 11662 11663 11664 11665 11666 11667 11668 11669 11670 11671 11672 11673 11674 11675 11676 11677 11678 11679 11680 11681 11682

Revised Pension 16618 16619 16621 16622 16624 16625 16626 16628 16629 16631 16632 16634 16635 16636 16638 16639 16641 16642 16643 16645 16646 16648 16649 16651 16652 16653 16655 16656 16658 16659 16661 16662 16663 16665 16666

Pre-revised Pension + DP (if any) 11683 11684 11685 11686 11687 11688 11689 11690 11691 11692 11693 11694 11695 11696 11697 11698 11699 11700 11701 11702 11703 11704 11705 11706 11707 11708 11709 11710 11711 11712 11713 11714 11715 11716 11717

Revised Pension 16668 16669 16671 16672 16673 16675 16676 16678 16679 16681 16682 16683 16685 16686 16688 16689 16691 16692 16693 16695 16696 16698 16699 16701 16702 16703 16705 16706 16708 16709 16711 16712 16713 16715 16716

Pre-revised Pension + DP (if any) 11718 11719 11720 11721 11722 11723 11724 11725 11726 11727 11728 11729 11730 11731 11732 11733 11734 11735 11736 11737 11738 11739 11740 11741 11742 11743 11744 11745 11746 11747 11748 11749 11750 11751 11752

Revised Pension 16718 16719 16721 16722 16723 16725 16726 16728 16729 16731 16732 16733 16735 16736 16738 16739 16741 16742 16743 16745 16746 16748 16749 16750 16752 16753 16755 16756 16758 16759 16760 16762 16763 16765 16766

180

Pre-revised Pension + DP (if any) 11753 11754 11755 11756 11757 11758 11759 11760 11761 11762 11763 11764 11765 11766 11767 11768 11769 11770 11771 11772 11773 11774 11775 11776 11777 11778 11779 11780 11781 11782 11783 11784 11785 11786 11787

Revised Pension 16768 16769 16770 16772 16773 16775 16776 16778 16779 16780 16782 16783 16785 16786 16788 16789 16790 16792 16793 16795 16796 16798 16799 16800 16802 16803 16805 16806 16808 16809 16810 16812 16813 16815 16816

Pre-revised Pension + DP (if any) 11788 11789 11790 11791 11792 11793 11794 11795 11796 11797 11798 11799 11800 11801 11802 11803 11804 11805 11806 11807 11808 11809 11810 11811 11812 11813 11814 11815 11816 11817 11818 11819 11820 11821 11822

Revised Pension 16818 16819 16820 16822 16823 16825 16826 16828 16829 16830 16832 16833 16835 16836 16838 16839 16840 16842 16843 16845 16846 16848 16849 16850 16852 16853 16855 16856 16857 16859 16860 16862 16863 16865 16866

Pre-revised Pension + DP (if any) 11823 11824 11825 11826 11827 11828 11829 11830 11831 11832 11833 11834 11835 11836 11837 11838 11839 11840 11841 11842 11843 11844 11845 11846 11847 11848 11849 11850 11851 11852 11853 11854 11855 11856 11857

Revised Pension 16867 16869 16870 16872 16873 16875 16876 16877 16879 16880 16882 16883 16885 16886 16887 16889 16890 16892 16893 16895 16896 16897 16899 16900 16902 16903 16905 16906 16907 16909 16910 16912 16913 16915 16916

181

Pre-revised Pension + DP (if any) 11858 11859 11860 11861 11862 11863 11864 11865 11866 11867 11868 11869 11870 11871 11872 11873 11874 11875 11876 11877 11878 11879 11880 11881 11882 11883 11884 11885 11886 11887 11888 11889 11890 11891 11892

Revised Pension 16917 16919 16920 16922 16923 16925 16926 16927 16929 16930 16932 16933 16935 16936 16937 16939 16940 16942 16943 16945 16946 16947 16949 16950 16952 16953 16955 16956 16957 16959 16960 16962 16963 16964 16966

Pre-revised Pension + DP (if any) 11893 11894 11895 11896 11897 11898 11899 11900 11901 11902 11903 11904 11905 11906 11907 11908 11909 11910 11911 11912 11913 11914 11915 11916 11917 11918 11919 11920 11921 11922 11923 11924 11925 11926 11927

Revised Pension 16967 16969 16970 16972 16973 16974 16976 16977 16979 16980 16982 16983 16984 16986 16987 16989 16990 16992 16993 16994 16996 16997 16999 17000 17002 17003 17004 17006 17007 17009 17010 17012 17013 17014 17016

Pre-revised Pension + DP (if any) 11928 11929 11930 11931 11932 11933 11934 11935 11936 11937 11938 11939 11940 11941 11942 11943 11944 11945 11946 11947 11948 11949 11950 11951 11952 11953 11954 11955 11956 11957 11958 11959 11960 11961 11962

Revised Pension 17017 17019 17020 17022 17023 17024 17026 17027 17029 17030 17032 17033 17034 17036 17037 17039 17040 17042 17043 17044 17046 17047 17049 17050 17052 17053 17054 17056 17057 17059 17060 17062 17063 17064 17066

182

Pre-revised Pension + DP (if any) 11963 11964 11965 11966 11967 11968 11969 11970 11971 11972 11973 11974 11975 11976 11977 11978 11979 11980 11981 11982 11983 11984 11985 11986 11987 11988 11989 11990 11991 11992 11993 11994 11995 11996 11997

Revised Pension 17067 17069 17070 17071 17073 17074 17076 17077 17079 17080 17081 17083 17084 17086 17087 17089 17090 17091 17093 17094 17096 17097 17099 17100 17101 17103 17104 17106 17107 17109 17110 17111 17113 17114 17116

Pre-revised Pension + DP (if any) 11998 11999 12000 12001 12002 12003 12004 12005 12006 12007 12008 12009 12010 12011 12012 12013 12014 12015 12016 12017 12018 12019 12020 12021 12022 12023 12024 12025 12026 12027 12028 12029 12030 12031 12032

Revised Pension 17117 17119 17120 17121 17123 17124 17126 17127 17129 17130 17131 17133 17134 17136 17137 17139 17140 17141 17143 17144 17146 17147 17149 17150 17151 17153 17154 17156 17157 17159 17160 17161 17163 17164 17166

Pre-revised Pension + DP (if any) 12033 12034 12035 12036 12037 12038 12039 12040 12041 12042 12043 12044 12045 12046 12047 12048 12049 12050 12051 12052 12053 12054 12055 12056 12057 12058 12059 12060 12061 12062 12063 12064 12065 12066 12067

Revised Pension 17167 17169 17170 17171 17173 17174 17176 17177 17178 17180 17181 17183 17184 17186 17187 17188 17190 17191 17193 17194 17196 17197 17198 17200 17201 17203 17204 17206 17207 17208 17210 17211 17213 17214 17216

183

Pre-revised Pension + DP (if any) 12068 12069 12070 12071 12072 12073 12074 12075 12076 12077 12078 12079 12080 12081 12082 12083 12084 12085 12086 12087 12088 12089 12090 12091 12092 12093 12094 12095 12096 12097 12098 12099 12100 12101 12102

Revised Pension 17217 17218 17220 17221 17223 17224 17226 17227 17228 17230 17231 17233 17234 17236 17237 17238 17240 17241 17243 17244 17246 17247 17248 17250 17251 17253 17254 17256 17257 17258 17260 17261 17263 17264 17266

Pre-revised Pension + DP (if any) 12103 12104 12105 12106 12107 12108 12109 12110 12111 12112 12113 12114 12115 12116 12117 12118 12119 12120 12121 12122 12123 12124 12125 12126 12127 12128 12129 12130 12131 12132 12133 12134 12135 12136 12137

Revised Pension 17267 17268 17270 17271 17273 17274 17276 17277 17278 17280 17281 17283 17284 17285 17287 17288 17290 17291 17293 17294 17295 17297 17298 17300 17301 17303 17304 17305 17307 17308 17310 17311 17313 17314 17315

Pre-revised Pension + DP (if any) 12138 12139 12140 12141 12142 12143 12144 12145 12146 12147 12148 12149 12150 12151 12152 12153 12154 12155 12156 12157 12158 12159 12160 12161 12162 12163 12164 12165 12166 12167 12168 12169 12170 12171 12172

Revised Pension 17317 17318 17320 17321 17323 17324 17325 17327 17328 17330 17331 17333 17334 17335 17337 17338 17340 17341 17343 17344 17345 17347 17348 17350 17351 17353 17354 17355 17357 17358 17360 17361 17363 17364 17365

184

Pre-revised Pension + DP (if any) 12173 12174 12175 12176 12177 12178 12179 12180 12181 12182 12183 12184 12185 12186 12187 12188 12189 12190 12191 12192 12193 12194 12195 12196 12197 12198 12199 12200 12201 12202 12203 12204 12205 12206 12207

Revised Pension 17367 17368 17370 17371 17373 17374 17375 17377 17378 17380 17381 17383 17384 17385 17387 17388 17390 17391 17392 17394 17395 17397 17398 17400 17401 17402 17404 17405 17407 17408 17410 17411 17412 17414 17415

Pre-revised Pension + DP (if any) 12208 12209 12210 12211 12212 12213 12214 12215 12216 12217 12218 12219 12220 12221 12222 12223 12224 12225 12226 12227 12228 12229 12230 12231 12232 12233 12234 12235 12236 12237 12238 12239 12240 12241 12242

Revised Pension 17417 17418 17420 17421 17422 17424 17425 17427 17428 17430 17431 17432 17434 17435 17437 17438 17440 17441 17442 17444 17445 17447 17448 17450 17451 17452 17454 17455 17457 17458 17460 17461 17462 17464 17465

Pre-revised Pension + DP (if any) 12243 12244 12245 12246 12247 12248 12249 12250 12251 12252 12253 12254 12255 12256 12257 12258 12259 12260 12261 12262 12263 12264 12265 12266 12267 12268 12269 12270 12271 12272 12273 12274 12275 12276 12277

Revised Pension 17467 17468 17470 17471 17472 17474 17475 17477 17478 17480 17481 17482 17484 17485 17487 17488 17490 17491 17492 17494 17495 17497 17498 17499 17501 17502 17504 17505 17507 17508 17509 17511 17512 17514 17515

185

Pre-revised Pension + DP (if any) 12278 12279 12280 12281 12282 12283 12284 12285 12286 12287 12288 12289 12290 12291 12292 12293 12294 12295 12296 12297 12298 12299 12300 12301 12302 12303 12304 12305 12306 12307 12308 12309 12310 12311 12312

Revised Pension 17517 17518 17519 17521 17522 17524 17525 17527 17528 17529 17531 17532 17534 17535 17537 17538 17539 17541 17542 17544 17545 17547 17548 17549 17551 17552 17554 17555 17557 17558 17559 17561 17562 17564 17565

Pre-revised Pension + DP (if any) 12313 12314 12315 12316 12317 12318 12319 12320 12321 12322 12323 12324 12325 12326 12327 12328 12329 12330 12331 12332 12333 12334 12335 12336 12337 12338 12339 12340 12341 12342 12343 12344 12345 12346 12347

Revised Pension 17567 17568 17569 17571 17572 17574 17575 17577 17578 17579 17581 17582 17584 17585 17587 17588 17589 17591 17592 17594 17595 17597 17598 17599 17601 17602 17604 17605 17606 17608 17609 17611 17612 17614 17615

Pre-revised Pension + DP (if any) 12348 12349 12350 12351 12352 12353 12354 12355 12356 12357 12358 12359 12360 12361 12362 12363 12364 12365 12366 12367 12368 12369 12370 12371 12372 12373 12374 12375 12376 12377 12378 12379 12380 12381 12382

Revised Pension 17616 17618 17619 17621 17622 17624 17625 17626 17628 17629 17631 17632 17634 17635 17636 17638 17639 17641 17642 17644 17645 17646 17648 17649 17651 17652 17654 17655 17656 17658 17659 17661 17662 17664 17665

186

Pre-revised Pension + DP (if any) 12383 12384 12385 12386 12387 12388 12389 12390 12391 12392 12393 12394 12395 12396 12397 12398 12399 12400 12401 12402 12403 12404 12405 12406 12407 12408 12409 12410 12411 12412 12413 12414 12415 12416 12417

Revised Pension 17666 17668 17669 17671 17672 17674 17675 17676 17678 17679 17681 17682 17684 17685 17686 17688 17689 17691 17692 17694 17695 17696 17698 17699 17701 17702 17704 17705 17706 17708 17709 17711 17712 17713 17715

Pre-revised Pension + DP (if any) 12418 12419 12420 12421 12422 12423 12424 12425 12426 12427 12428 12429 12430 12431 12432 12433 12434 12435 12436 12437 12438 12439 12440 12441 12442 12443 12444 12445 12446 12447 12448 12449 12450 12451 12452

Revised Pension 17716 17718 17719 17721 17722 17723 17725 17726 17728 17729 17731 17732 17733 17735 17736 17738 17739 17741 17742 17743 17745 17746 17748 17749 17751 17752 17753 17755 17756 17758 17759 17761 17762 17763 17765

Pre-revised Pension + DP (if any) 12453 12454 12455 12456 12457 12458 12459 12460 12461 12462 12463 12464 12465 12466 12467 12468 12469 12470 12471 12472 12473 12474 12475 12476 12477 12478 12479 12480 12481 12482 12483 12484 12485 12486 12487

Revised Pension 17766 17768 17769 17771 17772 17773 17775 17776 17778 17779 17781 17782 17783 17785 17786 17788 17789 17791 17792 17793 17795 17796 17798 17799 17801 17802 17803 17805 17806 17808 17809 17811 17812 17813 17815

187

Pre-revised Pension + DP (if any) 12488 12489 12490 12491 12492 12493 12494 12495 12496 12497 12498 12499 12500 12501 12502 12503 12504 12505 12506 12507 12508 12509 12510 12511 12512 12513 12514 12515 12516 12517 12518 12519 12520 12521 12522

Revised Pension 17816 17818 17819 17820 17822 17823 17825 17826 17828 17829 17830 17832 17833 17835 17836 17838 17839 17840 17842 17843 17845 17846 17848 17849 17850 17852 17853 17855 17856 17858 17859 17860 17862 17863 17865

Pre-revised Pension + DP (if any) 12523 12524 12525 12526 12527 12528 12529 12530 12531 12532 12533 12534 12535 12536 12537 12538 12539 12540 12541 12542 12543 12544 12545 12546 12547 12548 12549 12550 12551 12552 12553 12554 12555 12556 12557

Revised Pension 17866 17868 17869 17870 17872 17873 17875 17876 17878 17879 17880 17882 17883 17885 17886 17888 17889 17890 17892 17893 17895 17896 17898 17899 17900 17902 17903 17905 17906 17908 17909 17910 17912 17913 17915

Pre-revised Pension + DP (if any) 12558 12559 12560 12561 12562 12563 12564 12565 12566 12567 12568 12569 12570 12571 12572 12573 12574 12575 12576 12577 12578 12579 12580 12581 12582 12583 12584 12585 12586 12587 12588 12589 12590 12591 12592

Revised Pension 17916 17918 17919 17920 17922 17923 17925 17926 17927 17929 17930 17932 17933 17935 17936 17937 17939 17940 17942 17943 17945 17946 17947 17949 17950 17952 17953 17955 17956 17957 17959 17960 17962 17963 17965

188

Pre-revised Pension + DP (if any) 12593 12594 12595 12596 12597 12598 12599 12600 12601 12602 12603 12604 12605 12606 12607 12608 12609 12610 12611 12612 12613 12614 12615 12616 12617 12618 12619 12620 12621 12622 12623 12624 12625 12626 12627

Revised Pension 17966 17967 17969 17970 17972 17973 17975 17976 17977 17979 17980 17982 17983 17985 17986 17987 17989 17990 17992 17993 17995 17996 17997 17999 18000 18002 18003 18005 18006 18007 18009 18010 18012 18013 18015

Pre-revised Pension + DP (if any) 12628 12629 12630 12631 12632 12633 12634 12635 12636 12637 12638 12639 12640 12641 12642 12643 12644 12645 12646 12647 12648 12649 12650 12651 12652 12653 12654 12655 12656 12657 12658 12659 12660 12661 12662

Revised Pension 18016 18017 18019 18020 18022 18023 18025 18026 18027 18029 18030 18032 18033 18034 18036 18037 18039 18040 18042 18043 18044 18046 18047 18049 18050 18052 18053 18054 18056 18057 18059 18060 18062 18063 18064

Pre-revised Pension + DP (if any) 12663 12664 12665 12666 12667 12668 12669 12670 12671 12672 12673 12674 12675 12676 12677 12678 12679 12680 12681 12682 12683 12684 12685 12686 12687 12688 12689 12690 12691 12692 12693 12694 12695 12696 12697

Revised Pension 18066 18067 18069 18070 18072 18073 18074 18076 18077 18079 18080 18082 18083 18084 18086 18087 18089 18090 18092 18093 18094 18096 18097 18099 18100 18102 18103 18104 18106 18107 18109 18110 18112 18113 18114

189

Pre-revised Pension + DP (if any) 12698 12699 12700 12701 12702 12703 12704 12705 12706 12707 12708 12709 12710 12711 12712 12713 12714 12715 12716 12717 12718 12719 12720 12721 12722 12723 12724 12725 12726 12727 12728 12729 12730 12731 12732

Revised Pension 18116 18117 18119 18120 18122 18123 18124 18126 18127 18129 18130 18132 18133 18134 18136 18137 18139 18140 18141 18143 18144 18146 18147 18149 18150 18151 18153 18154 18156 18157 18159 18160 18161 18163 18164

Pre-revised Pension + DP (if any) 12733 12734 12735 12736 12737 12738 12739 12740 12741 12742 12743 12744 12745 12746 12747 12748 12749 12750 12751 12752 12753 12754 12755 12756 12757 12758 12759 12760 12761 12762 12763 12764 12765 12766 12767

Revised Pension 18166 18167 18169 18170 18171 18173 18174 18176 18177 18179 18180 18181 18183 18184 18186 18187 18189 18190 18191 18193 18194 18196 18197 18199 18200 18201 18203 18204 18206 18207 18209 18210 18211 18213 18214

Pre-revised Pension + DP (if any) 12768 12769 12770 12771 12772 12773 12774 12775 12776 12777 12778 12779 12780 12781 12782 12783 12784 12785 12786 12787 12788 12789 12790 12791 12792 12793 12794 12795 12796 12797 12798 12799 12800 12801 12802

Revised Pension 18216 18217 18219 18220 18221 18223 18224 18226 18227 18229 18230 18231 18233 18234 18236 18237 18239 18240 18241 18243 18244 18246 18247 18248 18250 18251 18253 18254 18256 18257 18258 18260 18261 18263 18264

190

Pre-revised Pension + DP (if any) 12803 12804 12805 12806 12807 12808 12809 12810 12811 12812 12813 12814 12815 12816 12817 12818 12819 12820 12821 12822 12823 12824 12825 12826 12827 12828 12829 12830 12831 12832 12833 12834 12835 12836 12837

Revised Pension 18266 18267 18268 18270 18271 18273 18274 18276 18277 18278 18280 18281 18283 18284 18286 18287 18288 18290 18291 18293 18294 18296 18297 18298 18300 18301 18303 18304 18306 18307 18308 18310 18311 18313 18314

Pre-revised Pension + DP (if any) 12838 12839 12840 12841 12842 12843 12844 12845 12846 12847 12848 12849 12850 12851 12852 12853 12854 12855 12856 12857 12858 12859 12860 12861 12862 12863 12864 12865 12866 12867 12868 12869 12870 12871 12872

Revised Pension 18316 18317 18318 18320 18321 18323 18324 18326 18327 18328 18330 18331 18333 18334 18336 18337 18338 18340 18341 18343 18344 18346 18347 18348 18350 18351 18353 18354 18355 18357 18358 18360 18361 18363 18364

Pre-revised Pension + DP (if any) 12873 12874 12875 12876 12877 12878 12879 12880 12881 12882 12883 12884 12885 12886 12887 12888 12889 12890 12891 12892 12893 12894 12895 12896 12897 12898 12899 12900 12901 12902 12903 12904 12905 12906 12907

Revised Pension 18365 18367 18368 18370 18371 18373 18374 18375 18377 18378 18380 18381 18383 18384 18385 18387 18388 18390 18391 18393 18394 18395 18397 18398 18400 18401 18403 18404 18405 18407 18408 18410 18411 18413 18414

191

Pre-revised Pension + DP (if any) 12908 12909 12910 12911 12912 12913 12914 12915 12916 12917 12918 12919 12920 12921 12922 12923 12924 12925 12926 12927 12928 12929 12930 12931 12932 12933 12934 12935 12936 12937 12938 12939 12940 12941 12942

Revised Pension 18415 18417 18418 18420 18421 18423 18424 18425 18427 18428 18430 18431 18433 18434 18435 18437 18438 18440 18441 18443 18444 18445 18447 18448 18450 18451 18453 18454 18455 18457 18458 18460 18461 18462 18464

Pre-revised Pension + DP (if any) 12943 12944 12945 12946 12947 12948 12949 12950 12951 12952 12953 12954 12955 12956 12957 12958 12959 12960 12961 12962 12963 12964 12965 12966 12967 12968 12969 12970 12971 12972 12973 12974 12975 12976 12977

Revised Pension 18465 18467 18468 18470 18471 18472 18474 18475 18477 18478 18480 18481 18482 18484 18485 18487 18488 18490 18491 18492 18494 18495 18497 18498 18500 18501 18502 18504 18505 18507 18508 18510 18511 18512 18514

Pre-revised Pension + DP (if any) 12978 12979 12980 12981 12982 12983 12984 12985 12986 12987 12988 12989 12990 12991 12992 12993 12994 12995 12996 12997 12998 12999 13000 13001 13002 13003 13004 13005 13006 13007 13008 13009 13010 13011 13012

Revised Pension 18515 18517 18518 18520 18521 18522 18524 18525 18527 18528 18530 18531 18532 18534 18535 18537 18538 18540 18541 18542 18544 18545 18547 18548 18550 18551 18552 18554 18555 18557 18558 18560 18561 18562 18564

192

Pre-revised Pension + DP (if any) 13013 13014 13015 13016 13017 13018 13019 13020 13021 13022 13023 13024 13025 13026 13027 13028 13029 13030 13031 13032 13033 13034 13035 13036 13037 13038 13039 13040 13041 13042 13043 13044 13045 13046 13047

Revised Pension 18565 18567 18568 18569 18571 18572 18574 18575 18577 18578 18579 18581 18582 18584 18585 18587 18588 18589 18591 18592 18594 18595 18597 18598 18599 18601 18602 18604 18605 18607 18608 18609 18611 18612 18614

Pre-revised Pension + DP (if any) 13048 13049 13050 13051 13052 13053 13054 13055 13056 13057 13058 13059 13060 13061 13062 13063 13064 13065 13066 13067 13068 13069 13070 13071 13072 13073 13074 13075 13076 13077 13078 13079 13080 13081 13082

Revised Pension 18615 18617 18618 18619 18621 18622 18624 18625 18627 18628 18629 18631 18632 18634 18635 18637 18638 18639 18641 18642 18644 18645 18647 18648 18649 18651 18652 18654 18655 18657 18658 18659 18661 18662 18664

Pre-revised Pension + DP (if any) 13083 13084 13085 13086 13087 13088 13089 13090 13091 13092 13093 13094 13095 13096 13097 13098 13099 13100 13101 13102 13103 13104 13105 13106 13107 13108 13109 13110 13111 13112 13113 13114 13115 13116 13117

Revised Pension 18665 18667 18668 18669 18671 18672 18674 18675 18676 18678 18679 18681 18682 18684 18685 18686 18688 18689 18691 18692 18694 18695 18696 18698 18699 18701 18702 18704 18705 18706 18708 18709 18711 18712 18714

193

Pre-revised Pension + DP (if any) 13118 13119 13120 13121 13122 13123 13124 13125 13126 13127 13128 13129 13130 13131 13132 13133 13134 13135 13136 13137 13138 13139 13140 13141 13142 13143 13144 13145 13146 13147 13148 13149 13150 13151 13152

Revised Pension 18715 18716 18718 18719 18721 18722 18724 18725 18726 18728 18729 18731 18732 18734 18735 18736 18738 18739 18741 18742 18744 18745 18746 18748 18749 18751 18752 18754 18755 18756 18758 18759 18761 18762 18764

Pre-revised Pension + DP (if any) 13153 13154 13155 13156 13157 13158 13159 13160 13161 13162 13163 13164 13165 13166 13167 13168 13169 13170 13171 13172 13173 13174 13175 13176 13177 13178 13179 13180 13181 13182 13183 13184 13185 13186 13187

Revised Pension 18765 18766 18768 18769 18771 18772 18774 18775 18776 18778 18779 18781 18782 18783 18785 18786 18788 18789 18791 18792 18793 18795 18796 18798 18799 18801 18802 18803 18805 18806 18808 18809 18811 18812 18813

Pre-revised Pension + DP (if any) 13188 13189 13190 13191 13192 13193 13194 13195 13196 13197 13198 13199 13200 13201 13202 13203 13204 13205 13206 13207 13208 13209 13210 13211 13212 13213 13214 13215 13216 13217 13218 13219 13220 13221 13222

Revised Pension 18815 18816 18818 18819 18821 18822 18823 18825 18826 18828 18829 18831 18832 18833 18835 18836 18838 18839 18841 18842 18843 18845 18846 18848 18849 18851 18852 18853 18855 18856 18858 18859 18861 18862 18863

194

Pre-revised Pension + DP (if any) 13223 13224 13225 13226 13227 13228 13229 13230 13231 13232 13233 13234 13235 13236 13237 13238 13239 13240 13241 13242 13243 13244 13245 13246 13247 13248 13249 13250 13251 13252 13253 13254 13255 13256 13257

Revised Pension 18865 18866 18868 18869 18871 18872 18873 18875 18876 18878 18879 18881 18882 18883 18885 18886 18888 18889 18890 18892 18893 18895 18896 18898 18899 18900 18902 18903 18905 18906 18908 18909 18910 18912 18913

Pre-revised Pension + DP (if any) 13258 13259 13260 13261 13262 13263 13264 13265 13266 13267 13268 13269 13270 13271 13272 13273 13274 13275 13276 13277 13278 13279 13280 13281 13282 13283 13284 13285 13286 13287 13288 13289 13290 13291 13292

Revised Pension 18915 18916 18918 18919 18920 18922 18923 18925 18926 18928 18929 18930 18932 18933 18935 18936 18938 18939 18940 18942 18943 18945 18946 18948 18949 18950 18952 18953 18955 18956 18958 18959 18960 18962 18963

Pre-revised Pension + DP (if any) 13293 13294 13295 13296 13297 13298 13299 13300 13301 13302 13303 13304 13305 13306 13307 13308 13309 13310 13311 13312 13313 13314 13315 13316 13317 13318 13319 13320 13321 13322 13323 13324 13325 13326 13327

Revised Pension 18965 18966 18968 18969 18970 18972 18973 18975 18976 18978 18979 18980 18982 18983 18985 18986 18988 18989 18990 18992 18993 18995 18996 18997 18999 19000 19002 19003 19005 19006 19007 19009 19010 19012 19013

195

Pre-revised Pension + DP (if any) 13328 13329 13330 13331 13332 13333 13334 13335 13336 13337 13338 13339 13340 13341 13342 13343 13344 13345 13346 13347 13348 13349 13350 13351 13352 13353 13354 13355 13356 13357 13358 13359 13360 13361 13362

Revised Pension 19015 19016 19017 19019 19020 19022 19023 19025 19026 19027 19029 19030 19032 19033 19035 19036 19037 19039 19040 19042 19043 19045 19046 19047 19049 19050 19052 19053 19055 19056 19057 19059 19060 19062 19063

Pre-revised Pension + DP (if any) 13363 13364 13365 13366 13367 13368 13369 13370 13371 13372 13373 13374 13375 13376 13377 13378 13379 13380 13381 13382 13383 13384 13385 13386 13387 13388 13389 13390 13391 13392 13393 13394 13395 13396 13397

Revised Pension 19065 19066 19067 19069 19070 19072 19073 19075 19076 19077 19079 19080 19082 19083 19085 19086 19087 19089 19090 19092 19093 19095 19096 19097 19099 19100 19102 19103 19104 19106 19107 19109 19110 19112 19113

Pre-revised Pension + DP (if any) 13398 13399 13400 13401 13402 13403 13404 13405 13406 13407 13408 13409 13410 13411 13412 13413 13414 13415 13416 13417 13418 13419 13420 13421 13422 13423 13424 13425 13426 13427 13428 13429 13430 13431 13432

Revised Pension 19114 19116 19117 19119 19120 19122 19123 19124 19126 19127 19129 19130 19132 19133 19134 19136 19137 19139 19140 19142 19143 19144 19146 19147 19149 19150 19152 19153 19154 19156 19157 19159 19160 19162 19163

196

Pre-revised Pension + DP (if any) 13433 13434 13435 13436 13437 13438 13439 13440 13441 13442 13443 13444 13445 13446 13447 13448 13449 13450 13451 13452 13453 13454 13455 13456 13457 13458 13459 13460 13461 13462 13463 13464 13465 13466 13467

Revised Pension 19164 19166 19167 19169 19170 19172 19173 19174 19176 19177 19179 19180 19182 19183 19184 19186 19187 19189 19190 19192 19193 19194 19196 19197 19199 19200 19202 19203 19204 19206 19207 19209 19210 19211 19213

Pre-revised Pension + DP (if any) 13468 13469 13470 13471 13472 13473 13474 13475 13476 13477 13478 13479 13480 13481 13482 13483 13484 13485 13486 13487 13488 13489 13490 13491 13492 13493 13494 13495 13496 13497 13498 13499 13500 13501 13502

Revised Pension 19214 19216 19217 19219 19220 19221 19223 19224 19226 19227 19229 19230 19231 19233 19234 19236 19237 19239 19240 19241 19243 19244 19246 19247 19249 19250 19251 19253 19254 19256 19257 19259 19260 19261 19263

Pre-revised Pension + DP (if any) 13503 13504 13505 13506 13507 13508 13509 13510 13511 13512 13513 13514 13515 13516 13517 13518 13519 13520 13521 13522 13523 13524 13525 13526 13527 13528 13529 13530 13531 13532 13533 13534 13535 13536 13537

Revised Pension 19264 19266 19267 19269 19270 19271 19273 19274 19276 19277 19279 19280 19281 19283 19284 19286 19287 19289 19290 19291 19293 19294 19296 19297 19299 19300 19301 19303 19304 19306 19307 19309 19310 19311 19313

197

Pre-revised Pension + DP (if any) 13538 13539 13540 13541 13542 13543 13544 13545 13546 13547 13548 13549 13550 13551 13552 13553 13554 13555 13556 13557 13558 13559 13560 13561 13562 13563 13564 13565 13566 13567 13568 13569 13570 13571 13572

Revised Pension 19314 19316 19317 19318 19320 19321 19323 19324 19326 19327 19328 19330 19331 19333 19334 19336 19337 19338 19340 19341 19343 19344 19346 19347 19348 19350 19351 19353 19354 19356 19357 19358 19360 19361 19363

Pre-revised Pension + DP (if any) 13573 13574 13575 13576 13577 13578 13579 13580 13581 13582 13583 13584 13585 13586 13587 13588 13589 13590 13591 13592 13593 13594 13595 13596 13597 13598 13599 13600 13601 13602 13603 13604 13605 13606 13607

Revised Pension 19364 19366 19367 19368 19370 19371 19373 19374 19376 19377 19378 19380 19381 19383 19384 19386 19387 19388 19390 19391 19393 19394 19396 19397 19398 19400 19401 19403 19404 19406 19407 19408 19410 19411 19413

Pre-revised Pension + DP (if any) 13608 13609 13610 13611 13612 13613 13614 13615 13616 13617 13618 13619 13620 13621 13622 13623 13624 13625 13626 13627 13628 13629 13630 13631 13632 13633 13634 13635 13636 13637 13638 13639 13640 13641 13642

Revised Pension 19414 19416 19417 19418 19420 19421 19423 19424 19425 19427 19428 19430 19431 19433 19434 19435 19437 19438 19440 19441 19443 19444 19445 19447 19448 19450 19451 19453 19454 19455 19457 19458 19460 19461 19463

198

Pre-revised Pension + DP (if any) 13643 13644 13645 13646 13647 13648 13649 13650 13651 13652 13653 13654 13655 13656 13657 13658 13659 13660 13661 13662 13663 13664 13665 13666 13667 13668 13669 13670 13671 13672 13673 13674 13675 13676 13677

Revised Pension 19464 19465 19467 19468 19470 19471 19473 19474 19475 19477 19478 19480 19481 19483 19484 19485 19487 19488 19490 19491 19493 19494 19495 19497 19498 19500 19501 19503 19504 19505 19507 19508 19510 19511 19513

Pre-revised Pension + DP (if any) 13678 13679 13680 13681 13682 13683 13684 13685 13686 13687 13688 13689 13690 13691 13692 13693 13694 13695 13696 13697 13698 13699 13700 13701 13702 13703 13704 13705 13706 13707 13708 13709 13710 13711 13712

Revised Pension 19514 19515 19517 19518 19520 19521 19523 19524 19525 19527 19528 19530 19531 19532 19534 19535 19537 19538 19540 19541 19542 19544 19545 19547 19548 19550 19551 19552 19554 19555 19557 19558 19560 19561 19562

Pre-revised Pension + DP (if any) 13713 13714 13715 13716 13717 13718 13719 13720 13721 13722 13723 13724 13725 13726 13727 13728 13729 13730 13731 13732 13733 13734 13735 13736 13737 13738 13739 13740 13741 13742 13743 13744 13745 13746 13747

Revised Pension 19564 19565 19567 19568 19570 19571 19572 19574 19575 19577 19578 19580 19581 19582 19584 19585 19587 19588 19590 19591 19592 19594 19595 19597 19598 19600 19601 19602 19604 19605 19607 19608 19610 19611 19612

199

Pre-revised Pension + DP (if any) 13748 13749 13750 13751 13752 13753 13754 13755 13756 13757 13758 13759 13760 13761 13762 13763 13764 13765 13766 13767 13768 13769 13770 13771 13772 13773 13774 13775 13776 13777 13778 13779 13780 13781 13782

Revised Pension 19614 19615 19617 19618 19620 19621 19622 19624 19625 19627 19628 19630 19631 19632 19634 19635 19637 19638 19639 19641 19642 19644 19645 19647 19648 19649 19651 19652 19654 19655 19657 19658 19659 19661 19662

Pre-revised Pension + DP (if any) 13783 13784 13785 13786 13787 13788 13789 13790 13791 13792 13793 13794 13795 13796 13797 13798 13799 13800 13801 13802 13803 13804 13805 13806 13807 13808 13809 13810 13811 13812 13813 13814 13815 13816 13817

Revised Pension 19664 19665 19667 19668 19669 19671 19672 19674 19675 19677 19678 19679 19681 19682 19684 19685 19687 19688 19689 19691 19692 19694 19695 19697 19698 19699 19701 19702 19704 19705 19707 19708 19709 19711 19712

Pre-revised Pension + DP (if any) 13818 13819 13820 13821 13822 13823 13824 13825 13826 13827 13828 13829 13830 13831 13832 13833 13834 13835 13836 13837 13838 13839 13840 13841 13842 13843 13844 13845 13846 13847 13848 13849 13850 13851 13852

Revised Pension 19714 19715 19717 19718 19719 19721 19722 19724 19725 19727 19728 19729 19731 19732 19734 19735 19737 19738 19739 19741 19742 19744 19745 19746 19748 19749 19751 19752 19754 19755 19756 19758 19759 19761 19762

200

Pre-revised Pension + DP (if any) 13853 13854 13855 13856 13857 13858 13859 13860 13861 13862 13863 13864 13865 13866 13867 13868 13869 13870 13871 13872 13873 13874 13875 13876 13877 13878 13879 13880 13881 13882 13883 13884 13885 13886 13887

Revised Pension 19764 19765 19766 19768 19769 19771 19772 19774 19775 19776 19778 19779 19781 19782 19784 19785 19786 19788 19789 19791 19792 19794 19795 19796 19798 19799 19801 19802 19804 19805 19806 19808 19809 19811 19812

Pre-revised Pension + DP (if any) 13888 13889 13890 13891 13892 13893 13894 13895 13896 13897 13898 13899 13900 13901 13902 13903 13904 13905 13906 13907 13908 13909 13910 13911 13912 13913 13914 13915 13916 13917 13918 13919 13920 13921 13922

Revised Pension 19814 19815 19816 19818 19819 19821 19822 19824 19825 19826 19828 19829 19831 19832 19834 19835 19836 19838 19839 19841 19842 19844 19845 19846 19848 19849 19851 19852 19853 19855 19856 19858 19859 19861 19862

Pre-revised Pension + DP (if any) 13923 13924 13925 13926 13927 13928 13929 13930 13931 13932 13933 13934 13935 13936 13937 13938 13939 13940 13941 13942 13943 13944 13945 13946 13947 13948 13949 13950 13951 13952 13953 13954 13955 13956 13957

Revised Pension 19863 19865 19866 19868 19869 19871 19872 19873 19875 19876 19878 19879 19881 19882 19883 19885 19886 19888 19889 19891 19892 19893 19895 19896 19898 19899 19901 19902 19903 19905 19906 19908 19909 19911 19912

201

Pre-revised Pension + DP (if any) 13958 13959 13960 13961 13962 13963 13964 13965 13966 13967 13968 13969 13970 13971 13972 13973 13974 13975 13976 13977 13978 13979 13980 13981 13982 13983 13984 13985 13986 13987 13988 13989 13990 13991 13992

Revised Pension 19913 19915 19916 19918 19919 19921 19922 19923 19925 19926 19928 19929 19931 19932 19933 19935 19936 19938 19939 19941 19942 19943 19945 19946 19948 19949 19951 19952 19953 19955 19956 19958 19959 19960 19962

Pre-revised Pension + DP (if any) 13993 13994 13995 13996 13997 13998 13999 14000 14001 14002 14003 14004 14005 14006 14007 14008 14009 14010 14011 14012 14013 14014 14015 14016 14017 14018 14019 14020 14021 14022 14023 14024 14025 14026 14027

Revised Pension 19963 19965 19966 19968 19969 19970 19972 19973 19975 19976 19978 19979 19980 19982 19983 19985 19986 19988 19989 19990 19992 19993 19995 19996 19998 19999 20000 20002 20003 20005 20006 20008 20009 20010 20012

Pre-revised Pension + DP (if any) 14028 14029 14030 14031 14032 14033 14034 14035 14036 14037 14038 14039 14040 14041 14042 14043 14044 14045 14046 14047 14048 14049 14050 14051 14052 14053 14054 14055 14056 14057 14058 14059 14060 14061 14062

Revised Pension 20013 20015 20016 20018 20019 20020 20022 20023 20025 20026 20028 20029 20030 20032 20033 20035 20036 20038 20039 20040 20042 20043 20045 20046 20048 20049 20050 20052 20053 20055 20056 20058 20059 20060 20062

202

Pre-revised Pension + DP (if any) 14063 14064 14065 14066 14067 14068 14069 14070 14071 14072 14073 14074 14075 14076 14077 14078 14079 14080 14081 14082 14083 14084 14085 14086 14087 14088 14089 14090 14091 14092 14093 14094 14095 14096 14097

Revised Pension 20063 20065 20066 20067 20069 20070 20072 20073 20075 20076 20077 20079 20080 20082 20083 20085 20086 20087 20089 20090 20092 20093 20095 20096 20097 20099 20100 20102 20103 20105 20106 20107 20109 20110 20112

Pre-revised Pension + DP (if any) 14098 14099 14100 14101 14102 14103 14104 14105 14106 14107 14108 14109 14110 14111 14112 14113 14114 14115 14116 14117 14118 14119 14120 14121 14122 14123 14124 14125 14126 14127 14128 14129 14130 14131 14132

Revised Pension 20113 20115 20116 20117 20119 20120 20122 20123 20125 20126 20127 20129 20130 20132 20133 20135 20136 20137 20139 20140 20142 20143 20145 20146 20147 20149 20150 20152 20153 20155 20156 20157 20159 20160 20162

Pre-revised Pension + DP (if any) 14133 14134 14135 14136 14137 14138 14139 14140 14141 14142 14143 14144 14145 14146 14147 14148 14149 14150 14151 14152 14153 14154 14155 14156 14157 14158 14159 14160 14161 14162 14163 14164 14165 14166 14167

Revised Pension 20163 20165 20166 20167 20169 20170 20172 20173 20174 20176 20177 20179 20180 20182 20183 20184 20186 20187 20189 20190 20192 20193 20194 20196 20197 20199 20200 20202 20203 20204 20206 20207 20209 20210 20212

203

Pre-revised Pension + DP (if any) 14168 14169 14170 14171 14172 14173 14174 14175 14176 14177 14178 14179 14180 14181 14182 14183 14184 14185 14186 14187 14188 14189 14190 14191 14192 14193 14194 14195 14196 14197 14198 14199 14200 14201 14202

Revised Pension 20213 20214 20216 20217 20219 20220 20222 20223 20224 20226 20227 20229 20230 20232 20233 20234 20236 20237 20239 20240 20242 20243 20244 20246 20247 20249 20250 20252 20253 20254 20256 20257 20259 20260 20262

Pre-revised Pension + DP (if any) 14203 14204 14205 14206 14207 14208 14209 14210 14211 14212 14213 14214 14215 14216 14217 14218 14219 14220 14221 14222 14223 14224 14225 14226 14227 14228 14229 14230 14231 14232 14233 14234 14235 14236 14237

Revised Pension 20263 20264 20266 20267 20269 20270 20272 20273 20274 20276 20277 20279 20280 20281 20283 20284 20286 20287 20289 20290 20291 20293 20294 20296 20297 20299 20300 20301 20303 20304 20306 20307 20309 20310 20311

Pre-revised Pension + DP (if any) 14238 14239 14240 14241 14242 14243 14244 14245 14246 14247 14248 14249 14250 14251 14252 14253 14254 14255 14256 14257 14258 14259 14260 14261 14262 14263 14264 14265 14266 14267 14268 14269 14270 14271 14272

Revised Pension 20313 20314 20316 20317 20319 20320 20321 20323 20324 20326 20327 20329 20330 20331 20333 20334 20336 20337 20339 20340 20341 20343 20344 20346 20347 20349 20350 20351 20353 20354 20356 20357 20359 20360 20361

204

Pre-revised Pension + DP (if any) 14273 14274 14275 14276 14277 14278 14279 14280 14281 14282 14283 14284 14285 14286 14287 14288 14289 14290 14291 14292 14293 14294 14295 14296 14297 14298 14299 14300 14301 14302 14303 14304 14305 14306 14307

Revised Pension 20363 20364 20366 20367 20369 20370 20371 20373 20374 20376 20377 20379 20380 20381 20383 20384 20386 20387 20388 20390 20391 20393 20394 20396 20397 20398 20400 20401 20403 20404 20406 20407 20408 20410 20411

Pre-revised Pension + DP (if any) 14308 14309 14310 14311 14312 14313 14314 14315 14316 14317 14318 14319 14320 14321 14322 14323 14324 14325 14326 14327 14328 14329 14330 14331 14332 14333 14334 14335 14336 14337 14338 14339 14340 14341 14342

Revised Pension 20413 20414 20416 20417 20418 20420 20421 20423 20424 20426 20427 20428 20430 20431 20433 20434 20436 20437 20438 20440 20441 20443 20444 20446 20447 20448 20450 20451 20453 20454 20456 20457 20458 20460 20461

Pre-revised Pension + DP (if any) 14343 14344 14345 14346 14347 14348 14349 14350 14351 14352 14353 14354 14355 14356 14357 14358 14359 14360 14361 14362 14363 14364 14365 14366 14367 14368 14369 14370 14371 14372 14373 14374 14375 14376 14377

Revised Pension 20463 20464 20466 20467 20468 20470 20471 20473 20474 20476 20477 20478 20480 20481 20483 20484 20486 20487 20488 20490 20491 20493 20494 20495 20497 20498 20500 20501 20503 20504 20505 20507 20508 20510 20511

205

Pre-revised Pension + DP (if any) 14378 14379 14380 14381 14382 14383 14384 14385 14386 14387 14388 14389 14390 14391 14392 14393 14394 14395 14396 14397 14398 14399 14400 14401 14402 14403 14404 14405 14406 14407 14408 14409 14410 14411 14412

Revised Pension 20513 20514 20515 20517 20518 20520 20521 20523 20524 20525 20527 20528 20530 20531 20533 20534 20535 20537 20538 20540 20541 20543 20544 20545 20547 20548 20550 20551 20553 20554 20555 20557 20558 20560 20561

Pre-revised Pension + DP (if any) 14413 14414 14415 14416 14417 14418 14419 14420 14421 14422 14423 14424 14425 14426 14427 14428 14429 14430 14431 14432 14433 14434 14435 14436 14437 14438 14439 14440 14441 14442 14443 14444 14445 14446 14447

Revised Pension 20563 20564 20565 20567 20568 20570 20571 20573 20574 20575 20577 20578 20580 20581 20583 20584 20585 20587 20588 20590 20591 20593 20594 20595 20597 20598 20600 20601 20602 20604 20605 20607 20608 20610 20611

Pre-revised Pension + DP (if any) 14448 14449 14450 14451 14452 14453 14454 14455 14456 14457 14458 14459 14460 14461 14462 14463 14464 14465 14466 14467 14468 14469 14470 14471 14472 14473 14474 14475 14476 14477 14478 14479 14480 14481 14482

Revised Pension 20612 20614 20615 20617 20618 20620 20621 20622 20624 20625 20627 20628 20630 20631 20632 20634 20635 20637 20638 20640 20641 20642 20644 20645 20647 20648 20650 20651 20652 20654 20655 20657 20658 20660 20661

206

Pre-revised Pension + DP (if any) 14483 14484 14485 14486 14487 14488 14489 14490 14491 14492 14493 14494 14495 14496 14497 14498 14499 14500 14501 14502 14503 14504 14505 14506 14507 14508 14509 14510 14511 14512 14513 14514 14515 14516 14517

Revised Pension 20662 20664 20665 20667 20668 20670 20671 20672 20674 20675 20677 20678 20680 20681 20682 20684 20685 20687 20688 20690 20691 20692 20694 20695 20697 20698 20700 20701 20702 20704 20705 20707 20708 20709 20711

Pre-revised Pension + DP (if any) 14518 14519 14520 14521 14522 14523 14524 14525 14526 14527 14528 14529 14530 14531 14532 14533 14534 14535 14536 14537 14538 14539 14540 14541 14542 14543 14544 14545 14546 14547 14548 14549 14550 14551 14552

Revised Pension 20712 20714 20715 20717 20718 20719 20721 20722 20724 20725 20727 20728 20729 20731 20732 20734 20735 20737 20738 20739 20741 20742 20744 20745 20747 20748 20749 20751 20752 20754 20755 20757 20758 20759 20761

Pre-revised Pension + DP (if any) 14553 14554 14555 14556 14557 14558 14559 14560 14561 14562 14563 14564 14565 14566 14567 14568 14569 14570 14571 14572 14573 14574 14575 14576 14577 14578 14579 14580 14581 14582 14583 14584 14585 14586 14587

Revised Pension 20762 20764 20765 20767 20768 20769 20771 20772 20774 20775 20777 20778 20779 20781 20782 20784 20785 20787 20788 20789 20791 20792 20794 20795 20797 20798 20799 20801 20802 20804 20805 20807 20808 20809 20811

207

Pre-revised Pension + DP (if any) 14588 14589 14590 14591 14592 14593 14594 14595 14596 14597 14598 14599 14600 14601 14602 14603 14604 14605 14606 14607 14608 14609 14610 14611 14612 14613 14614 14615 14616 14617 14618 14619 14620 14621 14622

Revised Pension 20812 20814 20815 20816 20818 20819 20821 20822 20824 20825 20826 20828 20829 20831 20832 20834 20835 20836 20838 20839 20841 20842 20844 20845 20846 20848 20849 20851 20852 20854 20855 20856 20858 20859 20861

Pre-revised Pension + DP (if any) 14623 14624 14625 14626 14627 14628 14629 14630 14631 14632 14633 14634 14635 14636 14637 14638 14639 14640 14641 14642 14643 14644 14645 14646 14647 14648 14649 14650 14651 14652 14653 14654 14655 14656 14657

Revised Pension 20862 20864 20865 20866 20868 20869 20871 20872 20874 20875 20876 20878 20879 20881 20882 20884 20885 20886 20888 20889 20891 20892 20894 20895 20896 20898 20899 20901 20902 20904 20905 20906 20908 20909 20911

Pre-revised Pension + DP (if any) 14658 14659 14660 14661 14662 14663 14664 14665 14666 14667 14668 14669 14670 14671 14672 14673 14674 14675 14676 14677 14678 14679 14680 14681 14682 14683 14684 14685 14686 14687 14688 14689 14690 14691 14692

Revised Pension 20912 20914 20915 20916 20918 20919 20921 20922 20923 20925 20926 20928 20929 20931 20932 20933 20935 20936 20938 20939 20941 20942 20943 20945 20946 20948 20949 20951 20952 20953 20955 20956 20958 20959 20961

208

Pre-revised Pension + DP (if any) 14693 14694 14695 14696 14697 14698 14699 14700 14701 14702 14703 14704 14705 14706 14707 14708 14709 14710 14711 14712 14713 14714 14715 14716 14717 14718 14719 14720 14721 14722 14723 14724 14725 14726 14727

Revised Pension 20962 20963 20965 20966 20968 20969 20971 20972 20973 20975 20976 20978 20979 20981 20982 20983 20985 20986 20988 20989 20991 20992 20993 20995 20996 20998 20999 21001 21002 21003 21005 21006 21008 21009 21011

Pre-revised Pension + DP (if any) 14728 14729 14730 14731 14732 14733 14734 14735 14736 14737 14738 14739 14740 14741 14742 14743 14744 14745 14746 14747 14748 14749 14750 14751 14752 14753 14754 14755 14756 14757 14758 14759 14760 14761 14762

Revised Pension 21012 21013 21015 21016 21018 21019 21021 21022 21023 21025 21026 21028 21029 21030 21032 21033 21035 21036 21038 21039 21040 21042 21043 21045 21046 21048 21049 21050 21052 21053 21055 21056 21058 21059 21060

Pre-revised Pension + DP (if any) 14763 14764 14765 14766 14767 14768 14769 14770 14771 14772 14773 14774 14775 14776 14777 14778 14779 14780 14781 14782 14783 14784 14785 14786 14787 14788 14789 14790 14791 14792 14793 14794 14795 14796 14797

Revised Pension 21062 21063 21065 21066 21068 21069 21070 21072 21073 21075 21076 21078 21079 21080 21082 21083 21085 21086 21088 21089 21090 21092 21093 21095 21096 21098 21099 21100 21102 21103 21105 21106 21108 21109 21110

209

Pre-revised Pension + DP (if any) 14798 14799 14800 14801 14802 14803 14804 14805 14806 14807 14808 14809 14810 14811 14812 14813 14814 14815 14816 14817 14818 14819 14820 14821 14822 14823 14824 14825 14826 14827 14828 14829 14830 14831 14832

Revised Pension 21112 21113 21115 21116 21118 21119 21120 21122 21123 21125 21126 21128 21129 21130 21132 21133 21135 21136 21137 21139 21140 21142 21143 21145 21146 21147 21149 21150 21152 21153 21155 21156 21157 21159 21160

Pre-revised Pension + DP (if any) 14833 14834 14835 14836 14837 14838 14839 14840 14841 14842 14843 14844 14845 14846 14847 14848 14849 14850 14851 14852 14853 14854 14855 14856 14857 14858 14859 14860 14861 14862 14863 14864 14865 14866 14867

Revised Pension 21162 21163 21165 21166 21167 21169 21170 21172 21173 21175 21176 21177 21179 21180 21182 21183 21185 21186 21187 21189 21190 21192 21193 21195 21196 21197 21199 21200 21202 21203 21205 21206 21207 21209 21210

Pre-revised Pension + DP (if any) 14868 14869 14870 14871 14872 14873 14874 14875 14876 14877 14878 14879 14880 14881 14882 14883 14884 14885 14886 14887 14888 14889 14890 14891 14892 14893 14894 14895 14896 14897 14898 14899 14900 14901 14902

Revised Pension 21212 21213 21215 21216 21217 21219 21220 21222 21223 21225 21226 21227 21229 21230 21232 21233 21235 21236 21237 21239 21240 21242 21243 21244 21246 21247 21249 21250 21252 21253 21254 21256 21257 21259 21260

210

Pre-revised Pension + DP (if any) 14903 14904 14905 14906 14907 14908 14909 14910 14911 14912 14913 14914 14915 14916 14917 14918 14919 14920 14921 14922 14923 14924 14925 14926 14927 14928 14929 14930 14931 14932 14933 14934 14935 14936 14937

Revised Pension 21262 21263 21264 21266 21267 21269 21270 21272 21273 21274 21276 21277 21279 21280 21282 21283 21284 21286 21287 21289 21290 21292 21293 21294 21296 21297 21299 21300 21302 21303 21304 21306 21307 21309 21310

Pre-revised Pension + DP (if any) 14938 14939 14940 14941 14942 14943 14944 14945 14946 14947 14948 14949 14950 14951 14952 14953 14954 14955 14956 14957 14958 14959 14960 14961 14962 14963 14964 14965 14966 14967 14968 14969 14970 14971 14972

Revised Pension 21312 21313 21314 21316 21317 21319 21320 21322 21323 21324 21326 21327 21329 21330 21332 21333 21334 21336 21337 21339 21340 21342 21343 21344 21346 21347 21349 21350 21351 21353 21354 21356 21357 21359 21360

Pre-revised Pension + DP (if any) 14973 14974 14975 14976 14977 14978 14979 14980 14981 14982 14983 14984 14985 14986 14987 14988 14989 14990 14991 14992 14993 14994 14995 14996 14997 14998 14999 15000 15001 15002 15003 15004 15005 15006 15007

Revised Pension 21361 21363 21364 21366 21367 21369 21370 21371 21373 21374 21376 21377 21379 21380 21381 21383 21384 21386 21387 21389 21390 21391 21393 21394 21396 21397 21399 21400 21401 21403 21404 21406 21407 21409 21410

211

Pre-revised Pension + DP (if any) 15008 15009 15010 15011 15012 15013 15014 15015 15016 15017 15018 15019 15020 15021 15022 15023 15024 15025 15026 15027 15028 15029 15030 15031 15032 15033 15034 15035 15036 15037 15038 15039 15040 15041 15042

Revised Pension 21411 21413 21414 21416 21417 21419 21420 21421 21423 21424 21426 21427 21429 21430 21431 21433 21434 21436 21437 21439 21440 21441 21443 21444 21446 21447 21449 21450 21451 21453 21454 21456 21457 21458 21460

Pre-revised Pension + DP (if any) 15043 15044 15045 15046 15047 15048 15049 15050 15051 15052 15053 15054 15055 15056 15057 15058 15059 15060 15061 15062 15063 15064 15065 15066 15067 15068 15069 15070 15071 15072 15073 15074 15075 15076 15077

Revised Pension 21461 21463 21464 21466 21467 21468 21470 21471 21473 21474 21476 21477 21478 21480 21481 21483 21484 21486 21487 21488 21490 21491 21493 21494 21496 21497 21498 21500 21501 21503 21504 21506 21507 21508 21510

Pre-revised Pension + DP (if any) 15078 15079 15080 15081 15082 15083 15084 15085 15086 15087 15088 15089 15090 15091 15092 15093 15094 15095 15096 15097 15098 15099 15100 15101 15102 15103 15104 15105 15106 15107 15108 15109 15110 15111 15112

Revised Pension 21511 21513 21514 21516 21517 21518 21520 21521 21523 21524 21526 21527 21528 21530 21531 21533 21534 21536 21537 21538 21540 21541 21543 21544 21546 21547 21548 21550 21551 21553 21554 21556 21557 21558 21560

212

Pre-revised Pension + DP (if any) 15113 15114 15115 15116 15117 15118 15119 15120 15121 15122 15123 15124 15125 15126 15127 15128 15129 15130 15131 15132 15133 15134 15135 15136 15137 15138 15139 15140 15141 15142 15143 15144 15145 15146 15147

Revised Pension 21561 21563 21564 21565 21567 21568 21570 21571 21573 21574 21575 21577 21578 21580 21581 21583 21584 21585 21587 21588 21590 21591 21593 21594 21595 21597 21598 21600 21601 21603 21604 21605 21607 21608 21610

Pre-revised Pension + DP (if any) 15148 15149 15150 15151 15152 15153 15154 15155 15156 15157 15158 15159 15160 15161 15162 15163 15164 15165 15166 15167 15168 15169 15170 15171 15172 15173 15174 15175 15176 15177 15178 15179 15180 15181 15182

Revised Pension 21611 21613 21614 21615 21617 21618 21620 21621 21623 21624 21625 21627 21628 21630 21631 21633 21634 21635 21637 21638 21640 21641 21643 21644 21645 21647 21648 21650 21651 21653 21654 21655 21657 21658 21660

Pre-revised Pension + DP (if any) 15183 15184 15185 15186 15187 15188 15189 15190 15191 15192 15193 15194 15195 15196 15197 15198 15199 15200 15201 15202 15203 15204 15205 15206 15207 15208 15209 15210 15211 15212 15213 15214 15215 15216 15217

Revised Pension 21661 21663 21664 21665 21667 21668 21670 21671 21672 21674 21675 21677 21678 21680 21681 21682 21684 21685 21687 21688 21690 21691 21692 21694 21695 21697 21698 21700 21701 21702 21704 21705 21707 21708 21710

213

Pre-revised Pension + DP (if any) 15218 15219 15220 15221 15222 15223 15224 15225 15226 15227 15228 15229 15230 15231 15232 15233 15234 15235 15236 15237 15238 15239 15240 15241 15242 15243 15244 15245 15246 15247 15248 15249 15250 15251 15252

Revised Pension 21711 21712 21714 21715 21717 21718 21720 21721 21722 21724 21725 21727 21728 21730 21731 21732 21734 21735 21737 21738 21740 21741 21742 21744 21745 21747 21748 21750 21751 21752 21754 21755 21757 21758 21760

Pre-revised Pension + DP (if any) 15253 15254 15255 15256 15257 15258 15259 15260 15261 15262 15263 15264 15265 15266 15267 15268 15269 15270 15271 15272 15273 15274 15275 15276 15277 15278 15279 15280 15281 15282 15283 15284 15285 15286 15287

Revised Pension 21761 21762 21764 21765 21767 21768 21770 21771 21772 21774 21775 21777 21778 21779 21781 21782 21784 21785 21787 21788 21789 21791 21792 21794 21795 21797 21798 21799 21801 21802 21804 21805 21807 21808 21809

Pre-revised Pension + DP (if any) 15288 15289 15290 15291 15292 15293 15294 15295 15296 15297 15298 15299 15300 15301 15302 15303 15304 15305 15306 15307 15308 15309 15310 15311 15312 15313 15314 15315 15316 15317 15318 15319 15320 15321 15322

Revised Pension 21811 21812 21814 21815 21817 21818 21819 21821 21822 21824 21825 21827 21828 21829 21831 21832 21834 21835 21837 21838 21839 21841 21842 21844 21845 21847 21848 21849 21851 21852 21854 21855 21857 21858 21859

214

Pre-revised Pension + DP (if any) 15323 15324 15325 15326 15327 15328 15329 15330 15331 15332 15333 15334 15335 15336 15337 15338 15339 15340 15341 15342 15343 15344 15345 15346 15347 15348 15349 15350 15351 15352 15353 15354 15355 15356 15357

Revised Pension 21861 21862 21864 21865 21867 21868 21869 21871 21872 21874 21875 21877 21878 21879 21881 21882 21884 21885 21886 21888 21889 21891 21892 21894 21895 21896 21898 21899 21901 21902 21904 21905 21906 21908 21909

Pre-revised Pension + DP (if any) 15358 15359 15360 15361 15362 15363 15364 15365 15366 15367 15368 15369 15370 15371 15372 15373 15374 15375 15376 15377 15378 15379 15380 15381 15382 15383 15384 15385 15386 15387 15388 15389 15390 15391 15392

Revised Pension 21911 21912 21914 21915 21916 21918 21919 21921 21922 21924 21925 21926 21928 21929 21931 21932 21934 21935 21936 21938 21939 21941 21942 21944 21945 21946 21948 21949 21951 21952 21954 21955 21956 21958 21959

Pre-revised Pension + DP (if any) 15393 15394 15395 15396 15397 15398 15399 15400 15401 15402 15403 15404 15405 15406 15407 15408 15409 15410 15411 15412 15413 15414 15415 15416 15417 15418 15419 15420 15421 15422 15423 15424 15425 15426 15427

Revised Pension 21961 21962 21964 21965 21966 21968 21969 21971 21972 21974 21975 21976 21978 21979 21981 21982 21984 21985 21986 21988 21989 21991 21992 21993 21995 21996 21998 21999 22001 22002 22003 22005 22006 22008 22009

215

Pre-revised Pension + DP (if any) 15428 15429 15430 15431 15432 15433 15434 15435 15436 15437 15438 15439 15440 15441 15442 15443 15444 15445 15446 15447 15448 15449 15450 15451 15452 15453 15454 15455 15456 15457 15458 15459 15460 15461 15462

Revised Pension 22011 22012 22013 22015 22016 22018 22019 22021 22022 22023 22025 22026 22028 22029 22031 22032 22033 22035 22036 22038 22039 22041 22042 22043 22045 22046 22048 22049 22051 22052 22053 22055 22056 22058 22059

Pre-revised Pension + DP (if any) 15463 15464 15465 15466 15467 15468 15469 15470 15471 15472 15473 15474 15475 15476 15477 15478 15479 15480 15481 15482 15483 15484 15485 15486 15487 15488 15489 15490 15491 15492 15493 15494 15495 15496 15497

Revised Pension 22061 22062 22063 22065 22066 22068 22069 22071 22072 22073 22075 22076 22078 22079 22081 22082 22083 22085 22086 22088 22089 22091 22092 22093 22095 22096 22098 22099 22100 22102 22103 22105 22106 22108 22109

Pre-revised Pension + DP (if any) 15498 15499 15500 15501 15502 15503 15504 15505 15506 15507 15508 15509 15510 15511 15512 15513 15514 15515 15516 15517 15518 15519 15520 15521 15522 15523 15524 15525 15526 15527 15528 15529 15530 15531 15532

Revised Pension 22110 22112 22113 22115 22116 22118 22119 22120 22122 22123 22125 22126 22128 22129 22130 22132 22133 22135 22136 22138 22139 22140 22142 22143 22145 22146 22148 22149 22150 22152 22153 22155 22156 22158 22159

216

Pre-revised Pension + DP (if any) 15533 15534 15535 15536 15537 15538 15539 15540 15541 15542 15543 15544 15545 15546 15547 15548 15549 15550 15551 15552 15553 15554 15555 15556 15557 15558 15559 15560 15561 15562 15563 15564 15565 15566 15567

Revised Pension 22160 22162 22163 22165 22166 22168 22169 22170 22172 22173 22175 22176 22178 22179 22180 22182 22183 22185 22186 22188 22189 22190 22192 22193 22195 22196 22198 22199 22200 22202 22203 22205 22206 22207 22209

Pre-revised Pension + DP (if any) 15568 15569 15570 15571 15572 15573 15574 15575 15576 15577 15578 15579 15580 15581 15582 15583 15584 15585 15586 15587 15588 15589 15590 15591 15592 15593 15594 15595 15596 15597 15598 15599 15600 15601 15602

Revised Pension 22210 22212 22213 22215 22216 22217 22219 22220 22222 22223 22225 22226 22227 22229 22230 22232 22233 22235 22236 22237 22239 22240 22242 22243 22245 22246 22247 22249 22250 22252 22253 22255 22256 22257 22259

Pre-revised Pension + DP (if any) 15603 15604 15605 15606 15607 15608 15609 15610 15611 15612 15613 15614 15615 15616 15617 15618 15619 15620 15621 15622 15623 15624 15625 15626 15627 15628 15629 15630 15631 15632 15633 15634 15635 15636 15637

Revised Pension 22260 22262 22263 22265 22266 22267 22269 22270 22272 22273 22275 22276 22277 22279 22280 22282 22283 22285 22286 22287 22289 22290 22292 22293 22295 22296 22297 22299 22300 22302 22303 22305 22306 22307 22309

217

Pre-revised Pension + DP (if any) 15638 15639 15640 15641 15642 15643 15644 15645 15646 15647 15648 15649 15650 15651 15652 15653 15654 15655 15656 15657 15658 15659 15660 15661 15662 15663 15664 15665 15666 15667 15668 15669 15670 15671 15672

Revised Pension 22310 22312 22313 22314 22316 22317 22319 22320 22322 22323 22324 22326 22327 22329 22330 22332 22333 22334 22336 22337 22339 22340 22342 22343 22344 22346 22347 22349 22350 22352 22353 22354 22356 22357 22359

Pre-revised Pension + DP (if any) 15673 15674 15675 15676 15677 15678 15679 15680 15681 15682 15683 15684 15685 15686 15687 15688 15689 15690 15691 15692 15693 15694 15695 15696 15697 15698 15699 15700 15701 15702 15703 15704 15705 15706 15707

Revised Pension 22360 22362 22363 22364 22366 22367 22369 22370 22372 22373 22374 22376 22377 22379 22380 22382 22383 22384 22386 22387 22389 22390 22392 22393 22394 22396 22397 22399 22400 22402 22403 22404 22406 22407 22409

Pre-revised Pension + DP (if any) 15708 15709 15710 15711 15712 15713 15714 15715 15716 15717 15718 15719 15720 15721 15722 15723 15724 15725 15726 15727 15728 15729 15730 15731 15732 15733 15734 15735 15736 15737 15738 15739 15740 15741 15742

Revised Pension 22410 22412 22413 22414 22416 22417 22419 22420 22421 22423 22424 22426 22427 22429 22430 22431 22433 22434 22436 22437 22439 22440 22441 22443 22444 22446 22447 22449 22450 22451 22453 22454 22456 22457 22459

218

Pre-revised Pension + DP (if any) 15743 15744 15745 15746 15747 15748 15749 15750 15751 15752 15753 15754 15755 15756 15757 15758 15759 15760 15761 15762 15763 15764 15765 15766 15767 15768 15769 15770 15771 15772 15773 15774 15775 15776 15777

Revised Pension 22460 22461 22463 22464 22466 22467 22469 22470 22471 22473 22474 22476 22477 22479 22480 22481 22483 22484 22486 22487 22489 22490 22491 22493 22494 22496 22497 22499 22500 22501 22503 22504 22506 22507 22509

Pre-revised Pension + DP (if any) 15778 15779 15780 15781 15782 15783 15784 15785 15786 15787 15788 15789 15790 15791 15792 15793 15794 15795 15796 15797 15798 15799 15800 15801 15802 15803 15804 15805 15806 15807 15808 15809 15810 15811 15812

Revised Pension 22510 22511 22513 22514 22516 22517 22519 22520 22521 22523 22524 22526 22527 22528 22530 22531 22533 22534 22536 22537 22538 22540 22541 22543 22544 22546 22547 22548 22550 22551 22553 22554 22556 22557 22558

Pre-revised Pension + DP (if any) 15813 15814 15815 15816 15817 15818 15819 15820 15821 15822 15823 15824 15825 15826 15827 15828 15829 15830 15831 15832 15833 15834 15835 15836 15837 15838 15839 15840 15841 15842 15843 15844 15845 15846 15847

Revised Pension 22560 22561 22563 22564 22566 22567 22568 22570 22571 22573 22574 22576 22577 22578 22580 22581 22583 22584 22586 22587 22588 22590 22591 22593 22594 22596 22597 22598 22600 22601 22603 22604 22606 22607 22608

219

Pre-revised Pension + DP (if any) 15848 15849 15850 15851 15852 15853 15854 15855 15856 15857 15858 15859 15860 15861 15862 15863 15864 15865 15866 15867 15868 15869 15870 15871 15872 15873 15874 15875 15876 15877 15878 15879 15880 15881 15882

Revised Pension 22610 22611 22613 22614 22616 22617 22618 22620 22621 22623 22624 22626 22627 22628 22630 22631 22633 22634 22635 22637 22638 22640 22641 22643 22644 22645 22647 22648 22650 22651 22653 22654 22655 22657 22658

Pre-revised Pension + DP (if any) 15883 15884 15885 15886 15887 15888 15889 15890 15891 15892 15893 15894 15895 15896 15897 15898 15899 15900 15901 15902 15903 15904 15905 15906 15907 15908 15909 15910 15911 15912 15913 15914 15915 15916 15917

Revised Pension 22660 22661 22663 22664 22665 22667 22668 22670 22671 22673 22674 22675 22677 22678 22680 22681 22683 22684 22685 22687 22688 22690 22691 22693 22694 22695 22697 22698 22700 22701 22703 22704 22705 22707 22708

Pre-revised Pension + DP (if any) 15918 15919 15920 15921 15922 15923 15924 15925 15926 15927 15928 15929 15930 15931 15932 15933 15934 15935 15936 15937 15938 15939 15940 15941 15942 15943 15944 15945 15946 15947 15948 15949 15950 15951 15952

Revised Pension 22710 22711 22713 22714 22715 22717 22718 22720 22721 22723 22724 22725 22727 22728 22730 22731 22733 22734 22735 22737 22738 22740 22741 22742 22744 22745 22747 22748 22750 22751 22752 22754 22755 22757 22758

220

Pre-revised Pension + DP (if any) 15953 15954 15955 15956 15957 15958 15959 15960 15961 15962 15963 15964 15965 15966 15967 15968 15969 15970 15971 15972 15973 15974 15975 15976 15977 15978 15979 15980 15981 15982 15983 15984 15985 15986 15987

Revised Pension 22760 22761 22762 22764 22765 22767 22768 22770 22771 22772 22774 22775 22777 22778 22780 22781 22782 22784 22785 22787 22788 22790 22791 22792 22794 22795 22797 22798 22800 22801 22802 22804 22805 22807 22808

Pre-revised Pension + DP (if any) 15988 15989 15990 15991 15992 15993 15994 15995 15996 15997 15998 15999 16000 16001 16002 16003 16004 16005 16006 16007 16008 16009 16010 16011 16012 16013 16014 16015 16016 16017 16018 16019 16020 16021 16022

Revised Pension 22810 22811 22812 22814 22815 22817 22818 22820 22821 22822 22824 22825 22827 22828 22830 22831 22832 22834 22835 22837 22838 22840 22841 22842 22844 22845 22847 22848 22849 22851 22852 22854 22855 22857 22858

Pre-revised Pension + DP (if any) 16023 16024 16025 16026 16027 16028 16029 16030 16031 16032 16033 16034 16035 16036 16037 16038 16039 16040 16041 16042 16043 16044 16045 16046 16047 16048 16049 16050 16051 16052 16053 16054 16055 16056 16057

Revised Pension 22859 22861 22862 22864 22865 22867 22868 22869 22871 22872 22874 22875 22877 22878 22879 22881 22882 22884 22885 22887 22888 22889 22891 22892 22894 22895 22897 22898 22899 22901 22902 22904 22905 22907 22908

221

Pre-revised Pension + DP (if any) 16058 16059 16060 16061 16062 16063 16064 16065 16066 16067 16068 16069 16070 16071 16072 16073 16074 16075 16076 16077 16078 16079 16080 16081 16082 16083 16084 16085 16086 16087 16088 16089 16090 16091 16092

Revised Pension 22909 22911 22912 22914 22915 22917 22918 22919 22921 22922 22924 22925 22927 22928 22929 22931 22932 22934 22935 22937 22938 22939 22941 22942 22944 22945 22947 22948 22949 22951 22952 22954 22955 22956 22958

Pre-revised Pension + DP (if any) 16093 16094 16095 16096 16097 16098 16099 16100 16101 16102 16103 16104 16105 16106 16107 16108 16109 16110 16111 16112 16113 16114 16115 16116 16117 16118 16119 16120 16121 16122 16123 16124 16125 16126 16127

Revised Pension 22959 22961 22962 22964 22965 22966 22968 22969 22971 22972 22974 22975 22976 22978 22979 22981 22982 22984 22985 22986 22988 22989 22991 22992 22994 22995 22996 22998 22999 23001 23002 23004 23005 23006 23008

Pre-revised Pension + DP (if any) 16128 16129 16130 16131 16132 16133 16134 16135 16136 16137 16138 16139 16140 16141 16142 16143 16144 16145 16146 16147 16148 16149 16150 16151 16152 16153 16154 16155 16156 16157 16158 16159 16160 16161 16162

Revised Pension 23009 23011 23012 23014 23015 23016 23018 23019 23021 23022 23024 23025 23026 23028 23029 23031 23032 23034 23035 23036 23038 23039 23041 23042 23044 23045 23046 23048 23049 23051 23052 23054 23055 23056 23058

222

Pre-revised Pension + DP (if any) 16163 16164 16165 16166 16167 16168 16169 16170 16171 16172 16173 16174 16175 16176 16177 16178 16179 16180 16181 16182 16183 16184 16185 16186 16187 16188 16189 16190 16191 16192 16193 16194 16195 16196 16197

Revised Pension 23059 23061 23062 23063 23065 23066 23068 23069 23071 23072 23073 23075 23076 23078 23079 23081 23082 23083 23085 23086 23088 23089 23091 23092 23093 23095 23096 23098 23099 23101 23102 23103 23105 23106 23108

Pre-revised Pension + DP (if any) 16198 16199 16200 16201 16202 16203 16204 16205 16206 16207 16208 16209 16210 16211 16212 16213 16214 16215 16216 16217 16218 16219 16220 16221 16222 16223 16224 16225 16226 16227 16228 16229 16230 16231 16232

Revised Pension 23109 23111 23112 23113 23115 23116 23118 23119 23121 23122 23123 23125 23126 23128 23129 23131 23132 23133 23135 23136 23138 23139 23141 23142 23143 23145 23146 23148 23149 23151 23152 23153 23155 23156 23158

Pre-revised Pension + DP (if any) 16233 16234 16235 16236 16237 16238 16239 16240 16241 16242 16243 16244 16245 16246 16247 16248 16249 16250 16251 16252 16253 16254 16255 16256 16257 16258 16259 16260 16261 16262 16263 16264 16265 16266 16267

Revised Pension 23159 23161 23162 23163 23165 23166 23168 23169 23170 23172 23173 23175 23176 23178 23179 23180 23182 23183 23185 23186 23188 23189 23190 23192 23193 23195 23196 23198 23199 23200 23202 23203 23205 23206 23208

223

Pre-revised Pension + DP (if any) 16268 16269 16270 16271 16272 16273 16274 16275 16276 16277 16278 16279 16280 16281 16282 16283 16284 16285 16286 16287 16288 16289 16290 16291 16292 16293 16294 16295 16296 16297 16298 16299 16300 16301 16302

Revised Pension 23209 23210 23212 23213 23215 23216 23218 23219 23220 23222 23223 23225 23226 23228 23229 23230 23232 23233 23235 23236 23238 23239 23240 23242 23243 23245 23246 23248 23249 23250 23252 23253 23255 23256 23258

Pre-revised Pension + DP (if any) 16303 16304 16305 16306 16307 16308 16309 16310 16311 16312 16313 16314 16315 16316 16317 16318 16319 16320 16321 16322 16323 16324 16325 16326 16327 16328 16329 16330 16331 16332 16333 16334 16335 16336 16337

Revised Pension 23259 23260 23262 23263 23265 23266 23268 23269 23270 23272 23273 23275 23276 23277 23279 23280 23282 23283 23285 23286 23287 23289 23290 23292 23293 23295 23296 23297 23299 23300 23302 23303 23305 23306 23307

Pre-revised Pension + DP (if any) 16338 16339 16340 16341 16342 16343 16344 16345 16346 16347 16348 16349 16350 16351 16352 16353 16354 16355 16356 16357 16358 16359 16360 16361 16362 16363 16364 16365 16366 16367 16368 16369 16370 16371 16372

Revised Pension 23309 23310 23312 23313 23315 23316 23317 23319 23320 23322 23323 23325 23326 23327 23329 23330 23332 23333 23335 23336 23337 23339 23340 23342 23343 23345 23346 23347 23349 23350 23352 23353 23355 23356 23357

224

Pre-revised Pension + DP (if any) 16373 16374 16375 16376 16377 16378 16379 16380 16381 16382 16383 16384 16385 16386 16387 16388 16389 16390 16391 16392 16393 16394 16395 16396 16397 16398 16399 16400 16401 16402 16403 16404 16405 16406 16407

Revised Pension 23359 23360 23362 23363 23365 23366 23367 23369 23370 23372 23373 23375 23376 23377 23379 23380 23382 23383 23384 23386 23387 23389 23390 23392 23393 23394 23396 23397 23399 23400 23402 23403 23404 23406 23407

Pre-revised Pension + DP (if any) 16408 16409 16410 16411 16412 16413 16414 16415 16416 16417 16418 16419 16420 16421 16422 16423 16424 16425 16426 16427 16428 16429 16430 16431 16432 16433 16434 16435 16436 16437 16438 16439 16440 16441 16442

Revised Pension 23409 23410 23412 23413 23414 23416 23417 23419 23420 23422 23423 23424 23426 23427 23429 23430 23432 23433 23434 23436 23437 23439 23440 23442 23443 23444 23446 23447 23449 23450 23452 23453 23454 23456 23457

Pre-revised Pension + DP (if any) 16443 16444 16445 16446 16447 16448 16449 16450 16451 16452 16453 16454 16455 16456 16457 16458 16459 16460 16461 16462 16463 16464 16465 16466 16467 16468 16469 16470 16471 16472 16473 16474 16475 16476 16477

Revised Pension 23459 23460 23462 23463 23464 23466 23467 23469 23470 23472 23473 23474 23476 23477 23479 23480 23482 23483 23484 23486 23487 23489 23490 23491 23493 23494 23496 23497 23499 23500 23501 23503 23504 23506 23507

225

Pre-revised Pension + DP (if any) 16478 16479 16480 16481 16482 16483 16484 16485 16486 16487 16488 16489 16490 16491 16492 16493 16494 16495 16496 16497 16498 16499 16500 16501 16502 16503 16504 16505 16506 16507 16508 16509 16510 16511 16512

Revised Pension 23509 23510 23511 23513 23514 23516 23517 23519 23520 23521 23523 23524 23526 23527 23529 23530 23531 23533 23534 23536 23537 23539 23540 23541 23543 23544 23546 23547 23549 23550 23551 23553 23554 23556 23557

Pre-revised Pension + DP (if any) 16513 16514 16515 16516 16517 16518 16519 16520 16521 16522 16523 16524 16525 16526 16527 16528 16529 16530 16531 16532 16533 16534 16535 16536 16537 16538 16539 16540 16541 16542 16543 16544 16545 16546 16547

Revised Pension 23559 23560 23561 23563 23564 23566 23567 23569 23570 23571 23573 23574 23576 23577 23579 23580 23581 23583 23584 23586 23587 23589 23590 23591 23593 23594 23596 23597 23598 23600 23601 23603 23604 23606 23607

Pre-revised Pension + DP (if any) 16548 16549 16550 16551 16552 16553 16554 16555 16556 16557 16558 16559 16560 16561 16562 16563 16564 16565 16566 16567 16568 16569 16570 16571 16572 16573 16574 16575 16576 16577 16578 16579 16580 16581 16582

Revised Pension 23608 23610 23611 23613 23614 23616 23617 23618 23620 23621 23623 23624 23626 23627 23628 23630 23631 23633 23634 23636 23637 23638 23640 23641 23643 23644 23646 23647 23648 23650 23651 23653 23654 23656 23657

226

Pre-revised Pension + DP (if any) 16583 16584 16585 16586 16587 16588 16589 16590 16591 16592 16593 16594 16595 16596 16597 16598 16599 16600 16601 16602 16603 16604 16605 16606 16607 16608 16609 16610 16611 16612 16613 16614 16615 16616 16617

Revised Pension 23658 23660 23661 23663 23664 23666 23667 23668 23670 23671 23673 23674 23676 23677 23678 23680 23681 23683 23684 23686 23687 23688 23690 23691 23693 23694 23696 23697 23698 23700 23701 23703 23704 23705 23707

Pre-revised Pension + DP (if any) 16618 16619 16620 16621 16622 16623 16624 16625 16626 16627 16628 16629 16630 16631 16632 16633 16634 16635 16636 16637 16638 16639 16640 16641 16642 16643 16644 16645 16646 16647 16648 16649 16650 16651 16652

Revised Pension 23708 23710 23711 23713 23714 23715 23717 23718 23720 23721 23723 23724 23725 23727 23728 23730 23731 23733 23734 23735 23737 23738 23740 23741 23743 23744 23745 23747 23748 23750 23751 23753 23754 23755 23757

Pre-revised Pension + DP (if any) 16653 16654 16655 16656 16657 16658 16659 16660 16661 16662 16663 16664 16665 16666 16667 16668 16669 16670 16671 16672 16673 16674 16675 16676 16677 16678 16679 16680 16681 16682 16683 16684 16685 16686 16687

Revised Pension 23758 23760 23761 23763 23764 23765 23767 23768 23770 23771 23773 23774 23775 23777 23778 23780 23781 23783 23784 23785 23787 23788 23790 23791 23793 23794 23795 23797 23798 23800 23801 23803 23804 23805 23807

227

Pre-revised Pension + DP (if any) 16688 16689 16690 16691 16692 16693 16694 16695 16696 16697 16698 16699 16700 16701 16702 16703 16704 16705 16706 16707 16708 16709 16710 16711 16712 16713 16714 16715 16716 16717 16718 16719 16720 16721 16722

Revised Pension 23808 23810 23811 23812 23814 23815 23817 23818 23820 23821 23822 23824 23825 23827 23828 23830 23831 23832 23834 23835 23837 23838 23840 23841 23842 23844 23845 23847 23848 23850 23851 23852 23854 23855 23857

Pre-revised Pension + DP (if any) 16723 16724 16725 16726 16727 16728 16729 16730 16731 16732 16733 16734 16735 16736 16737 16738 16739 16740 16741 16742 16743 16744 16745 16746 16747 16748 16749 16750 16751 16752 16753 16754 16755 16756 16757

Revised Pension 23858 23860 23861 23862 23864 23865 23867 23868 23870 23871 23872 23874 23875 23877 23878 23880 23881 23882 23884 23885 23887 23888 23890 23891 23892 23894 23895 23897 23898 23900 23901 23902 23904 23905 23907

Pre-revised Pension + DP (if any) 16758 16759 16760 16761 16762 16763 16764 16765 16766 16767 16768 16769 16770 16771 16772 16773 16774 16775 16776 16777 16778 16779 16780 16781 16782 16783 16784 16785 16786 16787 16788 16789 16790 16791 16792

Revised Pension 23908 23910 23911 23912 23914 23915 23917 23918 23919 23921 23922 23924 23925 23927 23928 23929 23931 23932 23934 23935 23937 23938 23939 23941 23942 23944 23945 23947 23948 23949 23951 23952 23954 23955 23957

228

Pre-revised Pension + DP (if any) 16793 16794 16795 16796 16797 16798 16799 16800 16801 16802 16803 16804 16805 16806 16807 16808 16809 16810 16811 16812 16813 16814 16815 16816 16817 16818 16819 16820 16821 16822 16823 16824 16825 16826 16827

Revised Pension 23958 23959 23961 23962 23964 23965 23967 23968 23969 23971 23972 23974 23975 23977 23978 23979 23981 23982 23984 23985 23987 23988 23989 23991 23992 23994 23995 23997 23998 23999 24001 24002 24004 24005 24007

Pre-revised Pension + DP (if any) 16828 16829 16830 16831 16832 16833 16834 16835 16836 16837 16838 16839 16840 16841 16842 16843 16844 16845 16846 16847 16848 16849 16850 16851 16852 16853 16854 16855 16856 16857 16858 16859 16860 16861 16862

Revised Pension 24008 24009 24011 24012 24014 24015 24017 24018 24019 24021 24022 24024 24025 24026 24028 24029 24031 24032 24034 24035 24036 24038 24039 24041 24042 24044 24045 24046 24048 24049 24051 24052 24054 24055 24056

Pre-revised Pension + DP (if any) 16863 16864 16865 16866 16867 16868 16869 16870 16871 16872 16873 16874 16875 16876 16877 16878 16879 16880 16881 16882 16883 16884 16885 16886 16887 16888 16889 16890 16891 16892 16893 16894 16895 16896 16897

Revised Pension 24058 24059 24061 24062 24064 24065 24066 24068 24069 24071 24072 24074 24075 24076 24078 24079 24081 24082 24084 24085 24086 24088 24089 24091 24092 24094 24095 24096 24098 24099 24101 24102 24104 24105 24106

229

Pre-revised Pension + DP (if any) 16898 16899 16900 16901 16902 16903 16904 16905 16906 16907 16908 16909 16910 16911 16912 16913 16914 16915 16916 16917 16918 16919 16920 16921 16922 16923 16924 16925 16926 16927 16928 16929 16930 16931 16932

Revised Pension 24108 24109 24111 24112 24114 24115 24116 24118 24119 24121 24122 24124 24125 24126 24128 24129 24131 24132 24133 24135 24136 24138 24139 24141 24142 24143 24145 24146 24148 24149 24151 24152 24153 24155 24156

Pre-revised Pension + DP (if any) 16933 16934 16935 16936 16937 16938 16939 16940 16941 16942 16943 16944 16945 16946 16947 16948 16949 16950 16951 16952 16953 16954 16955 16956 16957 16958 16959 16960 16961 16962 16963 16964 16965 16966 16967

Revised Pension 24158 24159 24161 24162 24163 24165 24166 24168 24169 24171 24172 24173 24175 24176 24178 24179 24181 24182 24183 24185 24186 24188 24189 24191 24192 24193 24195 24196 24198 24199 24201 24202 24203 24205 24206

Pre-revised Pension + DP (if any) 16968 16969 16970 16971 16972 16973 16974 16975 16976 16977 16978 16979 16980 16981 16982 16983 16984 16985 16986 16987 16988 16989 16990 16991 16992 16993 16994 16995 16996 16997 16998 16999 17000 17001 17002

Revised Pension 24208 24209 24211 24212 24213 24215 24216 24218 24219 24221 24222 24223 24225 24226 24228 24229 24231 24232 24233 24235 24236 24238 24239 24240 24242 24243 24245 24246 24248 24249 24250 24252 24253 24255 24256

230

Pre-revised Pension + DP (if any) 17003 17004 17005 17006 17007 17008 17009 17010 17011 17012 17013 17014 17015 17016 17017 17018 17019 17020 17021 17022 17023 17024 17025 17026 17027 17028 17029 17030 17031 17032 17033 17034 17035 17036 17037

Revised Pension 24258 24259 24260 24262 24263 24265 24266 24268 24269 24270 24272 24273 24275 24276 24278 24279 24280 24282 24283 24285 24286 24288 24289 24290 24292 24293 24295 24296 24298 24299 24300 24302 24303 24305 24306

Pre-revised Pension + DP (if any) 17038 17039 17040 17041 17042 17043 17044 17045 17046 17047 17048 17049 17050 17051 17052 17053 17054 17055 17056 17057 17058 17059 17060 17061 17062 17063 17064 17065 17066 17067 17068 17069 17070 17071 17072

Revised Pension 24308 24309 24310 24312 24313 24315 24316 24318 24319 24320 24322 24323 24325 24326 24328 24329 24330 24332 24333 24335 24336 24338 24339 24340 24342 24343 24345 24346 24347 24349 24350 24352 24353 24355 24356

Pre-revised Pension + DP (if any) 17073 17074 17075 17076 17077 17078 17079 17080 17081 17082 17083 17084 17085 17086 17087 17088 17089 17090 17091 17092 17093 17094 17095 17096 17097 17098 17099 17100 17101 17102 17103 17104 17105 17106 17107

Revised Pension 24357 24359 24360 24362 24363 24365 24366 24367 24369 24370 24372 24373 24375 24376 24377 24379 24380 24382 24383 24385 24386 24387 24389 24390 24392 24393 24395 24396 24397 24399 24400 24402 24403 24405 24406

231

Pre-revised Pension + DP (if any) 17108 17109 17110 17111 17112 17113 17114 17115 17116 17117 17118 17119 17120 17121 17122 17123 17124 17125 17126 17127 17128 17129 17130 17131 17132 17133 17134 17135 17136 17137 17138 17139 17140 17141 17142

Revised Pension 24407 24409 24410 24412 24413 24415 24416 24417 24419 24420 24422 24423 24425 24426 24427 24429 24430 24432 24433 24435 24436 24437 24439 24440 24442 24443 24445 24446 24447 24449 24450 24452 24453 24454 24456

Pre-revised Pension + DP (if any) 17143 17144 17145 17146 17147 17148 17149 17150 17151 17152 17153 17154 17155 17156 17157 17158 17159 17160 17161 17162 17163 17164 17165 17166 17167 17168 17169 17170 17171 17172 17173 17174 17175 17176 17177

Revised Pension 24457 24459 24460 24462 24463 24464 24466 24467 24469 24470 24472 24473 24474 24476 24477 24479 24480 24482 24483 24484 24486 24487 24489 24490 24492 24493 24494 24496 24497 24499 24500 24502 24503 24504 24506

Pre-revised Pension + DP (if any) 17178 17179 17180 17181 17182 17183 17184 17185 17186 17187 17188 17189 17190 17191 17192 17193 17194 17195 17196 17197 17198 17199 17200 17201 17202 17203 17204 17205 17206 17207 17208 17209 17210 17211 17212

Revised Pension 24507 24509 24510 24512 24513 24514 24516 24517 24519 24520 24522 24523 24524 24526 24527 24529 24530 24532 24533 24534 24536 24537 24539 24540 24542 24543 24544 24546 24547 24549 24550 24552 24553 24554 24556

232

Pre-revised Pension + DP (if any) 17213 17214 17215 17216 17217 17218 17219 17220 17221 17222 17223 17224 17225 17226 17227 17228 17229 17230 17231 17232 17233 17234 17235 17236 17237 17238 17239 17240 17241 17242 17243 17244 17245 17246 17247

Revised Pension 24557 24559 24560 24561 24563 24564 24566 24567 24569 24570 24571 24573 24574 24576 24577 24579 24580 24581 24583 24584 24586 24587 24589 24590 24591 24593 24594 24596 24597 24599 24600 24601 24603 24604 24606

Pre-revised Pension + DP (if any) 17248 17249 17250 17251 17252 17253 17254 17255 17256 17257 17258 17259 17260 17261 17262 17263 17264 17265 17266 17267 17268 17269 17270 17271 17272 17273 17274 17275 17276 17277 17278 17279 17280 17281 17282

Revised Pension 24607 24609 24610 24611 24613 24614 24616 24617 24619 24620 24621 24623 24624 24626 24627 24629 24630 24631 24633 24634 24636 24637 24639 24640 24641 24643 24644 24646 24647 24649 24650 24651 24653 24654 24656

Pre-revised Pension + DP (if any) 17283 17284 17285 17286 17287 17288 17289 17290 17291 17292 17293 17294 17295 17296 17297 17298 17299 17300 17301 17302 17303 17304 17305 17306 17307 17308 17309 17310 17311 17312 17313 17314 17315 17316 17317

Revised Pension 24657 24659 24660 24661 24663 24664 24666 24667 24668 24670 24671 24673 24674 24676 24677 24678 24680 24681 24683 24684 24686 24687 24688 24690 24691 24693 24694 24696 24697 24698 24700 24701 24703 24704 24706

233

Pre-revised Pension + DP (if any) 17318 17319 17320 17321 17322 17323 17324 17325 17326 17327 17328 17329 17330 17331 17332 17333 17334 17335 17336 17337 17338 17339 17340 17341 17342 17343 17344 17345 17346 17347 17348 17349 17350 17351 17352

Revised Pension 24707 24708 24710 24711 24713 24714 24716 24717 24718 24720 24721 24723 24724 24726 24727 24728 24730 24731 24733 24734 24736 24737 24738 24740 24741 24743 24744 24746 24747 24748 24750 24751 24753 24754 24756

Pre-revised Pension + DP (if any) 17353 17354 17355 17356 17357 17358 17359 17360 17361 17362 17363 17364 17365 17366 17367 17368 17369 17370 17371 17372 17373 17374 17375 17376 17377 17378 17379 17380 17381 17382 17383 17384 17385 17386 17387

Revised Pension 24757 24758 24760 24761 24763 24764 24766 24767 24768 24770 24771 24773 24774 24775 24777 24778 24780 24781 24783 24784 24785 24787 24788 24790 24791 24793 24794 24795 24797 24798 24800 24801 24803 24804 24805

Pre-revised Pension + DP (if any) 17388 17389 17390 17391 17392 17393 17394 17395 17396 17397 17398 17399 17400 17401 17402 17403 17404 17405 17406 17407 17408 17409 17410 17411 17412 17413 17414 17415 17416 17417 17418 17419 17420 17421 17422

Revised Pension 24807 24808 24810 24811 24813 24814 24815 24817 24818 24820 24821 24823 24824 24825 24827 24828 24830 24831 24833 24834 24835 24837 24838 24840 24841 24843 24844 24845 24847 24848 24850 24851 24853 24854 24855

234

Pre-revised Pension + DP (if any) 17423 17424 17425 17426 17427 17428 17429 17430 17431 17432 17433 17434 17435 17436 17437 17438 17439 17440 17441 17442 17443 17444 17445 17446 17447 17448 17449 17450 17451 17452 17453 17454 17455 17456 17457

Revised Pension 24857 24858 24860 24861 24863 24864 24865 24867 24868 24870 24871 24873 24874 24875 24877 24878 24880 24881 24882 24884 24885 24887 24888 24890 24891 24892 24894 24895 24897 24898 24900 24901 24902 24904 24905

Pre-revised Pension + DP (if any) 17458 17459 17460 17461 17462 17463 17464 17465 17466 17467 17468 17469 17470 17471 17472 17473 17474 17475 17476 17477 17478 17479 17480 17481 17482 17483 17484 17485 17486 17487 17488 17489 17490 17491 17492

Revised Pension 24907 24908 24910 24911 24912 24914 24915 24917 24918 24920 24921 24922 24924 24925 24927 24928 24930 24931 24932 24934 24935 24937 24938 24940 24941 24942 24944 24945 24947 24948 24950 24951 24952 24954 24955

Pre-revised Pension + DP (if any) 17493 17494 17495 17496 17497 17498 17499 17500 17501 17502 17503 17504 17505 17506 17507 17508 17509 17510 17511 17512 17513 17514 17515 17516 17517 17518 17519 17520 17521 17522 17523 17524 17525 17526 17527

Revised Pension 24957 24958 24960 24961 24962 24964 24965 24967 24968 24970 24971 24972 24974 24975 24977 24978 24980 24981 24982 24984 24985 24987 24988 24989 24991 24992 24994 24995 24997 24998 24999 25001 25002 25004 25005

235

Pre-revised Pension + DP (if any) 17528 17529 17530 17531 17532 17533 17534 17535 17536 17537 17538 17539 17540 17541 17542 17543 17544 17545 17546 17547 17548 17549 17550 17551 17552 17553 17554 17555 17556 17557 17558 17559 17560 17561 17562

Revised Pension 25007 25008 25009 25011 25012 25014 25015 25017 25018 25019 25021 25022 25024 25025 25027 25028 25029 25031 25032 25034 25035 25037 25038 25039 25041 25042 25044 25045 25047 25048 25049 25051 25052 25054 25055

Pre-revised Pension + DP (if any) 17563 17564 17565 17566 17567 17568 17569 17570 17571 17572 17573 17574 17575 17576 17577 17578 17579 17580 17581 17582 17583 17584 17585 17586 17587 17588 17589 17590 17591 17592 17593 17594 17595 17596 17597

Revised Pension 25057 25058 25059 25061 25062 25064 25065 25067 25068 25069 25071 25072 25074 25075 25077 25078 25079 25081 25082 25084 25085 25087 25088 25089 25091 25092 25094 25095 25096 25098 25099 25101 25102 25104 25105

Pre-revised Pension + DP (if any) 17598 17599 17600 17601 17602 17603 17604 17605 17606 17607 17608 17609 17610 17611 17612 17613 17614 17615 17616 17617 17618 17619 17620 17621 17622 17623 17624 17625 17626 17627 17628 17629 17630 17631 17632

Revised Pension 25106 25108 25109 25111 25112 25114 25115 25116 25118 25119 25121 25122 25124 25125 25126 25128 25129 25131 25132 25134 25135 25136 25138 25139 25141 25142 25144 25145 25146 25148 25149 25151 25152 25154 25155

236

Pre-revised Pension + DP (if any) 17633 17634 17635 17636 17637 17638 17639 17640 17641 17642 17643 17644 17645 17646 17647 17648 17649 17650 17651 17652 17653 17654 17655 17656 17657 17658 17659 17660 17661 17662 17663 17664 17665 17666 17667

Revised Pension 25156 25158 25159 25161 25162 25164 25165 25166 25168 25169 25171 25172 25174 25175 25176 25178 25179 25181 25182 25184 25185 25186 25188 25189 25191 25192 25194 25195 25196 25198 25199 25201 25202 25203 25205

Pre-revised Pension + DP (if any) 17668 17669 17670 17671 17672 17673 17674 17675 17676 17677 17678 17679 17680 17681 17682 17683 17684 17685 17686 17687 17688 17689 17690 17691 17692 17693 17694 17695 17696 17697 17698 17699 17700 17701 17702

Revised Pension 25206 25208 25209 25211 25212 25213 25215 25216 25218 25219 25221 25222 25223 25225 25226 25228 25229 25231 25232 25233 25235 25236 25238 25239 25241 25242 25243 25245 25246 25248 25249 25251 25252 25253 25255

Pre-revised Pension + DP (if any) 17703 17704 17705 17706 17707 17708 17709 17710 17711 17712 17713 17714 17715 17716 17717 17718 17719 17720 17721 17722 17723 17724 17725 17726 17727 17728 17729 17730 17731 17732 17733 17734 17735 17736 17737

Revised Pension 25256 25258 25259 25261 25262 25263 25265 25266 25268 25269 25271 25272 25273 25275 25276 25278 25279 25281 25282 25283 25285 25286 25288 25289 25291 25292 25293 25295 25296 25298 25299 25301 25302 25303 25305

237

Pre-revised Pension + DP (if any) 17738 17739 17740 17741 17742 17743 17744 17745 17746 17747 17748 17749 17750 17751 17752 17753 17754 17755 17756 17757 17758 17759 17760 17761 17762 17763 17764 17765 17766 17767 17768 17769 17770 17771 17772

Revised Pension 25306 25308 25309 25310 25312 25313 25315 25316 25318 25319 25320 25322 25323 25325 25326 25328 25329 25330 25332 25333 25335 25336 25338 25339 25340 25342 25343 25345 25346 25348 25349 25350 25352 25353 25355

Pre-revised Pension + DP (if any) 17773 17774 17775 17776 17777 17778 17779 17780 17781 17782 17783 17784 17785 17786 17787 17788 17789 17790 17791 17792 17793 17794 17795 17796 17797 17798 17799 17800 17801 17802 17803 17804 17805 17806 17807

Revised Pension 25356 25358 25359 25360 25362 25363 25365 25366 25368 25369 25370 25372 25373 25375 25376 25378 25379 25380 25382 25383 25385 25386 25388 25389 25390 25392 25393 25395 25396 25398 25399 25400 25402 25403 25405

Pre-revised Pension + DP (if any) 17808 17809 17810 17811 17812 17813 17814 17815 17816 17817 17818 17819 17820 17821 17822 17823 17824 17825 17826 17827 17828 17829 17830 17831 17832 17833 17834 17835 17836 17837 17838 17839 17840 17841 17842

Revised Pension 25406 25408 25409 25410 25412 25413 25415 25416 25417 25419 25420 25422 25423 25425 25426 25427 25429 25430 25432 25433 25435 25436 25437 25439 25440 25442 25443 25445 25446 25447 25449 25450 25452 25453 25455

238

Pre-revised Pension + DP (if any) 17843 17844 17845 17846 17847 17848 17849 17850 17851 17852 17853 17854 17855 17856 17857 17858 17859 17860 17861 17862 17863 17864 17865 17866 17867 17868 17869 17870 17871 17872 17873 17874 17875 17876 17877

Revised Pension 25456 25457 25459 25460 25462 25463 25465 25466 25467 25469 25470 25472 25473 25475 25476 25477 25479 25480 25482 25483 25485 25486 25487 25489 25490 25492 25493 25495 25496 25497 25499 25500 25502 25503 25505

Pre-revised Pension + DP (if any) 17878 17879 17880 17881 17882 17883 17884 17885 17886 17887 17888 17889 17890 17891 17892 17893 17894 17895 17896 17897 17898 17899 17900 17901 17902 17903 17904 17905 17906 17907 17908 17909 17910 17911 17912

Revised Pension 25506 25507 25509 25510 25512 25513 25515 25516 25517 25519 25520 25522 25523 25524 25526 25527 25529 25530 25532 25533 25534 25536 25537 25539 25540 25542 25543 25544 25546 25547 25549 25550 25552 25553 25554

Pre-revised Pension + DP (if any) 17913 17914 17915 17916 17917 17918 17919 17920 17921 17922 17923 17924 17925 17926 17927 17928 17929 17930 17931 17932 17933 17934 17935 17936 17937 17938 17939 17940 17941 17942 17943 17944 17945 17946 17947

Revised Pension 25556 25557 25559 25560 25562 25563 25564 25566 25567 25569 25570 25572 25573 25574 25576 25577 25579 25580 25582 25583 25584 25586 25587 25589 25590 25592 25593 25594 25596 25597 25599 25600 25602 25603 25604

239

Pre-revised Pension + DP (if any) 17948 17949 17950 17951 17952 17953 17954 17955 17956 17957 17958 17959 17960 17961 17962 17963 17964 17965 17966 17967 17968 17969 17970 17971 17972 17973 17974 17975 17976 17977 17978 17979 17980 17981 17982

Revised Pension 25606 25607 25609 25610 25612 25613 25614 25616 25617 25619 25620 25622 25623 25624 25626 25627 25629 25630 25631 25633 25634 25636 25637 25639 25640 25641 25643 25644 25646 25647 25649 25650 25651 25653 25654

Pre-revised Pension + DP (if any) 17983 17984 17985 17986 17987 17988 17989 17990 17991 17992 17993 17994 17995 17996 17997 17998 17999 18000 18001 18002 18003 18004 18005 18006 18007 18008 18009 18010 18011 18012 18013 18014 18015 18016 18017

Revised Pension 25656 25657 25659 25660 25661 25663 25664 25666 25667 25669 25670 25671 25673 25674 25676 25677 25679 25680 25681 25683 25684 25686 25687 25689 25690 25691 25693 25694 25696 25697 25699 25700 25701 25703 25704

Pre-revised Pension + DP (if any) 18018 18019 18020 18021 18022 18023 18024 18025 18026 18027 18028 18029 18030 18031 18032 18033 18034 18035 18036 18037 18038 18039 18040 18041 18042 18043 18044 18045 18046 18047 18048 18049 18050 18051 18052

Revised Pension 25706 25707 25709 25710 25711 25713 25714 25716 25717 25719 25720 25721 25723 25724 25726 25727 25729 25730 25731 25733 25734 25736 25737 25738 25740 25741 25743 25744 25746 25747 25748 25750 25751 25753 25754

240

Pre-revised Pension + DP (if any) 18053 18054 18055 18056 18057 18058 18059 18060 18061 18062 18063 18064 18065 18066 18067 18068 18069 18070 18071 18072 18073 18074 18075 18076 18077 18078 18079 18080 18081 18082 18083 18084 18085 18086 18087

Revised Pension 25756 25757 25758 25760 25761 25763 25764 25766 25767 25768 25770 25771 25773 25774 25776 25777 25778 25780 25781 25783 25784 25786 25787 25788 25790 25791 25793 25794 25796 25797 25798 25800 25801 25803 25804

Pre-revised Pension + DP (if any) 18088 18089 18090 18091 18092 18093 18094 18095 18096 18097 18098 18099 18100 18101 18102 18103 18104 18105 18106 18107 18108 18109 18110 18111 18112 18113 18114 18115 18116 18117 18118 18119 18120 18121 18122

Revised Pension 25806 25807 25808 25810 25811 25813 25814 25816 25817 25818 25820 25821 25823 25824 25826 25827 25828 25830 25831 25833 25834 25836 25837 25838 25840 25841 25843 25844 25845 25847 25848 25850 25851 25853 25854

Pre-revised Pension + DP (if any) 18123 18124 18125 18126 18127 18128 18129 18130 18131 18132 18133 18134 18135 18136 18137 18138 18139 18140 18141 18142 18143 18144 18145 18146 18147 18148 18149 18150 18151 18152 18153 18154 18155 18156 18157

Revised Pension 25855 25857 25858 25860 25861 25863 25864 25865 25867 25868 25870 25871 25873 25874 25875 25877 25878 25880 25881 25883 25884 25885 25887 25888 25890 25891 25893 25894 25895 25897 25898 25900 25901 25903 25904

241

Pre-revised Pension + DP (if any) 18158 18159 18160 18161 18162 18163 18164 18165 18166 18167 18168 18169 18170 18171 18172 18173 18174 18175 18176 18177 18178 18179 18180 18181 18182 18183 18184 18185 18186 18187 18188 18189 18190 18191 18192

Revised Pension 25905 25907 25908 25910 25911 25913 25914 25915 25917 25918 25920 25921 25923 25924 25925 25927 25928 25930 25931 25933 25934 25935 25937 25938 25940 25941 25943 25944 25945 25947 25948 25950 25951 25952 25954

Pre-revised Pension + DP (if any) 18193 18194 18195 18196 18197 18198 18199 18200 18201 18202 18203 18204 18205 18206 18207 18208 18209 18210 18211 18212 18213 18214 18215 18216 18217 18218 18219 18220 18221 18222 18223 18224 18225 18226 18227

Revised Pension 25955 25957 25958 25960 25961 25962 25964 25965 25967 25968 25970 25971 25972 25974 25975 25977 25978 25980 25981 25982 25984 25985 25987 25988 25990 25991 25992 25994 25995 25997 25998 26000 26001 26002 26004

Pre-revised Pension + DP (if any) 18228 18229 18230 18231 18232 18233 18234 18235 18236 18237 18238 18239 18240 18241 18242 18243 18244 18245 18246 18247 18248 18249 18250 18251 18252 18253 18254 18255 18256 18257 18258 18259 18260 18261 18262

Revised Pension 26005 26007 26008 26010 26011 26012 26014 26015 26017 26018 26020 26021 26022 26024 26025 26027 26028 26030 26031 26032 26034 26035 26037 26038 26040 26041 26042 26044 26045 26047 26048 26050 26051 26052 26054

242

Pre-revised Pension + DP (if any) 18263 18264 18265 18266 18267 18268 18269 18270 18271 18272 18273 18274 18275 18276 18277 18278 18279 18280 18281 18282 18283 18284 18285 18286 18287 18288 18289 18290 18291 18292 18293 18294 18295 18296 18297

Revised Pension 26055 26057 26058 26059 26061 26062 26064 26065 26067 26068 26069 26071 26072 26074 26075 26077 26078 26079 26081 26082 26084 26085 26087 26088 26089 26091 26092 26094 26095 26097 26098 26099 26101 26102 26104

Pre-revised Pension + DP (if any) 18298 18299 18300 18301 18302 18303 18304 18305 18306 18307 18308 18309 18310 18311 18312 18313 18314 18315 18316 18317 18318 18319 18320 18321 18322 18323 18324 18325 18326 18327 18328 18329 18330 18331 18332

Revised Pension 26105 26107 26108 26109 26111 26112 26114 26115 26117 26118 26119 26121 26122 26124 26125 26127 26128 26129 26131 26132 26134 26135 26137 26138 26139 26141 26142 26144 26145 26147 26148 26149 26151 26152 26154

Pre-revised Pension + DP (if any) 18333 18334 18335 18336 18337 18338 18339 18340 18341 18342 18343 18344 18345 18346 18347 18348 18349 18350 18351 18352 18353 18354 18355 18356 18357 18358 18359 18360 18361 18362 18363 18364 18365 18366 18367

Revised Pension 26155 26157 26158 26159 26161 26162 26164 26165 26166 26168 26169 26171 26172 26174 26175 26176 26178 26179 26181 26182 26184 26185 26186 26188 26189 26191 26192 26194 26195 26196 26198 26199 26201 26202 26204

243

Pre-revised Pension + DP (if any) 18368 18369 18370 18371 18372 18373 18374 18375 18376 18377 18378 18379 18380 18381 18382 18383 18384 18385 18386 18387 18388 18389 18390 18391 18392 18393 18394 18395 18396 18397 18398 18399 18400 18401 18402

Revised Pension 26205 26206 26208 26209 26211 26212 26214 26215 26216 26218 26219 26221 26222 26224 26225 26226 26228 26229 26231 26232 26234 26235 26236 26238 26239 26241 26242 26244 26245 26246 26248 26249 26251 26252 26254

Pre-revised Pension + DP (if any) 18403 18404 18405 18406 18407 18408 18409 18410 18411 18412 18413 18414 18415 18416 18417 18418 18419 18420 18421 18422 18423 18424 18425 18426 18427 18428 18429 18430 18431 18432 18433 18434 18435 18436 18437

Revised Pension 26255 26256 26258 26259 26261 26262 26264 26265 26266 26268 26269 26271 26272 26273 26275 26276 26278 26279 26281 26282 26283 26285 26286 26288 26289 26291 26292 26293 26295 26296 26298 26299 26301 26302 26303

Pre-revised Pension + DP (if any) 18438 18439 18440 18441 18442 18443 18444 18445 18446 18447 18448 18449 18450 18451 18452 18453 18454 18455 18456 18457 18458 18459 18460 18461 18462 18463 18464 18465 18466 18467 18468 18469 18470 18471 18472

Revised Pension 26305 26306 26308 26309 26311 26312 26313 26315 26316 26318 26319 26321 26322 26323 26325 26326 26328 26329 26331 26332 26333 26335 26336 26338 26339 26341 26342 26343 26345 26346 26348 26349 26351 26352 26353

244

Pre-revised Pension + DP (if any) 18473 18474 18475 18476 18477 18478 18479 18480 18481 18482 18483 18484 18485 18486 18487 18488 18489 18490 18491 18492 18493 18494 18495 18496 18497 18498 18499 18500 18501 18502 18503 18504 18505 18506 18507

Revised Pension 26355 26356 26358 26359 26361 26362 26363 26365 26366 26368 26369 26371 26372 26373 26375 26376 26378 26379 26380 26382 26383 26385 26386 26388 26389 26390 26392 26393 26395 26396 26398 26399 26400 26402 26403

Pre-revised Pension + DP (if any) 18508 18509 18510 18511 18512 18513 18514 18515 18516 18517 18518 18519 18520 18521 18522 18523 18524 18525 18526 18527 18528 18529 18530 18531 18532 18533 18534 18535 18536 18537 18538 18539 18540 18541 18542

Revised Pension 26405 26406 26408 26409 26410 26412 26413 26415 26416 26418 26419 26420 26422 26423 26425 26426 26428 26429 26430 26432 26433 26435 26436 26438 26439 26440 26442 26443 26445 26446 26448 26449 26450 26452 26453

Pre-revised Pension + DP (if any) 18543 18544 18545 18546 18547 18548 18549 18550 18551 18552 18553 18554 18555 18556 18557 18558 18559 18560 18561 18562 18563 18564 18565 18566 18567 18568 18569 18570 18571 18572 18573 18574 18575 18576 18577

Revised Pension 26455 26456 26458 26459 26460 26462 26463 26465 26466 26468 26469 26470 26472 26473 26475 26476 26478 26479 26480 26482 26483 26485 26486 26487 26489 26490 26492 26493 26495 26496 26497 26499 26500 26502 26503

245

Pre-revised Pension + DP (if any) 18578 18579 18580 18581 18582 18583 18584 18585 18586 18587 18588 18589 18590 18591 18592 18593 18594 18595 18596 18597 18598 18599 18600 18601 18602 18603 18604 18605 18606 18607 18608 18609 18610 18611 18612

Revised Pension 26505 26506 26507 26509 26510 26512 26513 26515 26516 26517 26519 26520 26522 26523 26525 26526 26527 26529 26530 26532 26533 26535 26536 26537 26539 26540 26542 26543 26545 26546 26547 26549 26550 26552 26553

Pre-revised Pension + DP (if any) 18613 18614 18615 18616 18617 18618 18619 18620 18621 18622 18623 18624 18625 18626 18627 18628 18629 18630 18631 18632 18633 18634 18635 18636 18637 18638 18639 18640 18641 18642 18643 18644 18645 18646 18647

Revised Pension 26555 26556 26557 26559 26560 26562 26563 26565 26566 26567 26569 26570 26572 26573 26575 26576 26577 26579 26580 26582 26583 26585 26586 26587 26589 26590 26592 26593 26594 26596 26597 26599 26600 26602 26603

Pre-revised Pension + DP (if any) 18648 18649 18650 18651 18652 18653 18654 18655 18656 18657 18658 18659 18660 18661 18662 18663 18664 18665 18666 18667 18668 18669 18670 18671 18672 18673 18674 18675 18676 18677 18678 18679 18680 18681 18682

Revised Pension 26604 26606 26607 26609 26610 26612 26613 26614 26616 26617 26619 26620 26622 26623 26624 26626 26627 26629 26630 26632 26633 26634 26636 26637 26639 26640 26642 26643 26644 26646 26647 26649 26650 26652 26653

246

Pre-revised Pension + DP (if any) 18683 18684 18685 18686 18687 18688 18689 18690 18691 18692 18693 18694 18695 18696 18697 18698 18699 18700 18701 18702 18703 18704 18705 18706 18707 18708 18709 18710 18711 18712 18713 18714 18715 18716 18717

Revised Pension 26654 26656 26657 26659 26660 26662 26663 26664 26666 26667 26669 26670 26672 26673 26674 26676 26677 26679 26680 26682 26683 26684 26686 26687 26689 26690 26692 26693 26694 26696 26697 26699 26700 26701 26703

Pre-revised Pension + DP (if any) 18718 18719 18720 18721 18722 18723 18724 18725 18726 18727 18728 18729 18730 18731 18732 18733 18734 18735 18736 18737 18738 18739 18740 18741 18742 18743 18744 18745 18746 18747 18748 18749 18750 18751 18752

Revised Pension 26704 26706 26707 26709 26710 26711 26713 26714 26716 26717 26719 26720 26721 26723 26724 26726 26727 26729 26730 26731 26733 26734 26736 26737 26739 26740 26741 26743 26744 26746 26747 26749 26750 26751 26753

Pre-revised Pension + DP (if any) 18753 18754 18755 18756 18757 18758 18759 18760 18761 18762 18763 18764 18765 18766 18767 18768 18769 18770 18771 18772 18773 18774 18775 18776 18777 18778 18779 18780 18781 18782 18783 18784 18785 18786 18787

Revised Pension 26754 26756 26757 26759 26760 26761 26763 26764 26766 26767 26769 26770 26771 26773 26774 26776 26777 26779 26780 26781 26783 26784 26786 26787 26789 26790 26791 26793 26794 26796 26797 26799 26800 26801 26803

247

Pre-revised Pension + DP (if any) 18788 18789 18790 18791 18792 18793 18794 18795 18796 18797 18798 18799 18800 18801 18802 18803 18804 18805 18806 18807 18808 18809 18810 18811 18812 18813 18814 18815 18816 18817 18818 18819 18820 18821 18822

Revised Pension 26804 26806 26807 26808 26810 26811 26813 26814 26816 26817 26818 26820 26821 26823 26824 26826 26827 26828 26830 26831 26833 26834 26836 26837 26838 26840 26841 26843 26844 26846 26847 26848 26850 26851 26853

Pre-revised Pension + DP (if any) 18823 18824 18825 18826 18827 18828 18829 18830 18831 18832 18833 18834 18835 18836 18837 18838 18839 18840 18841 18842 18843 18844 18845 18846 18847 18848 18849 18850 18851 18852 18853 18854 18855 18856 18857

Revised Pension 26854 26856 26857 26858 26860 26861 26863 26864 26866 26867 26868 26870 26871 26873 26874 26876 26877 26878 26880 26881 26883 26884 26886 26887 26888 26890 26891 26893 26894 26896 26897 26898 26900 26901 26903

Pre-revised Pension + DP (if any) 18858 18859 18860 18861 18862 18863 18864 18865 18866 18867 18868 18869 18870 18871 18872 18873 18874 18875 18876 18877 18878 18879 18880 18881 18882 18883 18884 18885 18886 18887 18888 18889 18890 18891 18892

Revised Pension 26904 26906 26907 26908 26910 26911 26913 26914 26915 26917 26918 26920 26921 26923 26924 26925 26927 26928 26930 26931 26933 26934 26935 26937 26938 26940 26941 26943 26944 26945 26947 26948 26950 26951 26953

248

Pre-revised Pension + DP (if any) 18893 18894 18895 18896 18897 18898 18899 18900 18901 18902 18903 18904 18905 18906 18907 18908 18909 18910 18911 18912 18913 18914 18915 18916 18917 18918 18919 18920 18921 18922 18923 18924 18925 18926 18927

Revised Pension 26954 26955 26957 26958 26960 26961 26963 26964 26965 26967 26968 26970 26971 26973 26974 26975 26977 26978 26980 26981 26983 26984 26985 26987 26988 26990 26991 26993 26994 26995 26997 26998 27000 27001 27003

Pre-revised Pension + DP (if any) 18928 18929 18930 18931 18932 18933 18934 18935 18936 18937 18938 18939 18940 18941 18942 18943 18944 18945 18946 18947 18948 18949 18950 18951 18952 18953 18954 18955 18956 18957 18958 18959 18960 18961 18962

Revised Pension 27004 27005 27007 27008 27010 27011 27013 27014 27015 27017 27018 27020 27021 27022 27024 27025 27027 27028 27030 27031 27032 27034 27035 27037 27038 27040 27041 27042 27044 27045 27047 27048 27050 27051 27052

Pre-revised Pension + DP (if any) 18963 18964 18965 18966 18967 18968 18969 18970 18971 18972 18973 18974 18975 18976 18977 18978 18979 18980 18981 18982 18983 18984 18985 18986 18987 18988 18989 18990 18991 18992 18993 18994 18995 18996 18997

Revised Pension 27054 27055 27057 27058 27060 27061 27062 27064 27065 27067 27068 27070 27071 27072 27074 27075 27077 27078 27080 27081 27082 27084 27085 27087 27088 27090 27091 27092 27094 27095 27097 27098 27100 27101 27102

249

Pre-revised Pension + DP (if any) 18998 18999 19000 19001 19002 19003 19004 19005 19006 19007 19008 19009 19010 19011 19012 19013 19014 19015 19016 19017 19018 19019 19020 19021 19022 19023 19024 19025 19026 19027 19028 19029 19030 19031 19032

Revised Pension 27104 27105 27107 27108 27110 27111 27112 27114 27115 27117 27118 27120 27121 27122 27124 27125 27127 27128 27129 27131 27132 27134 27135 27137 27138 27139 27141 27142 27144 27145 27147 27148 27149 27151 27152

Pre-revised Pension + DP (if any) 19033 19034 19035 19036 19037 19038 19039 19040 19041 19042 19043 19044 19045 19046 19047 19048 19049 19050 19051 19052 19053 19054 19055 19056 19057 19058 19059 19060 19061 19062 19063 19064 19065 19066 19067

Revised Pension 27154 27155 27157 27158 27159 27161 27162 27164 27165 27167 27168 27169 27171 27172 27174 27175 27177 27178 27179 27181 27182 27184 27185 27187 27188 27189 27191 27192 27194 27195 27197 27198 27199 27201 27202

Pre-revised Pension + DP (if any) 19068 19069 19070 19071 19072 19073 19074 19075 19076 19077 19078 19079 19080 19081 19082 19083 19084 19085 19086 19087 19088 19089 19090 19091 19092 19093 19094 19095 19096 19097 19098 19099 19100 19101 19102

Revised Pension 27204 27205 27207 27208 27209 27211 27212 27214 27215 27217 27218 27219 27221 27222 27224 27225 27227 27228 27229 27231 27232 27234 27235 27236 27238 27239 27241 27242 27244 27245 27246 27248 27249 27251 27252

250

Pre-revised Pension + DP (if any) 19103 19104 19105 19106 19107 19108 19109 19110 19111 19112 19113 19114 19115 19116 19117 19118 19119 19120 19121 19122 19123 19124 19125 19126 19127 19128 19129 19130 19131 19132 19133 19134 19135 19136 19137

Revised Pension 27254 27255 27256 27258 27259 27261 27262 27264 27265 27266 27268 27269 27271 27272 27274 27275 27276 27278 27279 27281 27282 27284 27285 27286 27288 27289 27291 27292 27294 27295 27296 27298 27299 27301 27302

Pre-revised Pension + DP (if any) 19138 19139 19140 19141 19142 19143 19144 19145 19146 19147 19148 19149 19150 19151 19152 19153 19154 19155 19156 19157 19158 19159 19160 19161 19162 19163 19164 19165 19166 19167 19168 19169 19170 19171 19172

Revised Pension 27304 27305 27306 27308 27309 27311 27312 27314 27315 27316 27318 27319 27321 27322 27324 27325 27326 27328 27329 27331 27332 27334 27335 27336 27338 27339 27341 27342 27343 27345 27346 27348 27349 27351 27352

Pre-revised Pension + DP (if any) 19173 19174 19175 19176 19177 19178 19179 19180 19181 19182 19183 19184 19185 19186 19187 19188 19189 19190 19191 19192 19193 19194 19195 19196 19197 19198 19199 19200 19201 19202 19203 19204 19205 19206 19207

Revised Pension 27353 27355 27356 27358 27359 27361 27362 27363 27365 27366 27368 27369 27371 27372 27373 27375 27376 27378 27379 27381 27382 27383 27385 27386 27388 27389 27391 27392 27393 27395 27396 27398 27399 27401 27402

251

Pre-revised Pension + DP (if any) 19208 19209 19210 19211 19212 19213 19214 19215 19216 19217 19218 19219 19220 19221 19222 19223 19224 19225 19226 19227 19228 19229 19230 19231 19232 19233 19234 19235 19236 19237 19238 19239 19240 19241 19242

Revised Pension 27403 27405 27406 27408 27409 27411 27412 27413 27415 27416 27418 27419 27421 27422 27423 27425 27426 27428 27429 27431 27432 27433 27435 27436 27438 27439 27441 27442 27443 27445 27446 27448 27449 27450 27452

Pre-revised Pension + DP (if any) 19243 19244 19245 19246 19247 19248 19249 19250 19251 19252 19253 19254 19255 19256 19257 19258 19259 19260 19261 19262 19263 19264 19265 19266 19267 19268 19269 19270 19271 19272 19273 19274 19275 19276 19277

Revised Pension 27453 27455 27456 27458 27459 27460 27462 27463 27465 27466 27468 27469 27470 27472 27473 27475 27476 27478 27479 27480 27482 27483 27485 27486 27488 27489 27490 27492 27493 27495 27496 27498 27499 27500 27502

Pre-revised Pension + DP (if any) 19278 19279 19280 19281 19282 19283 19284 19285 19286 19287 19288 19289 19290 19291 19292 19293 19294 19295 19296 19297 19298 19299 19300 19301 19302 19303 19304 19305 19306 19307 19308 19309 19310 19311 19312

Revised Pension 27503 27505 27506 27508 27509 27510 27512 27513 27515 27516 27518 27519 27520 27522 27523 27525 27526 27528 27529 27530 27532 27533 27535 27536 27538 27539 27540 27542 27543 27545 27546 27548 27549 27550 27552

252

Pre-revised Pension + DP (if any) 19313 19314 19315 19316 19317 19318 19319 19320 19321 19322 19323 19324 19325 19326 19327 19328 19329 19330 19331 19332 19333 19334 19335 19336 19337 19338 19339 19340 19341 19342 19343 19344 19345 19346 19347

Revised Pension 27553 27555 27556 27557 27559 27560 27562 27563 27565 27566 27567 27569 27570 27572 27573 27575 27576 27577 27579 27580 27582 27583 27585 27586 27587 27589 27590 27592 27593 27595 27596 27597 27599 27600 27602

Pre-revised Pension + DP (if any) 19348 19349 19350 19351 19352 19353 19354 19355 19356 19357 19358 19359 19360 19361 19362 19363 19364 19365 19366 19367 19368 19369 19370 19371 19372 19373 19374 19375 19376 19377 19378 19379 19380 19381 19382

Revised Pension 27603 27605 27606 27607 27609 27610 27612 27613 27615 27616 27617 27619 27620 27622 27623 27625 27626 27627 27629 27630 27632 27633 27635 27636 27637 27639 27640 27642 27643 27645 27646 27647 27649 27650 27652

Pre-revised Pension + DP (if any) 19383 19384 19385 19386 19387 19388 19389 19390 19391 19392 19393 19394 19395 19396 19397 19398 19399 19400 19401 19402 19403 19404 19405 19406 19407 19408 19409 19410 19411 19412 19413 19414 19415 19416 19417

Revised Pension 27653 27655 27656 27657 27659 27660 27662 27663 27664 27666 27667 27669 27670 27672 27673 27674 27676 27677 27679 27680 27682 27683 27684 27686 27687 27689 27690 27692 27693 27694 27696 27697 27699 27700 27702

253

Pre-revised Pension + DP (if any) 19418 19419 19420 19421 19422 19423 19424 19425 19426 19427 19428 19429 19430 19431 19432 19433 19434 19435 19436 19437 19438 19439 19440 19441 19442 19443 19444 19445

Revised Pension 27703 27704 27706 27707 27709 27710 27712 27713 27714 27716 27717 27719 27720 27722 27723 27724 27726 27727 27729 27730 27732 27733 27734 27736 27737 27739 27740 27742

Pre-revised Pension + DP (if any) 19446 19447 19448 19449 19450 19451 19452 19453 19454 19455 19456 19457 19458 19459 19460 19461 19462 19463 19464 19465 19466 19467 19468 19469 19470 19471 19472 19473

Revised Pension 27743 27744 27746 27747 27749 27750 27752 27753 27754 27756 27757 27759 27760 27762 27763 27764 27766 27767 27769 27770 27771 27773 27774 27776 27777 27779 27780 27781

Pre-revised Pension + DP (if any) 19474 19475 19476 19477 19478 19479 19480 19481 19482 19483 19484 19485 19486 19487 19488 19489 19490 19491 19492 19493 19494 19495 19496 19497 19498 19499 19500 22500

Revised Pension 27783 27784 27786 27787 27789 27790 27791 27793 27794 27796 27797 27799 27800 27801 27803 27804 27806 27807 27809 27810 27811 27813 27814 27816 27817 27819 27820 32100

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Annex 5.1.2

Proposed Revised Commutation Table

Age 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

Factor 9.188 9.187 9.186 9.185 9.184 9.183 9.182 9.180 9.178 9.176 9.173 9.169 9.164 9.159 9.152 9.145 9.136 9.126 9.116 9.103 9.090

Age 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61

Factor 9.075 9.059 9.040 9.019 8.996 8.971 8.943 8.913 8.881 8.846 8.808 8.768 8.724 8.678 8.627 8.572 8.512 8.446 8.371 8.287 8.194

Age 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81

Factor 8.093 7.982 7.862 7.731 7.591 7.431 7.262 7.083 6.897 6.703 6.502 6.296 6.085 5.872 5.657 5.443 5.229 5.018 4.812 4.611

[Basis: LIC(94-96) Ultimate Tables and 8.00% interest]

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E-GOVERNANCE AND BEST PRACTICES 6.1

Annex 6.3.1

E Government

1. The term e-government is of recent origin and there exists no standard definition since the conceptual understanding is still evolving. The generally accepted definition is: "e-government" or electronic government refers to the use of Information and Communication Technologies (ICTs) by government agencies for any or all of the following reasons: • Exchange of information with citizens, businesses or other government departments • Speedier and more efficient delivery of public services • Improving internal efficiency • Reducing costs or increasing revenue • Re-structuring of istrative processes (http://www.nisg.org). 2. The essence of e-Government can be summarized as: "The enhanced value for stakeholders through transformation" Conventional delivery systems will continue to be important given the restricted coverage though internet, limited spread of education, lack of infrastructure like power etc. There is widespread societal bureaucratic routine, paperwork, procedures and delays, overcentralization, systematic rigidities and poor service quality. Change in institutional practices and institutional environment is necessary to maintain systemic viability in the face of global competition. Technology impacts the way work is organized and how employees work. Not all the existing processes add value and still remain valid. a) ICT offers an opportunity for improvement in public service delivery and most istrative best practices build upon the process redesign and convergence that ICT facilitates. ICT leads to a transformation in work processes and service delivery, lowers transaction cost with improvement in transparency and ability. It enables transformational change rather than merely technical change. E- Governance information systems should not mean electronic reproduction of existing institutional patterns and relations, and the same patterns of inter-department co-operation. b) ICT enabled E-Governance models and best practices enable integration of Government processes and communication with access enabled across space and time on an on-line real time basis, with status tracking and status information. Integrated group interface through ICT platforms help provide minimal

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public interface for time bound delivery of services with reduction in delay and corruption, improved transparency and help bridge the performance gap. Examples of best practices are the enger Reservation System (PRS) and the Freight Operation Information System (FOIS) of the Indian Railways. c) The integration of back-end services and transformation of process design for basic service delivery linked to organizational level restructuring is at the heart of the transformation. d) It is also important to integrate Government services with inter-operable standards with convergence across departments breaking up the silos and duplication of meta-data and processes and divisions between the technical / operational side and between field and secretariat. Architectural change of organisations is also part of this transformation. The concept of networking of organizations and information systems, with public istration functioning on a networked horizontal structural base, marking a departure from hierarchical command structures is the future istrative roap. 3.

Stages of E- Governance

Stage I – WEB PRESENCE- The first phase is marked by web presence of public institutions and dissemination of information. This has been facilitated by the Right to Information Act, 2005 (RTI) and this has been developed as a basic feature of all public services where type of service and service provider details are made available in a proactive manner. This information is also being integrated for citizen access through the National and State Portals which provide basic information on Government programmes and services. Web presence can range from basic and static information to access to databases, documents, policies etc with the aid of help features and site map. Stage II – INTERACTIVE PRESENCE- The next stage is marked by an interactive interface with stakeholders with pro-active solutions to problem solving and electronic requests for services and financial transactions. The service starts on the internet but does not always end there. Applications related to property tax, land registration, property titles and programmes like ‘bhoomi’ are now being replicated at the national level. Efforts to widen the reach of these basic services to ordinary citizens through community access in several ways – through Online Sections at Government Offices, integrated service delivery through one-stop service centres – E kiosks, e-seva kendras etc, Post Offices, call centres, cooperative centres etc. – are now well tested in states like Andhra Pradesh, Karnataka, Maharashtra, Rajasthan, Gujarat, UP etc. (see Annex 6.3.3) Stage III – TRANSACTIONAL PRESENCE- Completion of transactions on the internet and access to internet. This interaction in turn results in vertical and horizontal integration which changes the way a service is delivered, the effort being for completion of the transaction for the service through the internet with putting in place of back-end integration. The architectural model for this stage requires interoperability and convergence. There is electronic communication between the platform and citizen and the transaction is completed online.

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Stage IV – NETWORKED PRESENCE AND E-PARTICIPATION- The fourth stage is marked by a Government to Citizen (G2C) framework based on an integrated network of public agencies, process certification and participation in basic process design and political processes. Web comment forms, events, on line polling mechanism, discussion forums and online consultation facilities are part of this stage. Integrated Portals are central to this integration. Web based political participation and institutionalization of stakeholder participation with tools like citizen polling mark important benchmarks in this stage. The promise of inclusion of all is an important hallmark of this stage. The Sixth Central Pay Commission’s use of the online portal for inviting and consultation on various relevant aspects through the questionnaire and processing of the same electronically is an instance of the same. These responses have been placed online with search facilities and can be viewed at the Commission’s website (http://india.gov.in/govt/paycommission.php) and have been analysed at Annex A-1 of the Report. 4. There are innumerable knowledge pieces and best practices available for Stage II and III. It is the last two stages with integration of e-participation which are of strategic/ critical importance for transformation towards E-Governance. In India’s case the Second UN World Public Sector Report 2003 had evaluated the country’s service delivery by stage. India’s ‘emerging presence’ score is at 100; ‘enhanced presence’ at 63; ‘interactive presence’ at 64; ‘transactional presence’ at 2.4; and networked presence at 4.65 - with a total score of 45. This is higher than that in OECD countries like Spain and similar to Japan but substantially below the leaders (for further details see UN Global EGovernment Survey and Graph 4.4 in the Second UN World Public Sector Report.“EGovernment at the Crossroads”, 2003, http://unpan1.un.org/intradoc/groups/public/ documents/un/unpan 012733. pdf ). National e-governance Plan 5. The NeGP Vision consists of making all Government services accessible to the common man in his locality, through common service delivery outlets and ensure efficiency, transparency & reliability of such services at affordable costs to realise the basic needs of the common man. The Government has approved the National eGovernance Plan (NeGP), comprising of 27 Mission Mode Projects (MMPs) and 10 components. MCA 21 - The first Mission Mode Project to be launched under NeGP 6. The MCA 21 project is an outcome of the MCA's quest for simplifying forms, making forms e-centric, promoting online transactions, and reaching out to stakeholders in an economy that is growing fast and adjusting to the demands of globalization. MCA 21 services are available 24X7 anytime and anywhere through MCA Portal. With more

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than 8 Lakhs ed entities, the MCA has over 60 million pages of corporate information in its database. Until recently, corporate representatives were required to visit ROCs just because most transactions were paper-based, leaving little or no room for value-added services. Procedures relating to sorting, storage and retrieval of paper-based records were cumbersome and time-consuming. Due to manual collection of information and verification processes, long queues were inevitable at official counters. During the peak season (Oct-Dec), the situation used to become unmanageable. The process of obtaining information was time-consuming for stakeholders, while the information the erstwhile system yielded was often inaccurate or outdated. The MCA21 covers a network of 25 MCA offices across the country, with more than eight Lakh ed companies. Efiling of all documents is mandatory since September 16, 2006, with the amendment in Companies Act mandating use of digital signatures of companies' authorized representatives. The new system enables payment of statutory fees through off-line as well as on-line modes. As of July 20, 2007, the portal ed an average of 17 lakh hits per day. The e-filings till then totaled 23.77 lakhs. For details see http://www.nisg.org/previewproject.php. The MCA 21 has obtained the Excellence in Government Process Re-engineering Categry Award 2007-08 (gold). port Seva - A Mission Mode Project under NeGP 7. The port Seva Project is intended to transform the delivery of all portrelated services across the country, with accent on process efficiency, citizen focus, employee productivity and system transparency. This transformation is sought to be achieved through citizen-facing processes identified for aggregation in the proposed port Facilitation Centers (PFCs) and in service-oriented processes streamlined for efficiency at existing port offices. The project is being implemented in the publirivate partnership mode. The project is expected to result in the issue of ports within 3 days and in cases, which require police verification, within 3 days after the completion of the verification process. It envisages 68 port Facilitation Centres all over the country where the non-sovereign functions, involved in the port issuance process, such as initial scrutiny of the application forms, acceptance of fee, scanning of the documents, taking photos, etc. will be done by the service provider to be selected through an open bidding process. The Government staff at the port Facilitation Centres will the documents and decide on granting of port. The other activities such as printing and dispatch will also be done by the Government staff. Police verification will be expedited through electronic linkage of the port Facilitation Centres. For further details see http://www.nisg.org/projects/81_ Summary portSeva. pdf. 8.

•

Other Central Mission Mode Projects (MMPS) of the NeGP include DARPG -E-Office-This project is aimed at significantly improving the operational efficiency of the Government, by transitioning to a Less Paper Office within next five years. The design this MMP is to achieve work flow automation and knowledge management.

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• • •

•

•

•

Banking – Core Banking Technology for online fund settlement, electronic mass payment system http://finmin.nic.in/the_ministry/dept_eco_affairs/index.html Central Excise – filing of service tax & excise returns through http://www.cbec.gov.in/. Income Tax – 19 defined services including e – filing & online submission of forms & online payment of taxes are being covered. The MMP will include processing, correspondence, Tax ing and allocation of PAN. (http://finmin.nic.in/the_ministry/dept_revenue/cbdt/ index. html) NIC - National Portal of India being implemented to provide a single window access to the information and services of the Indian Government at all levels from Central Government to State Government to District istration and Panchayat for the Citizens (http://india.gov.in/). DGS&D, Ministry of Commerce and Industry - To reduce cycle time and cost of procurement, to enhance transparency and efficiency of procurement covering all aspect of procurement from indent of tender-to-tender preparation, bidding, bid evaluation and award of contract with security features (http://www.commerce.nic.in/). eBiz Project implemented by Department of Industry Policy & Promotion (DIPP) for provision of Government to Business (G2B) services to stakeholders. Pilot has been initiated in four states, namely, UP, Maharashtra , Haryana at 1 district in each state. 25 G2B services relating to 14 departments of central, state and local governments would be provided online (http://dipp.nic.in/ ).

State level Mission Mode Projects: 9. State level Mission Mode Projects include Agriculture, Commercial Taxes , eDistrict , Employment Exchange, Land Records, Municipalities, Panchayats, Police, Property Registration, Road Transport and Treasuries (http://www.mit.gov.in/default .aspx?id =831). Awards for Exemplary Implementation of e-Governance Initiatives: 10. These are presented by the Department of istrative Reforms and Public Grievances (DARPG) every year. The category of awards include Excellence in Government Process Re-engineering, Exemplary Horizontal Transfer of ICT-based Best Practice, Outstanding performance in Citizen-Centric Service Delivery, Innovative Technology Usage in e-Governance, Exemplary Usage of ICT by PSUs, Best Government Website, Sectoral Award and ,Special Award for achievements in areas not covered in any of the above specified award category such as projects focused on knowledge management, information Security, project management etc. The Evaluation Criteria (Parameters) for Excellence in Government Process Re-Engineering for instance are citizen centricity, convenience, efficiency enhancement, cost effectiveness, capacity building & organizational sustainability, ability, innovation and

260

appropriate delegation. Outstanding performance in Citizen-Centric Service Delivery has stakeholder consultation, citizen centricity & relevance, convenience, cost to , citizen charter adherence, problem resolution, privacy & security policy, innovation, einclusion, sustainability and no of s & services etc. as parameters. For further details on Best Practices and Reforms Iniatiatives see the DARPG website http://darpg.nic.in and the Governance Knowledge Centre at www.indiagovernance.gov.in. The Performance Related Incentive Scheme (PRIS) can be an effective tool to disseminate these best practices and initiatives. The National Institute of Smart Governance: 11. NISG has been incorporated as a 'not-for-profit company' under Section 25 of the Companies Act 1956 India, at Hyderabad in 2002.http://www.nisg.org/ . Its vision is to establish itself as a Centre of Excellence in e-Governance by leveraging private sector resources through public private partnership mode for the spread of e-Governance. NISG believes that the key to unlocking potential in the government sector lies in educating stakeholders about the unlimited possibilities in an e-centric dispensation. Informed stakeholders will complement efforts to re-invent government through modified procedures that mirror efficiency, convenience, fairness, equity and justice. Such transformation calls for a paradigm shift in thinking. The illustration given below highlights the key ingredients of government transformation:-

6.3.2

BEST PRACTICES

1. A Best Practice is the improvement in efficiency of management systems for the delivery of basic services, communication of information and facilitating public decision making. (Learn from Them, A compilation of Best Practices, DARPG, 2007). The UN defines best practices as successful initiatives which have a demonstrable and tangible impact on improving people’s quality of life; are the result of effective partnerships between the public, private and civic sectors of society; and are socially, culturally,

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economically and environmentally sustainable. While basic analytical models are available (what works and why) there are problems in going to scale, in sustainability and replicability. Best Practices often incorporate active solutions for problem solving based on effective partnerships and institutionalized interface with stakeholders and citizens. 2. The MIT identified six key similarities among Best Practices, which are applicable to both private and public sector organizations: i. A focus on simultaneous improvement in quality, costs and delivery ii. Closer links to customers iii. Closer relationships with suppliers iv. The effective use of technology for strategic advantage v. Less hierarchical and less compartmentalized organization for greater flexibility vi. Human Resources policies that promote continuous learning, teamwork, participation and flexibility 3. The Second UN Conference on Human Settlements (Habitat II) launched the call of Best Practice as a means of identifying what works in improving living conditions on a sustainable basis. The international community adopted a single definition of a Best Practice based on three criteria comprising Partnership, Impact and Sustainability and an additional criterion of Leadership and Community Empowerment.) 4. The istrative Reforms Commission has lamented our incapacity to institutionalize best practices. There are a large number of demonstrated best practices, knowledge pieces and instruments for transforming public service delivery and improving the quality of life. There is a rapid pace of expansion of public interface at the ground level in many states ushering in a period of rapid change. E-governance service centres, offering multiple services with local language content development, are run on sustainable business models with process re-engineering and back-end integration. These are now being replicated across the country. State Governments are now speedily delivering cutting edge services with development of Best Practices across sectors. Mission Mode Projects in the Central Government are also transforming public service delivery in key areas. These reforms at the Centre and in the States are highly context bound and the PRIS can be used to facilitate these changes.

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6.3.3 STATE LEVEL BEST PRACTICES – SAMPLE EXAMPLES Andhra Pradesh

-

-

-

-

Assam

-

-

Delhi

-

E-Seva centres have been established in over 200 villages and towns delivering services to citizens based on a low-cost networking model. Of the 46 bigger e-Seva Centres at mandal headquarters, 16 are headed by MACTS (Mutually Aided Cooperative Societies) which are led by women and have at least 2,000 women (http://unpan1.un.org/intradoc/groups/public/documents/U NPAN 023551[1].pdf). Bhu Bharati, an integrated land information system, has been piloted in Nizamabad district and details can be seen at http://www.nisg.org/preview project.php; e-village Chiluvuru in Guntur District with Wi-fi connectivity, evillage web site and databases MPHS (Multi Purpose House-hold Survey), Land Record Management System and Pattadar Books, Ration Cards Management System, Cooperative Bank Loans Management System, System for School Children attendance and mid day meals on net, health records, crop marketing and counseling for farmers, e-commerce including insurance and transfers etc. Andhra Performance Tracking System for improving delivery of services and infrastructure. For further case studies see UNPAN virtual library; Andhra Pradesh: Pioneering E-governance State, Improving Citizen – Government Interface through e-Governance: A Study of India http://unpan1.un.org/intradoc/groups/public/documents/UN PAN 021281[1].pdf etc. ASHA Web portal for agriculture business in partnership with farmers and producers organizations, financial institutions and community information centres (CICs), localized content with value added services like insurance, credit, trading etc. Project SANWAD offering citizen oriented services like certificate (income, caste, domicile, land records etc.) and online grievance redressal system. PPP Business Model for kiosks. Has planned a roll out of 8000 ‘Government to citizen kiosks” in 2008 through a project called Jeevan. While 23 departments and 104 services have been identified to be brought under the ``Jeevan" project, 45 priority services would be made available initially through computerised citizen service centres or portals with

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online payment gateway on a BOT basis. Services will include payment of utility bills, getting licenses or certificates, issue of forms etc on a single online platform. Gujarat

-

-

-

-

-

Karnataka

-

-

-

The One-Day Governance model provides eight citizen services across the counter in one hour. These eight services are income certificate, domicile certificate, addition/deletion/modification of name in ration card etc based on business process re-engineering and set procedures.125 out of 143 municipal centres and all 225 talukas have these One Day Governance Centres or Jan Seva Kendras. Computerizied Inter-state Check-posts in Gujarat http://unpan 1.un.org/intradoc/groups/public/documents/Other/UNPAN 022731.pdf). The Chiranjiv Yojana for controlling maternal mortality. Nirmal Gujarat Project for cleanliness. Municipal Reforms in Surat where decentralization freed the municipal commissioner to focus on policy issues and empowered zonal commissioners to deal with a fast-changing situation. Swantah Sukhay – Every District/taluka level officer selects a project, with quantifiable targets and specific deadlines with freedom and flexibility to implement one project in a campaign mode for services to general public. Projects include 24X7 days medical facilities in rural areas, model fair price shops, telemarketing of rural produce incorporating ICT, biometric attendance, citizen centres etc. Power Sector Reforms for reliable rural power supply. Vat Information System - Excellence in Government Process Reengineering Category Award 2007-08 (silver). Has opened 800 Citizen Service Centres offering an integrated range of services like certificates, pensions, social security payments and special packages like Bhoomi and Kaveri eregistration at ‘one stop shops’. Bhoomi allows computerized easy access and facilities for ‘mutations and updation of 20 million land records belonging to 6.7 million farmers in an efficient and transparent way based on a self sustaining business models." The State is now developing procurement reforms linked with eGP state wide end to end programme from indent to payment with e-tendering, electronic submission of bids, contract management and e-payment integrated with the treasury system in a phased manner.

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-

Haryana

-

Kerala

-

Madhya

-

Pradesh

-

-

Maharashtra

-

VAT Processing System obtained the Exemplary Horizontal Transfer of ICT based Best Practice category 2007-08 (bronze) Other successful initiatives are khajane (online treasury project), Gram Swaraj Project to improve service delivery and management of public resources at the Panchayat level etc. Best Practices on ‘Integrated Workflow System for Paperless ission’ with online offcampus counseling for all technical courses including post graduate, undergraduate and diploma education hasobtained Central award for Exemplary Horizontal Transfer of ICT based Best Practice category 2007-08; Mustard Procurement management System has obtained an award in the Special Sectoral Award Category, 2007-2008. Janani Suvidha Yojana for maternal health care. Successfully piloted Rural ICT access points Akshaya with epayment facilities. The SWIFT pilot programme provides one point solution for 25 types of certificates. PEARL for istration of registration laws and documents, Agriculture management Information System, etc. Asraya a community based initiative to remove destitution. Gyandoot Community-Owned Rural Internet Kiosks in Dhar where the entire expenditure for the Gyandoot network has been borne by Panchayats and the community with no expenditure burden for the state or national government.(http://unpan1.un.org/intradoc/groups/public/doc uments/ Other/UNPAN022122.pdf) Decentralizing Teacher Management in MP lowered teacher absenteeism and reinforced ability. Use of para-teachers made it possible to extend a decentralized model of teacher management in MP that boosted school enrollment in a fiscallyconstrained setting. Rogi Kalyan Samitis with autonomy to charge fees and deploy them for purchase of equipment and maintenance’ are other important experiments. City Bus Service, Indore. Has introduced special legislation, the Maharashtra Government Servants Regulation of Transfers and Prevention of Delay in Discharge of Official Duties Act, 2006 for improved public service delivery with time limit of seven days for pendancy with any government servant and overall time limit of forty-five days for

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-

Rajasthan

-

-

Tamilnadu

-

-

clearance of the file. Appropriate disciplinary action has been laid against defaulters. The Act also prescribes delegation with up to a maximum of three levels of submission before final decision. It has also impressive best practices including Koshvahini or etreasury package, e-registration etc. Warana "Wired Village" project http://unpan1.un.org/intradoc /groups/public/documents/Other/UNPAN 022417[1].pdf, etc. Has set up over 500 e- mitra service centres on PPP basis in 31 out of 32 districts with services including certificates, payment of bills, transport ticketing, ration card etc with business process reengineering in linked departments. SARATHI (Stamp and Registration Automation with Technology and Information) e-registration in an hour. E- Registration Star and Reginet on a self sustaining basis, SARI Project Madurai District pilot phase services include farming advice by the Madurai Agricultural College & Research Centre; applications for government loans; e-mail, chatting and voicemail; eyecare and treatment; income, caste, birth and death certificates; old age pension; computer education etc. Universal Public Distribution System using ICT for online PDS system with smart cards and biometrics.

Tripura

-

E Suvidha Kendras or service facilitation centres in all SDM offices providing 22 citizen services with tracking.

Uttar Pradesh

-

The Lokavani pilot of Sitapur District incorporated franchisee ekiosks which offer services related to grievances, land records, employment services, tender services, court information system etc 15 services on a self-sustaining basis. The programme allows for registration and tracking of applications. Has been rolled out in 21 districts with over 398 kiosks, pilots in land records, eregistration etc underway. Over 16000 Common Service Centres are proposed.

West Bengal

-

Gram Panchayat s and Management in 400 panchayats with total coverage by 2009; GIS based information system at GP level. Pilots for Citizen Service Centres ongoing. Tele-medecine projects linking Referral and District Nodal Centres or Hospitals providing teleconsultation with referral centres. 6697 Citizen Service Centres for delivery of various services planned.

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6.3.4 Case Study of Machine Tool Prototype Factory (MPF) Ambarnath The Machine Tool Prototype Factory (MPF), Ambarnath, presents an example of the transformation motivational tools and productivity practices can achieve to improve service delivery quality in an organisation. 2. At MPF, Ambarnath, a highly proactive approach as under has been adopted for quantification and monitoring of productivity amongst office staff: • Identification of key performance areas through brainstorming and interaction amongst officers and staff. • Extensive use of Information Technology resources for the purpose of constant monitoring, to all concerned with an aim to improve the same. • To improve office productivity, “Management by Objective” was encouraged amongst the staff through tools like Total Productivity Management (TPM) wherein staff actively and voluntarily participates in the process to improve the working environment. • Adopting the TPM philosophy as a way of life by the office staff thereby ensuring continuous, small improvements that are perceived as attainable by the dealing staff. 3. Insofar as identification of key performance areas is concerned, the following indicators have been identified: • Monitoring the movement of dak from the stage of the receipt of letters till it enters the online system. and further monitoring of the desired/allocated work till it is disposed off • Identification of important attributes related to the job assigned to the particular staff, desired skill levels, requirement of training and change in the level of skill after completion of training, etc through what is known as ‘Brain Mapping’. 4. i.

ii.

The practice of TPM has been started in all the offices of MPF. Taking oath in the morning before starting of the work has developed a sense of commitment in the employees. The biggest stumbling block in the Government sector is negative attitude of persons towards their work content and poor team spirit. The biggest gain which MPF has achieved after introducing first step of TPM i.e. 5S is gain in respect of positive change in the attitude. Staff involvement in problem identification and measures to improve their organizational functioning and service deliverables is most important. In the Establishment section for instance the main problems identified were congestion, no cross ventilation and poor natural light, haphazard record management system with papers and files not traceable in time and poor staff motivation. The Staff removed all unwanted papers, files, almirahs, broken tables, chairs etc. from their offices and sent them for either storage of old files at Central Record Room as per the life of the files or old furniture and other office equipments for disposal action.

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iii.

iv.

v.

The staff was divided into three groups : Strategic Group – to handle all matters pertaining to Recruitment, Promotions, RTI Queries etc., Services Group – to handle all matters pertaining to Pensions, LTC, Leave Records, Service Records etc and Dak Group – to handle receipt, dispatch and monitoring of all incoming and outgoing Dak. The senior most staff within the group was designated as the Group Incharge and all staff was asked to create and maintain a work-flow chart and a check-list for each item of work. As part of the attitudinal change, monitoring the movement of the files, letters etc. through computer was taken up. There has been improvement in the productivity of the individual and consequently the overall productivity of the sections. Appreciating the fact that goals can be achieved only when they are coupled with the best efforts, continuity of performance remains the benchmark and targets are being monitored by the General Manager. A major gain achieved is the innovation at the workplace. All the employees in the offices have achieved some spare time during their duty hours, and, during that period, they have started thinking of improving the work by adopting better methods for doing their jobs. • Records retrieval time has been slashed from 300 seconds to 30 seconds. • All Reports and Returns being sent on the 1st of every month. • Personal information schedule (PIS) being updated on the 2nd of every month, Periodical Increment Certificate (PIC) being issued on the 4th of every month • A pension case is sorted out within 06 working hours as compared with earliest response time of more than 35 days prior to introduction of TPM. Employees can view their records and status of pending requests, biometric attendance details, salary calculations, overtime and piece work rates on–line on a real time basis. Suppliers and vendors can see reports on pending dues and status of bills online. All papers are tracked with levels of pendency and period of pendency being shown clearly online. Similarly, documents and works pending with given officers are shown clearly on real time basis.

5. Employees are not caught up in non-productive routine and focus clearly on every day work, completing it well in time. The improvements have culminated in excellent service, contributing to employee satisfaction making them more productive in turn. Pride in the workplace is tangible. The approach is being extended to all production as well as non-production areas with targets for processes with excellent results wherever it had been adopted and at the same time, has shown the potential of yielding similar excellent results everywhere. 6. The example of MPF Ambarnath shows how transformation and excellence in performance and public service delivery is possible with development of employee involvement and motivation through • an enabling work environment; • utilization of the process redesign, convergence and integration that Information and Communication Technology (ICT) facilitates through on-line real time basis,

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with status tracking, status information and integrated group interface to minimize delay; • strengthening of delegation and ability at the delivery level with creation of teams and reduction of hierarchy; and • introduction of transparency and pride in the workplace. 7. The Commission has noted the initiatives taken by the organization with satisfaction and this is an instance of the type of motivated organizational level excellence and change it seeks to achieve through the tool of Performance Related Incentives.

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Annex 8.1.1

List of Regulatory Bodies*

Name of the Regulatory Body 1.

2.

Coastal Aquaculture Authority M/o Agriculture Department of Animal Husbandry, Dairying & Fisheries

Khadi and Village Industries Commission M/o Agro & Rural Industries

Governing Act and functions (in brief) The Coastal Aquaculture Authority Act, 2005 To make regulations for the construction and operation aquaculture farms within the coastal areas.

Khadi and Village Industries Commission Act, 1956 To plan, promote, facilitate, organize and assist in the establishment and development of Khadi and Village Industries in the rural areas in coordination with other agencies engaged in rural development wherever necessary.

No. of and salaries Chairperson

: 1 : 10

Chairman: Rs.26000/Member Secretary: Rs.22400-24500 Others paid fees TA/DA Chairperson

and

: 1 : 10

Chairman: Rs.12,000/-p.m. (consolidated) Part time : Sitting Fee @ Rs.300 per day for attending meeting official work on tour subject to a ceiling of Rs.3,600 p.m. plus accommodation, transport facility , TA/DA, Mobile Phone and secretarial assistance when called for official work.

* Based on information received by the Commission.

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3.

4.

5.

6.

Veterinary Council of India M/o Agriculture Department of Animal Husbandry, Dairying & Fisheries

The Indian Veterinary Council Act, 1984 To make provision for the regulation of veterinary practice and the maintenance of s of persons qualified to engage in veterinary practice for the whole of India and for matters connected therewith or ancillary thereto.

President Vice President

Coir Board M/o Agro & Rural Industries

Coir Industry Act, 1953

Chairperson

The Agricultural and Processed Food Products Export Development Authority, Ministry of Commerce & Industry

Telecom Regulatory Authority of India Ministry of Communications & IT, D/o Telecommunications

To promote development of coir industry, facilitate export of coir fibre, coir mats and other articles made of coir.

The Agricultural and Processed Food Products Export Development Authority Act, 1985 To undertake measures for the development and promotion of export of scheduled products.

The Telecom Regulatory Authority of India Act, 1997. To make measures to facilitate competition and promote efficiency in the operation of telecommunication services

:1 :1 : 25

The President, Vice President and are paid TA/DA and Fees for attending various meetings of the Council/Committees.

:1 : 40

Chairman: Rs.12000 p.m. +other allowances :Rs.500 per day sitting fee + TA/DA+transport+mobile telephone. Chairperson

: 1 : 38

Chairman: Rs.18400-500-22400 The Chairman and of the Authority are paid such other allowances and benefits are as per Central Government norms. Chairperson Full time Part time

: 1 : 2 : 2

Chairperson – Rs.30000/(fixed)

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so as to facilitate growth in such services and to lay down the standards of quality of service to be provided by the service providers.

7.

TDSAT

The Telecom Regulatory Authority of India Act, 1997. To adjudicate disputes in the telecom, broadcasting and cable sector services.

8.

9.

Office of Controller of Certifying Authorities M/o Communications & Information Technology, D/o Information Technology

Cyber Regulations Appellate Tribunal M/o Communications & Information Technology, D/o Information Technology

Information Act, 2000

Technology

To exercise supervision over the activities of the Certifying Authorities and lay down the standards to be maintained by the Certifying Authorities; Information Technology Act, 2000 Summoning and enforcing the attendance of any person and examining him on oath;(b) requiring the discovery and production of

(fixed)

–

Rs.26000

Part time Member: Sitting fee of Rs.2000 (subject to maximum of Rs.26000 p.m.) + conveyance allowance Rs.500/-. Chairperson – Rs.30000/(fixed) – Rs.26000 (Full time) (fixed) Part time Member: Sitting fee of Rs.2000 (subject to maximum of Rs.26000 p.m.) + conveyance allowance Rs.500/-. Chairperson : 1 : 2 Chairperson – Rs.30000/ (fixed) – Rs.26000 (fixed) A Controller of Certifying Authorities and such number of Deputy Controllers and Assistant Controllers as the Government deems fit. Controller of Certifying Authorities – Rs.26000 (fixed) Presiding Officer: 1. Presiding Officer – Rs.26000 (fixed)

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documents or other electronic records;(c) receiving evidence on affidavits;(d)issuing commissions for the examination of witness or documents;(e)reviewing its decisions;(f) dismissing an application for default or deciding it ex parte;(g) any other matter which may be prescribed. 10. The Competition Commission of India M/o Company Affairs

The Competition Act, 2002 To prevent practices having adverse effect on competition; to promote and sustain competition in the market; to protect the interest of consumers and to ensure freedom of trade.

The Commission shall consist of a Chairperson and not less than two and not more than ten other . Chairman & Rs.26000 (fixed)

11. Forward Markets Commission M/o Consumer Affairs, D/o Consumer Affairs

The Forward Contracts (Regulation) Act, 1952 To keep forward markets under observation and to take such action in relation to them as it may consider necessary, and to make recommendations generally with a view to improving the organization and working of forward markets.

Chairperson

12. Securities Appellate Tribunal M/o Finance D/o Economic Affairs

SAT Rules, 2003 To adjudicate on the orders ed under Securities and Exchange Board of India Act, 1992.

Presiding Officer: 1 : 2 Presiding Officer Rs.30000/- (fixed)

: 1 : 3

Chairman: Rs.22400-525-24500 : Rs.18400-22400

Member Rs.26000/- (fixed)

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13. Securities & Exchange Board of India M/o Finance D/o Economic Affairs

Securities and Exchange Board of India Act, 1992 To protect the interests of investors in securities and to promote the development of, and to regulate the securities market, by such measures as it thinks fit.

Chairperson

14. Insurance Regulatory and Development Authority M/o Finance

Insurance Regulatory and Development Authority Act, 1999 To protect of the interests of the policy holders in matters concerning asg of policy, nomination by policy holders, insurable interest, settlement of insurance claim, etc. and to regulate investment of funds by insurance companies. The Food Safety and Standards Act, 2006

Chairperson Full time Part time

M/o Food Processing Industries

To regulate and monitor the manufacture, processing distribution, sale and import of food so as to ensure safe and wholesome food.

The salary and allowances payable to and the other and conditions of service of the Chairperson and other than ex officio are as prescribed by the Central Government.

16. Medical Council of India M/o Health & Family Welfare

The Indian Medical Council Act, 1956

President : 1 Vice President: 1 : (a) one member from each State other than a Union Territory; (b) one member from each University (c) one member from each

15. Food Authority (being set up)

The Indian Medical Council Act, 1956

The Council may confer or impose upon it by any regulations such as permission for establishment of new medical college, new course

: 1 : 8

Chairperson - Rs 26000 - Rs 2240024500

: 1 : 5 : 4

Chairperson – Rs 26000 Rs 22400-24500

Chairperson

: 1 : 22

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of study etc., nonrecognition of Medical qualifications in certain cases, recognition of medical qualification granted by Universities or Medical Institutions in India, etc.

17. Pharmacy Council of India M/o Health & Family Welfare

18. Indian Nursing Council M/o Health & Family Welfare

The Pharmacy Act, 1948 The Functions of the Pharmacy Council of India include, education regulations, application of Education Regulations to States, approved Courses of study and examinations, withdrawal of approval, etc

The Indian Nursing Council Act, 1947 The functions include, recognition of qualifications,

State in which a State Medical is maintained (d) seven from persons enrolled on any of the State Medical s. Eight to be nominated by the Central Government Only fees and TA/DA paid President : 1 Vice President: 1 : 18 + one member to represent each state elected from each state council and who is a ed pharmacist, and one member to represent each Union Territory, nominated by the Union Territory Council. The Central Council shall , with the previous sanction of the Central Government , (i) fix the remuneration and allowances to be paid to the President, Vice President, and other of that Council; (ii) the pay and allowances and other conditions of service of officers and servants of that Council. President : 1 Vice President: 1 :: 35

275

19. Dental Council of India M/o Health & Family Welfare

20. The Homeopathy Central Council M/o Health & Family Welfare, D/o Ayurveda, Yoga & Naturopathy, Unani, Siddha & Homeopathy (AYUSH)

effect of recognition, power to require information as to courses of study and training and examinations, etc. The Dentists Act, 1948 The functions include, recognition of dental qualifications, qualifications of dental hygienists, qualifications of dental mechanics, withdrawal of recognition of recognized dental qualification, etc. The Homeopathy Central Council Act, 1973 The powers/functions of the Central Council include, recognition of medical qualifications granted by certain medical institutions in India; recognition of medical qualifications granted by medical institutions in States or countries, withdrawal of recognitions, etc.

Fees and allowances paid to the President, Vice President and

: 15 Fees and allowances paid to the President, Vice President and other of the Council

President : 1 Vice President: 1 : (a) such number of not exceeding five from each State (b) one member from each University (c) such number of , not exceeding forty percent of the total number of from amongst persons having special knowledge in Homeopathy or other related disciplines. Fees and allowances paid to the President, Vice President and

21. The Indian Medicine Central Council, M/o Health & Family Welfare, D/o Ayurveda, Yoga & Naturopathy, Unani, Siddha & Homeopathy (AYUSH)

The Indian Medicine Central Council Act, 1970 The Functions/powers of the Council include, recognition of medical qualifications granted by certain medical institutions

President : 1 Vice President: 1 : (a) such number of not exceeding five for each of the Ayurveda, Siddha and Unani systems of medicine

276

in India; recognition of medical qualifications granted by certain medical institutions whose qualifications are not included in Second Schedule; recognition of medical qualifications granted by medical institutions in countries with which there is a scheme of reciprocity; etc.

22. Petroleum and Natural Gas Regulatory Board M/o Petroleum natural Gas

23. Brahmaputra Board

The Petroleum and Natural Gas Regulatory Board Act, 2006

& To protect the interest of consumers by fostering fair trade and competition amongst the entities; entities to, lay down the technical standards and specifications including safety standards in activities relating to petroleum, petroleum products and natural gas, including the construction and operation of pipeline and infrastructure projects related to downstream petroleum and natural gas sector, etc. The Brahmaputra Act, 1980

Board

M/o Water Resources To carry out surveys and

from each State (b) one member for each of the Ayurveda, Siddha and Unani systems of medicine from each University (c) such number of , not exceeding thirty per cent of the total number of from amongst persons having special knowledge or practical experience in respect of Indian medicine; fees and allowances paid to the President, Vice President and Chairperson : 1 : 4 Chairperson: Rs.26000/Member: Rs.22400-24500

Chairperson : 1 Vice Chairperson : 1 Genl. Manager : 1 : 17

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investigations in the Brahmaputra Valley and prepare a Master Plan for the control of floods and bank erosion and improvement of drainage in the Brahmaputra valley; etc.

24. Tungabhadra Board M/o Water Resources

Andhra State Act, 1953 To deal with all matters relating to works on or connected with the Tungabhadra Project which are common to both the States of Andhra Pradesh and Karnataka,

Chairman Rs.22400-525-24500 Vice Chairman Rs.18400-500-22400 + spl.pay Rs.1000 General Manager Rs.18400-500-22400 + spl.pay Rs.500 Chairman :1 :3 Chairman (Nominated by Government of India)

the

: (i) Representative of the Government of Andhra Pradesh (ii) Representative of the Government of Karnataka (iii) Representative of the Government of India

25. Narmada Control Authority M/o Water Resources

Inter State Water Disputes Act, 1956 Overall coordination and direction of the implementation of all the projects including the engineering works, the environmental protection measures and the rehabilitation programme

Only fees and TA/DA are paid. Chairman :1 : 16 Chairman (Secretary to the Govt. of India, M/o Water Resources) also officials Fee and TA/DA

278

and to ensure the faithful compliance of the and conditions stipulated by the Central Government at the time of clearance of the aforesaid projects 26. The Betwa River Board

The Betwa River Board Act, 1976

M/o Water Resources

27. Central Silk Board M/o Textiles

28. Commissioner of Payments M/o Textiles

To carry out surveys and investigations in the Betwa Inter-State river valley and prepare a comprehensive project report for the construction of Rajghat Dam and appurtenant works and for the generation of power at Rajghat Dam, including the construction of a power house near the dam, etc Central Silk Board Act, 1948 To undertake, assist or encourage scientific, technological and economic research; devising means for improved methods of mulberry cultivation, rearing, developing, etc., improving the quality and production of raw silk, improving the marketing of raw silk etc. The Sick Textile Undertakings (Nationalisation) Act, 1974 and The Swadeshi Cotton Mills Company Limited (Acquisition and Transfer of Undertakings) Act, 1986

Chairman :1 :3 The Union Minister in charge of Irrigation shall be the Chairman of the Board Fee and TA/DA are paid.

Chairman

:1 : 30

For Chairperson honorarium of Rs.8000 p.m. & allowances For Board Only TA/DA is available.

Government may appoint such number of persons as it may think fit to be Commissioners of Payments; and may also appoint such other persons as it may think fit to assist the Commissioner

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29. Jute Manufactures Development Council

The Functions include, examination of Claims, ission or rejection of claims, disbursement of money to claimants, disbursement of amounts to the owners of sick textile undertakings and depositing the undisbursed or unclaimed amounts to the general revenue The Jute Manufactures Development Council Act, 1983

Chairperson/HOD/ Presiding Officer Rs.18400-500-22400

Chairman Vice Chairman

:1 :1 : 29

M/o Textiles

30. Textiles Committee

Evolve an integrated approach to jute cultivation in the matter of formulation of schemes, extension work, implementation and evaluation of schemes aimed at increasing the yield of jute and improving the quality thereof etc.

(i) The Chairman & are paid such salary and allowances as may be fixed by the Central Governmen

Textiles 1963

Chairman :1 Vice Chairman :1 t Secretary :1 : such other as the Central Government may think who have special knowledge or practical experience in the field.

Committee

Act,

M/o Textiles To ensure qualities of textiles both for internal marketing and export purposes and the manufacture and use of standard type of textile machinery, undertake, assist and encourage scientific, technological and economic research in textile industry and textile machinery, etc.

No remuneration other than TA/DA is paid

280

31. National Highways Tribunal M/o Shipping, Road Transport & Highways D/o Road Transport and Highways

32. Central Electricity Regulatory Commission M/o Power

33. Atomic Energy Regulatory Board

The Control of National Highways (Land and Traffic) Act, 2002 To provide for control of land within the National Highways, right of way and traffic moving on the National Highways and also for removal of unauthorized occupation thereon. Electricity Regulatory Commissions Act, 1998

Presiding Officer : 1 Presiding Officer: Rs.18400-500-22400

Chairman

:1 :3

To regulate the tariff of generating companies owned or controlled by the Central Government; to regulate the tariff of generating companies, other than those owned or controlled by the Central Government; to regulate the inter-State transmission of energy including tariff of the transmission utilities; to promote competition, efficiency and economy in the activities of the electricity industry, etc.

Rs.26000/- per month for Chairperson and .

Atomic Energy Act, 1962

Chairman : 1 Ex-Officio Member: 1 : 3

D/o Atomic Energy The Chairman of AERB draws salary and allowances as applicable to the post of Secretary to the Government of India.

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34. Central Pollution Control Board M/o Environment Forests

The Water (Prevention and Control of Pollution) Act, 1974 & To provide for the prevention and control of water pollution and the maintaining of restoring of wholesomeness of water.

35. Protection of Plant Varieties and Farmers’ Rights Authority D/o Agriculture Cooperation

The Protection Varieties and Rights Act, 2001 &

36. National Rainfed Area Authority D/o Agriculture Cooperation

Other of the AERB are eminent scientists from various organizations and are paid only honorarium for the days of the meeting . Chairman :1 : 15 Member Secretary : 1

of Plant Farmers’

To promote for the development of new varieties of plants and to protect the rights of the farmers and breeders.

Chairman: Rs.22400-24500 Member Secretary: Rs.16400-20000 : As may be prescribed from time to time Chairman :1 : 15 Chairman: Rs.26000 (fixed) : As prescribed from time to time. Chief Executive :1 :5

Officer

& Chief Executive Officer: Rs.26000 (fixed) : (Additional Secretary/t Secretary level officers)

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Responses to the Sixth Central Pay Commission Questionnaire

A-1

1. The Sixth Central Pay Commission devised a questionnaire consisting of 37 questions in 19 key areas and decided to obtain from not only employees and their representative organisations – trade unions and associations- but also from all stakeholders of Government including citizens. The National Informatics Centre (NIC), the nodal ICT organization of the Government of India, was requested to facilitate this initiative through its National Portal Project. Thus, emerged the concept of devising an online Decision System (DSS) to invite comments and suggestions from the public in response to the Pay Commission’s questionnaire. Responses were invited through an Online DSS, e-Mails and Paper Form through Postal service. The questionnaire was publicized through both the print and electronic media. The questionnaire was open to the public for two months. The DSS was developed in modular fashion using Open Source Technology. A had to with the National Portal of India to submit his/her response. This registration was mandatory. There were 1674 respondents in all including 412 employee unions/associations (group responses) and 1262 individuals (individual responses).

2. The 19 key areas of the questions and responses received against each group are given in the Table-1 and 2. These 19 groups were further divided into 37 sub-questions. The details of number of responses against each type of question (including aggregation of sub responses) are placed below. Table 1: Responses received against the type of questions (includes all responses received for the key areas) Total Responses (including sub-responses) for Key Areas 7,000 6,000 5,000 4,000 3,000 2,000 1,000

P ub lic /P riv at e S ec In te to rn Im rC pa ati om o ct na pa on l ris ot com on he r o par i s rg an ons iz at io ns S al ar ie G Re s r l P ro oup ativ R f i t e es ss A S ies tru io na erv ct Cla ic ur lp s in sif er es g ic so at of nn G ion el ro up of p os C ts & D po st P s ay S R ca ev P C ay l I i es si o ncr & om pe pe n o em fp ns en rq ui a y ts at si sc te ory s al fo Allo es rA w rm an A bo ed ce s lit Fo io n rc of es S fe pe ud ci al fic is pr m op P N er os e fo w a ls rm c an on ce ce p t A pp s ra is al H ol id ay s

-

283

Table 2: Total number of responses (including sub-questions) Sl. No.

Question x No: subquestions

Question on Key Areas

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

1x3 2x1 3x1 4x3 5x1 6x2 7x1 8x1 9x2 10 x 2 11 x 1 12 x 2 13 x 1 14 x 2 15 x 1 16 x 2 17 x 5 18 x 4 19 x 2

Public/Private Sector Comparison International comparisons Impact on other organizations Salaries Relativities Group-A Services Professional personnel Classification of posts Restructuring of Group C & Dposts Pay Scales Increments Revision of pay scales Compensatory Allowances Pay & perquisites for Armed Forces Abolition of feudalism Specific proposals New concepts Performance Appraisal Holidays

4,061 1,375 1,361 3,776 1,314 2,587 1,354 1,344 2,514 2,542 1,306 2,512 1,337 2,081 1,266 2,440 6,139 4,632 2,479

Total Responses

46,420

Responses

3. Another key finding was that less than 0.4% of the responses were considered to be irrelevant in comparison to the normal level of spam messages. This indicates the maturity level of Internet s in India and the fact that Internet could be an effective mode of government information and service delivery and for gathering public opinion on important national/ regional issues. The entire process of obtaining responses to the questionnaire was simplified with enhanced transparency and wider reach as a result of this effort. Automated and broader category wise analysis was possible in a relatively simple manner and trends could be analyzed. The effort led to greater ease in access and analysis of suggestions received from stakeholders. From the National Portal’s perspective it moved a step ahead towards achieving one of its mandates i.e. Citizen’s Participation in the process of governance. It received around 30 million hits during the period in which the questionnaire was open for the public i.e. 10 million hits exclusively for the 6th C page. (The web-statistics application Web Trends Ver. 7.0b configured to access the traffic analysis of the National Portal of India – http://webstat.nic.in). This experiment was the motivation for genesis of an exclusive Sub-Portal “Public Participation Corner

284

(http://participate.gov.in)” under the umbrella of the National Portal of India. The detailed process is as Figure-1. Central Pay Commission(C) is setup periodically to Revise Pay and Perks of Central Government Employees

Sixth Central Pay Commission setup on 5th October 2006

6th C Finalised 37 Questions under 19 Key Areas and Decided to seek Public Opinion

Through Online Application

Through Traditional Paper Form

Through e-Mail

NIC devised a structured online Decision System (DSS) under the umbrella of National Portal of India to invite public responses

Out of a total around 1670 responses, 761 received Online, 499 through paper form and 410 through e-Mail. Data captured into the same online application for better analysis and publication of responses on the Internet

DSS helped analysis of the Questionnaire responses. The analysis of the responses using multiple stratification method accepting maximum affirmative responses provided valuable to the Commission

Decision Making Process - by 6th C

Figure 1: Sixth C and the Public Participation Process

6. The responses were further categorized into total responses, group responses and individual responses and enabled with search capabilities category wise on the Pay Commission's website on the National Portal to enable detailed and easy access to the stakeholder community. The responses were collected and analysed in an open ended format using as methodology multiple stratification method accepting maximum affirmative options with limited error. In questions where multiple responses or options have been captured, the total number of responses may be larger than the total number of respondents i.e. 1674. In such cases the legend multiple option is indicated against the question. The main trends in responses may be seen in this section.

285

Question 1.1 (Single Option): Should there be any comparison/parity between pay scales and perquisites in Government and the public/private sector? Total Responses for Q. No. 1.1 S No. 1 2 3

S No. 1 2 3

S No. 1 2 3

Options

Total Responses Figures %

Parity possible Parity not possible No comments / Don't know

1148

82.41

216

15.51

29

2.08

Total

1393

100.00

Options

Group Responses Figures %

2% 16%

Parity possible Parity not possible No comments don't know

82%

Group Responses for Q. No. 1.1 3% 12%

Parity possible Parity not possible No comments / Don't know

325

85.08

Parity possible

44

11.52

Parity not possible

13

3.40

Total

382

100.00

Options Parity possible Parity not possible No comments / Don't know Total

Individual Responses Figures % 823

81.40

172

17.01

16

1.58

1011

100.00

No comments don't know

85%

Individual Responses for Q. No. 1.1 2% 17%

Parity possible Parity not possible No comments don't know

81%

286

Question 1.2 (Single Option): Is it possible to quantify all other benefits, excluding pay, derived by employees in Government and the public and private sectors from security of tenure, promotional avenues, retirement packages, housing and other invisibles? In view of these benefits, can there be any fair comparison between the salaries available in the government vis-à-vis the salaries in the private sector? S No. 1 2 3 4

S No. 1 2 3 4

Options Fair comparision possible Fair comparision not possible Partly possible No comments / Don't know Total

Options Fair comparision possible Fair comparision not possible Partly possible No comments / Don't know Total

S No. 1 2 3 4

Options Fair comparision possible Fair comparision not possible Partly possible No comments / Don't know Total

Total Responses Figures %

Total Responses for Q. No. 1.2 4%

703

53.14

491 53

37.11 4.01

6%

Fair comparision possible Fair comparision not possible 53%

Partly possible

37%

76 1323

5.74 100.00

No comments don't know

Group Responses for Q. No. 1.2

Group Responses Figures % 210

56.60

121

32.61

23

6.20

17

4.58

371

100.00

6%

5%

Fair comparision possible Fair comparision not possible Partly possible

33%

56% No comments don't know

Individual Responses

Individual Responses for Q. No. 1.2

Figures

%

493

51.79

370

38.87

30

3.15

59

6.20

952

100.00

3%

6%

Fair comparision possible Fair comparision not possible 52%

Partly possible

39% No comments don't know

287

Question 1.3: In order to ensure a fair comparison based on principles of equity and social justice, would it not also be appropriate to take into the economic conditions of large sections of the community that are less privileged than Government employees and many of whom live below the poverty line? S No 1

2 3 4

S No 1

2 3 4

S No

Options Need to consider economic conditions of less priviledged Linking the two issues not appropriate Outside SC of reference No comments / Don't know Total

Total Responses Figures %

2%

383

29.02

837

63.41

27

2.05

73 1320

5.53 100.00

Need to consider economic conditions of less priviledged Linking the two issues not appropriate Outside SC of reference No comments/Don't know Total

Options

2 3 4

Need to consider economic conditions of less priviledged Linking the two issues not appropriate Outside SC of reference No comments/Don't know Total

Need to consider economic conditions of less priviledged Linking the two issues not appropriate Outside SC of reference No comments / don't know

63%

Group Responses Figures

6% 29%

Group Responses for Q. No. 1.3

Options %

3%

5% 26%

Need to consider economic conditions of less priviledged

97

26.29

Linking the two issues not appropriate

243

65.85

Outside SC of reference

10

2.71

No comments / don't know

19 369

5.15 100.00

Individual Responses Figures

1

Total Responses for Q. No. 1.3

66%

Individual Responses for Q. No. 1.3 2%

%

6%

30%

Need to consider economic conditions of less priviledged Linking the two issues not appropriate

286

30.07

594

62.46

Outside SC of reference No comments / don't know 62%

17

1.79

54 951

5.68 100.00

288

Question 2 (Single Option): Some countries have raised civil service pay scales almost to the levels prevalent in the private sector on the hypothesis that a well-paid bureaucracy is likely to be honest and diligent. To what extent would such a hypothesis be valid and how far would such a course of action be desirable?

S No. 1 2 3 4 5 6 7 8

S No. 1 2 3 4 5 6 7 8

Options Hypothesis is valid Hypothesis is not valid Hypothesis is partly valid Comparision Possible Comparison not possible Course of action desirable Course of action not desirable No comments/ Don't know Total

Options Hypothesis is valid Hypothesis is not valid Hypothesis is partly valid Comparision Possible Comparison not possible Course of action desirable Course of action not desirable No comments/ Don't know Total

Total Responses Figures % 530

39.03

274

20.18

110

8.10

142

10.46

71

5.23

Total Responses for Q. No. 2 Hypothesis is valid

29

Hypothesis is not valid

90

112

Hypothesis is partly valid 530

71

Comparision Possible Comparison not possible

142

Course of action desirabl 110

112

8.25

29

2.14

90 1358

6.63 100.00

Course of action not desirable

274

No comments/Don't know

Group Responses Figures

%

170

44.04

Group Responses for Q. No. 2 Hypothesis is valid

65

16.84

24

6.22

37

9.59

8

26 Hypothesis is not valid

40 Hypothesis is partly valid 16

170

Comparison not possible

37

Course of action desirabl 24

16

4.15

40

10.36

8

2.07

26

6.74

386

100.00

Comparision Possible

65

Course of action not desirable No comments/Don't know

289

S No.

Individual Responses

Options 1 2 3 4 5

6

7 8

Individual Responses for Q. No. 2

Figures

%

360

37.04

209

21.50

86

8.85

105

10.80

55

5.66

72

7.41

21

2.16

Hypothesis is valid Hypothesis is not valid Hypothesis is partly valid Comparision Possible Comparison not possible Course of action desirable Course of action not desirable No comments /Don't know Total

Hypothesis is valid Hypothesis is not valid 7%

64

6.58

972

100.00

2% 7% 36%

6%

11% 9% 22%

Hypothesis is partly valid Comparision Possible Comparison not possible Course of action desirable Course of action not desirable No comments/Don't know

Question 3 (Single Option): Salary structure in the Central and State Governments is broadly similar. The recommendations of the Pay Commission are likely to lead to similar demands from employees of State Governments, municipal bodies, panchayati raj institutions & autonomous institutions. Their paying capacity is considerably limited. To what extent should this factor be considered in devising a reasonable remuneration package for Central Government employees?

S No. 1 2 3

Options Needs to be taken into consideration as a factor Need not be taken into consideration as a factor No comments /Don't know Total

Total Responses for Q. No. 3

Total Responses Figures 496

% 36.66

773

57.13

84

6.21

1353

100.00

6% Needs to be taken into consideration as a factor 37%

Need not be taken into consideration as a factor No comments don't know

57%

290

S No. 1 2 3

S No. 1 2 3

Options Needs to be taken into consideration as a factor Need not be taken into consideration as a factor No comments / Don't know Total

Options Needs to be taken into consideration as a factor Need not be taken into consideration as a factor No comments / Don't know Total

Group Responses for Q. No. 3

Group Responses Figures % 351 36.37

7% Needs to be taken into consideration as a factor

36%

551

57.10

63

6.53

965

100.00

Need not be taken into consideration as a factor No comments don't know 57%

Individual Responses Figures % 145 37.37

Individual Responses for Q. No. 3

5%

Needs to be taken into consideration as a factor

37%

222

57.22

21

5.41

388

100.00

Need not be taken into consideration as a factor No comments don't know

58%

Question 4.1 (Multiple Options): How should we determine the salary to be paid to a Secretary in the Central Government? Please suggest an appropriate basic pay for a Secretary? Can appointment to this post be made on a contractual basis where salaries and tenure are linked to the performance in of achieving defined targets? S No.

a) Options

1

Salary should be fixed amount

2

Salary should be contractual / (Performance based)

3 4 5

Salary should not be contractual Salary should be ratio of lowest salary Salary should be comparable to private sector Total

Total Responses

Total Responses for Q. No. 4.1

Figures

%

52

5.2

309

30.9

451

45.1

42

4.2

146

14.6

1000

100.00

15%

5%

Salary should be fixed amount

4% 31%

Salary should be contractual / (Performance based) Salary should not be contractual Salary should be ratio of lowest salary

45%

Salary should be comparable to private sector

291

S No. 1 2 3 4 5

S No. 1 2 3 4 5

S No. 1 2 3 4 5

Group Responses Figures %

Options Salary should be fixed amount Salary should be contractual / (Performance based) Salary should not be contractual Salary should be ratio of lowest salary Salary should be comparable to private sector Total

13

4.83

57

21.19

147

54.65

12

4.46

Group Responses for Q. No. 4.1

Salary should not be contractual Salary should be ratio of lowest salary Salary should be comparable to private sector

55%

40

14.87

269

100.00

Figures Salary should be fixed amount Salary should be contractual / (Performance based) Salary should not be contractual Salary should be ratio of lowest salary Salary should be comparable to private sector Total

Salary should be contractual / (Performance based)

21% 4%

Individual Responses

Options

Salary should be fixed amount

5%

15%

39 252 304 30 106 731

Individual Responses for Q. No. 4.1

% 5.34

15%

Salary should be fixed amount

5%

4%

34.47

34%

Salary should be contractual / (Performance based) Salary should not be contractual Salary should be ratio of lowest salary

41.59 42%

Salary should be comparable to private sector

4.10 14.50 100.00

Options

Total Responses

Group Responses

Individual Responses

449 174 132 56 56 31

104 34 46 14 10 0

345 140 86 42 46 31

(b) Range of salary Above Rs. 1.5 lakhs Rs. 1 - Rs. 1.5 lakhs Rs. 75000 - Rs. 1 lakh Rs. 50000 - Rs. 75000 Below Rs. 50000

Range of Salary 200 180 160 140 120 100 80 60 40 20 0

Total Group Individual

Above Rs. 1.5 lakhs

Rs. 1 - Rs. 1.5 lakhs

Rs. 75000 - Rs. 1 lakh

Rs. 50000 - Rs. 75000

Below Rs. 50000

292

S No.

Overall Picture

Total Responses

Group Responses

Individual Responses

(a)

Type of salary

1000

269

731

(b)

Range of salary

449

104

345

(c)

No comments/Don't know

195

82

113

1644

455

1189

Grand Total

Overall Picture for Q.No. 4.1 1200 1000 800 Total

600

Group 400

Individual

200 0 (a) Type of salary

(b) Range of salary

(c) No comments/Don't know

Question 4.2 (Multiple Options): What should be the reasonable ratio between the minimum and the maximum of a pay scale? Options S No.

Total Responses

Group Responses

Individual Responses

453

135

318

152

47

105

1

(a) Ratio between Minimum and Maximum within a pay scale Below 2

2

2 and below 3

130

43

87

3

3 and below 4

53

10

43

4

4 and below 5

26

4

22

5

5 and below 6

39

9

30

6

6 and below 7

22

7

15

7

7 and below 8

13

3

10

8

8 or above

18

12

6

Ratio between Minimum and Maximum within a pay scale 160 140 120 100 80

Total

60

Group

40

Individual

20 0 Below 2

2 and below 3

3 and below 4

4 and below 5

5 and below 6

6 and below 7

7 and below 8

8 or above

293

S No.

Options

Total Responses

Group Responses

Individual Responses

382

108

274

1

(b) Ratio between minimum and maximum between pay scales 1::8 or Below

128

47

81

2

1: 9

11

4

7

3

1:10

118

33

85

4

1:11

15

3

12

5

1:12

34

12

22

6

1:13

0

0

0

7

1:15

31

6

25

8

Above 1:15

45

3

42

Ratio between minimum and maximum between pay scales 140 120 100 80

Total

60

Group

40

Individual

20 0 1:8 or Below

S No. (a) (b) (c) (d)

1:09

1:10

1:11

Overall Picture Ratio between Minimum and Maximum within a pay scale Ratio between minimum and maximum between pay scales Running Pay Scales recommended No comments/Don't know Grand Total

1:12

1:13

1:15

Above 1:15

Total Responses

Group Responses

Individual Responses

453

135

318

382

108

274

106 305 1246

48 71 362

58 234 884

Overall Picture for Q.No. 4.2 500 450 400 350 300 250 200 150 100 50 0

Total Group Individual

(a) Ratio between Minimum and Maximum within a pay scale

(b) Ratio between minimum and maximum between pay scales

(c) Running Pay Scales recommended

(d) No comments/Don't know

294

Question 4.3 (Single Option): Is it necessary to persist with a pre-determined minimum-maximum ratio on ideological considerations? Or is it more important to ensure efficient istration by preventing flight of outstanding talent from Government? S No 1

2 3

4 5

Total Responses Options Necessary to persist with pre-determined minimummaximum ratio Reasonable ratio necessary More important to ensure efficient istration by preventing flight of talent Ratio not necessary No comments/ Don't know Total

S No. 1

2 3

4 5

S No. 1

2 3

4 5

Total Responses for Question No. 4.3

Figures

Options Necessary to persist with pre-determined minimummaximum ratio Reasonable ratio necessary More important to ensure efficient istration by preventing flight of talent Ratio not necessary No comments/ Don't know Total

Options Necessary to persist with pre-determined minimummaximum ratio Reasonable ratio necessary More important to ensure efficient istration by preventing flight of talent Ratio not necessary No comments/ Don't know Total

%

Necessary to persist with pre-determined minimummaximum ratio

9% 9%

322 118

26.33 9.65

572 104 107

46.77 8.50 8.75

1223

100.00

26%

Reasonable ratio necessary

More important to ensure efficient istration by preventing flight of talent 10%

Ratio not necessary

46% No comments/ Don't know

Group Responses Figures %

Group Responses for Question No. 4.3 Necessary to persist with pre-determined minimummaximum ratio 9% 7% 30%

106 53

30.11 15.06

137 25 31 352

38.92 7.10 8.81 100.00

Reasonable ratio necessary

More important to ensure efficient istration by preventing flight of talent Ratio not necessary

Individual Responses Figures %

39% 15% No comments/ Don't know

Individual Responses for Question No. 4.3

216 65

24.80 7.46

435 79 76 871

49.94 9.07 8.73 100.00

Necessary to persist with pre-determined minimummaximum ratio

9% 25%

9%

Reasonable ratio necessary

7%

More important to ensure efficient istration by preventing flight of talent Ratio not necessary

50% No comments/ Don't know

295

Question 5 (Single Option): Employees in the Secretariat and analogous establishments are entitled to higher pay scales than the corresponding field functionaries. This was supposed to compensate them for the loss of certain facilities available to them in field assignments and the extra effort required for decision-making at the policy level. Are these factors valid even today particularly in the context of decentralization and devolution of istrative powers? Is this discrimination between field and secretariat functionaries even justified today? S No.

1

2

3

S No. 1

2

3

S No.

1

2

3

Options The factors for higher pay scales for Secretariat functionaries over field functionaries are valid The factors for higher pay scales for Secretariat functionaries over field functionaries are not valid No comments/ Don't know Total Options The factors for higher pay scales for Secretariat functionaries over field functionaries are valid The factors for higher pay scales for Secretariat functionaries over field functionaries are not valid No comments/ Don't know Total

Options The factors for higher pay scales for Secretariat functionaries over field functionaries are valid The factors for higher pay scales for Secretariat functionaries over field functionaries are not valid No comments/ Don't know Total

Total Responses Figures %

223

17.05

Total Responses for Q. No. 5 10%

17%

The factors for higher pay scales for Secretariat functionaries over field functionaries are valid The factors for higher pay scales for Secretariat functionaries over field functionaries are not valid

955

73.01

No comments/ Don't know

73%

130

9.94

1308

100.0

Group Responses Figures % 67

17.45

277

72.14

40

10.42

384

100.00

Individual Responses Figures

156

678

Group Responses for Q. No. 5

10%

17%

The factors for higher pay scales for Secretariat functionaries over field functionaries are valid The factors for higher pay scales for Secretariat functionaries over field functionaries are not valid No comments/ Don't know

73%

Individual Responses for Q. No. 5 %

16.88

73.38

90

9.74

924

100.00

10%

73%

17%

The factors for higher pay scales for Secretariat functionaries over field functionaries are valid The factors for higher pay scales for Secretariat functionaries over field functionaries are not valid No comments/ Don't know

296

Question 6.1 (Single Option): Is there a case for a Unified Civil Service, merging therein all Central (both technical and non-technical) and All India Services, allowing vertical and horizontal movement? Or should there be two distinct streams, one embracing all the technical services and the other for non-technical services? S No. 1 2 3 4

Options There should be a Unified Civil Service There should be two distinct streams Existing system should continue No comments/ Don't know Total

S No. 1 2 3 4

Options There should be a Unified Civil Service There should be two distinct streams Existing system should continue No comments/ Don't know Total

S No. 1 2 3 4

Options There should be a Unified Civil Service There should be two distinct streams Existing system should continue No comments/ Don't know Total

Total Responses Figures

Total Responses for Q. No. 6.1

%

15%

375

28.45

626

47.50

118

8.95

199

15.10

1318

100.00

28%

100

There should be two distinct streams

9%

Existing system should continue No comments/ Don't know 48%

Group Responses for Q. No. 6.1

Group Responses Figures

%

20% 27%

27.03

163

44.05

34

9.19

73

19.73

370

100.00

29.01

463

48.84

84

8.86

126

13.29

948

100.00

There should be a Unified Civil Service There should be two distinct streams

9% Existing system should continue No comments/ Don't know 44%

Individual Responses Figures % 275

There should be a Unified Civil Service

Individual Responses for Q. No. 6.1 There should be a Unified Civil Service

13% 29% 9%

There should be two distinct streams Existing system should continue 49% No comments/ Don't know

297

Question 6.2 (Multiple Options): Should there be a higher compensation package for scientists in certain specialized streams/departments like Department of Space, Department of Atomic Energy? If so, what should be the reasonable package in their case? Options

S No.

Total Responses

Group Responses

Individual Responses

1045

313

732

706

198

508

166

43

123

173

72

101

(a) Pattern of Pay Scale

1 2 3

Pattern of pay scales need to be redesigned Pattern of pay scales need not be redesigned No comments/ Don’t know

Pattern of Pay Scale 800 700 600 500 Total

400

Group

300

Individual

200 100 0 Pattern of pay scales needs to be redesigned

Pattern of pay scales need not be redesigned

Options S No. 1 2 3 4 5 6 7

(b) Emolument suggested for entrants into Group-A in Govt.(Rs/month) Below Rs. 15,000 15,000-19,999 20,000-24,999 25,000-29,999 30,000-39,999 40,000-49,999 Over 50,000

No comments/ Don’t know

Total Responses

Group Responses

Individual Responses

513

127

386

2 20 36 68 141 91 155

0 3 5 16 40 25 38

2 17 31 52 101 66 117

298

Emolument suggested for entrants into Group-A in Govt. (Rs/month) 180 160 140 120 100 80 60 40 20 0

Total Group

00

9 40

Ov

,0 0

er

049

50

,0

,9 9

9 039 30

,00 25

,00

029

,9 9

,9 9

9

9 ,9 9 024 ,0 0 20

,0 0 15

Be

l ow

Rs

.1

019

5, 00

,9 9

0

9

Individual

S No. (a) (b)

Overall Picture

Total Responses

Group Responses

Individual Responses

1045 513

313 127

732 386

Pattern of salary Emolument on entry

Overall Picture for Q.No. 6.2 1200 1000 800

Total

600

Group Individual

400 200 0 (a) Pattern of salary

(b) Emolument on entry

299

Question 7 (Multiple Options): Should there be a higher compensation package for scientists in certain specialized streams/departments like Department of Space, Department of Atomic Energy? If so, what should be the reasonable package in their case? Options There should be higher compensation There should not be higher compensation No comments/Don't know

S No. (a) (b) (d)

Total Responses

Group Responses

Individual Responses

1011

273

738

133 210

28 72

105 129

Objective Responses Question Number 7 (a,b& d) 1200 1000 800 Total

600

Group Individual

400 200 0 (a) There should be higher compensation

(b) There should not be higher compensation

(d) No comments/Don't know

Total Responses Group Responses Individual Responses (c) Compensation greater than Group A by

S No.

257

50

207

1

upto 20%

39

10

29

2

upto 20% - 50%

87

27

60

3

upto 50% to 100%

12

2

10

4

above 100%

119

11

108

Objective Responses Question Number 7 (c) 140 120 100 Total

80

Group 60

Individual

40 20 0 upto 20%

upto 20% - 50%

upto 50% to 100%

above 100%

300

S No.

Overall Picture

Total Responses

Group Responses

Individual Responses

(a)

There should be higher compensation

1011

273

738

(b)

There should not be higher compensation

133

28

105

(c)

Percentage above Group A

257

50

207

(d)

No comments/Don't know

210

72

129

1611

423

1179

Grand Total

Objective Responses Question Number 7 1200 1000 800 600

Total Group

400

Individual 200 0 (a) There should be higher compensation

(b) There should not be higher compensation

(c) Percentage above Group A

(d) No comments/Don't know

Question 8 (Single Option): Presently, civilian posts in the Central Government are classified into four Groups (A, B, C and D) with reference to their scales of pay. The Fifth Central Pay Commission had recommended their reclassification into Executive, Supervisory, ing and Auxiliary Staff. Would you suggest any changes in the existing classification or should the classification recommended by Fifth Central Pay Commission be adopted with/without modifications? S No. 1 2

3

4 5

Options No changes are required in existing classification Changes are required in existing classification Classification of Vth C recommendation be adopted without modification Classification of Vth C be adopted with modification No comments/ Don't know Total Sub-Total of S.No. 2,3 and 4

Total Responses Figures % 360

26.93

315

23.56

Total Responses for Q. No. 8 No changes are required in existing classification 9% 13%

368

27.52

172

12.86

122

9.12

1337

100.00

855

63.95

27%

Changes are required in existing classification Classification of Vth C recommendation be adopted without modification

27%

Classification of Vth C be adopted with modification 24% No comments/ Don't know

301

S No.

Options No changes are required in existing classification Changes are required in existing classification Classification of Vth C recommendation be adopted without modification Classification of Vth C be adopted with modification No comments/ Don't know Total Sub-Total of S. No. 2,3 and 4

1 2 3 4 5

S No

Options No changes are required in existing classification Changes are required in existing classification Classification of Vth C recommendation be adopted without modification

1 2 3 4 5

Group Responses Figure % s 94

24.67

85

22.31

114

29.92

62

16.27

26 381 261

6.82 100.00 68.50

Group Responses for Q. No. 8 No changes are required in existing classification

7% 25% 16%

Classification of Vth C recommendation be adopted without modification

27.82

230

24.06

254

26.57

Classification of Vth C be adopted with modification

110

11.51

No comments/ Don't know Total Sub-Total of S. No. 2,3 and 4

96 956 594

10.04 100.00 62.13

22%

30%

Classification of Vth C be adopted with modification No comments/ Don't know

Individual Responses Figure % s 266

Changes are required in existing classification

Individual Responses for Q. No. 8 No changes are required in existing classification 10% 27%

12%

Changes are required in existing classification Classification of Vth C recommendation be adopted without modification

27% 24%

Classification of Vth C be adopted with modification No comments/ Don't know

Question 9.1 (Multiple Options): Should all lower Group C functionaries in the Secretariat be replaced by multifunctional Executive Assistants, who would be graduates and well versed in office work, secretarial skills and use of modern office equipment including computers? Should similar arrangements be evolved for Group C posts in other organisations of Government? S No. 1 2 3 4 5

Options Replacement of Group C functionaries in Central Secretariat by Multifunctional Executive Assistants needed. Replacement of Group C functionaries in Central Secretariat by Multifunctional Executive Assistants not needed. Similar arrangements for Group C posts in other organisations of the Government needed. Similar arrangements for Group C posts in other organisations of the Government not needed. No comments/Don't know Total

Total Responses Figures % 969

43.38

155

6.94

937

41.94

155 18 2234

6.94 0.81 100.00

302

Total Responses for Q. No. 9.1

7%

1%

43%

42%

(a) Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants needed. (b) Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants not needed. (c) Similar arrangements for Group C posts in other organisations of the Government needed. (d) Similar arrangements for Group C posts in other organisations of the Government not needed.

7%

S No.

(e) No comments/Don't know

Group Responses Figures %

Options Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants needed. Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants not needed. Similar arrangements for Group C posts in other organisations of the Government needed. Similar arrangements for Group C posts in other organisations of the Government not needed. No comments/Don't know Total

1 2 3 4 5

Group Responses for Q. No. 9.1

1%

40%

40%

10%

(b) Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants not needed. (c) Similar arrangements for Group C posts in other organisations of the Government needed. (d) Similar arrangements for Group C posts in other organisations of the Government not needed. (e) No comments/Don't know

40.76

61

9.71

252

40.13

55 4 628

8.76 0.64 100.00

Individual Responses for Q. No. 9.1

(a) Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants needed.

9%

256

6% 1%

44% 43%

6%

(a) Replacement of Group C functionaries in Central Secretariat by Multifunctional Executive Assistants needed. (b) Replacement of Group C functionaries in Central Secretariat by Multifunctional Executive Assistants not needed. (c) Similar arrangements for Group C posts in other organisations of the Government needed. (d) Similar arrangements for Group C posts in other organisations of the Government not needed. (e) No comments/Don't know

303

S No.

Individual Responses Figures

Options Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants needed. Replacement of Group C functionaries in Central Secretariat by Multi-functional Executive Assistants not needed. Similar arrangements for Group C posts in other organisations of the Government needed. Similar arrangements for Group C posts in other organisations of the Government not needed. No comments/Don't know Total

1 2 3 4 5

%

711

44.38

94

5.87

683

42.63

100 14 1602

6.24 0.87 100.00

Question 9.2 (Single Option): Should a similar regrouping of Group D staff into fewer categories capable of performing diverse functions also be carried out?

S No. 1

2

3

Options

Figures Regrouping of Group D staff should be carried out Regrouping of Group D staff should not be carried out No comments/ Don’t know Total

S No. 1

2

3

Total Responses

Options Regrouping of Group D staff should be carried out Regrouping of Group D staff should not be carried out No comments/ Don't know Total

Total Responses for Q. No. 9.2

%

11% Regrouping of Group D staff should be carried out

14%

909

166

75.31

Regrouping of Group D staff should not be carried out No comments don't know

13.75

132

10.94

1207

100.00

75%

Group Responses Figures %

Group Responses for Q. No. 9.2 12%

242

70.35

61

17.73

41

11.92 100.0 0

344

Regrouping of Group D staff should be carried out 18%

Regrouping of Group D staff should not be carried out

70%

No comments don't know

304

S No.

1

2

3

Individual Responses Figures

Options Regrouping of Group D staff should be carried out Regrouping of Group D staff should not be carried out No comments/ Don't know Total

Individual Responses for Q. No. 9.2 %

11% Regrouping of Group D staff should be carried out

12%

667

77.29

Regrouping of Group D staff should not be carried out No comments don't know

105

12.17

91

10.54

863

100.00

77%

Question 10.1 (Multiple Options): How should a pay scale be structured? What is a reasonable ratio between the minimum and maximum of a pay scale? S No. 1 2 3 4 5 6 7 8

Total Responses

Group Responses

Individual Responses

(a) Ratio between Minimum and Maximum within a pay scale

324

109

215

Below 2 2 and below 3 3 and below 4 4 and below 5 5 and below 6 6 and below 7 7 and below 8 8 or above

154 98 43 13 7 3 4 2

53 41 6 3 1 3 0 2

101 57 37 10 6 0 4 0

Options

Ratio between Minimum and Maximum within a pay scale 180 160 140 120 100 80 60 40 20 0 Below 2

2 and below 3

3 and below 4 Total

4 and below 5 Group

5 and below 6

6 and below 7

7 and below 8

8 or above

Individual

305

Options S No.

Total Responses

Group Responses

Individual Responses

430

124

306 127

1

(b) Ratio between minimum and maximum between pay scales 1:8 or Below

192

65

2

1: 9

6

1

5

3

1:10

109

33

76

4

1:11

8

4

4

5

1:12

52

15

37

6

1:13

3

2

1

7

1:15

8

2

6

8

Above 1:15

52

2

50

Ratio between minimum and maximum between pay scales 250 200 150 100 50 0 1:8 or Below

1:09

1:10

1:11

Total

S No.

Overall Picture

Group

1:12

1:13

1:15

Above 1:15

Individual

Total Responses

Group Responses

Individual Responses

(a)

Ratio between Minimum and Maximum within a pay scale

324

109

215

(b)

Ratio between minimum and maximum between pay scales

430

124

306

(c)

No comments/Don't know

417

90

327

(d)

Open ended/ running scales/ master pay scale/ No fixed ratio

123

56

67

1294

379

915

Grand Total

Overall Picture for Q.No. 10.1 500 450 400 350 300 250 200 150 100 50 0 (a) Ratio between Minimum and Maximum within a pay scale

(b) Ratio between minimum and maximum between pay scales Total

Group

(c) No comments/Don't know

(d) Open ended/ running scales/ master pay scale/ No fixed ratio

Individual

306

Question 10.2 (Multiple Options): The successive Pay Commissions have progressively reduced the number of distinct pay scales. The number of scales has therefore come down from more than 500 scales at the time of the Second Central Pay Commission to 51 scales before Fifth Central Pay Commission, which was brought down to 33 scales by the Fifth Central Pay Commission. The reduction in the number of pay scales brings in attendant problems like the promotion and the feeder grades coming to lie in the same pay scale, etc. Do you feel whether the existing number of pay scales should be retained or increased or decreased or whether the same should be replaced by a running pay scale? Options

Total Responses

Group Responses

Individual Responses

902

271

631

282 90 530

79 20 172

203 70 358

(a) The existing number of pay scales should be Retained Increased Decreased

The existing number of pay scales should be 600 500 400 300 200 100 0 Retained

Increased Total

Group

Overall Picture (a) The existing number of pay scales should be…

Decreased

Individual

Total Responses 902

Group Responses 271

Individual Responses 631

261

78

183

(b) There should be running pay scales (c) There should not be running pay scales (d) No comments/Don't know Grand Total

12

4

8

144

32

112

1319

385

934

Overall Picture for Q.No. 10.2 1000 900 800 700 600 500 400 300 200 100 0 (a) The existing (b) There should be number of pay running pay scales scales should be…

Total

Group

(c) There should not be running pay scales

(d) No comments/Don't know

Individual

307

Question 11 (Multiple Options): What should be the criteria for determining the rates and frequency of increments in respect of different scales of pay? Should these bear a uniform or varying relationship with the minima and/or maxima of the scales? S No. 1 2 3 4 5 6 7

Total Responses

Options (a) Criteria for determining (rates and frequency) of increments Increments should have uniform/fixed relationship to minima of scale Increments should have uniform/fixed relationship to maxima of scale Increments should have a varying relationship with minima of scale Increments should have a varying relationship with maxima of scale Increments should have a relationship with mean of scale Increments should have a relationship with performance Increments should have a relationship with inflation

Group Responses

Individual Responses

808

225

583

358

122

236

24

9

15

124

31

93

18

4

14

43

14

29

186

33

153

55

12

43

Criteria for determining (rates and frequency) of increments 400 350 300 250 200 150 100 50 0 Increments Increments should have should have uniform/fixed uniform/fixed relationship to relationship to minima of scale maxima of scale

Increments Increments should have a should have a varying varying relationship relationship with minima of with maxima of scale scale Total

S No. 1 2 3 4 5

Options

Group

Increments should have a relationship with mean of scale

Increments should have a relationship with performance

Increments should have a relationship with inflation

Individual

Total Responses

Group Responses

(b) Rate of increments

500

195

Upto 2% 2-4 % 5-6 % 6-10 % Above 10%

1 115 224 101 59

0 40 107 27 21

Individual Responses 305 1 75 117 74 38

308

Rate of Increments 250 200

Total

150

Group

100

Individual

50 0 Upto 2%

S No. (a) (b) (c)

2-4 %

5-6 %

Overall Picture Criteria for determining (rates and frequency) of increments Rate of increments No comments/Don't know Grand Total

6-10 %

Above 10%

Total Responses

Group Responses

Individual Responses

808

225

583

500 178 1486

195 42 462

305 136 1024

Overall Picture for Q.No. 11 900 800 700 600 500 400 300 200 100 0 (a) Criteria for determining (rates and frequency) of increments

(b) Rate of increments

Total

Group

(c) No comments/Don't know

Individual

309

Question 12.1 (Single Option): Is there any need to revise the pay scales periodically especially when 100% neutralization for inflation is available in form of dearness allowance?

S No. 1 2 3 4

S No. 1 2 3 4

S No. 1 2 3 4

Options Periodic pay revision required Periodic pay revision not required Automatic revision required No comments/Don't know Total

Options Periodic pay revision required Periodic pay revision not required Automatic revision required No comments/Don't know Total

Options Periodic pay revision required Periodic pay revision not required Automatic revision required No comments/Don't know Total

Total Responses Figures 1136

Total Responses for Q. No. 12.1

%

Periodic pay revision required

86.19

3% Periodic pay revision not required

3%

103

7.81

36

2.73

43

3.26

1318

100.00

8% Automatic revision required

Group Responses Figures % 336

89.36

10

2.66

18

4.79

12

3.19

376

100.00

No comments/Don't know

86%

Group Responses for Q. No. 12.1 Periodic pay revision required

5% 3% 3%

Periodic pay revision not required Automatic revision required

Individual Responses Figures

%

800

84.93

89%

Individual Responses for Q. No. 12.1 Periodic pay revision required 10%

93

9.87

18

1.91

31

3.29

942

100.00

No comments/Don't know

2%3%

Periodic pay revision not required Automatic revision required

85%

No comments/Don't know

310

Question 12.2 (Single Option): How should pay be fixed in the revised pay scales? Should there be a point-to-point fixation? If not, please suggest a method by which it can be ensured that senior personnel are not placed at a disadvantage vis-à-vis their juniors and due weightage is given for the longer service rendered by the former. S No. 1 2 3 4 5

S No 1 2 3 4 5

S No. 1 2

3 4 5

Total Responses

Options

Figures

Point-to-point fixation needed 1 increment in revised scale for 2 in previous 1 Increment in the revised scale for 3 in the previous scale No change No comments /Don't know Total

Options Point-to-point fixation needed 1 increment in revised scale for 2 in previous 1 Increment in the revised scale for 3 in the previous scale No change No comments /Don't know Total

Options Point-to-point fixation needed 1 increment in revised scale for 2 in previous 1 Increment in the revised scale for 3 in the previous scale No change No comments /Don't know Total

Total Responses for Q. No. 12.2

%

Point-to-point fixation needed

840

71.4

39

3.3

33

2.8

65

5.5

199

16.9

1176

100.00

1 increment in revised scale for 2 increments in the previous scale

17%

1 Increment in the revised scale for 3 increments in the previous scale No change

6% 3% 3% 71%

No comments/Don't know

Group Responses Figures % 278 12

Group Responses for Q. No. 12.2

78.09

5%

3.37

Point-to-point fixation needed

11%

3%

1 increment in revised scale for 2 in previous

3%

10

2.81

18

5.06

38

10.67

356

100.00

1 Increment in the revised scale for 3 in the previous scale No change 78% No comments/Don't know

Individual Responses Figures

%

562

68.54

27

3.29

Individual Responses for Q. No. 12.2 Point-to-point fixation needed

20%

1 increment in revised scale for 2 in previous

6% 3%

23

2.80

47

5.73

161

19.63

820

100.00

3% 68%

1 Increment in the revised scale for 3 in the previous scale No change

No comments/Don't know

311

Question 13 (Multiple Options): Is City Compensatory Allowance a sufficient compensation for the problems of a large city? If DA and HRA provide full neutralization, do you think CCA should continue? Is there a need for changing the basis of classification of cities and the rates of CCA? If so, please suggest the revised basis and rates.

S No.

Total Responses

Options

Figures

%

82

4.43

488

26.39

82

4.43

CCA should be a percent of basic pay

173

9.36

5

Basis of classification of cities needs revision

944

51.05

6

Basis of classification of cities needs no change

29

1.57

7

No comments/Don't know

51

2.76

1849

100.00

1

CCA is sufficient compensation for problems of large city

2

CCA is not sufficient

3

CCA should not continue

4

Total

Total Responses for Q. No. 13 (a) CCA is sufficient compensation for problems of large city (b) CCA is not sufficient

3% 2%

4%

26%

(c) CCA should not continue (d) CCA should be a percent of basic pay

52% 4% 9%

S No.

(e) Basis of classification of cities needs revision (f) Basis of classification of cities needs no change (g) No comments/Don't know

Options

1

CCA is sufficient compensation for problems of large city

2

CCA is not sufficient

3

CCA should not continue

4

CCA should be a percent of basic pay

5

Basis of classification of cities needs revision

6

Basis of classification of cities needs no change

7

No comments/Don't know Total

Group Responses Figures

%

19

3.24

194

33.11

4

0.68

68

11.60

283

48.29

6

1.02

12

2.05

586

100.00

312

Group Responses for Q. No. 13 1%

Individual Responses for Q. No. 13 (a) CCA is sufficient

(a) CCA is sufficient compensation for problems of large city (b) CCA is not sufficient

2% 3%

33%

compensation for problems of large city (b) CCA is not sufficient

3% 2%

5%

(c) CCA should not continue

(c) CCA should not continue

23%

48% 1% 12%

S No.

(d) CCA should be a percent of basic pay

(d) CCA should be a percent of basic pay

(e) Basis of classification of cities needs revision (f) Basis of classification of cities needs no change (g) No comments/Don't know

53%

(e) Basis of classification of cities needs revision (f) Basis of classification of cities needs no change (g) No comments/Don't know

6% 8%

Individual Responses

Options

1

CCA is sufficient compensation for problems of large city

2

CCA is not sufficient

In Figures

In %

63

4.99

294

23.28

3

CCA should not continue

78

6.18

4

CCA should be a percent of basic pay

105

8.31

5

Basis of classification of cities needs revision

661

52.34

6

Basis of classification of cities needs no change

23

1.82

7

No comments/Don't know

39

3.09

1263

100.00

Total

Question Number 14.1 (Multiple Options): What should be the basis for determination of pay scales for Armed Forces Personnel? What percentage weightage should be assigned to (i) parity with civil services, (ii) comparison with private sector, (iii) special and hazardous nature of duties, (iv) short career span and (v) restricted rights? S No.

Options (a) Parity with Civil Services

Total Responses

Group Responses

Individual Responses

471

122

349 10

1

100% (more)

10

0

2

50% to <100% (more)

9

2

7

3

25% to < 50% (more)

11

0

11

59

20

39

145

34

111

4

0% to < 25% (more)

5

More but quantum not specified

6

Less than Civil Service

7

At par with Civil Service

1

0

1

236

66

170

313

Parity with Civil Services 250 200 150 100 50 0 100% (more)

50% to <100% (more)

25% to < 50% (more)

Total

S No.

0% to < 25% (more)

Group

Options

100% (more)

2 3 4 5 6 7

50% to <100% (more) 25% to < 50% (more) 0% to < 25% (more) More but Quantum not specified Less than Private Sector At par with Private Sector

Less than Civil Service

At par with Civil Service

Individual

Total Responses

Group Responses

Individual Responses

80

16

64

0

0

0

3 7 25 7 2 36

0 2 6 2 1 5

3 5 19 5 1 31

(b) Comparison with Private Sector

1

More but quantum not specified

Comparison with Private Sector 40 35 30 25 20 15 10 5 0 100% (more)

50% to <100% (more)

25% to < 50% (more)

Total

S No

Options (c) Weightage due to Special and Hazardous Nature of Duty

0% to < 25% (more)

Group

More but Quantum not specified

Less than Private Sector

At par with Private Sector

Individual

Total Responses

Group Responses

Individual Responses

381

102

279

1

100% or more

9

1

8

2

50% to <100%

8

2

6

3

25% to < 50%

22

6

16

4

0% to < 25%

38

12

26

5

More but Quantum not specified

304

81

223

314

Weightage due to Special and Hazardous Nature of Duty 350 300 250 200 150 100 50 0 100% or more

50% to <100%

Total

S No.

Options

25% to < 50%

Group

0% to < 25%

More but Quantum not specified

Individual

Total Responses

Group Responses

Individual Responses

185

51

134

(d) Weightage due to Short Career Span

1

100% or more

2

0

2

2

50% to <100%

5

2

3

3

25% to < 50%

1

0

1

4

0% to < 25%

45

13

32

5

More but Quantum not specified

132

36

96

Weightage due to Short Career Span 140 120 100 80 60 40 20 0 100% or more

50% to <100%

Total

S No.

Options (e) Weightage due to Restricted Rights

25% to < 50%

Group

0% to < 25%

More but Quantum not specified

Individual

Total Responses

Group Responses

Individual Responses

136

45

91

1

100% or more

2

0

2

2

50% to <100%

1

0

1

3

25% to < 50%

6

3

3

4

0% to < 25%

44

15

29

5

More but Quantum not specified

83

27

56

315

Weightage due to Restricted Rights 90 80 70 60 50 40 30 20 10 0 100% or more

50% to <100%

Total

S No. (a) (b)

25% to < 50%

Group

Overall Picture

(d)

Parity with Civil Services Comparison with Private Sector Weightage due to Special and Hazardous Nature of Duty Weightage due to Short Career Span

(e)

Weightage due to Restricted Rights

(f)

More but quantum not specified (in cases where no specific weightage specified)

(c)

(h)

More but Quantum not specified

Individual

Total Responses 471 80

Group Responses 122 16

Individual Responses 349 64

381

102

279

185

51

134

136

45

91

58

15

43

12

4

8

434 1757

174 529

260 1228

Higher weightage to PBOR as compared to Officers No comments/Don't know Grand Total

(g)

0% to < 25%

Overall Picture for Q.No. 14.1 Num ber of Responses

500 450 400 350 300 250 200 150 100 50 0 (a) Parity with Civil Services

(c) Weightage due to (b) Comparison with (d) Weightage due to Special and Hazardous Private Sector Short Career Span Nature of Duty

(f) More but quantum (g) Higher weightage to (e) Weightage due to (h) No comments/Don't not specified (in cases PBOR as compared to Restricted Rights know where no specific Officers

Total

471

80

381

185

136

58

12

Group

122

16

102

51

45

15

4

434 174

Individual

349

64

279

134

91

43

8

260

316

Question 14.2 (Multiple Options): How should the pay of a soldier, sailor and airman be determined? How should it relate to the minimum wage in Government and the pay of a constable in paramilitary or internal security forces? S No.

Options Pay of Soldier/ Sailor/ Airman

1

Minimum wages should be same as minimum wage in government

2

Minimum wages should be more than minimum wage in government

Total Responses 974

Group Responses 301

Individual Responses 673

3

0

3

18

1

17

52

13

39

88

14

74

5

Should be the same as constable/paramilitary forces Should be the more than as constable/paramilitary forces Should be same as civil employees

115

43

72

6

Should be more than civil employees

214

50

164

7

Should not be linked to civil employees

15

4

11

8

No comments/Don't know

469

176

293

3 4

Pay of Soldier/ Sailor/ Airman 500 450 400

N u m b er o f R esp o n ses

350 300 250 200 150 100 50 0

Minimum w ages should Minimum w ages should Should be the same as Should be the more than Should be same as of Should be more than that Should not be linked to that of be same as minimum be more than minimum of constable/paramilitary civil employees of civil employees civil employees constable/paramilitary forces w age in government w age in government

No comments/Don't know

Total

3

18

52

88

115

214

15

469

Group

0

1

13

14

43

50

4

176

Individual

3

17

39

74

72

164

11

293

317

Question 15 (Multiple Options) :Should all vestiges of feudalism in the country like huge residential bungalows sprawling over several acres, large number of servant quarters, retinues of personal staff, bungalow peons, use of uniformed personnel as batmen or on unnecessary security or ceremonial duties etc. be abolished? Please make concrete suggestions. Options

S No.

Total Responses

Group Responses

Individual Responses

1099

312

787

(a) Provision of huge residential bungalows

1

Should be abolished

968

278

690

2

Should not be abolished

103

26

77

3

No comments/don't know

28

8

20

Provision of huge residential bungalows 1200 1000 800 Total 600

Group Individual

400 200 0 Should be abolished

Should not be abolished

Total Responses

Options

S No.

No comments/Don't know

(b) Retinues of personal staff

Group Responses

Individual Responses

1102

312

790

956

280

676

1

Should be abolished

2

Should not be abolished

92

22

70

3

No comments/don't know

54

10

44

Retinues of personal staff 1200 1000 800 Total 600

Group Individual

400 200 0 Should be abolished

Should not be abolished

No comments/Don't know

318

Total Responses

Group Responses

Individual Responses

(c) Bungalows peons

1105

312

793

1

Should be abolished

962

280

682

2

Should not be abolished

91

21

70

3

No comments/Don't know

52

11

41

S No.

Options

Bungalows peons 1200 1000 800 Total 600

Group

400

Individual

200 0 Should be abolished

Should not be abolished

Options S No.

Total Responses

Group Responses

Individual Responses

1117

317

800

926 128 63

271 32 14

655 96 49

(d) Use of uniformed personnel as Batmen /Security/Ceremonial duties Should be abolished Should not be abolished No comments/Don't know

1 2 3

1200

No comments/Don't know

Use of uniformed personnel as Batmen/Security/Ceremonial duties

1000 800 Total 600

Group Individual

400 200 0 Should be abolished

Should not be abolished

No comments/Don't know

319

S No.

Overall Picture

Total Responses

Group Responses

Individual Responses

1099

312

787

1102 1105

312 312

790 793

1117

317

800

118 4541

43 1296

75 3245

Provision of huge residential bungalows Retinues of personal staff Bungalows peons Use of uniformed personnel as Batmen/Security/Ceremonial duties No comments/Don't know Grand Total

(a) (b) (c) (d) (e)

Overall Picture for Q.No. 15 1200

Nu m b er of Respo nses

1000

800

600

400

200

0 (a) Provision of huge residential (b) Retinues of personal staff bungalow s

(c) Bungalow s peons

(d) Use of uniformed personnel as Batmen/Security/Ceremonial (e) No comments/Don't know duties

Total

1099

1102

1105

1117

118

Group

312

312

312

317

43

Individual

787

790

793

800

75

320

Question 16.2 (Multiple Options): Please outline specific proposals, which could result in: (i) Reduction and redeployment of staff, (ii) Reduction of paper work, (iii) Better work environment, (iv) Economy in expenditure, (v) Professionalisation of services, (vi) Reduction in litigation on service matters, (vii) Better delivery of service by government agencies to their s. S No. (a) (b) (c) (d) (e) (f) (g) (h) (i)

Total Responses 789 835 789 758 673 744 620 18 126 5352

Options Reduction and redeployment of staff needed Reduction of paper work Better work environment Economy in expenditure Professionalisation Reduction litigation Better delivery Not within of reference of Commission No comments / don't know Total Responses for all these options

Group Responses 230 239 238 224 215 255 207 0 42 1650

Individual Responses 559 596 551 534 458 489 413 18 84 3702

to ta l 1 1 7 7 r e s p o n d e n ts

Responses received against Question Number 16.2

1000

800

T o ta l N u m b e r o f R e s p o n s e s R e c e i v e d a g a i n s t

600

400

200

0

(h) Not within (i) No comments / of reference of don't know Commission

(a) Reduction and redeployment of staff needed

(b) Reduction of paper work

(c) Better work environment

(d) Economy in expenditure

(e) Professionalisation

(f) Reduction litigation

(g) Better delivery

Total

789

835

789

758

673

744

620

18

Group

230

239

238

224

215

255

207

0

42

Individual

559

596

551

534

458

489

413

18

84

126

321

Question No. 17.1 (Multiple Options): Do you think the concepts of contractual appointment, part-time work, flexible job description, flexi time etc. need to be introduced in Government to change the environment, provide more jobs and impart flexibility to the working conditions of employees? Options

S No.

(a) Contractual appointment To be introduced Not to be introduced

1 2

Total Responses 1093 628 465

Group Responses 309 133 176

Individual Responses 784 495 289

Contractual appointment 700 600 500 400

Total

300

Group Individual

200 100 0 To be introduced

Options

S No.

(b) Part-time work

1 2

To be introduced Not to be introduced

Not to be introduced

Total Responses 947

Group Responses 264

Individual Responses 683

546 401

107 157

439 244

Part-time work 600 500 400 Total 300

Group

200

Individual

100 0 To be introduced

Not to be introduced

322

Options

S No.

(c) Flexible job description

1 2

To be introduced Not to be introduced

Total Responses 859

Group Responses 247

Individual Responses 612

523 336

110 137

413 199

Flexible job description 600 500 400 Total 300

Group

200

Individual

100 0 To be introduced

Not to be introduced

Total Responses

Group Responses

Individual Responses

(d) Flexi time

934

259

675

1

To be introduced

584

125

459

2

Not to be introduced

350

134

216

Options

S No.

Flexi time 600 500 400 Total

300

Group Individual

200 100 0 To be introduced

S No. (a) (b)

Overall Picture Contractual appointment

Not to be introduced

Total Responses 1093

Group Responses 309

Individual Responses 784

Part-time work

947

264

683

(c)

Flexible job description

859

247

612

(d)

Flexi time

934

259

675

(e)

No comments/Don't know

79

28

51

3912

1107

2805

Grand Total

323

Overall Picture for Q.No. 17.1 1200

Nu m b er o f R esp o n ses

1000 800 600 400 200 0 (a) Contractual appointment

(b) Part-time work

(c) Flexible job description

(d) Flexi time

(e) No comments/Don't know

Total

1093

947

859

934

79

Group

309

264

247

259

28

Individual

784

683

612

675

51

Question No. 17.2 (Single Option): For improving punctuality/introducing new concepts like flexi-time, should biometric entry/exit be introduced? S No. 1

2

3

Options Biometric entry/ exit to be introduced Biometric entry/ exit is not the solution No comments/ Don't know Total

Total Responses Figures %

Total Responses for 17.2 6%

985

80.87

13% Biometric entry/ exit to be introduced

159

13.05

Biometric entry/ exit is not the solution No comments/ Don't know

74

6.08

1218

100.00

81%

324

S No. 1

2

3

S No. 1

2 3

Options Biometric entry/ exit to be introduced Biometric entry/ exit is not the solution No comments/ Don't know Total

Options Biometric entry/ exit to be introduced Biometric entry/ exit is not the solution No comments/ Don't know Total

Group Responses Figures %

Group Responses for 17.2 7%

268

78.36

14% Biometric entry/ exit to be introduced

49

14.33

25

7.31

342

100.00

Biometric entry/ exit is not the solution No comments/ Don't know 79%

Individual Responses Figures %

Individual Responses for 17.2 6% 13%

717

81.85

110

12.56

49

5.59

876

100

Biometric entry/ exit to be introduced Biometric entry/ exit is not the solution No comments/ Don't know 81%

Question 17.3 (Multiple Options): What steps should be taken to ensure that scientists, doctors, engineers and other professionals with sophisticated education and skills are retained in their specialized fields in Government? Should they be appointed on contract with a higher status and initial pay, advance increments, better service conditions, etc.? S No.

Options

Total Responses Figures

%

1

Better compensation package to be given

370

27.65

2

Better service conditions with infrastructure and autonomy besides pay angle important

184

13.75

3

Fundamental duty to serve nation / compulsory service

30

2.24

4

Contractual appointment with higher status and initial pay etc. favoured

419

31.32

5

Contractual appointments with higher status not favoured

121

9.04

6

No comments/Don't know Total

214

15.99

1338

100.00

325

Total Responses for Q. No. 17.3 (a) Better compensation package to be given

16% 28%

9%

(b) Better service conditions with infrastructure and autonomy besides pay angle important (c) Fundamental duty to serve nation / compulsory service (d) Contractual appointment with higher status and initial pay etc. favoured

14% 31%

(e) Contractual appointments with higher status not favoured

2%

(f) No comments/Don't know

S No.

Group Responses

Options

Figures

1

Better compensation package to be given

2

Better service conditions with infrastructure and autonomy besides pay angle important

3

Fundamental duty to serve nation / compulsory service

4 5 6

%

104

27.23

61

15.97

7

1.83

Contractual appointment with higher status and initial pay etc. favoured

83

21.73

Contractual appointments with higher status not favoured

43

11.26

No comments/Don't know Total

84

21.99

382

100.00

Group Responses for Q. No. 17.3 (a) Better compensation package to be given

22% 27%

(b) Better service conditions with infrastructure and autonomy besides pay angle important (c) Fundamental duty to serve nation / compulsory service (d) Contractual appointment with higher status and initial pay etc. favoured

11%

16%

22%

2%

(e) Contractual appointments with higher status not favoured (f) No comments/Don't know

326

S No.

Individual Responses

Options

Figures

%

1

Better compensation package to be given

266

27.82

2

Better service conditions with infrastructure and autonomy besides pay angle important

123

12.87

3

Fundamental duty to serve nation / compulsory service

23

2.41

4

Contractual appointment with higher status and initial pay etc. favoured

336

35.15

5

Contractual appointments with higher status not favoured

78

8.16

6

No comments/Don't know

130

13.60

Total

956

100.00

Individual Responses for Q. No. 17.3 (a) Better compensation package to be given

14% 28% 8%

(b) Better service conditions with infrastructure and autonomy besides pay angle important (c) Fundamental duty to serve nation / compulsory service (d) Contractual appointment with higher status and initial pay etc. favoured

13% 35%

2%

(e) Contractual appointments with higher status not favoured (f) No comments/Don't know

Question No. 17.4 (Single Option): Should there be lateral movement from Government to nonGovernment jobs and vice versa? If so, in which sphere(s) and to what extent? S No.

Options

Total Responses Figures %

1

There should be lateral movement from government to non-government and vice-versa (Those in favour of lateral movement with or without conditions)

740

61.87

2

There should not be lateral movement from government to nongovernment and vice-versa

353

29.52

103 1196

8.61 100.00

3

No comments/Don't know Total

327

Total Responses for Q. No. 17.4

9%

30%

61%

There should be lateral movement from government to nongovernment and viceversa (Those in favour of lateral movement with or without conditions) There should not be lateral movement from government to nongovernment and viceversa

No comments/Don't know

S No.

Group Responses

Options There should be lateral movement from government to non-government and vice-versa (Those in favour of lateral movement with or without conditions

1

There should not be lateral movement from government to non-government and vice-versa No comments/Don't know Total

2 3

10%

55%

There should be lateral movement from government to nongovernment and viceversa (Those in favour of lateral movement with or without conditions) There should not be lateral movement from government to nongovernment and viceversa

8%

27%

65% No comments/Don't know

189

54.78

120

34.78

36 345

10.43 100.00

Individual Responses for Q. No. There should be lateral 17.4 movement from

Group Responses for Q. No. 17.4

35%

%

Figures

government to nongovernment and viceversa (Those in favour of lateral movement with or without conditions) There should not be lateral movement from government to nongovernment and viceversa

No comments/Don't know

328

S No.

Individual Responses

Options

Figures

%

1

There should be lateral movement from government to nongovernment and vice-versa (Those in favour of lateral movement with or without conditions)

551

64.75

2

There should not be lateral movement from government to nongovernment and vice-versa

233

27.38

3

No comments/Don't know

67

7.87

851

100.00

Total

Question 17.5 (Single Option): It has been suggested that existing Government employees should be encouraged to shift to employment on contract for specified periods in return for a substantially higher remuneration package. Would you agree? S No. 1

2

3

S No.

1

2

3

Options Agree to contractual employment with higher remuneration package Do not agree to contractual employment with higher remuneration package No comments/Don't know Total

Options

Total Responses Figures %

Total

Agree to contractual employment with higher remuneration package

7%

630 52.76

485

52%

41%

79

Do not agree to contractual employment with higher remuneration package No comments/Don't know

40.62 6.62 100.00

1194

Group Responses Figures

Agree to contractual employment with higher remuneration package Do not agree to contractual employment with higher remuneration package No comments/Don't know

Total Responses for Q. No. 17.5

Group Responses for Q. No. 17.5

%

Agree to contractual employment with higher remuneration package

8%

151 43.90

44%

167 48%

48.55 26 344

Do not agree to contractual employment with higher remuneration package No comments/Don't know

7.56 100

329

S No. 1

2

3

Individual Responses

Options Agree to contractual employment with higher remuneration package Do not agree to contractual employment with higher remuneration package No comments/Don't know

Figures 479

318

Individual Responses for Q. No. 17.5

% 56.35

37.41

Agree to contractual employment with higher remuneration package

6%

37% 57%

Do not agree to contractual employment with higher remuneration package No comments/Don't know

Total

53

6.24

850

100

Question 18.1 (Single Option): In what way should present system or performance appraisal be changed? Should ACR be an open document? S No. 1

2 3

Options ACRs should be an open document ACRs should not be an open document No comments /Don’t know Total

S No. 1

2

3

Options

Total Responses Figures 914

Total

11%

ACRs should be an open document

16%

204

ACRs should not be an open document

16.27

No comments Don't know

136 1254

73%

10.85 100.00

Group Responses Figures

ACRs should be an open document ACRs should not be an open document No comments/ Don’t know

Total Responses for Q. No. 18.1

% 72.89

275

Group Responses for Q. No. 18.1

% 76.82

8%

15%

53

ACRs should be an open document

14.80

30

8.38

358

100.00

ACRs should not be an open document No comments Don't know 77%

330

S No. 1

Options

Individual Responses Figures

ACRs should be an open document

Individual Responses for Q. No. 18.1 12%

%

639

71.32

ACRs should be an open document

17%

2 3

ACRs should not be an open document No comments/ Don’t know Total

151

16.85

106

11.83

896

100

ACRs should not be an open document No comments Don't know 71%

Question 18.2 (Single Option): How far has the introduction of self-assessment helped in the process of appraisal?

S No.

1

2

3

Options Introduction of Self Assessment has helped in process of appraisal Introduction of Self Assessment has not helped in process of appraisal No comments/ Don’t know Total

S No. 1

2

3

Options Introduction of Self Assessment has helped in process of appraisal Introduction of Self Assessment has not helped in process of appraisal No comments/ Don’t know Total

Total Responses Figures 634

Total Responses for Q. No. 18.2

%

10% Introduction of Self Assessment has helped in process of appraisal

57.53 33% 57%

359

32.58

109

9.89

1102

100.00

No comments Don't know

Group Responses Figures % 205

62.88

94

28.83

Group Responses for Q. No. 18.2 8%

Introduction of Self Assessment has helped in process of appraisal Introduction of Self Assessment has not helped in process of appraisal

29%

63%

27

8.28

326

100.00

Introduction of Self Assessment has not helped in process of appraisal

No comments Don't know

331

S No. 1

2

3

Options Introduction of Self Assessment has helped in process of appraisal Introduction of Self Assessment has not helped in process of appraisal No comments/ Don’t know Total

Individual Responses Figures %

Individual Responses for Q. No. 18.2 11%

429

Introduction of Self Assessment has helped in process of appraisal

55.28

265

34.15

82

10.57

776

100

Introduction of Self Assessment has not helped in process of appraisal

55%

34%

No comments Don't know

Question 18.3 (Single Option): Should appraisal be done for an entire team instead or for individuals? S No. 1 2

3

4

Options Appraisal should be done for individuals Appraisal should be done for entire team Appraisal should be done both for entire team and individuals No comments/ Don’t know Total

S No. 1 2 3 4

Options Appraisal should be done for individuals Appraisal should be done for entire team Appraisal should be done both for entire team and individuals No comments/ Don’t know Total

Total Responses Figures

Total Responses for Q. No. 18.3

%

469

39.21

328

27.42

327

27.34

6%

Appraisal should be done for individuals

40%

27%

Appraisal should be done for entire team Appraisal should be done both for entire team and individuals No comments / Don't know

72 1196

6.02

27%

100.00

Group Responses Figures

Group Responses for Q. No. 18.3

%

121

35.48

95

27.86

Appraisal should be done for individuals

6%

36%

104

30.50

21

6.16

341

100.00

30%

Appraisal should be done for entire team Appraisal should be done both for entire team and individuals

28%

No comments / Don't know

332

S No.

Individual Responses % Figures

Options Appraisal should be done for individuals Appraisal should be done for entire team Appraisal should be done for entire team and individuals No comments / Don’t know Total

1

2

3

4

342

40.28

233

27.44

Individual Responses for Q. No. 18.3 6%

Appraisal should be done for individuals

26%

Appraisal should be done for entire team

41%

Appraisal should be done both for entire team and individuals

223

26.27

No comments / Don't know 27%

51

6.01

849

100

Question No. 18.4 (Multiple Options): In what manner can Government employees be made personally able for their acts of omission or commission, without any special safeguards? Would you recommend any amendments to Article 311 of the Constitution, Section 197 of the Code of Criminal Procedure, Section 17 and 19 of the Prevention of Corruption Act, 1988 and various rules relating to conduct of Government servants and disciplinary proceedings? Total Responses

Group Responses

Individual Responses

(a) Article 311 of Constitution

545

206

339

1

Amendment favoured

183

44

139

2

Amendment not favoured/ Safeguards to be strengthened further

362

162

200

S No.

Options

Article 311 of Constitution 400 350 300 250 Total 200

Group

150

Individual

100 50 0 Amendment favoured

Amendment not favoured

Total Responses

Group Responses

Individual Responses

(b) Section 197 CRPC

432

149

283

1

Amendment favoured

169

39

130

2

Amendment not favoured

263

110

153

S No.

Options

333

Section 197 CRPC 300 250 200 Total 150

Group

100

Individual

50 0 Amendment favoured

Amendment not favoured

Options S No.

1

Total Responses

Group Responses

Individual Responses

435

150

285

9

3

6

(c) Section 17 and 19 of Prevention of Corruption Act, 1988 Provision Adequate

2

Amendment favoured

167

38

129

3

Amendment not favoured

259

109

150

Section 17 and 19 of Prevention of Corruption Act, 1988 300 250 200 Total 150

Group Individual

100 50 0 Provision Adequate

Amendment favoured

Amendment not favoured

Total Responses

Group Responses

Individual Responses

(d) Better implementation required

495

155

340

(e) No comments/Don't know

182

49

133

Options

Resonses for Q.No. 18.4 (d & e) 600 500 400

Total

300

Group

200

Individual

100 0 (d) Better implementation required

(e) No comments/Don't know

334

Question 19.1 (Multiple Options): Kindly comment on the appropriateness of adopting a five-day week in Government offices when other sectors follow a six day week. Please also state whether the number of Gazetted holidays in Government offices should be reduced? Please also comment on the appropriateness of declaring Gazetted holidays for all major religious festivals. S No.

Options

Total Responses

Group Responses

Individual Responses

1083

293

790

(a) Five day week be adopted in government offices

1

Is appropriate

706

221

485

2

Not appropriate

256

50

206

3

No comments/Don't know

121

22

99

Five day weeks adopted in government offices 800 700 600 500 Total 400

Group

300

Individual

200 100 0 Is appropriate

S No.

Not appropriate

Options

No comments/Don't know

Total Responses

Group Responses

Individual Responses

1487

278

1209

(b) Number of gazetted holidays

1

Should be reduced

561

126

435

2

Should not be reduced

735

102

633

3

No comments/Don't know

191

50

141

Number of gazetted holidays 800 700 600 500 Total 400

Group

300

Individual

200 100 0 Should be reduced

Should not be reduced

No comments/Don't know

335

Options

S No.

Total Responses

Group Responses

Individual Responses

754

619

135

(c) Declaration of gazetted holidays on all major religious festivals

1

Appropriate

200

194

6

2

Not Appropriate

554

425

129

Declaration of gazetted holidays on all major religious festiv als 600 500 400 Total 300

Group

200

Individual

100 0 Appropriate

S No

Not Appropriate

Overall Picture

Total Responses

Group Responses

Individual Responses

(a)

Five day weeks adopted in government offices

1083

293

790

(b)

Number of gazetted holidays

1487

278

1209

(c)

Declaration of gazetted holidays on all major religious festivals

754

619

135

(d)

No comments/Don't know Grand Total

754

619

135

4078

1809

2269

Overall Picture for Q.No. 19.1 1600

Number of Responses

1400 1200 1000 800 600 400 200 0

(a) Five day weeks adopted in government offices

(b) Number of gazetted holidays

(c) Declaration of gazetted holidays on all major religious festivals

(d) No comments/Don't know

Total

1083

1487

754

754

Group

293

278

619

619

Individual

790

1209

135

135

336

Question No. 19.2 (Multiple Options): What do you think is the state of work ethics and punctuality in Government offices? Kindly suggest ways of improving these. S No.

Options (a) Work ethics in government offices

Total Responses

Group Responses

Individual Responses

1169

326

843

52

21

31

1

Good

2

Bad

245

41

204

3

Needs improvement

546

157

389

4

No comments/Don't know

326

107

219

Work ethics in gov ernment offices 600 500 400 Total

300

Group 200

Individual

100 0 Good

S No.

Bad

Options (b) Punctuality in government offices

Needs improvement

No comments/Don't know

Total Responses

Group Responses

Individual Responses

1163

326

837

1

Good

53

21

32

2

Bad

227

39

188

3

Needs improvement

665

189

476

4

No comments/Don't know

218

77

141

Punctuality in government offices 700 600 500 400

Total

300

Group

200

Individual

100 0 Good

Bad

Needs improvement

No comments/Don't know

337

S No.

Total Responses

Overall Picture

Group Responses

Individual Responses

(a)

Work ethics in government offices

1169

326

843

(b)

Punctuality in government offices

1163

326

837

Grand Total

2332

652

1680

Overall Picture for Q.No. 19.2 Number of Responses

1400 1200 1000 800 600 400 200 0

(a) Work ethics in government offices

(b) Punctuality in government offices

Total

1169

1163

Group

326

326

Individual

843

837

338