[AI] FULL REPORT OF THE Sixth Central Pay Commission

rakesh gupta rak.ch2007 at gmail.com
Mon Mar 24 14:42:14 CDT 2008


Government of India
~port ofthe
Sitrli CentralCPay Commission
March 2008
1
Report of the
Sixth Central Pay Commission
March 2008
ii
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 Terms 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.
Preface
iii
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, Joint Secretary
2. Smt. Sangeeta Singh, Joint 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
Organisation
iv
Sl.
No.
Content Page
No.
Part-I – Common Issues
1 General
1.1 Introduction 1
1.2 Philosophy & Guiding principles 6
1.3 The General Economic Situation & Financial Resources of the Central
and State Governments
16
2. Principles of Pay Determination and Pay Scales
2.1 Comparison with Public Sector and Private Sector 28
2.2 General Recommendations on Pay Structure & Fixation 36
2.3 Pay scales of Defence Forces Personnel 71
2.4 Lateral movement of Defence Forces personnel 138
2.5 Performance Related Incentive Scheme
144
3 Pay Scales for Specific Service, Categories & Cadres
3.1 Headquarters Organisations in Government of India & Office Staff in
field offices
158
3.2 All India Services 165
3.3 Central Services Group 'A' 170
3.4 Engineering Services 185
3.5 Scientific Services 188
3.6 Medical and Para Medical Services 192
3.7 Group D Staff 199
3.8 Common Categories 207
INDEX
v
Sl.
No.
Content Page
No.
4 Allowances and Facilities for Civilians and Defence
Forces Personnel
4.1 Dearness Allowance 222
4.2 Allowances other than Dearness Allowance 229
4.3 LTC & other benefits 256
4.4 Over Time Allowance and Bonus 260
4.5 Holidays and leave facilities 268
4.6 Advances 271
4.7 Women employees in Central Government 277
4.8 Persons with disabilities in Central Government 280
4.9 Central Government Employees Group Insurance Scheme & General
Provident Fund Scheme
285
4.10 Allowances & conditions of service of Defence Forces personnel 289
4.11 Medical facilities for serving employees & pensioners
322
5 Pension and Related Benefits for Civilians and Defence
Forces Personnel
5.1 Pensionary benefits of civilian employees and Defence Forces
Personnel
325
6. Other Important Matters
6.1 Appointment & Promotion Policy 353
6.2 Age of superannuation and voluntary retirement 361
6.3 Towards Effective and Responsive Administration 365
6.4 Training Academies & Staff Colleges 370
6.5 Date of effect
374
Part-II – Issues specific to individual Organisations,
Ministries and Departments
7 Pay scales for specific posts in various Ministries,
Departments & other bodies
7.1 Ministry of Agriculture 376
7.2 Ministry of Chemical & Fertilizers 384
7.3 Ministry of Civil Aviation 385
7.4 Ministry of Coal 390
7.5 Ministry of Commerce and Industry 391
vi
Sl.
No.
Content Page
No.
7.6 Ministry of Communications and Information Technology 394
7.7 Ministry of Consumer Affairs, Food and Public Distribution 400
7.8 Ministry of Corporate Affairs 403
7.9 Ministry of Culture 407
7.10 Ministry of Defence 411
7.11 Ministry of Development of North Eastern Region 424
7.12 Ministry of Earth Sciences 425
7.13 Ministry of Environment and Forests 427
7.14 Ministry of External Affairs 430
7.15 Ministry of Finance 433
7.16 Ministry of Food Processing Industries 441
7.17 Ministry of Health and Family Welfare 444
7.18 Ministry of Heavy Industry & Public Enterprises 449
7.19 Ministry of Home Affairs 450
7.20 Ministry of Housing and Urban Poverty Alleviation 472
7.21 Ministry of Human Resource Development 473
7.22 Ministry of Information and Broadcasting 475
7.23 Ministry of Labour & Employment 480
7.24 Ministry of Law and Justice 486
7.25 Ministry of Micro, Small and Medium Enterprises 489
7.26 Ministry of Mines 491
7.27 Ministry of Minority Affairs 495
7.28 Ministry of New & Renewable Energy 496
7.29 Ministry of Overseas Indian Affairs 497
7.30 Ministry of Panchayati Raj 498
7.31 Ministry of Parliamentary Affairs 499
7.32 Ministry of Personnel, Public Grievances and Pension 500
7.33 Ministry of Petroleum and Natural Gas 505
7.34 Ministry of Planning 506
7.35 Ministry of Power 507
7.36 Ministry of Railways 509
7.37 Ministry of Rural Development 540
7.38 Ministry of Science and Technology 542
7.39 Ministry of Shipping, Road Transport & Highways 544
7.40 Ministry of Social Justice & Empowerment 554
7.41 Ministry of Statistics and Programme Implementation 556
7.42 Ministry of Steel 559
7.43 Ministry of Textiles 561
7.44 Ministry of Tourism 565
7.45 Ministry of Tribal Affairs 568
7.46 Ministry of Urban Development 570
7.47 Ministry of Water Resources 579
7.48 Ministry of Women & Child Development 583
7.49 Ministry of Youth Affairs & Sports 585
vii
Sl.
No.
Content Page
No.
7.50 Department of Atomic Energy & Department of Space 586
7.51 Cabinet Secretariat 594
7.52 Prime Minister's Secretariat 595
7.53 Union Public Service Commission 596
7.54 Central Vigilance Commission 598
7.55 Election Commission of India 600
7.56 Indian Audit & Accounts Department 601
7.57 Union Territories
607
8 Regulatory Bodies
8.1 Pay scales, allowances & conditions of service of Members in
Regulatory Bodies
627
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
633
Part-III – 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
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.
Terms of
Reference
1.1.2 The Terms 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. Central Government employees – industrial and non-industrial.
2. Personnel belonging to the All India Services.
3. Personnel belonging to the Defence Forces.
4. Personnel of the Union Territories.
5. Officers and employees of the Indian Audit and Accounts
Department; and
6. Members 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, accountability,
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 account, 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
Chapter 1.1
2
Government and the demands thereon on account 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.5/2/20006-
E.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)
dated 8th August, 2007, the terms 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 CPC 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.
3
Composition of
the Commission
1.1.5 Sixth Central Pay Commission comprised a Chairman and 3
Members 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 Members, Shri J.S. Mathur
passed 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 Terms of
Reference
1.1.6 Terms of Reference of the Sixth Central Pay Commission are
somewhat different from those of the earlier Central Pay
Commissions. Clause 2 (B) of the Terms 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 Terms 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
accountability, 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
4
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 Terms 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 members 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 terms 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 Terms 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
5
(Full text of the Reports of these Studies is at the website of Sixth
CPC 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
Members 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 CPC had a total sanctioned strength of 141 posts (out of which
135 posts were filled) and the Fourth CPC 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 user satisfaction.
6
Philosophy & the guiding principles
Introduction
1.2.1 The Government constituted the Sixth CPC 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 Terms 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 user 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
Chapter 1.2
7
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 user 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 join 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 CPC 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 account 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.
8
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
admissibility, considerably discounts the attractiveness of
Government job in strict monetary terms. 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
terms, the cost to society of delivery of the service that the
employee is providing.
9
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 terms of engagement to be paid in the Government. The
concerned department/organization would not be given any
extra budget on this account 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 CPC,
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
10
grades through cadre reviews, etc. does not always achieve the
desired results in terms 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 administrative
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 CPC 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 CPC.
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.
11
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
Administrative 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
12
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 account 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
13
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
14
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
account 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 account 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.
Administrative
reforms
1.2.23 The Administrative Reforms Commission is presently
functional. It has already made certain interim
recommendations. The Fifth CPC 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
15
result oriented approach with greater emphasis on end user
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 (CPMFs), 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 CPMFs, 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.
16
The General Economic Situation &
Financial Resources of the Central
and State Governments
Terms of reference
1.3.1 The Terms of Reference of the Commission required
that the recommendations had to be made taking into account
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 account 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
Chapter 1.3
17
first five years since 2001-02, its annual average growth has
been of the order of 3 percent. It increased to 6 percent in 2005-
06 and then dipped to 3.8 percent in 2006-07. The low growth in
agriculture has wide ramifications in terms of price instability
due to snowballing effect of supply side constraints in essential
commodities, and in terms 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 2000-
01 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
about US$ 63 billion in 2006-07. While external debt has been
increasing in absolute terms, 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 (CPI) with Base 1982,
increased from a level of 342 in 1996-97 to 579 in 2006-07.
18
Consumer price Index-CPI(IW)
General Base 1982=100
0
100
200
300
400
500
600
700
1996-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05
2005-06 2006-07
CPI(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
terms of the CPI as compared to WPI. This was mainly due to
three reasons:-
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.
Fiscal Performance
of the Centre
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
19
revenue deficit and fiscal deficit of Central Government.
TRENDS IN DEFICITS OF CENTRAL GOVERNMENT
0
1
2
3
4
5
6
7
1995-96 1996-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04
2004-05 2005-06 2006-07
Percentof GDP
Revenue deficit Fiscal deficit
Fiscal Reforms and
Budget
Management Act
(FRBMA)
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
20
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.
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
0
50000
100000
150000
200000
250000
300000
350000
400000
450000
500000
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05
2005-06 2006-07(P)
years
Rs. crore Total Revenue Receipts
2006-07 Actuals(P)
80%
19%
1%
Tax revenues net of states share Non -tax revenues
Non- debt capital receipts
21
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
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-
07(P)
Rs crore
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
0
100000
200000
300000
400000
500000
600000
700000
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05
2005-06 2006-07(P)
Rs.crore
Revenue Expenditure Capital Expenditure
Trends in Pay and
Allowances
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 CPC scales. The Fifth CPC pay
scales were implemented in September 1997, albeit
22
retrospectively, from 1/1/1996. The impact of revision of the
pay scales and allowances by Fifth CPC resulted in the
expenditure on this account 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
0
5000
10000
15000
20000
25000
30000
35000
40000
45000
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06
Rs crore
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.
23
Pensions 1.3.23 The expenditure on pensions was Rs.7,956 crore in 1996-
97 before implementation of the recommendations of the Fifth
CPC. 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)
0
5000
10000
15000
20000
25000
30000
35000
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05
2005-06 2006-07
Rs crore
Pension
1.3.24 Pension outflow constitutes 35% of the total
expenditure on account of salaries, allowances and pension as
evident in the chart below:-
Share of Pensions in Total
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05
2005-06 2006-07
Pension Total Pay & Allowances
24
Resources of the
Centre
1.3.25 As per its Terms 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 2006-
07 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 account of Railways. This does
not take into account 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
account 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
25
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 account
the savings. The comparison shows that after taking into
account 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 account 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.
26
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 terms 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 CPC recommendations
are Andhra Pradesh, Himachal Pradesh, Assam, Punjab, Kerala,
Karnataka, Meghalaya and West Bengal. Some States adopted
the Fifth CPC'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.
27
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 CPC'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.
28
Comparison with the Public and
Private Sector
Terms of reference 2.1.1 Under the Terms of Reference, the Commission
has to take
into account, 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 terms of reference to take into account the pay
structure under the Public Sector Undertakings. Although
comparison with the Public Sector was not part of the terms 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 CPC 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 CPC while formulating their proposals.
2.1.3 The Fifth CPC, 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
Chapter 2.1
29
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 members. 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 members, executives and nonunionized
supervisors under the IDA pattern is done based on
30
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 terms of reference stipulate
that it is to take into account the Report of the Sixth Pay
Commission. It has also been specifically mentioned in the terms
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 CPC 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 account of the merger from their own resources
without any budgetary support 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 support 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 terms 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
31
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 CPI 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.
32
• 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.
33
• 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 accountability. 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 terms 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
34
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
35
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 account 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.
36
General Recommendations on
Pay Structure & Fixation
Introduction 2.2.1 The Fifth Central Pay Commission (Fifth CPC) revised pay
scales took effect from 1.1.1996. As per the recommendation of Fifth
CPC that was accepted by the Government, full neutralization of
dearness allowance has been provided in all Fifth CPC revised pay
scales.
2.2.2 The Fifth CPC 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 CPC. 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) To evolve a new system of pay scales that would effectively
address most of the existing anomalies.
Or
ii) 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.
Chapter 2.2
37
2.2.4 The basic rationale of Fifth CPC revised pay scales was to
ensure a sufficiently long span which along with the scheme of
Assured Career Progression (ACPS), separately recommended by
that Commission, would ensure that the employees did not stagnate
at any point in their entire career. The Fifth CPC 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 CPC had a sufficiently long span to ensure that the
employees did not stagnate after getting the benefit of prescribed
financial upgradations recommended under ACPS. However,
during implementation the Government increased the fitment
benefit to 40% as against 20% recommended by the Fifth CPC. 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 CPC pay scales.
2.2.5 The Fifth CPC 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 CPC 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 CPC
recommendations
2.2.7 The revised pay bands have been evolved for being
implemented retrospectively from 1.1.2006. The Fifth CPC 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 CPC 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.
38
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 CPC 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.
39
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
compassionate 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
40
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 joining
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
41
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 ACP 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 Salary-
Demands
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
42
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 Salary-
Analysis &
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 joins 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 CPC 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 account 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.
43
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 CPC had retained
the minimum: maximum salary ratio of 1:10.7 inherent in the Fourth
CPC pay scales even though the ratio had become 1:8 in 1996 on
account 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 revised pay bands is,
accordingly, being recommended: -
(In Rs.)
Pre-Revised Revised
Pay
Scale
Pay Scale Pay
Band
Corresponding
Pay Bands
Grade
Pay
S-1 2550-55-2660-60-3200 -1S 4440-7440 1300
S-2 2610-60-3150-65-3540 -1S 4440-7440 1400
S-2A 2610-60-2910-65-3300-
70-4000
-1S 4440-7440 1600
S-3 2650-65-3300-70-4000 -1S 4440-7440 1650
S-4 2750-70-3800-75-4400 PB-1 4860-20200 1800
S-5 3050-75-3950-80-4590 PB-1 4860-20200 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 5500-175-9000 PB-2 8700-34800 4200
S-11 6500-200-6900 PB-2 8700-34800 4200
S-12 6500-200-10500 PB-2 8700-34800 4200
S-13 7450-225-11500 PB-2 8700-34800 4600
S-14 7500-250-12000 PB-2 8700-34800 4800
S-15 8000-275-13500 PB-2 8700-34800 5400
44
Pre-Revised Revised
Pay
Scale
Pay Scale Pay
Band
Corresponding
Pay Bands
Grade
Pay
New
Scale
8000-275-13500
(Group A Entry)
PB-3 15600-39100 5400
S-16 9000 PB-3 15600-39100 5400
S-17 9000-275-9550 PB-3 15600-39100 5400
S-18 10325-325-10975 PB-3 15600-39100 6100
S-19 10000-325-15200 PB-3 15600-39100 6100
S-20 10650-325-15850 PB-3 15600-39100 6500
S-21 12000-375-16500 PB-3 15600-39100 6600
S-22 12750-375-16500 PB-3 15600-39100 7500
S-23 12000-375-18000 PB-3 15600-39100 7600
S-24 14300-400-18300 PB-3 15600-39100 7600
S-25 15100-400-18300 PB-3 15600-39100 8300
S-26 16400-450-20000 PB-3 15600-39100 8400
S-27 16400-450-20900 PB-3 15600-39100 8400
S-28 14300-450-22400 PB-4 39200-67000 9000
S-29 18400-500-22400 PB-4 39200-67000 9000
S-30 22400-525-24500 PB-4 39200-67000 11000
S-31 22400-600-26000 PB-4 39200-67000 13000
S-32 24050-650-26000 PB-4 39200-67000 13000
S-33 26000 (Fixed) Apex
Scale
80000 (Fixed) Nil
S-34 30000 (Fixed) Cab.
Sec./
Equ.
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)
45
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
46
CSS/CSSS in the scale of Rs.6500-200-10500. The
scales of Rs.5500-175-9000 and Rs.6500-200-
10500, 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
Rs.16400-20900`
The two scales are identical with a slight
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.
47
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 terms 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 administrative 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.
48
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 CPC 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
CPC pay scales along with dearness allowance at the rate of
74% (which would have been payable on the Fifth CPC 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.
49
(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 administrative
grade (HAG) in the pay band PB-4, benefit of increment due
to bunching has been given taking into account 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 ACPS or any other time bound promotion scheme;
upgradation of the post, etc.
(v) On account 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.5000-
8000 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.7450-
11500. 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.
50
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 account 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 account 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.
51
c. The pay band on joining 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.
52
(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.
53
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)
Price per
kg. taken
by Staff
Side
(In Rs)
Total
cost as
per Staff
Side
(In Rs)
Price per
kg. as per
prevailing
rates
(In Rs)
Total cost
as per
prevailing
rates
(In Rs)
Rice/wheat 475 42.75 22.00 941 18 769.5
Dal (Toor/
Urad /
moong)
80 7.2 65.00 468 40 288
Raw Veg. 100 9.00 28.00 252 10 90
Greenleaf Veg. 125 11.25 24.00 370 10 112.5
Other Veg. 75 6.75 26.00 176 10 67.5
Fruits 120 10.80 50.00 540 30 324
Milk 200 Ml 18 Lt. 24.00 432 24 432
Sugar and
Jaggery
56 5.00 24.00 120 24 120
Edible Oil 40 3.6 90.00 324 50 180
Fish 2.5 180.00 450 120 300
Meat 5.00 180.00 900 120 600
Egg 90 (no) 2.50 225 2 180
Detergents etc 300 P/m 300 200 200
Clothing 5.5 Mt. 80/Mt. 440 80/Mt. 440
Total 5838 4103.5
Misc. @ 20%* 1167.60 827
Total 7005.60 4930.5
Addl. Exp @
25%**
1751.40 400# 400#
Total 8757.00 5330.5
Housing @
10%***
973.00 ^148
Grand Total 9730.00 5478.5
Source : 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 account.
^ Being the license fee chargeable for government accommodation at an
average rate of
3% of the basic pay
54
Table 2.2.2
Fixation of Civilian Employees in the revised Pay Bands
Pre-revised scale (S – 1) Revised Pay Band -1S + Grade Pay
Rs.2550-55-2660-60-3200 Rs.4440-7440 + Rs.1300
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2,550 4,440 1,300 5,740
2,605 4,540 1,300 5,840
2,660 4,630 1,300 5,930
2,720 4,740 1,300 6,040
2,780 4,840 1,300 6,140
2,840 4,950 1,300 6,250
2,900 5,050 1,300 6,350
2,960 5,150 1,300 6,450
3,020 5,260 1,300 6,560
3,080 5,360 1,300 6,660
3,140 5,470 1,300 6,770
3,200 5,570 1,300 6,870
Pre-revised scale (S – 2) Revised Pay Band -1S + Grade Pay
Rs.2610-60-3150-65-3540 Rs.4440-7440 + Rs.1400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2,610 4,550 1,400 5,950
2,670 4,650 1,400 6,050
2,730 4,750 1,400 6,150
2,790 4,860 1,400 6,260
2,850 4,960 1,400 6,360
2,910 5,070 1,400 6,470
2,970 5,170 1,400 6,570
3,030 5,280 1,400 6,680
3,090 5,380 1,400 6,780
3,150 5,490 1,400 6,890
3,215 5,600 1,400 7,000
3,280 5,710 1,400 7,110
3,345 5,820 1,400 7,220
3,410 5,940 1,400 7,340
3,475 6,050 1,400 7,450
3,540 6,160 1,400 7,560
55
Pre-revised scale (S – 2A) Revised Pay Band -1S + Grade Pay
Rs.2610-60-2910-65-3300-70-4000 Rs.4440-7440 + Rs.1600
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2,610 4,550 1,600 6,150
2,670 4,650 1,600 6,250
2,730 4,750 1,600 6,350
2,790 4,860 1,600 6,460
2,850 4,960 1,600 6,560
2,910 5,070 1,600 6,670
2,975 5,180 1,600 6,780
3,040 5,290 1,600 6,890
3,105 5,410 1,600 7,010
3,170 5,520 1,600 7,120
3,235 5,630 1,600 7,230
3,300 5,750 1,600 7,350
3,370 5,870 1,600 7,470
3,440 5,990 1,600 7,590
3,510 6,110 1,600 7,710
3,580 6,230 1,600 7,830
3,650 6,360 1,600 7,960
3,720 6,480 1,600 8,080
3,790 6,600 1,600 8,200
3,860 6,720 1,600 8,320
3,930 6,840 1,600 8,440
4,000 6,960 1,600 8,560
Pre-revised scale (S – 3) Revised Pay Band -1S + Grade Pay
Rs.2650-65-3300-70-4000 Rs.4440-7440 + Rs.1650
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2,650 4,620 1,650 6,270
2,715 4,730 1,650 6,380
2,780 4,840 1,650 6,490
2,845 4,950 1,650 6,600
2,910 5,070 1,650 6,720
2,975 5,180 1,650 6,830
3,040 5,290 1,650 6,940
3,105 5,410 1,650 7,060
3,170 5,520 1,650 7,170
3,235 5,630 1,650 7,280
3,300 5,750 1,650 7,400
3,370 5,870 1,650 7,520
3,440 5,990 1,650 7,640
56
3,510 6,110 1,650 7,760
3,580 6,230 1,650 7,880
3,650 6,360 1,650 8,010
3,720 6,480 1,650 8,130
3,790 6,600 1,650 8,250
3,860 6,720 1,650 8,370
3,930 6,840 1,650 8,490
4,000 6,960 1,650 8,610
Pre-revised scale (S -4) Revised Pay Band PB-1 + Grade Pay
Rs.2750-70-3800-75-4400 Rs.4860-20200 + Rs.1800
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2,750 4,990 1,800 6,790
2,820 5,120 1,800 6,920
2,890 5,120 1,800 6,920
2,960 5,150 1,800 6,950
3,030 5,280 1,800 7,080
3,100 5,400 1,800 7,200
3,170 5,520 1,800 7,320
3,240 5,640 1,800 7,440
3,310 5,760 1,800 7,560
3,380 5,890 1,800 7,690
3,450 6,010 1,800 7,810
3,520 6,130 1,800 7,930
3,590 6,250 1,800 8,050
3,660 6,370 1,800 8,170
3,730 6,490 1,800 8,290
3,800 6,620 1,800 8,420
3,875 6,750 1,800 8,550
3,950 6,880 1,800 8,680
4,025 7,010 1,800 8,810
4,100 7,140 1,800 8,940
4,175 7,270 1,800 9,070
4,250 7,400 1,800 9,200
4,325 7,530 1,800 9,330
4,400 7,660 1,800 9,460
57
Pre-revised scale (S – 5) Revised Pay Band PB-1 + Grade Pay
Rs.3050-75-3950-80-4590 Rs.4860-20200 + Rs.1900
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
3,050 5,310 1,900 7,210
3,125 5,440 1,900 7,340
3,200 5,570 1,900 7,470
3,275 5,700 1,900 7,600
3,350 5,830 1,900 7,730
3,425 5,960 1,900 7,860
3,500 6,090 1,900 7,990
3,575 6,230 1,900 8,130
3,650 6,360 1,900 8,260
3,725 6,490 1,900 8,390
3,800 6,620 1,900 8,520
3,875 6,750 1,900 8,650
3,950 6,880 1,900 8,780
4,030 7,020 1,900 8,920
4,110 7,160 1,900 9,060
4,190 7,300 1,900 9,200
4,270 7,430 1,900 9,330
4,350 7,570 1,900 9,470
4,430 7,710 1,900 9,610
4,510 7,850 1,900 9,750
4,590 7,990 1,900 9,890
Pre-revised scale (S – 6) Revised Pay Band PB-1 + Grade Pay
Rs.3200-85-4900 Rs.4860-20200 + Rs.2000
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
3,200 5,570 2,000 7,570
3,285 5,720 2,000 7,720
3,370 5,870 2,000 7,870
3,455 6,020 2,000 8,020
3,540 6,160 2,000 8,160
3,625 6,310 2,000 8,310
3,710 6,460 2,000 8,460
3,795 6,610 2,000 8,610
3,880 6,760 2,000 8,760
3,965 6,900 2,000 8,900
4,050 7,050 2,000 9,050
4,135 7,200 2,000 9,200
4,220 7,350 2,000 9,350
4,305 7,500 2,000 9,500
58
4,390 7,640 2,000 9,640
4,475 7,790 2,000 9,790
4,560 7,940 2,000 9,940
4,645 8,090 2,000 10,090
4,730 8,230 2,000 10,230
4,815 8,380 2,000 10,380
4,900 8,530 2,000 10,530
Pre-revised scale (S – 7) Revised Pay Band PB-1 + Grade Pay
Rs.4000-100-6000 Rs.4860-20200 + Rs.2400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
4,000 6,960 2,400 9,360
4,100 7,140 2,400 9,540
4,200 7,310 2,400 9,710
4,300 7,490 2,400 9,890
4,400 7,660 2,400 10,060
4,500 7,830 2,400 10,230
4,600 8,010 2,400 10,410
4,700 8,180 2,400 10,580
4,800 8,360 2,400 10,760
4,900 8,530 2,400 10,930
5,000 8,700 2,400 11,100
5,100 8,880 2,400 11,280
5,200 9,050 2,400 11,450
5,300 9,230 2,400 11,630
5,400 9,400 2,400 11,800
5,500 9,570 2,400 11,970
5,600 9,750 2,400 12,150
5,700 9,920 2,400 12,320
5,800 10,100 2,400 12,500
5,900 10,270 2,400 12,670
6,000 10,440 2,400 12,840
Pre-revised scale (S – 8) Revised Pay Band PB-1 + Grade Pay
Rs.4500-125-7000 Rs.4860-20200 + Rs.2800
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
4,500 7,830 2,800 10,630
4,625 8,050 2,800 10,850
4,750 8,270 2,800 11,070
4,875 8,490 2,800 11,290
5,000 8,700 2,800 11,500
5,125 8,920 2,800 11,720
59
5,250 9,140 2,800 11,940
5,375 9,360 2,800 12,160
5,500 9,570 2,800 12,370
5,625 9,790 2,800 12,590
5,750 10,010 2,800 12,810
5,875 10,230 2,800 13,030
6,000 10,440 2,800 13,240
6,125 10,660 2,800 13,460
6,250 10,880 2,800 13,680
6,375 11,100 2,800 13,900
6,500 11,310 2,800 14,110
6,625 11,530 2,800 14,330
6,750 11,750 2,800 14,550
6,875 11,970 2,800 14,770
7,000 12,180 2,800 14,980
Pre-revised scale (S – 9) Revised Pay Band PB-2 + Grade Pay
Rs.5000-150-8000 Rs.8700-34800 + Rs.4200
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
5,000 8,700 4,200 12,900
5,150 8,970 4,200 13,170
5,300 9,230 4,200 13,430
5,450 9,490 4,200 13,690
5,600 9,750 4,200 13,950
5,750 10,010 4,200 14,210
5,900 10,270 4,200 14,470
6,050 10,530 4,200 14,730
6,200 10,790 4,200 14,990
6,350 11,050 4,200 15,250
6,500 11,310 4,200 15,510
6,650 11,580 4,200 15,780
6,800 11,840 4,200 16,040
6,950 12,100 4,200 16,300
7,100 12,360 4,200 16,560
7,250 12,620 4,200 16,820
7,400 12,880 4,200 17,080
7,550 13,140 4,200 17,340
7,700 13,400 4,200 17,600
7,850 13,660 4,200 17,860
8,000 13,920 4,200 18,120
60
Pre-revised scale (S – 10) Revised Pay Band PB-2 + Grade Pay
Rs.5500-175-9000 Rs.8700-34800 + Rs.4200
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
5,500 9,570 4,200 13,770
5,675 9,880 4,200 14,080
5,850 10,180 4,200 14,380
6,025 10,490 4,200 14,690
6,200 10,790 4,200 14,990
6,375 11,100 4,200 15,300
6,550 11,400 4,200 15,600
6,725 11,710 4,200 15,910
6,900 12,010 4,200 16,210
7,075 12,320 4,200 16,520
7,250 12,620 4,200 16,820
7,425 12,920 4,200 17,120
7,600 13,230 4,200 17,430
7,775 13,530 4,200 17,730
7,950 13,840 4,200 18,040
8,125 14,140 4,200 18,340
8,300 14,450 4,200 18,650
8,475 14,750 4,200 18,950
8,650 15,060 4,200 19,260
8,825 15,360 4,200 19,560
9,000 15,660 4,200 19,860
Pre-revised scale (S – 11) Revised Pay Band PB-2 + Grade Pay
Rs.6500-200-6900 Rs.8700-34800 + Rs.4200
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
6,500 11,310 4,200 15,510
6,700 11,660 4,200 15,860
6,900 12,010 4,200 16,210
Pre-revised scale (S – 12) Revised Pay Band PB-2 + Grade Pay
Rs.6500-200-10500 Rs.8700-34800 + Rs.4200
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
6,500 11,310 4,200 15,510
6,700 11,660 4,200 15,860
6,900 12,010 4,200 16,210
7,100 12,360 4,200 16,560
7,300 12,710 4,200 16,910
61
7,500 13,050 4,200 17,250
7,700 13,400 4,200 17,600
7,900 13,750 4,200 17,950
8,100 14,100 4,200 18,300
8,300 14,450 4,200 18,650
8,500 14,790 4,200 18,990
8,700 15,140 4,200 19,340
8,900 15,490 4,200 19,690
9,100 15,840 4,200 20,040
9,300 16,190 4,200 20,390
9,500 16,530 4,200 20,730
9,700 16,880 4,200 21,080
9,900 17,230 4,200 21,430
10,100 17,580 4,200 21,780
10,300 17,930 4,200 22,130
10,500 18,270 4,200 22,470
Pre-revised scale (S – 13) Revised Pay Band PB-2 + Grade Pay
Rs.7450-225-11500 Rs.8700-34800 + Rs.4600
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
7,450 12,970 4,600 17,570
7,675 13,360 4,600 17,960
7,900 13,750 4,600 18,350
8,125 14,140 4,600 18,740
8,350 14,530 4,600 19,130
8,575 14,930 4,600 19,530
8,800 15,320 4,600 19,920
9,025 15,710 4,600 20,310
9,250 16,100 4,600 20,700
9,475 16,490 4,600 21,090
9,700 16,880 4,600 21,480
9,925 17,270 4,600 21,870
10,150 17,670 4,600 22,270
10,375 18,060 4,600 22,660
10,600 18,450 4,600 23,050
10,825 18,840 4,600 23,440
11,050 19,230 4,600 23,830
11,275 19,620 4,600 24,220
11,500 20,010 4,600 24,610
62
Pre-revised scale (S – 14) Revised Pay Band PB-2 + Grade Pay
Rs.7500-250-12000 Rs.8700-34800 + Rs.4800
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
7,500 13,050 4,800 17,850
7,750 13,490 4,800 18,290
8,000 13,920 4,800 18,720
8,250 14,360 4,800 19,160
8,500 14,790 4,800 19,590
8,750 15,230 4,800 20,030
9,000 15,660 4,800 20,460
9,250 16,100 4,800 20,900
9,500 16,530 4,800 21,330
9,750 16,970 4,800 21,770
10,000 17,400 4,800 22,200
10,250 17,840 4,800 22,640
10,500 18,270 4,800 23,070
10,750 18,710 4,800 23,510
11,000 19,140 4,800 23,940
11,250 19,580 4,800 24,380
11,500 20,010 4,800 24,810
11,750 20,450 4,800 25,250
12,000 20,880 4,800 25,680
Pre-revised scale (S – 15) Revised Pay Band PB-2 + Grade Pay
Rs.8000-275-13500 Rs.8700-34800 + Rs.5400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
8,000 13,920 5,400 19,320
8,275 14,400 5,400 19,800
8,550 14,880 5,400 20,280
8,825 15,360 5,400 20,760
9,100 15,840 5,400 21,240
9,375 16,320 5,400 21,720
9,650 16,800 5,400 22,200
9,925 17,270 5,400 22,670
10,200 17,750 5,400 23,150
10,475 18,230 5,400 23,630
10,750 18,710 5,400 24,110
11,025 19,190 5,400 24,590
11,300 19,670 5,400 25,070
11,575 20,150 5,400 25,550
11,850 20,620 5,400 26,020
12,125 21,100 5,400 26,500
63
12,400 21,580 5,400 26,980
12,675 22,060 5,400 27,460
12,950 22,540 5,400 27,940
13,225 23,020 5,400 28,420
13,500 23,490 5,400 28,890
New (Group A Entry) Revised Pay Band PB-3 + Grade Pay
Rs.8000-275-13500 Rs.15600-39100 + 5400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
8,000 15,600 5,400 21,000
8,275 15,600 5,400 21,000
8,550 15,990 5,400 21,390
8,825 15,990 5,400 21,390
9,100 16,390 5,400 21,790
9,375 16,390 5,400 21,790
9,650 16,800 5,400 22,200
9,925 17,270 5,400 22,670
10,200 17,750 5,400 23,150
10,475 18,230 5,400 23,630
10,750 18,710 5,400 24,110
11,025 19,190 5,400 24,590
11,300 19,670 5,400 25,070
11,575 20,150 5,400 25,550
11,850 20,620 5,400 26,020
12,125 21,100 5,400 26,500
12,400 21,580 5,400 26,980
12,675 22,060 5,400 27,460
12,950 22,540 5,400 27,940
13,225 23,020 5,400 28,420
13,500 23,490 5,400 28,890
Pre-revised scale (S – 16) Revised Pay Band PB-3 + Grade Pay
Rs.9000 Rs.15600-39100 + 5400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
9,000 15,990 5,400 21,390
64
Pre-revised scale (S – 17) Revised Pay Band PB-3 + Grade Pay
Rs.9000-275-9550 Rs.15600-39100 + 5400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
9,000 15,990 5,400 21,390
9,275 16,390 5,400 21,790
9,550 16,800 5,400 22,200
Pre-revised scale (S – 18) Revised Pay Band PB-3 + Grade Pay
Rs.10325-325-10975 Rs.15600-39100 + 6100
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
10,325 17,970 6,100 24,070
10,650 18,540 6,100 24,640
10,975 19,100 6,100 25,200
Pre-revised scale (S – 19) Revised Pay Band PB-3 + Grade Pay
Rs.10000-325-15200 Rs.15600-39100 + 6100
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
10,000 17,400 6,100 23,500
10,325 17,970 6,100 24,070
10,650 18,540 6,100 24,640
10,975 19,100 6,100 25,200
11,300 19,670 6,100 25,770
11,625 20,230 6,100 26,330
11,950 20,800 6,100 26,900
12,275 21,360 6,100 27,460
12,600 21,930 6,100 28,030
12,925 22,490 6,100 28,590
13,250 23,060 6,100 29,160
13,575 23,630 6,100 29,730
13,900 24,190 6,100 30,290
14,225 24,760 6,100 30,860
14,550 25,320 6,100 31,420
14,875 25,890 6,100 31,990
15,200 26,450 6,100 32,550
65
Pre-revised scale (S – 20) Revised Pay Band PB-3 + Grade Pay
Rs.10650-325-15850 Rs.15600-39100 + 6500
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
10,650 18,540 6,500 25,040
10,975 19,100 6,500 25,600
11,300 19,670 6,500 26,170
11,625 20,230 6,500 26,730
11,950 20,800 6,500 27,300
12,275 21,360 6,500 27,860
12,600 21,930 6,500 28,430
12,925 22,490 6,500 28,990
13,250 23,060 6,500 29,560
13,575 23,630 6,500 30,130
13,900 24,190 6,500 30,690
14,225 24,760 6,500 31,260
14,550 25,320 6,500 31,820
14,875 25,890 6,500 32,390
15,200 26,450 6,500 32,950
15,525 27,020 6,500 33,520
15,850 27,580 6,500 34,080
Pre-revised scale (S – 21) Revised Pay Band PB-3 + Grade Pay
Rs.12000-375-16500 Rs.15600-39100 + 6600
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
12,000 20,880 6,600 27,480
12,375 21,540 6,600 28,140
12,750 22,190 6,600 28,790
13,125 22,840 6,600 29,440
13,500 23,490 6,600 30,090
13,875 24,150 6,600 30,750
14,250 24,800 6,600 31,400
14,625 25,450 6,600 32,050
15,000 26,100 6,600 32,700
15,375 26,760 6,600 33,360
15,750 27,410 6,600 34,010
16,125 28,060 6,600 34,660
16,500 28,710 6,600 35,310
66
Pre-revised scale (S – 22) Revised Pay Band PB-3 + Grade Pay
Rs.12750-375-16500 Rs.15600-39100 + 7500
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
12,750 22,190 7,500 29,690
13,125 22,840 7,500 30,340
13,500 23,490 7,500 30,990
13,875 24,150 7,500 31,650
14,250 24,800 7,500 32,300
14,625 25,450 7,500 32,950
15,000 26,100 7,500 33,600
15,375 26,760 7,500 34,260
15,750 27,410 7,500 34,910
16,125 28,060 7,500 35,560
16,500 28,710 7,500 36,210
Pre-revised scale (S – 23) Revised Pay Band PB-3 + Grade Pay
Rs.12000-375-18000 Rs.15600-39100 + 7600
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
12,000 20,880 7,600 28,480
12,375 21,540 7,600 29,140
12,750 22,190 7,600 29,790
13,125 22,840 7,600 30,440
13,500 23,490 7,600 31,090
13,875 24,150 7,600 31,750
14,250 24,800 7,600 32,400
14,625 25,450 7,600 33,050
15,000 26,100 7,600 33,700
15,375 26,760 7,600 34,360
15,750 27,410 7,600 35,010
16,125 28,060 7,600 35,660
16,500 28,710 7,600 36,310
16,875 29,370 7,600 36,970
17,250 30,020 7,600 37,620
17,625 30,670 7,600 38,270
18,000 31,320 7,600 38,920
67
Pre-revised scale (S – 24) Revised Pay Band PB-3 + Grade Pay
Rs.14300-400-18300 Rs.15600-39100 + 7600
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
14,300 24,890 7,600 32,490
14,700 25,580 7,600 33,180
15,100 26,280 7,600 33,880
15,500 26,970 7,600 34,570
15,900 27,670 7,600 35,270
16,300 28,370 7,600 35,970
16,700 29,060 7,600 36,660
17,100 29,760 7,600 37,360
17,500 30,450 7,600 38,050
17,900 31,150 7,600 38,750
18,300 31,850 7,600 39,450
Pre-revised scale (S – 25) Revised Pay Band PB-3 + Grade Pay
Rs.15100-400-18300 Rs.15600-39100 + 8300
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
15,100 26,280 8,300 34,580
15,500 26,970 8,300 35,270
15,900 27,670 8,300 35,970
16,300 28,370 8,300 36,670
16,700 29,060 8,300 37,360
17,100 29,760 8,300 38,060
17,500 30,450 8,300 38,750
17,900 31,150 8,300 39,450
18,300 31,850 8,300 40,150
Pre-revised scale (S – 26) Revised Pay Band PB-3 + Grade Pay
Rs.16400-450-20000 Rs.15600-39100 + 8400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
16,400 28,540 8,400 36,940
16,850 29,320 8,400 37,720
17,300 30,110 8,400 38,510
17,750 30,890 8,400 39,290
18,200 31,670 8,400 40,070
18,650 32,460 8,400 40,860
68
19,100 33,240 8,400 41,640
19,550 34,020 8,400 42,420
20,000 34,800 8,400 43,200
Pre-revised scale (S – 27) Revised Pay Band PB-3 + Grade Pay
Rs.16400-450-20900 Rs.15600-39100 + 8400
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
16,400 28,540 8,400 36,940
16,850 29,320 8,400 37,720
17,300 30,110 8,400 38,510
17,750 30,890 8,400 39,290
18,200 31,670 8,400 40,070
18,650 32,460 8,400 40,860
19,100 33,240 8,400 41,640
19,550 34,020 8,400 42,420
20,000 34,800 8,400 43,200
20,450 35,590 8,400 43,990
20,900 36,370 8,400 44,770
Pre-revised scale (S – 28) Revised Pay Band PB-4 + Grade Pay
Rs.14300-450-22400 Rs.39200-67000 + 9000
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
14,300 39,200 9,000 48,200
14,750 39,200 9,000 48,200
15,200 40,180 9,000 49,180
15,650 40,180 9,000 49,180
16,100 41,190 9,000 50,190
16,550 41,190 9,000 50,190
17,000 42,220 9,000 51,220
17,450 42,220 9,000 51,220
17,900 43,280 9,000 52,280
18,350 43,280 9,000 52,280
18,800 44,370 9,000 53,370
19,250 44,370 9,000 53,370
19,700 45,480 9,000 54,480
20,150 45,480 9,000 54,480
20,600 46,620 9,000 55,620
21,050 46,620 9,000 55,620
21,500 47,790 9,000 56,790
21,950 47,790 9,000 56,790
22,400 48,990 9,000 57,990
69
Pre-revised scale (S – 29) Revised Pay Band PB-4 + Grade Pay
Rs.18400-22400 Rs.39200-67000 + 9000
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
18,400 43,280 9,000 52,280
18,900 44,370 9,000 53,370
19,400 44,370 9,000 53,370
19,900 45,480 9,000 54,480
20,400 45,480 9,000 54,480
20,900 46,620 9,000 55,620
21,400 46,620 9,000 55,620
21,900 47,790 9,000 56,790
22,400 48,990 9,000 57,990
Pre-revised scale (S – 30) Revised Pay Band PB-4 + Grade Pay
Rs.22400-525-24500 Rs.39200-67000 + 11000
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
22,400 48,990 11,000 59,990
22,925 50,220 11,000 61,220
23,450 51,480 11,000 62,480
23,975 52,770 11,000 63,770
24,500 54,090 11,000 65,090
Pre-revised scale (S – 31) Revised Pay Band PB-4 + Grade Pay
Rs.22400-600-26000 Rs.39200-67000 + 13000
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
22,400 48,990 13,000 61,990
23,000 50,220 13,000 63,220
23,600 51,480 13,000 64,480
24,200 54,090 13,000 67,090
24,800 55,450 13,000 68,450
25,400 56,840 13,000 69,840
26,000 58,270 13,000 71,270
70
Pre-revised scale (S – 32) Revised Pay Band PB-4 + Grade Pay
Rs.24050-650-26000 Rs.39200-67000 + 13000
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
24,050 52,770 13,000 65,770
24,700 55,450 13,000 68,450
25,350 56,840 13,000 69,840
26,000 58,270 13,000 71,270
Pre-revised scale (S – 33) Apex Scale
26000 (fixed) 80000 (fixed)
Basic Pay in the pre-revised
scale
Revised pay in the Apex
Scale
Grade Pay Total Pay
26000 80,000 - 80,000
Pre-revised scale (S – 34) Cabinet Secretary/Equivalent Scale
30000 (fixed) 90000 (fixed)
Basic Pay in the pre-revised
scale
Revised pay in Cabinet
Secretary/Equivalent Scale
Grade Pay Total Pay
30000 90000 - 90000
71
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 CPC 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.
Chapter 2.3
72
Third Pay
Commission
2.3.5 The Third Pay Commission was the first Commission whose
terms of reference included examination of the structure of
emoluments, the retirement benefits and terms 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 Administrative 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 CPC pay scales of Defence Forces officers
also contained an element of Special Disturbance Allowance which
had hitherto been given as a separate allowance. On account of this
fact, post-Third CPC, the pay scales of Defence Forces officers had a
slight edge vis-à-vis the analogous posts in the civilian side.
Fourth CPC 2.3.7 The Fourth CPC, 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
73
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 CPC who, therefore, placed Major Generals
in the pay scale of Rs.5900-6700 being the senior administrative payscale
(SAG) for civilians.
Fifth CPC 2.3.8 The Fifth CPC took note of the fact that the Special
Disturbance Allowance had been incorporated by the Third CPC 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 CPC, 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 CPC, 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 ACP Scheme. The Fifth CPC,
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 CPC 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.)
74
Fourth CPC recommendations
Civilian Defence Forces
Grade Pay
Scale (Rs.)
Grade Pay
Scale (Rs.)
JTS 2200-4000
STS 3000-4500
JAG 3700-5000
NFSG 4500-5700
DIG 5100-5700
(Revised to
5100-6150)
SAG 5900-6700
HAG 7600 (fixed)
Secretary 8000 (fixed)
Cab. Secy.9000 (fixed)
2nd Lieut. to Brig. 2300-100-4200-
EB-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
Maj. Gen. & equ. 5900-200-6700
Lt. Gen. 7600 (fixed)
Army Comm. 8000 (fixed)
Service Chiefs 9000 (fixed)
Fifth CPC recommendations
Civilian Defence Forces
Grade Pay
Scale (Rs.)
Grade Pay Scale Rank pay
(Rs.) (p.m.)
JTS 8000-13500
Lieut. 8250-10050
Capt. 9600-11400 400
STS 10000-15200 Maj. 11600-14850 1200
JAG 12000-16500 Lt. Col. 13500-17100 1600
NFSG 14300-18300 Col. 15100-17350 2000
DIG 16400-20000 Brig. 15350-17600 2400
SAG 18400-22400 Maj. Gen. 18400-22400 -
HAG 22400-24500 Lt. Gen. & equ. 22400-24500 -
Secretary 26000
(fixed)
Vice Chiefs and
Army Comm.
Equivalent 26000 (fixed) -
Cab. Secy. 30000
(fixed)
Service Chiefs 30000 (fixed) -
75
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 CPC 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 CPC 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 account 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 CPC 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 account 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 CPC. The
Commission, however, conceded the running pay band only
upto the post of Brigadier/equivalent.
(viii) The Fifth CPC had not recommended running pay in
Defence Forces on account of the repercussions it would
have had on civilian pay scales.
76
Analysis –
Movement of
SSCOs into
CPMFs
2.3.11 This Commission has recommended running pay bands for
all civilian employees. The ground on which the Fifth CPC 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 (CPMFs). 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 CPMFs,
similar pay scales along with one to one co-relation of analogous
posts in the Defence Forces and CPMFs 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 CPMFs, 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 CPMFs 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.10000-
15200). This, however, is on account 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 CPMFs, 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 CPMFs. This will ensure that an officer on his switch
over from Defence Forces to CPMFs 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
77
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 account 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
account. 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) Parity with civilian posts with a distinct edge to
compensate for hardships specific to defence service.
ii) 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
Band
Grade
Pay
Military
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
Army Commander/
equ.
80000 (Fixed) Nil Nil
Service Chiefs 90000 (Fixed) Nil Nil
# No arrears on account of Military Service Pay shall be payable.
* The element of Military Service Pay shall be taken in account
for purposes of fitment at the time of promotion from
Brigadier/equivalent to Major General/equivalent.
78
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, administrative 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 account 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
79
pay scale of Rs.9150 during internship. Doctors who join 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 CPC had also adopted this
approach. The initial entry scale recommended by the Fifth CPC 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 CPC 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
80
duties. The Commission, accordingly, recommends the following
pay structure for MNS officers:-
(Rs.)
Post Pay
Band
Grade
Pay
Military
Service Pay#
Lieutenant/ equ. 15600-39100 5400 4200
Captain/ equ. 15600-39100 5700 4200
Major/ equ. 15600-39100 6100 4200
Lt. Colonel/ equ. 15600-39100 6600 4200
Colonel/ equ. 15600-39100 7600 4200
Brigadier/ equ. 15600-39100 8400 4200
Major General/equ. 39200-67000 9000 Nil*
# No arrears on account of Military Service Pay shall be payable.
The element of Military Service Pay shall be taken in account 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,
81
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 CPC, the linkage existed
between the industrial worker and the Group D infantry soldier.
The Fourth CPC 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 CPC, the
PBORs were placed in five different groups namely A, B, C, D and E.
The Fifth CPC 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 (CPOs) 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 CPOs/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 CPOs/Defence Civilian Organisations. Defence
Forces joint 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
82
same trade group irrespective of whether they are serving in the
Army, Navy or Air Force. The joint 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 CPOs after their stint in the Defence Forces,
the pay scales recommended for various posts in CPOs 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 CPOs 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
83
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 CPC 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.6500-
10500. The grade immediately lower (Rs.4500-7000) carries the
grade pay of Rs.2800. In the Defence Forces, some of the posts in X
84
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
(in Rs.)
PBORs
(Existing
Scales)
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
# No arrears on account of Military Service Pay shall be payable.
* X Group Pay is payable only to the PBORs in X Group.
85
Air Force
(in Rs.)
PBORs
(Existing
Scales)
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
# No arrears on account of Military Service Pay shall be payable.
X Group Pay is payable only to the PBORs in X Group.
Navy – X Group
(in Rs.)
PBORs
(Existing
Scales)
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
MCPO II 8700-34800 4600 1000 1400
MCPO I 8700-34800 4800 1000 1400
# No arrears on account 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
86
Navy – Y Group
(in Rs.)
PBORs
(Existing Scales)
Recommended
Pay Band
Grade
Pay
Military
Service
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
MCPO II 8700-34800 4600 1000
MCPO I 8700-34800 4800 1000
# No arrears on account 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 join 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 :-
87
Honorary Lieutenant and equivalent - Rs.10,500 p.m.
Honorary Captain and equivalent - 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.
88
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 (ACPS) 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 ACPS 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.
89
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 Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band
Grade
Pay
Military
Service Pay
Total Revised
Pay
8,250 - 14,360 5,400 6,000 25,760
8,550 - 14,880 5,400 6,000 26,280
8,850 - 15,400 5,400 6,000 26,800
9,150 - 15,930 5,400 6,000 27,330
9,450 - 16,450 5,400 6,000 27,850
9,750 - 16,970 5,400 6,000 28,370
10,050 - 17,490 5,400 6,000 28,890
Post - 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 Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band
Grade
Pay
Military
Service Pay
Total Revised
Pay
9,600 400 17,400 5,700 6,000 29,100
9,900 400 17,930 5,700 6,000 29,630
10,200 400 18,450 5,700 6,000 30,150
10,500 400 18,970 5,700 6,000 30,670
10,800 400 18,490 5,700 6,000 30,190
11,100 400 20,010 5,700 6,000 31,710
11,400 400 20,540 5,700 6,000 32,240
90
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 Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band
Grade
Pay
Military
Service Pay
Total Revised
Pay
11,600 1,200 22,280 6,100 6,000 34,380
11,925 1,200 22,840 6,100 6,000 34,940
12,250 1,200 23,410 6,100 6,000 35,510
12,575 1,200 23,970 6,100 6,000 36,070
12,900 1,200 23,540 6,100 6,000 35,640
13,225 1,200 25,100 6,100 6,000 37,200
13,550 1,200 25,670 6,100 6,000 37,770
13,875 1,200 26,240 6,100 6,000 38,340
14,200 1,200 26,800 6,100 6,000 38,900
14,525 1,200 27,370 6,100 6,000 39,470
14,850 1,200 27,930 6,100 6,000 40,030
Post - 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 Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band
Grade
Pay
Military
Service Pay
Total Revised
Pay
13,500 1,600 26,280 6,600 6,000 38,880
13,900 1,600 26,970 6,600 6,000 39,570
14,300 1,600 27,670 6,600 6,000 40,270
14,700 1,600 28,370 6,600 6,000 40,970
15,100 1,600 29,060 6,600 6,000 41,660
15,500 1,600 29,760 6,600 6,000 42,360
15,900 1,600 30,450 6,600 6,000 43,050
16,300 1,600 31,150 6,600 6,000 43,750
16,700 1,600 31,850 6,600 6,000 44,450
17,100 1,600 32,540 6,600 6,000 45,140
91
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 Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band
Grade
Pay
Military
Service Pay
Total Revised
Pay
15,100 2,000 29,760 7,600 6,000 43,360
15,550 2,000 30,540 7,600 6,000 44,140
16,000 2,000 31,320 7,600 6,000 44,920
16,450 2,000 32,110 7,600 6,000 45,710
16,900 2,000 32,890 7,600 6,000 46,490
17,350 2,000 33,670 7,600 6,000 47,270
Post - 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 Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band
Grade
Pay
Military
Service Pay
Total Revised
Pay
16,700 2,400 33,240 8,400 6,000 47,640
17,150 2,400 34,020 8,400 6,000 48,420
17,600 2,400 34,800 8,400 6,000 49,200
18,050 2,400 35,590 8,400 6,000 49,990
Post - Major General/Rear Admiral/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 Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band Grade Pay Total Revised Pay
18,400 - 43,280 9000 52,280
18,900 - 44,370 9000 53,370
19,400 - 44,370 9000 53,370
19,900 - 45,480 9000 54,480
20,400 - 45,480 9000 54,480
92
20,900 - 46,620 9,000 55,620
21,400 - 46,620 9,000 55,620
21,900 - 47,790 9,000 56,790
22,400 - 48,990 9,000 57,990
Post - Lt. General/Vice Admiral/Air Marshal
Pre-revised scale Revised Pay Band PB-4 + Grade Pay
Rs.22400-525-24500 Rs.39200-67000 + Rs.11000
Pre-revised Revised
Pay in the
scale
Rank
pay
Stage in the
revised Pay Band Grade Pay Total Revised Pay
22,400 - 48,990 11,000 59,990
22,925 - 50,220 11,000 61,220
23,450 - 51,480 11,000 62,480
23,975 - 52,770 11,000 63,770
24,500 - 54,090 11,000 65,090
Post - 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
Revised pay in the
running pay band
Grade
Pay
Total Pay
26000 (fixed) 80000 (fixed) - 80000
Post - Service Chiefs
Pre-revised scale Revised Scale
30000 (fixed) 90000 (fixed)
Basic Pay in the pre-revised
scale
Revised pay in the
running pay band
Grade
Pay
Total Pay
30000 (fixed) 90000 (fixed) - 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.
93
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
94
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
95
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
Rank - 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
96
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
Rank - 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
97
9,600 16,710 4,600 1,000 1,400 23,710
9,790 17,040 4,600 1,000 1,400 24,040
Rank - 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
98
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
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
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
99
Rank - Naik
Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP
Rs.3425-85-4700 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
3,425 5,960 2,400 1,000 9,360
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
Rank - Havaldar
Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP
Rs.3600-100-5100 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
3,600 6,270 2,800 1,000 10,070
3,700 6,440 2,800 1,000 10,240
100
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
Rank - Nb. Subedar
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
101
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
Rank - Subedar
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
102
9,150 15,930 4,600 1,000 21,530
9,320 16,220 4,600 1,000 21,820
Rank - Subedar Major
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
103
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
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
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
Rank - 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
Stage in the
revised Pay
Band
Grade Pay Military
Service Pay
Total Revised
Pay
3,150 5,490 2,400 1,000 8,890
104
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
Rank - Havaldar
Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP
Rs.3250-85-4525 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
3,250 5,660 2,800 1,000 9,460
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
105
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
Rank - Nb. Subedar
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
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
106
7,325 12,750 4,200 1,000 17,950
7,450 12,970 4,200 1,000 18,170
Rank - Subedar
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
107
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
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
108
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
Stage in the prerevised
scale
Stage in the
revised Pay
Band
Grade
Pay
Military
Service
Pay
X Group
Pay
Total
Revised Pay
3,200 5,570 2,000 1,000 1,400 9,970
3,260 5,680 2,000 1,000 1,400 10,080
Rank - 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
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
Rank - 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
Stage in the prerevised
scale
Stage in the
revised Pay
Band
Grade
Pay
Military
Service
Pay
X Group
Pay
Total
Revised Pay
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
109
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
Rank - 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
Stage in the prerevised
scale
Stage in the
revised Pay
Band
Grade
Pay
Military
Service
Pay
X Group
Pay
Total
Revised Pay
5,120 8,910 3,400 1,000 1,400 14,710
5,220 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
110
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
Stage in the prerevised
scale
Stage in the
revised Pay
Band
Grade
Pay
Military
Service
Pay
X Group
Pay
Total
Revised Pay
6,000 10,440 4,200 1,000 1,400 17,040
6,125 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
111
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
Rank - MCPO 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
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
112
Rank - MCPO 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
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
113
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
Stage in the prerevised
scale
Stage in the
revised Pay
Band
Grade Pay Military
Service Pay
Total Revised
Pay
3,325 5,790 2,000 1,000 8,790
3,385 5,890 2,000 1,000 8,890
3,445 6,000 2,000 1,000 9,000
Rank - Seaman I
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
114
4,490 7,820 2,000 1,000 10,820
4,550 7,920 2,000 1,000 10,920
Rank - Leading Seaman
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
115
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
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
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
Rank - 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
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
116
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
Rank - MCPO II
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
117
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
Rank - MCPO I
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
118
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
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
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
Rank - Seaman I
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
119
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
Rank - 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
120
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
121
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
Rank - MCPO 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
122
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
Rank - MCPO 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
123
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
124
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
125
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
Rank - 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
126
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
Rank - 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
127
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
128
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
129
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
130
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
Rank - 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
131
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
Rank - 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
132
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
133
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
134
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
135
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 - 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
136
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
Rank - 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
137
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 account for
purposes of fitment.
No arrears on account of Military Service Pay are to be paid. MSP will,
therefore, actually be payable prospectively from the date indicated in the
notification.
138
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 joining 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 (CPMFs)
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 CPMFs 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 CPMFs 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 CPMFs 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.
Chapter 2.4
139
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 CPC had recommended
increase in percentage of posts reserved for the retired service
personnel in Group C and D in Central Police Organizations
(CPOs) to 25% that were recommended to be filled by lateral
transfer of the retiring service personnel to CPOs. The
Commission had also recommended filling up of 25% posts of
Assistant Commandant in CPOs 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 joint recruitment
board comprising representatives of CPOs and Defence Forces
headquarters that would jointly select officers/men who would
render 7 years service in Defence Forces to be followed by lateral
shift to CPOs.
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 CPOs 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
CPOs/defence civilian organizations. The size of the various CPOs
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 CPOs 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 CPOs
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 CPOs (including CPMFs) and defence civilian organizations. It
is, accordingly, recommended that in future, all recruitments to
the posts of Short Service Commissioned Officers and Personnel
140
Below Officers Ranks in the Defence Forces, CPOs 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 CPOs/defence civilian
organizations. The lateral shift of the Defence Forces personnel
to CPOs shall be operationalised in the following manner:-
i) Common recruitment shall henceforth be made to all the
posts in Defence Forces, CPOs 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 CPOs/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 CPOs or in one of the defence civilian
organisation. The lateral shift to a specific CPO 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 account so that there is no
drop in the salary.
vi) The lateral shift, whether in CPOs 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 CPOs/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
141
Defence Forces. Thus, the seniority shall be fully protected
during the lateral shift to CPOs/defence civilian
organisations. In accordance with the extant rules, the
Defence Forces personnel laterally shifted to the
CPOs/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 CPOs 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 CPOs 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
account 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
CPOs 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 CPOs 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 CPMFs
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 CPOs after a stint of 7 years, their average age
at the time of entering the CPOs will be around 26 years.
142
Moreover, they will be fully trained. As such, the age
profile of CPOs will not be hit adversely by this lateral shift.
ii) MHA argument – The training of Defence Forces personnel
is different from that of CPOs. 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 CPOs 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 CPOs. 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 CPMFs and CPOs. 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 CPOs. In fact there is a 10% reservation
for ex-Defence Forces personnel to the post of Assistant
Commandant in CPOs. Nobody has every complained that
the ex-Defence Forces personnel recruited in various police
forces/CPOs have not performed as well as any other CPMF
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
CPOs/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 CPMFs because Defence Forces personnel on lateral shift
143
to CPOs/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 CPMFs. 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 CPOs/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 CPOs/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
CPOs/defence civilian organisations.
Analysis – While it is true that no clear-cut parity had
existed in Fifth CPC pay scales between different posts in
Defence Forces and CPOs/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 CPOs/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
CPOs/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 CPOs/defence
civilian organizations. The scheme, therefore, should be
implemented in its entirety without any delay.
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Performance Related Incentive Scheme
Introduction
2.5.1 Terms 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 Terms 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 Terms 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 terms of profit, but in
terms 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 terms of the final deliverables to the
user/stakeholder.
Chapter 2.5
145
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 CPC 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 CPSEs
2.5.5 The Central Public Sector Enterprises (CPSEs) 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 (CPSEs) 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
France, 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 admissible 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 terms 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 accountability 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 CPSEs 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
147
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 account 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 terms 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
148
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 accountability 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
accountability
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 accountability 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 accountability demoralizes employees and also leads to
shift in priorities to compliance of regulations and performance
accountability rather than service provision. Micro-management
frequently proves detrimental to improvement in performance and
effective service delivery. Basic changes in the accountability
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.
Accountability 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
accountability 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
150
in consideration the final effect of the action. Thus defined,
accountability will lead to improvements in service and create an
assurance in the working of the institution as against a narrow
'blaming' approach to accountability.
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 accountability at each level of decision
making to improve delivery of services to stakeholders.
Delegation with accountability 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 accountability 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
151
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 accountability; 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 accountability 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 terms. 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 accountability in terms 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
152
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 terms 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 feedback 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
153
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) accountability 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
154
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 members 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
feedback 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 administered 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 feedback
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 feedback (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
155
team members assess each other. Further, decentralized
administration of PRIS awards is envisaged.
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 accountability 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 administrative system is the
accountability, 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
account 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.
156
Improved delivery
to the citizen as
end user
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
accountability
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 administration 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 administration. This necessarily requires flexibility in
functioning, delegation of decision making, and change in the
concept of accountability. PRIS is envisaged as a tool which will
facilitate this transformation. PRIS provides an opportunity to shift
from the classical command and control administrative 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
157
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.
158
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 administrative 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 administration, 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
Chapter 3.1
159
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 administration and may, in most cases, determine
whether a particular policy turns out to be a success or a failure in
terms 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 5000-
8000 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.6500-
10500. 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-
160
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 account
for the purpose of granting financial upgradation under ACPS.
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 account 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.6500-
10500 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
161
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.8700-
34800 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
Rs.8000-13500*
(on completion
of four years)
PB-2 of Rs.8700-34800 along
with grade pay of Rs.4800.
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.
162
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 non163
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 Administrative
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 Administrative Officers Grade III in the
respective pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-
10500 will stand merged. The existing and revised structure in
Field Organization will, therefore, be as follows:-
(in Rs.)
Corresponding
Pay Band &
Designation Present pay Grade Pay
scale
Recommen-ded
pay
scale Pay
Band
Grade
Pay
LDC 3050-4590 3050-4590 PB-1 1900
UDC 4000-6000 4000-6000 PB-1 2400
Head
Clerk/Assistants/
Steno Grade
II/equivalent
4500-7000/
5000-8000
Office
Superintendent/
Steno Grade
I/equivalent
5500-9000
Superintendent/
Asst. Admn.
Officer/ Private
Secretary/
equivalent
6500-10500
6500-10500 PB-2 4200
164
Corresponding
Pay Band &
Designation Present pay Grade Pay
scale
Recommen-ded
pay
scale Pay
Band
Grade
Pay
Administrative
Officer Grade II
/Sr. Private
Secretary/equ. 7500-12000
7500-12000
entry grade
for fresh
recruits)
8000-13500
(on
completion of
four years)
PB-2
4800
(5400
after 4
years)
Administrative
Officer Grade I 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 Administrative Officer Grade II /Sr.
Private Secretary/equivalent in the scale of Rs.7500-
12000 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.8000-
13500 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.6500-
10500 corresponding to the revised pay band PB 2 of Rs.8700-
34800 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 administrative
Ministry concerned evolves a procedure for their job
enlargement/enrichment, retraining and re-deployment in one
unified cadre.
165
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
Administrative 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
Administrative 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 joint cadres. The
States of the Union of India are divided into 24 cadres/joint cadres.
There are three Joint cadres, namely, Assam-Meghalaya, Manipur-
Tripura 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 administration 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,
Chapter 3.2
166
efficiency, efficient & timely delivery and innovations that would
improve the quality of administration 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 Administrative 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 CPC onwards, the edge for
IAS vis-à-vis other services has been as under:-
Grade Service Third CPC Fourth CPC Fifth CPC
IAS 700-1300 2200-4000 8000-13500
IPS 700-1300 2200-4000 8000-13500
IFS 700-1300 2200-4000 8000-13500
JTS
Group A 700-1300 2200-4000 8000-13500
IAS 1200-2000 3200-4750 10650-15850
IPS 1200-1700 3000-4500 10000-15200
IFS 1100-1600 3000-4500 10000-15200
STS
Group A 1100-1600 3000-4500 10000-15200
IAS - 3950-5000 12750-16500
IPS - 3700-5000 12000-16500
IFS - 3700-5000 12000-16500
JAG
Group A 1500-2000 3700-5000 12000-16500
IAS 2000-2250 4800-5700 15100-18300
IPS 1800-2000 4500-5700 14300-18300
IFS 1650-1800 4100-5300 14300-18300
NFSG
Group A 2000-2250 4500-5700 14300-18300
167
Analysis and
Recommendations
3.2.7 The edge of IAS in pay scales is limited to Senior Time
Scale, Junior Administrative 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 CPC 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 administrative
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
Administrative 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 CPC 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 terms, 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
168
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 Administrative 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 Administrative Grade and Rs.700 at Non-
Functional 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 CPMFs 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 CPMFs and other
CPOs 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 CPMFs 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 CPMFs
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 CPMFs are, however,
in a lower pay scale. It has been demanded that all the posts of DG
in various CPMFs should be placed in an identical scale of
Rs.26,000 (fixed). There is considerable merit in this demand.
169
Presently, officers are appointed as DG in CPMFs other than BSF
and CRPF frequently have a short tenure and leave the post once
they are empanelled in the scale of Rs.26000 (fixed). This affects
continuity and long term planning in the concerned CPMFs. Even
otherwise, it is difficult to differentiate the duties attached with the
post of DG in different CPMFs. 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.22400-
24500. 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).
170
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
Administrative 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 account for the bulk of the Group A posts under the
Central Government. They are broadly classified into (I) Non-
Technical 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 administer non-technical areas of administration 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 CPWD.
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
Chapter 3.3
171
grades or levels of responsibility. These responsibilities increase
with each senior level. At the time of the Second Central Pay
Commission (CPC) in 1957, there were 6 Group A non-technical
Services (then called Class I Services). By the time of the Fifth CPC,
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 administration. Consequently, Organized Central
Services have a very good talent pool, which has both the
experience of general administration/policy formulation and
extensive knowledge of their area(s) of specialization.
3.3.5 Consequent to the implementation of the Fifth CPC'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 Administrative Grade (JAG): Rs.12000-16500
• Non-Functional Selection Grade (NFSG): Rs.14300-18300
• Senior Administrative Grade (SAG): Rs.18400-22400
• Higher Administrative Grade (HAG): Rs.22400-24500
• Higher Administrative 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 CPC, most Organized Central
Services did not have an encadred Secretary level, or equivalent
post. However, the Fifth CPC recommended that each Service
should have one encadred post in the scale of Rs.26000 (fixed).
Barring a few, this recommendation of the Fifth CPC has been
implemented in most of the Services. In 2000, the Government
implemented the Fifth CPC'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
Administrative 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
172
recommendation of the Fifth CPC regarding introduction of Non-
Functional 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
Administrative Grade (SAG) and Higher Administrative 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 CPC 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 joins 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 joining 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
173
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 account 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) Full parity with the IAS in terms of pay-scales and career
progression. This demand was made by a majority of the
service associations.
(ii) 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.
(iii) A level playing field for appointments in the Central
Government under the Central Staffing Scheme the SAG
and HAG levels.
(iv) Ensuring an even progression for various Group A and All
India Services.
(v) 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.
Analysis of the
demands raised
and
recommendations
thereon – parity
with IAS
3.3.12 Most Group A Organized Services' Associations have
demanded abolition of the edge presently granted to the IAS in
terms of pay scales at the level of Senior Time Scale, Junior
Administrative 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
174
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 CPC 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
empanelment 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 empanelling
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
175
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 Joint 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 empanelment of officers under the Central Staffing Scheme
lacks transparency and at times, there is a substantial time lag
between the empanelment 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 terms of career
progression. While officers of some Services get promoted to the
Senior Administrative 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 joining the premier Civil Services. Accordingly,
176
thereon – higher
pay scales
the Commission is recommending a higher starting pay for the
Junior Time Scale of Organized Group A Services and the All-
India 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 terms. 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 join 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) Indian Foreign Service
2) Indian Audit & Accounts Service (IA&AS)
3) Indian Civil Accounts Service
4) Indian Customs & Central Excise Service
177
5) Indian Defence Accounts Service
6) Indian Defence Estates Service
7) Indian Economic Service
8) Indian Information Service
9) Indian Ordnance Factory Service
10) Indian Postal Service
11) Federation of Railway Officers'
12) Indian Revenue Service
13) Indian Statistical Service
14) 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 empanelment of officers for placement in various
grades in the Centre.
Indian Audit &
Accounts Service
(IA&AS)
3.3.20 Indian Audit & Accounts 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 Accounts Services exists like
Indian Civil Accounts Service, Indian Defence Accounts Service,
Indian Railway Accounts Service, etc. The Government should
look into the feasibility of merging various other organised
Central Group A Accounts 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
Accounts Service is concerned, the issue of its merger should be
looked into taking in account the recommendation for
corporatizing the Indian Railways as a Central Public Sector
Enterprise.
178
Indian Civil
Accounts Service
3.3.21 The Indian Civil Accounts Service was constituted in 1977
when auditing and accounting 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
accounting set-up. The service is headed by Controller General of
Accounts. No specific demands for upgradation of any post have
been made. They have, however, proposed integration of the
finance and accounts functions. This involves a systemic change
and the matter should correctly be looked into by the
Administrative 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 Members 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 Members, CBEC. Apart from this, 4 additional posts
of regional Members 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
Administrative Grade to Rs.26000 (fixed) and 50 posts in Senior
Administrative Grade to Rs.24050-26000 has also been demanded.
Encadrement of all the posts of Chairperson and Members, 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 Members 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
179
replicated in CBEC once it is given in CBDT keeping in view the
fact that these two Boards are similar.
Indian Defence
Accounts Services
3.3.24 The Defence Accounts performs functions relating to
accounting 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
180
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
ACPS 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
administrative 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 Members (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
181
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 Members. Secretary (Posts) is
also the Chairman of the Board as well as the Director General of
Postal Operations. The Fifth CPC had upgraded the pay scale of
the Members 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 empanelment 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
182
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 Members 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 Administrative Grade.
Federation of
Railway Officers
3.3.32 Federation of Railway Officers represents the following
nine organized services in Indian Railways:-
1. Indian Railway Accounts Service (IRAS)
2. Indian Railway Medical Service (IRMS)
3. Indian Railway Personnel Service (IRPS)
4. Indian Railway Service of Engineers (IRSE)
5. Indian Railway Service of Electrical Engineers (IRSEE)
6. Indian Railway Service of Mechanical Engineers (IRSME)
7. Indian Railway Stores Service (IRSS)
8. Indian Railway Service of Signal Engineers (IRSSE)
9. 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.
183
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 Members, 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
184
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. Members 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.
185
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 Administrative 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 encompasses all levels below the
Senior Administrative 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
Chapter 3.4
186
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 (CPWD) insofar as financial upgradations
under ACPS 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 CPC 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.5500-
9000 and Rs.6500-10500 on account of restructuring of pay scales
being recommended by the Commission. To ensure that the
recommendation made by Fifth CPC 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.6500-
10500. 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.15600-
39100 carrying grade pay of Rs.5400 (pre-revised Rs.8000-13500)
187
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 (CPWD). This
demand is made because the structure in CPWD proves more
beneficial for getting financial upgradations under the extant
scheme of ACPS. The Commission has separately recommended
a modified ACPS 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 ACPS will invariably provide similar benefit irrespective
of the hierarchy of the posts existing in the organisation. This
will ensure uniform progression under the ACPS. 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 account 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.
188
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 CPC 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 CPC 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
CPC 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 :-
Chapter 3.5
189
Pay Scale (Rs.) Residency Period
8000-13500 3 years
10000-15200 4 years
12000-16500 4 years
14300-18300 5 years
16400-20000 5 years
18400-22400 -
3.5.3 The Fifth CPC had also recommended constitution of
assessment boards for assessing the suitability of candidates for
promotion under FCS which would comprise minimum 50% of the
members from outside the organisation. It was also stipulated that
50% of the members 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 CPC 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 CPC were
adopted without any modification.
Analysis 3.5.5 The Fifth CPC 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 CPC, the Government has already issued
orders restricting FCS to scientists and technologists holding
scientific posts in scientific and technology departments and who
190
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 members 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
191
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 joining 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) 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.
Scientific Staff 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 CPC had considered this category in
detail and had made certain recommendations. The Fifth CPC 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.
192
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 CPMFs 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 Administrative 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 CPC, the post existed in the pay
scale of Rs.7300-7600 corresponding to the revised pay scale of
Rs.22400-24500. The Fifth CPC 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.
Chapter 3.6
193
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 Administrative Grade and Higher
Administrative 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.
DACP 3.6.7 The Fifth CPC had recommended scheme of Dynamic
Assured Career Progression (DACP) for different streams of doctors
upto the scale of Rs.14300-18300. For Group A posts, Assured
Career Progression Scheme (ACPS) was recommended by the Fifth
CPC. The Government did not extend the ACP Scheme to non
isolated Group A posts and in the case of isolated posts, the ACP
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 CPC.
However, the scheme of DACP as recommended by Fifth CPC was
implemented for doctors in CHS and a few other cadres. The
scheme of DACP is different from ACPS in the sense that the
designation also changes under the former. The scheme, therefore,
cannot be equated to that of ACPS. The scheme also does not suffer
from any of the short-comings evident in the extant scheme of
Assured Career Progression. Accordingly, DACP 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 DACP 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 DACP 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:-
194
Maximum
per month
Non-
CHS
CHS
Minimum per
month Non-
CHS/CHS
Mode of conveyance
Rs. Rs. Rs.
i) For those who maintain
their own motor car
550 1650 80
ii) For those who maintain
scooter/motor cycle
180 540 40
iii) For those who do not
maintain either car or
motor cycle/scooter
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:-
Maximum
per month
Non-
CHS
CHS
Minimum per
month Non-
CHS/CHS
Mode of conveyance
Rs. Rs. Rs.
i) For those who maintain
their own motor car
1100 3300 160
ii) For those who maintain
scooter/motor cycle
360 1080 80
iii) For those who do not
maintain either car or
motor cycle/scooter
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.
195
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 CPC 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 DACP 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
196
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 admissible 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 admissible to these employees. Similarly
placed employees working in hospitals are eligible for Hospital
Patient Care Allowance (HPCA). This allowance is not admissible
to Group C & D (Non-Ministerial) employees working in the
Headquarters. The rules provide that only Group C & D, Non-
Ministerial employees whose regular duties involve continuous and
routine contact 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 contact 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
197
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.4000-
6000 whereas in all other organisations it is Rs.4500-7000/Rs.5000-
8000. 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 CPC 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 account 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.
198
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.4000-
6000 respectively. The categories have demanded parity with
Dental Hygienists. It is a observed that Dental Hygienist were given
higher pay scale on account 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.6500-
10500, 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.
199
Group D Staff
Introduction 3.7.1 Presently, 4 Group D pay scales exist in Government
namely:-
S-1 Rs.2550-55-2660-60-3200
S-2 Rs.2610-60-3150-65-3540
S-2A Rs.2610-60-2910-65-3300-70-4000
S-3 Rs.2650-65-3300-70-4000
The Fifth CPC had recommended only 3 Group D pay
scales. The Fifth CPC 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.775-12-871-14-
955-15-1030-20-1150.
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.2650-
4000) categories designated as Shramik and Skilled-II respectively
by the Fifth CPC. 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 CPC, minimum educational qualification were
not prescribed for posts like Safaiwala, Farash and Chowkidar. For
other Group D posts, minimum qualification of 8th pass was
prescribed. The Fifth CPC 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 CPC had recommended minimum
Chapter 3.7
200
educational qualifications of 8th pass for this category. The Fifth
CPC 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 account 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 Station Porter -
Token Porter Token Porter -
Call Porter Call Porter -
Box Boy Box Boy -
Waterman Waterman -
Helper I/Helper II Helper I Helper II
Safaiwala Safaiwala Safaiwala
Lab. Khalasi - -
Bearer Senior Bearer Head Bearer
Hospital Attendant Hospital
Attendant
Hospital
Attendant
Cleaner - -
Wash boy/Tea/Coffee
Maker
- -
Watchman - -
- Lab Attendant
Gr. III
Lab.
Attendant/Lab.
Attendant Gr. II
Vendor-III Vendor II -
- Trackmen Senior Trackman
Cook Mate Gr. II Cook Gr. I Asst. Cook/
Kitchen Assistant
201
Rs.2550-3200 Rs.2610-3540 Rs.2650-4000
Cleaner/Ambulance
Cleaner
- 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 supported
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 joining 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.
202
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 pass 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
203
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.
iv) Inter-se seniority of all the employees in erstwhile Group
D will be fully maintained with Group D employee in a
higher Fifth CPC 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.
Benefits envisaged 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 account 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.
204
Table 3.7.1
Fitment of existing Group D employees on upgradation to Group C
Pre-revised scale (S – 1) Revised Pay Band PB-1 + Grade Pay
Rs.2550-55-2660-60-3200 Rs.4860-20200 + Rs.1800
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2550 4,860 1,800 6,660
2605 4,860 1,800 6,660
2660 4,990 1,800 6,790
2720 4,990 1,800 6,790
2780 5,120 1,800 6,920
2840 5,120 1,800 6,920
2900 5,250 1,800 7,050
2960 5,250 1,800 7,050
3020 5,260 1,800 7,060
3080 5,360 1,800 7,160
3140 5,470 1,800 7,270
3200 5,570 1,800 7,370
Pre-revised scale (S – 2) Revised Pay Band PB-1 + Grade Pay
Rs.2610-60-3150-65-3540 Rs.4860-20200 + Rs.1800
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2610 4,860 1,800 6,660
2670 4,990 1,800 6,790
2730 4,990 1,800 6,790
2790 5,120 1,800 6,920
2850 5,120 1,800 6,920
2910 5,250 1,800 7,050
2970 5,250 1,800 7,050
3030 5,280 1,800 7,080
3090 5,380 1,800 7,180
3150 5,490 1,800 7,290
3215 5,600 1,800 7,400
3280 5,710 1,800 7,510
3345 5,820 1,800 7,620
3410 5,940 1,800 7,740
3475 6,050 1,800 7,850
3540 6,160 1,800 7,960
205
Pre-revised scale (S – 2A) Revised Pay Band PB-1 + Grade Pay
Rs.2610-60-2910-65-3300-70-4000 Rs.4860-20200 + Rs.1800
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2610 4,860 1,800 6,660
2670 4,990 1,800 6,790
2730 4,990 1,800 6,790
2790 5,120 1,800 6,920
2850 5,120 1,800 6,920
2910 5,250 1,800 7,050
2975 5,250 1,800 7,050
3040 5,290 1,800 7,090
3105 5,410 1,800 7,210
3170 5,520 1,800 7,320
3235 5,630 1,800 7,430
3300 5,750 1,800 7,550
3370 5,870 1,800 7,670
3440 5,990 1,800 7,790
3510 6,110 1,800 7,910
3580 6,230 1,800 8,030
3650 6,360 1,800 8,160
3720 6,480 1,800 8,280
3790 6,600 1,800 8,400
3860 6,720 1,800 8,520
3930 6,840 1,800 8,640
4000 6,960 1,800 8,760
Pre-revised scale (S – 3) Revised Pay Band PB-1 + Grade Pay
Rs.2650-65-3300-70-4000 Rs.4860-20200 + Rs.1800
Basic Pay in the pre-revised
scale
Revised pay in the running
pay band
Grade Pay Total Pay
2650 4,860 1,800 6,660
2715 4,990 1,800 6,790
2780 5,120 1,800 6,920
2845 5,120 1,800 6,920
2910 5,250 1,800 7,050
2975 5,250 1,800 7,050
3040 5,290 1,800 7,090
3105 5,410 1,800 7,210
3170 5,520 1,800 7,320
3235 5,630 1,800 7,430
3300 5,750 1,800 7,550
206
3370 5,870 1,800 7,670
3440 5,990 1,800 7,790
3510 6,110 1,800 7,910
3580 6,230 1,800 8,030
3650 6,360 1,800 8,160
3720 6,480 1,800 8,280
3790 6,600 1,800 8,400
3860 6,720 1,800 8,520
3930 6,840 1,800 8,640
4000 6,960 1,800 8,760
207
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:-
- Accounts Staff belonging to un-organized accounts 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
General Principles 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.
Chapter 3.8
208
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, CPMFs 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 terms of pay scales will
get disturbed. The Commission wants to make it clear that
disturbance of any of the existing relativities on this account
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 joining,
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
209
stated earlier, disturbance of any of the existing relativity on
this account 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.
Accounts Staff 3.8.5 All the posts belonging to the organized accounts
cadres are
covered in the recommendations contained in Chapter 7.56 relating
to Indian Audit & Accounts Department. Apart from the posts in
the organized accounts cadres, isolated posts of accounts staff in
Group 'B' & 'C' exist across various ministries and departments of
Central Government. The Accountants belonging to unorganized
cadres have always sought parity with the posts in the organized
accounts cadres. Personnel belonging to the organized accounts
cadres not only have different duties but their skill requirement is
also higher. The personnel belonging to organized accounts cadres
have to compulsorily pass departmental examinations like SAS for
promotion. Such is not the case for posts relating to accounts work
outside the organized accounts cadres. It is, therefore, not possible
to draw any comparison between the posts in organized accounts
cadres and those outside it. The Commission is, consequently,
unable to concede any parity between various posts in organized
and unorganized accounts cadres. The various posts in
unorganized accounts cadres, however, have parity with the
ministerial posts and this parity will need to be maintained. The
210
Commission, accordingly, recommends that the existing relativity
between the accounts related posts outside organized accounts
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 CPC had given a model structure
for this category. The structure given by Fifth CPC 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:-
(in Rs.)
Corresponding
Pay Band &
Grade Designation Present e Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Senior Artist 6500-10500 7450-11500 PB-2 4600
Artist Gr. I 5500-9000 6500-10500 PB-2 4200
Artist Gr. II* 5000-8000 6500-10500 PB-2 4200
Junior Artist Gr. I 4500-7000 4500-7000 PB-1 2800
Junior Artist Gr. II 4000-6000 4000-6000 PB-1 2400
Junior Artist Gr. III 3050-4590 3050-4590 PB-1 1900
* Subsequent to merger of the pre-revised pay scales of Rs.5000-
8000 & 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 CPC 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.
211
Caretaker Staff 3.8.8 The Fifth CPC 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 CPC 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 CPC 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 CPC 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 CPC 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
Pay Band &
Grade Designation Present e Pay
pay scale
Recommended
pay
scale Pay
Band
Grad
e Pay
Draughtsmen Gr.III 4000-6000 4000-6000 PB-1 2400
Draughtsman Gr.II/
Sr. Draughtsman#
5000-8000 PB-2 4200
Head Draughtsman 5500-9000
6500-10500
PB-2 4200
Chief Draughtsman 6500-10500 7450-11500 PB-2 4600
# This grade stands merged with that of Head Draughtsman.
212
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 account 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 CPC 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:-
(in Rs.)
Corresponding
Pay Band &
Grade Designation Present e Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Data Entry Operator
Gr.A
4000-6000 4000-6000 PB-1 2400
Data Entry Operator
Gr.B
4500-7000 4500-7000 PB-1 2800
Data Entry Operator
Gr.C#
5000-8000 6500-10500
PB-2 4200
Data Entry Operator
Gr.D#
5500-9000 6500-10500
PB-2 4200
Data Processing
Assistant*
6500-10500 7450-11500 PB-2 4600
213
Corresponding
Pay Band &
Grade Designation Present e Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
System*
Programmer/
equivalent
7450-11500 7450-11500 PB-2 4600
Programmer/
System Analyst
7500-12000 7500-12000 PB-2 4800
# 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 CPMFs, 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:-
(in Rs.)
Corresponding
Pay Band &
Designation Present Grade Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Firemen 2610-3540 3050-4590 PB-1 1900
Leading Fireman 3050-4590 3200-4900 PB-1 2000
Station Officer 4000-6000 4500-7000 PB-1 2800
Asst. Divisional Fire
Officer
5000-8000 6500-10500
PB-2 4200
Deputy Divisional
Fire Officer
6500-10500 7450-11500 PB-2 4200
Divisional Fire
Officer
8000-13500 8000-13500 PB-3 5400
Library staff 3.8.13 The Fifth CPC 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
214
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.)
215
Corresponding
Pay Band
& Designation Present Grade Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Operation Theater
(OT) Asstt./ Asstt.
Radiographer III
3050-4590 3050-4590 PB-1 1900
Dental
Tech.III/Asstt.
Radiographer II
/Lady Health
Visitor
4000-6000 4000-6000 PB-1 2400
OT Tech./Dental
Tech.I/Pharmacist
II/ Radiographer III
5000-8000 6500-10500 PB-2 4200
Staff Nurse 5000-8000 7450-11500 PB-2 4600
Dietician Gr.III/
Pharmacist I/
Physiotherapist/
Occupationaltherapist/
Radiographer II
5500-9000 6500-10500 PB-2 4200
Nursing Sister 5500-9000 7500-12000 PB-2 4800
Dietician Gr. II/
Lecturer in PT/OT/
Radiographer
6500-10500 7450-11500 PB-2 4600
Asstt. Nursing
Superintendent
6500-10500 8000-13500
PB-3 5400
Deputy Nursing
Superintendent
7500-12000 8000-13500 PB-3 5400
Nursing
Superintendent
8000-13500 10000-15200 PB-3 6100
Chief Nursing
Officer
10000-15200 12000-16500 PB-3 6600
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.
216
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 CPC 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
account 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.8700-
34800 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 CPC 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
217
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 account 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.7450-
11500. 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
Vice Principal - 7500-12000 8000-13500
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.)
218
Designation Grade III Grade II Grade I
Primary
School
Teacher
PB-2 of 8700-
34800 along
with grade
pay of 4200
(Rs.6500-
10500)
PB-2 of 8700-
34800 along
with grade
pay of 4600
(Rs.7450-
11500)
PB-2 of 8700-
34800 along with
grade pay of
4800 (7500-12000)
Trained
Graduate
Teacher
PB-2 of 8700-
34800 along
with grade
pay of 4600
(7450-11500)
PB-2 of 8700-
34800 along
with grade
pay of 4800
(7500-12000)
PB-3 of 15600-
39100 along with
grade pay of
5400
(8000-13500)
Post-
Graduate
Teacher
PB-2 of 8700-
34800 along
with grade
pay of 4800
(7500-12000)
PB-3 of
15600-39100
along with
grade pay of
5400
(8000-13500)
PB-3 of Rs.15600-
39100 along with
grade pay of
6100
(10000-15200)
Vice
Principal
- PB-3 of
Rs.15600-
39100 along
with grade
pay of 5400
(8000-13500)
PB-3 of 15600-
39100 along with
grade pay of
6100
(10000-15200)
Principal - - PB-3 of 15600-
39100 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
219
of Rs.12000-16500, and be merged with the post of Deputy Director
of Education.
Veterinarians 3.8.25 The Fifth CPC 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 PB-
1 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 CPC 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
220
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
Pay Band &
Grade Designation Present e Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Unskilled 2550-3200 2750-4400 PB-1 1800
Semi Skilled 2650-4000 2750-4400 PB-1 1800*
Skilled 3050-4590 3050-4590 PB-1 1900
Highly Skilled 4000-6000 4000-6000 PB-1 2400
Master Craftsman 4500-7000 4500-7000 PB-1 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 Pay scale
Chargeman 'B'/Chargeman Rs.5000-8000
221
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: -
(in Rs.)
Corresponding
Pay Band &
Grade Designation Present e Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Chargeman
'B'/Chargeman 'A'
5000-8000/
5500-9000
6500-10500 PB-2 4200
Asstt. Shop
Superintendent*/
Dy. Shop
Superintendent/
Asstt. Foreman
6500-10500 7450-11500 PB-2 4600
Shop
Superintendent*/
Foreman
7450-11500 7450-11500 PB-2 4600
* The grades of Asstt. Shop Superintendent/equivalent and Shop
Superintendent/equivalent stand merged.
222
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 account of
inflation. Consequently, the DA admissible 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 CPC
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 CPI 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
CPI (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) (AICPI).
The twelve monthly average of the AICPI (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 AICPI (IW) average (base 1982=100), as on 1st
January 1996 of 306.33. The compensation for price rise is
admissible 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:
Chapter 4.1
223
As on Rates of DA (%)
1.1.96 0
1.7.96 4
1.1.97 8
1.7.97 13
1.1.98 16
1.7.98 22
1.1.99 32
1.7.99 37
1.1.2000 38
1.7.00 41
1.1.01 43
1.7.01 45
1.1.02 49
1.7.02 52
1.1.03 55
1.7.03 59
1.1.04 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 AICPI (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 Rates of DA (%)
1.7.04 14
1.1.05 17
1.7.05 21
1.1.06 24
1.7.06 29
1.1.07 35
1.7.07 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 CPC for merger of 50%
of DA with the Pay as DP should be modified to 25% to
remove distortions in the pay structures.
224
• DA should be paid net of taxes on the same line as
recommended by the 5th CPC to make the concept of 100%
neutralization somewhat meaningful.
Determining the
level of inflationmethodology
4.1.7 While considering the issue of the quantum of DA
admissible, the Commission considered at length the procedure for
estimation of inflation. Presently, inflation as determined by the
AICPI (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 account 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 terms. Therefore, the
weightage (calculated in terms 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 terms
was generated through the survey, its breakup in terms of
quantity and price was available only for a few items under food,
225
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 AICPI (IW)
for estimation of
DA
4.1.11 Presently, the estimation of DA for Central Government
Employees is based on the movements in the AICPI (IW)
(1982=100). The Fourth Central Pay Commission, while
considering the issue of suitability of the AICPI, opined that the
Government should examine whether a more suitable index could
be prepared for Government employees taking into account their
consumption pattern and other relevant factors. This
recommendation was based on the view that the AICPI 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 AICPI(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 AICPI (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 AICPI (IW) by Labour Bureau, the
coverage of 'Industrial Workers' extended to 70 selected centres in
226
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 members 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 AICPI (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 AICPI (IW) for estimating
the DA, subject to the modifications proposed in the subsequent
paras.
Revision of Base
of AICPI (IW) for
calculation of DA
4.1.14 The Fifth CPC had adopted the AICPI (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
227
base, being recent, is more representative of the current
consumption basket. The Commission, therefore, recommends
that the AICPI (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 AICPI
(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 AICPI (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 terms of the
percentage increase in 12 monthly average of AICPI (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 CPI 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)
228
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 administrative
convenience with inflation neutralization being maintained at
100% at all levels.
229
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) Compensatory allowances.
(ii) Traveling Allowance & T.A. on Transfer.
(iii) Transport Allowance.
(iv) Non-practicing Allowance.
(v) House Rent Allowance.
(vi) Education Allowance.
(vii) Risk Allowance.
(viii) Uniform related Allowances.
(ix) Deputation Allowance.
(x) 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 account 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 account 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.
Chapter 4.2
230
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#
Amount of CCA p.m.
Rs. `A-1'
Rs.
`A'
Rs.
`B-1'
Rs.
`B-2'
Rs.
Below 3,000 90 65 45 25
3,000 – 4,499 125 95 65 35
4,500 – 5,999 200 150 100 65
6,000 and above 300 240 180 120
# 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
231
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 terms 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
account 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 account 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.
Members of Security forces and Central Government employees
whose conditions of recruitment primarily include service in border
areas are not eligible for Border Area allowance.
232
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
233
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
admissible, 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 members 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 account 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
234
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
Special
Compensatory
(Hill Area)
Allowance
For posts in the
grade pay of
Rs.5400 and above
Rs.400 p.m. Rs.600 p.m.
For other posts Rs.240 p.m. Rs.480 p.m.
4.2.24.2 Special Compensatory (Remote Locality) Allowance
Category Part A
(Rs.
p.m.)
Part B
(Rs.
p.m.)
Part C
(Rs.
p.m.)
Part D
(Rs.
p.m.)
For posts in the
grade pay of
Rs.5400 and above
2600 2100 1500 400
For posts in the
grade pay of less
than Rs.5400
2000 1600 1200 320
4.2.24.3 Project Allowance
Category Project allowance
For posts in the grade pay of
Rs.5400 and above
Rs.1500 p.m.
For posts in the grade pay of
less than Rs.5400
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
account 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
235
Compensatory Allowance for Gandhinagar and Special
Compensatory (Border Area) Allowance.
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
236
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 :
237
Pay Range Travel entitlements
For posts in the grade pay of
Rs.9000 and above
J Class by air/AC First Class
by train
For posts carrying grade pay
from Rs.6600 to Rs.8400
Y Class by air/AC First Class
by train
For posts carrying grade pay
from Rs.5400 to Rs.6500
Y Class by air/AC II Tier
Class by train
For posts carrying grade pay
from Rs.4200 to Rs.4800
AC II Tier Class by train
For posts carrying grade pay
of less than Rs.4200
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
`A'-Class
cities and
specially
expensive
localities
`B'-Class
cities and
specially
expensive
localities
Other
localities
Ordy. Hotel Ordy. Hotel Ordy. Hotel Ordy. Hotel
Pay Range
Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs.
Rs.16,000
and above
260 650 210 525 170 425 135 335
Rs.8,000 to
Rs.16,399
230 505 185 405 150 330 120 225
Rs.6,500 to
Rs.7,999
200 380 160 305 130 250 105 200
Rs.4,100 to
Rs.6,499
170 245 135 195 110 160 90 130
Below
Rs.4,100
105 125 85 100 70 85 55 65
238
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
CPC 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
Administrative 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 Daily Allowance
Rs.9000
and above
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.
Rs.6600 to
Rs.8400
Reimbursement for Hotel accommodation of
up-to Rs.3000 per day; reimbursement of non-
AC 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.
Rs.5400 to
Rs.6500
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.
Rs.4200 to
4800
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.
Below
Rs.4200
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.
239
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 account 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 account 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:-
240
Rate per Km for
Basic pay + transport by road
NPA +
Stagnation
Increment
By
Train/Steamer
A-1, A and
B-1 cities
(Rs.P.)
Other places
(Rs.P.)
Rs.16,400
and above
6000 Kgs. by
Goods Train/
4 wheeler
wagon/1
double
container
30.00
(Rs.0.5 per kg.
per km.)
18.00
(Rs.0.3per kg. per
km.)
Rs.8,000
to 16,399
6000 Kgs. by
Goods Train/
4 wheeler
wagon/1
single
container
30.00
(Rs.0.5 per kg.
per km.)
18.00
(Rs.0.3per kg. per
km.)
Rs.6,500
to 7,999
3000 Kgs. 15.00
(Rs.0.5 per kg.
per km.)
9.00
(Rs.0.31 per kg.
per km.)
Rs.4,100
to 6,499
1500 Kgs. 7.60
(Rs.0.51 per kg.
per km.)
4.60
(Rs.0.31 per kg.
per km.)
Rs.3,350
to 4,099
1500 Kgs. 7.60
(Rs.0.51 per kg.
per km.)
4.60
(Rs.0.31 per kg.
per km.)
Below
Rs.3,350
1000 Kgs. 6.00
(Rs.0.60 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 :-
241
Grade Pay By Train/Steamer Rate per Km for
transport by road
(Rs. Per. Km.)
Rs.6600 and
above
6000 Kgs. by Goods
Train/4 wheeler
wagon/1 double
container
18.00
(Rs.0.3per kg. per km.)
Rs.4200 to
Rs.6500
6000 Kgs. by Goods
Train/4 wheeler
wagon/1 single
container
18.00
(Rs.0.3per kg. per km.)
Rs.2800 3000 Kgs. 9.00
(Rs.0.31 per kg. per
km.)
Below
Rs.2800
1500 Kgs. 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 account 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 admissible 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 :
242
Rate of Transport Allowance per
month
Employees drawing pay
in the scale of
(Rs.) A-1/A Class
City
(Rs.)
Other Places
(Rs.)
8000-13500 & above 800 400
6500-6900 & above but
below 8000-13500
400 200
Below the scale of 6500-
6900
100 75
4.2.40 Transport Allowance was recommended by the Fifth CPC 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 A-
1/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 CPC 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
243
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 :
Rate of Transport Allowance per
month
Employees
drawing grade
pay of
(Rs.)
A-1/A Class City
(Rs.)
Other Places
(Rs.)
5400 & above and
posts in the apex
scale and Cabinet
Secy./equivalent
Rs.3200 + DA
thereon
Rs.1600 + DA
thereon
4200 to 4800 Rs.1600 + DA
thereon
Rs.800 + DA
thereon
Below 4200 Rs.400 + 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.
244
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 administrative 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 CPC also considered the demand for extension
of NPA to other categories of employees but did not recommend it.
Fourth CPC changed the rates of NPA from Rs.125 to Rs.250 per
month. The rates of NPA recommended by the Fourth CPC signified
245
a decrease in percentage terms because the NPA recommended by
Fourth CPC for Doctors worked out to approximately 12% to 18% of
the basic pay.
4.2.50 The Fifth CPC 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 CPC 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 CPC 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.
246
(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 CPC) 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 account 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
B-1 10-20 lakh
B-2 5-10 lakh
15
C C 50,000 to
5 lakh
7.5
Unclassified Below 50,000 5
247
4.2.55 The Fifth CPC 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 CPC 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 CPC 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
Percentage of salary available for
meeting expenditure on House
Rent
A, B-1 & B-2 15 + 8.67% of DA
C 7.5 + 8.67% of DA
Unclassified 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 account 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
248
`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 account 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 terms 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
Revised
Classification of
Cities/Towns
Rates of HRA as a
percentage of
Pay in the pay
band + Grade Pay
+ MSP* + NPA*
50 lakhs & above X
(Earlier classified
as A-1)
30
50 - 5 lakhs Y
(Earlier classified
as A, B-1 & B-2)
20
Below 5 lakhs Z
(Earlier classified
as C and
Unclassified)
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
249
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) 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.
ii) 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.
iii) 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 account 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 CPC 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 passed 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,
250
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 Rate
(Rs.) p.m.
Unskilled workers 20
Semi-skilled workers 30
Skilled workers 40
Supervisors 50
Gazetted officers engaged in Nitro
Glycerin preparations
150
Non-Gazetted officers engaged in
Nitro Glycerin preparations
90
Dangerous Buildings Officers rs 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 CPC had recommended that risk allowance should
be restricted only for jobs where the element of risk was inherent
251
and continuous with adverse effect on health. The Fifth CPC 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 CPC 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 CPC 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 premium 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 admissible to IPS officers, personnel
of Central Para Military Forces, Central Police Organizations,
252
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, CPMFs, RPF etc. are paid this allowance at the
following rates :
Grant Rate
Initial grant Rs.6500
Renewal grant 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 CPC had considered the issue of Uniform
Allowance and recommended different amounts for various
categories of employees. The approach adopted by the Fifth CPC
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 CPMFs/CPOs/RPF/IPS
Grant Rate
Initial grant Rs.14000
Renewal grant 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 Amount
Initial grant Rs.16000
Renewal grant Rs.5000
(payable after every three years)
253
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 Joint 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 CPC had recommended
that the ceilings on Deputation (Duty) Allowance should be
removed. As regards Central (Deputation on Tenure) Allowance,
the Fifth CPC 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 Joint 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 CPC 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
254
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
4.2.79 These allowances include :
i) Cycle Allowance admissible 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.
Analysis 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.
Recommendations 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
255
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.
256
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 members 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 passes 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 CPC 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
Chapter 4.3
257
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 members
who cannot make use of this benefit at all. The Fifth CPC 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
joining the Government for the first time. The blocs of 4 years
shall apply with reference to the initial date of joining 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 admissible only in
respect of journeys performed in vehicles operated by the
258
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 CPC 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
259
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
passes 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.
260
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 CPC were, however,
not accepted and status-quo was maintained with notional pay
admissible in pre-revised (Fourth Central Pay Commission) pay
scales being taken into account 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 Terms of Reference of the
Commission are as follows:-
"F. To make recommendations with respect to the general
principles, financial parameters and conditions which should
Chapter 4.4
261
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 terms 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
262
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 account. 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 :-
263
Total workload in equivalent units
PI = -------------------------------------------
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) the weightage given to Gramin Dak Sevaks (GDSs) is
changed from existing 18.75% to 50% of the actual strength
of permanent staff; and
(ii) the volume of the unregistered traffic is estimated on the
basis of the revenue accruing from unregistered articles
(excluding revenue generated from Money Order
commission) with reference to the base year 1995-96.
Analysis of the
extant formula
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
264
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
accounted revenue from the sale of stamps and stationary minus
the revenue generated through registered 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 administrative 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 terms. It also does not take into account
the natural increase in output that would be there in any case on
account 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
account 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
265
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 CPC 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:-
Productivity Index X Average Number of PLB
days paid during the base index years
PLB = --------------------------------------------------------
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.
Output
Productivity Index = --------
Input
Where
Output = Equated Net Tonne Km. (ENTK)
[i.e. Total Goods Revenue Net Tonne Kms. +
(Non-Suburban Passenger Kms. X 0.076) +
(Suburban Passenger Kms. X 0.053)].
And
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)
266
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 account 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 account 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 accounting, 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 accounting, a
formula for computing PLB in Railways is given in Annex 4.4.1 of
the Report for reference of the administrative 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
267
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 account 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.
268
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 CPC 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 CPC 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
Chapter 4.5
269
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 CPC 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 joining 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 terms 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 account. Keeping in view the recommendations of
the Fifth Central Pay Commission in this regard, the Commission
270
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.
271
Advances
Introduction 4.6.1 Two types of advances are available to the Government
employees. These are:-
(1) Interest free advances; and
(2) Interest-bearing advances
4.6.2 The details of these advances are as follows:-
Interest free advances
Name of advance Amount
(Rs.)
Eligibility
1. Advance of
Pay on transfer
1 months pay.
2 months pay in case
of transfer due to
shift of
headquarters as a
result of
Government policy.
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 admissible.
3. Advance of T.A.
to the family of a
deceased
Government
employee
Limited to 3/4th of
the probable
expenses admissible
under the rules
Same as for
retirement/transfer
4. Advance of LTC
Upto 90% of the fare. All eligible Central
Government
employees
Chapter 4.6
272
Name of advance Amount
(Rs.)
Eligibility
5. Leave Salary
Advance
An amount not
exceeding the leave
salary including the
allowances for the
first 30 days of leave
after making due
deductions.
All officials
provided the leave
taken is not less
than 30 days.
6. Advance in
connection with
medical
treatment
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.
Admissible to all
Central
Government
employees.
7. Festival
Advance
1500 Non-gazetted
employees whose
basic pay plus DP
plus stagnation
increment does not
exceed Rs.12,450
p.m.
8. Advance in the
event of natural
calamity like
flood, drought,
cyclone, etc.
2500 Only non-gazetted
employees
9. Advance for
training in Hindi
through
Correspondence
Course.
150 For those Central
Government
employees who
undergo training
through
Correspondence
Course conducted
by the Central
Hindi Directorate
273
Interest-bearing advances
Name of advance Amount
(Rs.)
Eligibility
1. Advance for purchase
of warm clothing.
1500 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
2. Advance for purchase
of table fan.
1000 or
actual
whichever is
less
Group D
employees
3. Advance to Postal and
RMS Inspectors for
purchase of
typewriter.
1500 or
actual,
whichever is
less
Inspector of Post
Offices/Inspector
of RMS
4. Advance for purchase of conveyance, i.e.
motor car, 1,80,000 for
first time
1,60,000
subsequently
Officials drawing
pay of Rs.15,750
p.m. or more.
motor cycle/ scooter 30,000 for
first time
24,000
subsequently
Officials drawing
pay of Rs.6900 p.m.
or more.
bicycle 1500 Non-gazetted
Government
employee with pay
not exceeding
Rs.7500 p.m.
5. Advance for purchase
of Personal Computer
80,000 for
first time
75,000
subsequently
Same as for Motor
Car Advance
6. Advance for
construction/
purchase of
house/flat/
enlargement of living
accommodation
7,50,000 All permanent
officials or officials
with at least 10
years of continuous
service
274
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
275
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 administrative 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%
276
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.
277
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 terms
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 compassionate 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.
Chapter 4.7
278
Recommendations 4.7.5 The Commission has studied the facilities
provided in other
countries and taken into account 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
279
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 admissible 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.
280
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 3.07%
Group B 4.41%
Group C 3.76%
Group D 3.18%
Facilities
currently
available
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.
Chapter 4.8
281
(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
account 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.
Demands
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.
282
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 user 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 enjoins 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
283
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
support 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
support 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
284
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.
285
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 Rate of monthly subscription Insurance cover
A 120 1,20,000
B 60 60,000
C 30 30,000
D 15 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 CPC,
taking in account 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
Chapter 4.9
286
inadequate and an amount of Rs.15,000 cannot provide financial
support 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 CPC were in vogue. The minimum
salary in the Fourth CPC 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 Rate of monthly subscription Insurance cover
A 720 7,20,000
B 360 3,60,000
C 180 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
287
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 account. 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 CPC 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 CPC 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 CPC.
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 joining 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 joined
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.
288
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 account 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.
289
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 account 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 CPC 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 CPC, 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
Chapter 4.10
290
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 CPMFs. 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 admissible to Defence
Forces personnel on terms and conditions as are applicable to
civilian employees. However, if field service concessions are
admissible 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
291
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 account 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
292
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 100%
(b) Havaldars & equivalent 95%
(c) Naik & equivalent 90%
(d) Sepoy & equivalent 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
A, B1
& B2
class
C class Unclass.
Cities
Sep/Nk 1800 900 600 450
Hav 2100 1050 750 510
JCOs 2700 1350 900 600
NCs(E) 900 450 300 150
4.10.13 The Defence Forces have demanded that HRA as admissible
to Central Government employees be admissible 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
293
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%:-
City Classification
Posts
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 CPMFs, 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 terms 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 account. The Defence
Forces have also proposed that the rates for hiring of
294
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 admissible 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 Full Reimbursement
Hostel Charges Full Reimbursement
Cost of Books/Stationery Rs.250 p.a.
Cost of Uniform Rs.850 (1st year)
Rs.350 p.a. (subsequent year)
Clothing 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 Full Reimbursement
Hostel Charges Full Reimbursement
Cost of Books/Stationery Rs.1000 p.a.
Cost of Uniform Rs.1700 (1st year)
Rs.700 p.a. (subsequent year)
Clothing Rs.500 (1st year)
Rs.300 p.a. (subsequent year)
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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 Rs.900 p.m.
JCOs & equivalent Rs.500 p.m.
NCOs & equivalent 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) Graded specialist - Rs 800 pm.
(b) Classified specialist - Rs 1000 pm.
(c) Consultant/Advisor/Professor - 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 passing 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 passing
Interpretership examination with 70% and above marks, for the first
296
3 positions in order of merit, an award ranging from Rs.1000 to
Rs.2000 is admissible 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 passing 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 admissible 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 admissible
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 admissible 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: -
297
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 MCPO II/I Rs 4200 pm
Senior NCO Rs 3500 pm CPO & below Rs 3500 pm
Siachen Allowance
(a) Officers Rs.7000 p.m
(b) JCOs/equivalent 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
admissible 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
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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) Flying Allowance may be granted to the Chief Petty Officer
at the same rates as Junior Warrant Officer of the Air Force.
b) 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.
c) 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 account 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, members 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 admissible to personnel who
are not qualified Submariners but embark on a submarine for
training, passage 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
299
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 admissible 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 terms and conditions as admissible 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
admissible 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 Rs.600 p.m.
PBORs Rs.400 p.m.
Para Reserves 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
Highly
Active Field
Areas
Field Areas Modified
Field Areas
Lt.Col.& above
& equ.
4200 2600 1000
Maj.& Equ. 3880 2400 930
Capt & Equ. 3550 2200 860
Lt. & Equ. 3390 2100 800
JCOs & Equ. 2910 1800 600
Hav & Equ. 1940 1200 460
Sep/Nk & Equ. 1620 1000 400
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Counter Insurgency Operations (CIOps) Allowance
Posts
CI Ops in Fd
Areas
(Rs/p.m.)
CI Ops in
Mod Fd
Area
(Rs/p.m.)
CI Ops in
Peace Area
(Rs/p.m.)
Lt.Col.& above
& equ.
3900 3000 2600
Maj.& Equ. 3600 2770 2400
Capt & Equ. 3300 2540 2200
Lt. & Equ. 3150 2420 2100
JCOs & Equ. 2700 2080 1800
Hav & Equ. 1800 1380 1200
Sep/Nk & Equ. 1500 1150 1000
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
Cat I
(9000 to 15000 ft)
Rs
Cat II
(Above 15000 ft.)
Rs
Lt.Col.& above &
equ.
1060 1600
Maj.& Equ. 930 1400
Capt & Equ. 660 1000
Lt. & Equ. 530 800
JCOs & Equ. 480 720
Hav & Equ. 370 560
Sep/Nk & Equ. 270 400
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 admissible 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 admissible 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 admissible 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.
304
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:
305
Category Existing
Category I Courses Rs.10,000
Category II Courses Rs.7,500
Category III Courses Rs.4,500
Category IV Courses Rs.3,000
MNS Officers 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 terms 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 Service Rate (Rs)
One Time Kit Army, IAF 6000 per 7 years
One Time Kit Navy 7000 per 7 years
One Time Kit MNS Officers 2000 per 7 years
Distinctive Uniform MNS Officers 200
Kit Maintenance All three services 200 per month
Kit Maintenance MNS officers 100 per month
306
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 admissible 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 Service Rate (Rs)
One Time Kit Army, IAF 14000 (initial grant)
3000 (every 3 yrs)
One Time Kit Navy 16000 (initial grant)
5000(every 3 yrs)
One Time Kit MNS Officers 7000 (initial grant)
1500(every 3 yrs)
Distinctive
Uniform
MNS Officers 400
Kit
Maintenance
All three services 400 per month
Kit
Maintenance
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
Rs.3200
One time Outfit Allowance to NCOs
promoted as JCOs
Rs.500
Mufti Allowance for Recruits in three
Services (one time)
Rs.200
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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 Rs.10/pm
Washing Allowance Rs.30/pm
Rum Allowance Rs.15/pm
Soap Toilet Allowance Rs.10/pm
Clothing Maintenance
Allowance
Rs.10/pm
Total Rs.75 pm
4.10.62 The rates of the rum allowance component, however, vary
as follows: -
Peace Areas Rs.15 pm
Field Areas below 3000 ft Rs.35 pm
Field Areas 3000 ft – 4999 ft Rs.50 pm
Field Areas 5000 ft – 8999 ft Rs.55 pm
High Altitude Areas 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 CPMFs, 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 Rate
For spectacles with normal lenses Rs.130
For spectacles with bifocal lenses Rs.250
4.10.65 No new allowance for purchase of Contact 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
Rs.300 pm
For Appointments tenable by
Major/equivalent
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 CPC.
Rewards for
meritorious
service
4.10.70 Rewards for meritorious service are admissible to PBORs at
the following rates: -
Category Existing
Annuity for MSM to JCOs Rs.200 (pa)
Gratuity for Long service & Good
Conduct Medal
Rs.200
(one time)
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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 passing
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 150
(ii) Higher rate 225
(iii) Special rate 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 account 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: -
311
Group C14 to C13 C13 to C12 C12 to C11
X - Rs.60 p.m. Rs.60 p.m.
Y Rs.50 p.m. Rs.50 p.m. Rs.50 p.m.
Z - Rs.20 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 terms 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 admissible 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
312
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 members 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 admission, 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) 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.
(ii) The authorized class of travel for hospital admission shall
be the same as that authorized for official tours.
(iii) Conveyance granted to two relatives of battle casualties at
Government expense to meet service personnel admitted
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.
(iv) The existing rates of daily allowance payable to civilian
candidate called for interviews for grant of Commission
in the Defence Forces should be doubled.
(v) 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 admissible by
authorized class of travel. The Commission recommends
that the Ministry of Defence may examine administrative
313
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) Officers and their dependant family members 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.
(ii) 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.
(iii) 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) 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
admissible in the year in which concession for home
town is availed of.
(ii) Similar concession is also admissible 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.
314
(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) 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.
(ii) Total number of Forms D admissible 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.
Entitlement of
PBORs
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 members 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 members 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 members 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
315
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
administrative 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
passages 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
passages 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 passage 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 Existing Proposed
X Diploma Diploma
Y Matric 10+2
Z Non-Matric Matric & below
4.10.93 Consistent with recommendations made for civilian
employees, particularly the CPMF 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
316
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 terms 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 account
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) 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.
(ii) 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
317
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.
318
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
60 days 60 days 30 days
Casual
Leave
20 days 30 days 30 days
Furlough
Leave (at
half pay)
60 days in a
cycle of three
years
NA NA
Sick
Leave
Upto a
maximum of
180 days at full
pay to be
extended on
sanction
(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.
Admissible
as to
Other
Ranks.
319
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 Quantum of leave
admissible for
encashment
22 years and above 300 days
20 years and above but less than 22
years
265 days
17 years and above but less than 22
years
132 days
Less than 17 years 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.
320
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 account
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.
321
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 joint 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 support 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 CPC, 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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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
Administration 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 joining 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 members 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 CPC 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
Chapter 4.11
323
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
administrative 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 empanelled
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
administrative responsibility of verifying 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
324
recommending a scheme of health insurance for Central
Government employees and pensioners in this Report.
Recommendations 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 premium paid. Group A, B and C
employees should contribute 30%, 25% and 20% of the
annual premium 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 joining
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.
Railways &
Defence
(combatants)
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.
325
Pensionary benefits of civilian
employees and Defence Forces Personnel
Introduction 5.1.1 As per its Terms 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 joined 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
Administrations 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 - 10.18 lakh
• Posts - 1.58 lakh
• Defence - 19.40 lakh
• Telecom - 1.42 lakh
• Civil - 5.83 lakh
Total - 38.41 lakh
Chapter 5.1
326
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 account.
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 civilian
employees are discussed in the succeeding paragraphs.
Gratuity 5.1.8 Three different kind of gratuity is payable in Government:-
(i) 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.
327
5.1.10 Limit of encashment of EL at retirement was increased from
180 days to 240 days by the Fourth CPC and to 300 days by the
Fifth CPC.
5.1.11 No encashment while in service was allowed till Fifth CPC.
Fifth CPC, 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 CPC had observed that no real financial benefit accrued to the
retiring Government employee on account 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 CPC 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 members 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 admissible 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
admissible 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.
328
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 CPC.
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:-
329
(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 account 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
admissible. 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
330
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 CPC 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
331
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 CPC 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.
332
(vii) Full gratuity should be calculated on the basis of 25
days against 30 days in a month as admissible 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.
Demands- family
pension
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 account. 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 CPC 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
333
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 Additional quantum of pension
80 years - 20% of basic pension
85 years - 30% of basic pension
90 years - 40% of basic pension
95 years - 50% of basic pension
100 years - 100% of basic pension
Recommendations
relating to
qualifying service
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.
334
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 account
of judgment passed 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 CPC had recommended such restoration after 12
years. The Fifth CPC 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 account.
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
335
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 admissible 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 CPC and to 300 days
as per the recommendations of the Fifth CPC. The last Pay
Commission had also allowed encashment of leave while availing
336
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 account 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
337
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 Additional quantum of
family pension
80 years - 20% of basic family pension
85 years - 30% of basic family pension
90 years - 40% of basic family pension
95 years - 50% of basic family pension
100 years - 100% of basic family pension
CCS
(Extraordinary)
Pension Rules,
1939 – analysis &
recommendations
5.1.44 The Commission notes that the provisions on extraordinary
family pension have been liberalized substantially by the
Fifth CPC. 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.
338
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 account 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 account
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 CPC 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 CPC 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/
339
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 CPC 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 CPC 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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CPF/SRPF Optees 5.1.50 Many demands have been made seeking another option
for the CPF/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 CPC 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 CPF/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 CPF/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
341
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. widow or the eldest surviving widow (with reference to the
date of marriage) or husband;
2. the eldest surviving son or an adopted son;
3. the eldest surviving unmarried daughter;
4. the eldest surviving widowed daughter;
5. the father.
6. the mother;
7. the eldest surviving brother below the age of 18 years;
8. the eldest surviving unmarried sister;
9. the eldest surviving widowed sister;
10. the eldest surviving married daughter; and
11. 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. widow or the eldest surviving widow (with reference to
the date of marriage) or husband;
2. the eldest surviving son or an adopted son;
3. the eldest surviving unmarried daughter;
4. the eldest surviving widowed daughter;
5. the father.
6. the mother;
7. the eldest surviving married daughter;
8. the eldest surviving brother below the age of 18 years;
9. the eldest surviving unmarried sister;
10. the eldest surviving widowed sister; and
11. the eldest child of the eldest predeceased son.
Family Pension
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 CPC, 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 CPC 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 CPMFs/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
Present Weightage
(Years)
Weightage
Demanded
(Years)
Sepoy 10 14
Naik 8 11
Havaldar 6 9
Naib Subedar 5 8
Subedar 5 8
Subjedar Major 5 8
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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 CPMFs 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:-
(Rs.per month)
Post
Pension as per
existing rules *
(basic pension +
DP + DR +)
Minimum
Revised Pension
Increase
X Group
Sepoy 3319 5335 2016
Naik 3319 5620 2301
Havaldar 3380 6215 2835
Nb. Sub 4673 8320 3647
Subedar 5518 9375 3857
Sub. Major 5665 9910 4245
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Post
Pension as per
existing rules *
(basic pension +
DP + DR )
Minimum
Revised Pension
Increase
Y Group
Sepoy 3083 4330 1247
Naik 3096 4680 1584
Havaldar 3096 5035 1939
Nb. Sub 4588 7490 2902
Subedar 5254 8545 3291
Sub. Major 5383 8775 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 account for purposes of fixation of
pension.
Family Pension-
Existing 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
admissible 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 pass 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 CPC 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
348
further recommendation is necessary on this account. 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 account 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
admissible family pension. Defence Forces personnel in receipt of
Disability Pension for 100% disability are also given Constant
Attendance Allowance. As per recommendations of Fifth CPC,
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.
349
• 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.
Disability Pension
awards -
Analysis
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 CPC had considered the issue and recommended
continuance of this system. Accepting this proposal would mean
350
extending double benefits in form of the initial lump-sum
payment and subsequent pension for the same disability element.
The recommendations of the Fifth CPC 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
351
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 CPC 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:-
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
Funding pension
liability in future
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 terms 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 terms 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
352
growth of the pension bill. The pension bill will be further reduced
once the scheme of lateral movement of defence personnel to
CPMFs 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 account 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 account 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.
353
Appointment & Promotion Policy
Appointments to
the higher
echelons
6.1.1 Presently, three All India Services exist viz. Indian
Administrative 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 account 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
joining 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 & Administrative 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.
Chapter 6.1
354
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 & Administrative 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 empanelment for placement under
the Central Staffing Scheme. Due to this, most of the Group A
355
service officers are not able to get empanelled to the post of Joint
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
panel 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 panel of suitable officers on an annual basis and for strict
selection and evaluation of various relevant qualities for inclusion in
the panel.
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.
356
Selection to
Senior
Administrative
Grade and Higher
Administrative
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 Administrative
Grade and Higher Administrative 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 upcoming 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 empanelment 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 upcoming 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 administrative 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.
357
(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 members 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.
Lateral entry at
higher grades
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
358
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
ACPS 6.1.15 Promotion policy exists to provide adequate career
progression to the employees. The Fifth CPC 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 (ACPS) for the general employees in the
Government. The Fifth CPC 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 ACP recommended by the
Fifth CPC 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 ACPS
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. ACPS 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
359
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 ACPS 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 ACPS is
limited to increase in salary in the same pay scale on account of
fixation under FR-22(1)(a)(i). The Commission has received many
representations seeking a uniform benefit under ACPS or seeking
abolition of intermediary grades merely with a view to get higher
jumps in pay scales under ACPS. 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 ACPS, 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 ACPS 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 ACPS 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 ACPS 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
360
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
ACPS 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 join these
posts but get demoralized on account of prevailing stagnation.
While running pay bands and Modified ACPS 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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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 CPC 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 CPC 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 CPC, 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
Chapter 6.2
362
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.
363
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.
364
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
accounting. 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 terms 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
joined 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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Towards Effective and Responsive
Administration
Introduction 6.3.1 The Commission has not directly addressed the issue of
general administrative reforms in Government because a separate
Administrative 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 administration 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.
Terms of Reference of the Commission also enjoin 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,
accountability, 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 accountability 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 administrative
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.
Administrative
Reforms
Commission
(ARC)
6.3.3 The ARC in its approach paper on 'Reforms in Governance and
Administration' 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,
Chapter 6.3
366
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 accountability 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 designing motivating jobs with greater
responsibility, accountability and recognition of merit. A system
rewarding performance in terms 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 accountability
6.3.5 The existing administrative 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
accountability 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
accountability 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
367
'learning organization approach' where employees are
continually enhancing their capabilities and skills in high
performance work cultures. Incentivising and rewarding
innovation, creativity and responsive administration 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
accountabilityrestoring
importance to
delivery and the
cutting edge
6.3.9 Restoring delegation with accountability 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
368
delivery and care has to be taken that administrative 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 terms 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
369
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 premium 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 administration 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 accountability. 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 accountability 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,
accountability 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.
370
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 supports 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
Administration (LBSNAA) imparts in-service training before the
Junior Administrative 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
Chapter 6.4
371
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
members other than permanent faculty members for autonomous
training institutions aided by the Central Government which
trained Group A Government officials. It further provided that
only faculty members 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 members 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 admissible 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 members 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
372
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 terms 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
373
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.
374
Date of effect
Date of Effect-
Previous
recommendations
& demands
6.5.1 Pay scales recommended by the Fifth Central Pay
Commission were implemented from 1/1/1996. The Fifth CPC
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 account 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
Chapter 6.5
375
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 account 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.
376
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 Administrative
Head of the Department and Principal Adviser to the Minister on
all matters of policy and administration within the Department of
Agriculture & Cooperation. He is assisted by Special Secretaries,
Additional Secretaries, Agriculture Commissioner, Joint
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:-
Chapter 7.1
377
Group Sanctioned Strength In Position
A 331 188
B 412 298
C 2153 1658
D 2614 2289
Total 5510 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.3050-
4590. 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.3050-
4590. 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 PB-
2 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.
378
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.6500-
10500 on account 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.
379
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.
380
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.
Accountant-cum-
Cashier in
Regional Station
for Forage
Production and
Demonstration
7.1.14 Higher pay scale has been demanded for the post of
Accountant-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.
381
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.4000-
6000. 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 account 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 CPC 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
account 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
382
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.
Administrative 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 account 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 account 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 account 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
383
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.
384
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 Sanctioned Strength In Position
A 121 103
B 205 167
C 198 154
D 141 132
Total 665 556
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) Administration and
Vigilance and (iv) Finance and Accounts.
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.
Chapter 7.2
385
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 Sanctioned Strength In Position
A 17 15
B 16 16
C 63 54
D 49 45
Total 145 130
Directorate
General of Civil
Aviation (DGCA)
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.
Chapter 7.3
386
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 Administration
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 support 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
387
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 administrative control of Ministry of
Railways.
7.3.11 It is seen that the Commission was separated from Railway
Board and placed under the administrative 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 administrative 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 joining the
Commission of Railway Safety on deputation is concerned, it is
observed that before the Fifth CPC, 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 account 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 account 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
388
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 join 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
administrative
staff
7.3.17 Higher pay scales have been demanded for the
administrative 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 CPC 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
389
belonging to the various services of Central Secretariat. No
special dispensation is, therefore, necessary in their case.
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.
390
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 Joint 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 Sanctioned Strength In Position
A 42 37
B 79 74
C 183 139
D 97 94
Total 401 344
Recommendations 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.
Chapter 7.4
391
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 Sanctioned Strength In Position
A 975 720
B 1469 1252
C 3960 3209
D 1871 1666
Total 8275 6847
Department of
Commerce
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
Joint Secretaries & Joint 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
Chapter 7.5
392
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
Account Officer
7.5.6 Restructuring of various Group A posts including the
posts of Superintendent of Salt, Assistant Civil Engineer and
Account 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
393
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 account 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.
394
Ministry of Communications and
Information Technology
Introduction 7.6.1 Ministry of Communications and Information Technology
has three departments under its control, namely,
i) Department of Telecommunications
ii) Department of Posts
iii) 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 Members 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 Sanctioned Strength In Position
A 4840 4201
B 10637 8121
C 220652 185281
D 50742 42485
Total 286871 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
Chapter 7.6
395
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 CPC 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 account 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.
396
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.6500-
10500 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. 5500-
9000 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
Administrative Grade which will also include the posts in Senior
Time Scale. Postal officers of Accounts Division have demanded
higher pay bands on par with Central Secretariat Service. The
issues relating to organized accounts cadre are discussed in
Chapter 7.56 of the Report concerning Indian Audit and Account
Department. Recommendations made therein shall apply to the
all organized accounts cadres including the one existing in
Department of Posts. No separate recommendations are, therefore,
necessary.
397
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.6500-
10500 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 account 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,
398
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 CPOs 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 CPOs 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)
Accountants Cadre
7.6.19 Accountants of this cadre have demanded parity with
organised Accounts cadres. No functional justification exists for the
same. The parity with organized Accounts 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.4500-
7000. 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
Administrators &
Marketing
Executives
7.6.21 Postal Assistants assigned the jobs of System
Administrators & 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.
399
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 administrative
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 terms 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.
400
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
support 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,
Chapter 7.7
401
the scheme of FCS shall not apply there. The Commission has
separately recommended running Pay Bands and Modified ACPS
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.
ACPS for Group A
officers
7.7.7 Demand for covering Group A officers under ACPS has
already been addressed in Chapter 6.1 of the Report. No separate
recommendation on this account 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 account of recommendations made by the Commission
402
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 account 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.6500-
10500. 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 ACPS 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.
403
Ministry of Corporate Affairs
Introduction 7.8.1 The Ministry is primarily concerned with administration 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 administering 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 Accountants of India (ICAI), Institute of Company
Secretaries of India (ICSI) and the Institute of Cost and Works
Accountants 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
administration 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
Chapter 7.8
404
Assistant is Rs.5000-8000. Since the post already exists in this pay
scale, only the corresponding revised Pay Band PB-2 of Rs.8700-
34800 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.7500-
12000 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 account 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.
405
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 CPC, 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 administrative 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 Administrative 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
406
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.6500-
10500. 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.5500-
9000 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.
407
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, administration 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 Sanctioned Strength In Position
A 341 242
B 848 620
C 17812 12522
D 10367 9327
Total 29368 22711
Assistant
Archaeologist in
Archaeological
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-
Chapter 7.9
408
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) Assistant Superintendent in the Epigraphy cadre.
b) Assistant Superintendent in Science Cadre, Assistant
Archaeological Chemist.
c) Assistant Superintendent, Archaeological Engineer in
Conservation Cadre.
d) 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 account 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.8000-
13500 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 account.
409
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.5000-
8000. 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
account 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 account 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. 5000-
8000, 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.
410
Posts in
Administrative
Division
7.9.13 Pay scales of various posts in Administrative 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 account 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.7450-
11500 corresponding to the revised pay band PB-2 of Rs.8700-
34800 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 account 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.7450-
11500 corresponding to the revised pay band PB-2 of Rs.8700-
34800 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 account of the
proposed merger of the pay scales.
411
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, Inter-
Services 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.
Chapter 7.10
412
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 accounting of defence
expenditure.
Organizational
structure
7.10.3 Number of posts in various grades in the Ministry is as
under:-
Group Sanctioned Strength In Position
A 13046 13628
B 26450 22780
C 238298 176854
D 200272 152038
Total 478426 366300
Common issues 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.
413
• 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 account 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
414
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.
Accounts staff 7.10.12 Parity with CSS has been sought between various posts of
accounts staff under the office of Controller General of Defence
Accounts (CGDA). The Accounts Staff under CGDA forms an
organized Accounts cadre. The Commission has made
recommendations for the organized Accounts cadre in Chapter 7.56
relating to Indian Audit and Accounts Department. The
recommendations made therein shall extend to all the organized
Accounts 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.
415
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 administrative 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.
416
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 CPC, 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 account 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.7450-
11500 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.
417
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 (CPMFs). 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.3200-
4900 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 CPMFs. While pay scales for various
posts in the CPMFs 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:-
418
General Duty Branch
(in Rs.)
Corresponding
Pay Band &
Designation Present pay Grade Pay
scale
Recommended
pay
scale Pay
Band
Grade
Pay
Navik 3050-4590 3200-4900 PB-1 2000
Uttam Navik 3200-4900 4000-6000 PB-1 2400
Pradhan Navik 3200-4900 +
Special Pay
Rs.50
4500-7000 PB-1 2800
Adhikari 5500-9000 6500-10500 PB-2 4200
Uttam Adhikari 6500-10500 7450-11500 PB-2 4600
Pradhan Adhikari 6500-10500 +
Special pay of
Rs.200
7500-12000 PB-2 4800
Domestic Branch
(in Rs.)
Corresponding
Pay Band &
Designation Present pay Grade Pay
scale
Recommended
pay
scale Pay
Band
Grade
Pay
Navik 2750-4400 3050-4590 PB-1 1900
Uttam Navik 3050-4590 3200-4900 PB-1 2000
Pradhan Navik 3200-4900 4000-6000 PB-1 2400
Adhikari 5000-8000 6500-10500
PB-2 4200
Uttam Adhikari 5500-9000 6500-10500
PB-2 4200
Pradhan Adhikari 6500-10500 7450-11500 PB-2 4600
Aviation Branch
(in Rs.)
Corresponding
Pay Band &
Designation Present pay Grade Pay
scale
Recommended
pay
scale Pay
Band
Grade
Pay
Navik 3050-4590 3200-4900 PB-1 2000
Uttam Navik 3200-4900 4000-6000 PB-1 2400
Pradhan Navik 4000-6000 4500-7000 PB-1 2800
Adhikari 5500-9000 6500-10500
PB-2 4200
Uttam Adhikari 6500-10500 7450-11500 PB-2 4600
Pradhan Adhikari 6500-10500 +
Special pay of
Rs.200
7500-12000 PB-2 4800
419
Technical Branch
(in Rs.)
Corresponding
Pay Band &
Designation Present pay Grade Pay
scale
Recommended
pay
scale Pay
Band
Grade
Pay
Yantrik 4000-6000 4000-6000 PB-1 2400
Uttam Yantrik 4500-7000 4500-7000 PB-1 2800
Pradhan Yantrik 5000-8000 6500-10500 PB-2 4200
Sahayak Engineer 5500-9000 6500-10500 PB-2 4200
Uttam Engineer 6500-10500 7450-11500 PB-2 4600
Pradhan Engineer 7450-11500 7500-12000 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.7450-
11500 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.
420
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 Accountant 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 account of the reorganization of the pay scales
being recommended by the Commission. The next higher post of
Assistant Accounts 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.
421
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 account 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.7450-
11500 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.5000-
8000 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
422
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.5500-
9000 and will come to be placed in the scale of Rs.6500-10500 on
account 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 Scientist-
H (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
423
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 account 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 admissible 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.
424
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 Sanctioned Strength In Position
A 146 62
B 78 54
C 324 178
D 224 125
Total 772 419
Recommendations 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.
Chapter 7.11
425
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 Sanctioned Strength In Position
A 538 400
B 2612 2325
C 3351 2317
D 2165 1660
Total 8666 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.
Demands-
Assistants
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.
Chapter 7.12
426
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.6500-
10500. 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 CPWD, 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 CPWD, Income Tax, Customs,
etc. In any case, the post will benefit on account of restructuring of
pay bands and grade pay being recommended by the Commission.
No other recommendation is necessary.
427
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 Joint 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 Sanctioned Strength In Position
A 154 82
B 97 70
C 644 480
D 305 227
Total 1200 859
Botanical Survey
of India
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, ACPS, GPF,
Pension, various allowance and advances/leave related matters
have been addressed in the Chapters relating to these topics.
Chapter 7.13
428
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 CPC
recommendations
7.13.6 It has also been stated that recommendations of Fifth CPC
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 CPC 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 CPC 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 CPC 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 account 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 account of restructuring being proposed. The
posts may, therefore, be merged.
Junior
Administrative
Officer
7.13.9 Presently, the post of Junior Administrative Officer exists in
an identical scale as that of Assistant (Rs.6500-10500). Junior
Administrative 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 Administrative Officer.
429
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 ACP.
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.
430
Ministry of External Affairs
Introduction 7.14.1 Ministry of External Affairs is responsible for country's
foreign relations. The Central Passport Organisation which issues
Passports 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 Sanctioned Strength In Position
A 1126 1052
B 2223 2089
C 2416 1992
D 1112 1072
Total 6877 6205
Indian Foreign
Service
7.14.2 Indian Foreign Service (A) and Indian Foreign Service (B)
are two organized services under the administrative 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.
Chapter 7.14
431
Security Guards 7.14.4 The Fifth CPC 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 Passport
Organisation
7.14.5 A demand has been made for upgrading the pay scale of
Assistant in Central Passport 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.5500-
9000 and Rs.6500-10500. Consequently, the post of Assistant in
Central Passport 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 Passport Officer
and Passport 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
432
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.
433
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 Sanctioned Strength In Position
A 12840 10234
B 54418 47367
C 46389 34603
D 27348 23779
Total 140995 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.5500-
9000. 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
Chapter 7.15
434
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 account 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 account of the proposed merger of the scales of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500.
435
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.6500-
10500 and will come to lie in an identical scale as that of their
feeder posts on account 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.6500-
10500 on account 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 Class-
III. 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
436
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 Terms 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 account of the proposed
merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-
10500. 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
Administrative Tribunal directed upgradation of the pay scale of
Foreman (Printing) from the scale of Rs.4500-7000 to that of Rs.5500-
9000. 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 Accounts Branch. Office of Controller General of Accounts
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 Accounts have been addressed in Chapter 7.56.
437
Department of Revenue
Introduction 7.15.11 Department of Revenue functions under the overall
administrative 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 Members and
CBEC has five Members. The Members 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 CPC had recommended the scale of Rs.5500-
9000 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.6500-
10500 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
438
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.
439
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 CPOs and Notice Server. The Commission has
recommended that all the Constables in CPOs 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 Members 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
account of restructuring of pay bands being recommended. The
440
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.
441
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 Sanctioned strength In Position
A 86 56
B 73 57
C 73 59
D 44 29
Total 276 201
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
administrative control of the Ministry. This Institute was started in
1973 and registered 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.10000-
15200), Joint Director (Rs.12000-16500) and Director (Rs.14300-
18300). The direct recruitment is at the levels of Inspector (Rs.5500-
9000), Junior Inspecting Officer (Rs.6500-10500) and Senior
Inspecting Officer (Rs.8000-13500). The essential qualifications
Chapter 7.16
442
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 account 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 terms 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
443
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.10000-
15200 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 CPC 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).
444
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 administrative 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 Joint 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 Sanctioned Strength In Position
A 3840 2859
B 2514 1991
C 13820 11003
D 12906 10283
Total 33080 261 36
Chapter 7.17
445
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
Administrative
Officer in
Safdarjang
Hospital
7.17.5 Assistant Administrative 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 account 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 Administrative 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 contact with patients.
Restructuring of
the administrative
posts in
Safdarjung
Hospital
7.17.6 Restructuring of the administrative 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.5000-
8000. 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,
446
therefore, exists in the extant pay scales of these posts. Only the
corresponding pay scales shall apply to these posts.
Parity with
CPWD
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 CPWD. 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 CPWD.
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-
447
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 CPC 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 account 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 account 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 administrative 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 CPC 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 CPC 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.
448
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 CPC 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.
449
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 administers 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 Sanctioned Strength In Position
A 59 31
B 102 63
C 100 48
D 79 46
Total 340 188
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 administers 48 Central PSEs. The Department of
Heavy Industry is headed by a Secretary to the Government of
India who is supported 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 accounting, 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 Administrative 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.
Chapter 7.18
450
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, administration of Union territories, etc. The
Ministry extends manpower and financial support, 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 Sanctioned Strength In Position
A 14772 11070
B 22012 14376
C 642914 599622
D 55647 51845
Total 735345 676913
Departments under
MHA
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,
administration 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.;
Chapter 7.19
451
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
452
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 2304
EDP Cadre 1404
Map Cadre 227
Administrative Cadre 537
Printing Cadre 41
Language Cadre 20
Social Studies Cadre 17
Others (including Group D) 1173
Total 5723
453
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 Rs.6500-10500
Statistical Investigator Gr. II Rs.5500-9000
Statistical Investigator Gr. III 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.)
Corresponding
Pay Band &
Designation Present Grade Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Statistical
Investigator Gr. I
6500-10500 7450-11500 PB-2 4600
Statistical
Investigator Gr.
II/III#
5500-9000/
5000-8000
6500-10500 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 administrative 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 account.
Central Para
Military Forces
(CPMFs)
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
454
Police Force, Indo-Tibetan Border Police, National Security Guard
and Sashashtra Sena Bal.
CPMF - Assam Rifles 7.19.12 Assam Rifles is one of the oldest CPMFs
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 Indo-
Myanmar 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.
CPMF – 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.
CPMF – 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.
CPMF – Central
Reserve Police Force
7.19.15 Central Reserve Police Force is the oldest CPMF 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
455
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.
CPMF - 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.
CPMF - 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.
CPMF - 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 CPMFs 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
456
years, 15 years, 22 years and 32 years irrespective of the vacancy
position have been demanded for gazetted officers of CPMFs. It
has also been stated that pay of all categories of the CPMFs
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 account.
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.
457
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 CPMFs.
7.19.28 All the CPMFs have projected that their personnel joining
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 CPMFs
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 CPMFs 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 join even if they are better
qualified. The Commission is unable to recommend an
organized Group A service Status for Group A Officers in
various CPMFs.
458
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 ACPS will ameliorate the general
problem of stagnation in the various Government organisations
including CPMFs. The specific issue of stagnation in Group A
posts in various CPMFs including CRPF would be properly
addressed only if a larger number of posts are reserved for being
filled by the officers belonging to specific CPMFs cadre.
7.19.33 Apart from the problem of stagnation, the other issue
concerning the CPMFs 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
CPMFs. 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 CPMFs. 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 CPC 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
CPMFs in 1997, the Government upgraded the pay scale of
459
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
CPMFs and other police forces has been stated to be functionally
necessary. Recognizing this, the existing structure in CPMFs 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:-
(in Rs.)
Corresponding
Pay Band &
Grade Designation Present pay e Pay
scale
Recommended
pay
scale Pay
Band
Grade
Pay
Constable 3050-4590 3200-4900 PB-1 2000
Head Constable 3200-4900 4000-6000 PB-1 2400
Assistant Sub
Inspector
4000-6000 4500-7000 PB-1 2800
Sub Inspector 5500-9000 6500-
10500
PB-2 4200
Inspector 6500-10500 7450-
11500
PB-2 4600
Subedar Major 6500-10500 +
Rs.200 p.m.
7500-12000 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 CPMFs have removed the rank of Assistant Sub Inspector
from their hierarchy. Since the restructuring of Central Para
460
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 CPMFs, included the
rank of ASI which also exists in Delhi Police. CPMFs, 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 CPMFs (barring CISF) is presently eligible for
promotion/financial upgradation under ACPS 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 ACPS gets
the scale of Rs.4000-6000 (being recommended for upgradation by
this Commission to Rs.4500-7000). The rank of ASI in CPMFs 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 CPMFs
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 CPMFs.
Recommendations –
Ration Money
Allowance and
Detachment
Allowance
7.19.37 The issue of granting Ration Money Allowance on par
with Defence Forces to the CPMFs 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 CPC 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
CPMFs personnel which are presently in receipt of this
allowance, no rationale exists for granting ration money
allowance at lower rates to the CPMFs 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 CPMFs as
well as the military forces are likely to be similar. The
Commission, accordingly, recommends payment of Ration
Money Allowance to the CPMF personnel on par with that
available to the defence forces. CPMFs 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.
461
Recommendations –
Uniform Allowance
and Kit Maintenance
Allowance
7.19.38 The Fifth CPC 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 - Rs.13000
Renewal grant - 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 CPMFs 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 CPMFs
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 CPMFs 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 CPMFs 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
462
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
members 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 CPMFs 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 CPMFs 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 CPMFs 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
CPMFs, 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 CPMFs 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 CPMFs personnel under the
New Pension Scheme needs to be discussed along with the issue
of lateral induction of Defence Forces personnel in CPMFs 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 CPMFs etc. will carry their existing pension
entitlements. These personnel will, therefore, be outside the ambit
of NPS. CPMFs personnel directly recruited after 31/12/2003
will, however, continue to be governed by NPS.
Recommendations –
promotional
prospects for
Followers
7.19.45 CPMFs 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
463
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 Pass. The
Commission is of the view that all the posts in CPMFs 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 CPMFs, it was
brought to the notice of the Commission that officers of and upto
the rank of Commandant in CPMFs 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 CPMFs 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
464
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 account 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 CPMFs. 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 CPMFs and placed in an identical pay
band and grade pay as recommended for the post of Commandant
in various CPMFs.
Delhi Police 7.19.48 Delhi Police follows Police Commissionerate system and
is administratively 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 pass 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.
465
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 CPMFs. A higher scale has also
been recommended for the posts of Head Constable and ASI.
Complete parity exists at present between CPMFs and Delhi
Police. This parity needs to be maintained. The Commission,
accordingly, recommends the following scales for Delhi Police:-
(in Rs.)
Corresponding
Pay Band &
Grade Designation Present e Pay
pay scale
Recommended
pay
scale Pay
Band
Grade
Pay
Constable 3050-4590 3200-4900 PB-1 2000
Head Constable 3200-4900 4000-6000 PB-1 2400
Assistant Sub
Inspector
4000-6000 4500-7000 PB-1 2800
Sub Inspector 5500-9000 6500-10500 PB-2 4200
Inspector 6500-10500 7450-11500 PB-2 4600
Demand - Pay scale
of ACP
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 join the service in the scale of Rs.6500-
10500. 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 ACPs 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 ACPs 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 ACPs 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 ACP 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.
466
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, Joint 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.
467
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 CPC. 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 CPOs. 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 CPC, the post of ACIO-I was in the
scale of Rs.2000-3200. The Fifth CPC had recommended the scale
of Rs.1640-2900 corresponding to the revised pay scale of Rs.5500-
9000 for this post. The Fifth CPC had given this recommendation
because similar recommendations were made in respect of
Inspectors in CBI who had also been extended the scale of Rs.2000-
3200 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 CPC had merged both these pre-revised pay scales.
7.19.59 Similarly, prior to Fifth CPC, the Security Assistants in IB
were placed in the scale of Rs.950-1400. The Fifth CPC had
recommended lowering of their pay scale to Rs.825-1200 on par
with Constables in CPMFs. 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 CPC 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 CPC 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 CPMFs. The Government, however,
468
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
account of restructuring of pay bands and grade pay being
recommended. No further recommendation is, therefore,
necessary.
Parities with Delhi
Police and CPMFs
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 CPMFs. This
parity will need to be maintained. On par with recommendations
made for analogous posts in Delhi Police and CPMFs, the
Commission recommends higher pay scales for the following
posts in the executive cadre of IB.
(in Rs.)
Corresponding
Pay Band &
Grade Designation e Pay
Recommended
pay
scale Pay
Band
Grade
Pay
Security Assistant 3200-4900 PB-1 2000
Junior Intelligence
Officer Grade II
4000-6000 PB-1 2400
Junior Intelligence
Officer Grade I
4500-7000 PB-1 2800
ACIO-II 5500-9000 PB-2 4200
ACIO-I 6500-10500 PB-2 4600
Other Police
organisations -
Directorate of
Coordination Police
Wireless (DCPW)
7.19.63 DCPW 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.
469
7.19.64 In their demands, DCPW 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 CPMFs,
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 CPMFs, Delhi Police, etc.
Accordingly, all these posts may be given only the normal
replacement pay band and grade pay. The administrative
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.
470
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 CPC 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.7500-
12000 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:-
(in Rs.)
Corresponding Pay
Band & Grade Designation e Pay
Recommended
pay
scale Pay
Band
Grade
Pay
Jr. Translator 6500-10500 PB-2 4200
Sr. Translator 7450-11500 PB-2 4600
Asstt. Director (OL) 8000-13500 PB-3 5400
Dy. Director (OL) 10000-13500 PB-3 6100
Jt. Director (OL) 12000-16500 PB-3 6600
Director (OL) 14300-18300 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
account.
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 administration
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 administration in the U.T. of
Pondicherry. These services function under the administrative
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 CPC had
recommended such higher entry pay scale and the Provincial Civil
471
Service of adjoining States have this scale as an entry level pay
scale. It is seen that the Government did not accept the
recommendation of the Fifth CPC 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.14300-
18300.
7.19.71 DANICS and DANIPS are sister services and a broad
parity has existed between these two services. The Fifth CPC 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 CPC have
been implemented in DANICS. Since parity exists between
DANICS and DANIPS, the Commission recommends that
recommendations made by Fifth CPC in respect of the scales of
Rs.12000-16500 and Rs.14300-18300 for DANIPS as well should
be implemented in full.
472
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 support 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 Joint 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.
Chapter 7.20
473
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) Department of School Education and Literacy
2) Department of Higher Education
Organizational
structure
7.21.2 Number of posts in various grades in the Ministry is as
under:-
Group Sanctioned Strength In Position
A 299 192
B 650 530
C 612 524
D 398 365
Total 1959 1611
Teaching staff and
Mess Workers of
Navyodaya
Vidyalayas
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
terms 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 terms 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.
Chapter 7.21
474
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
administrative 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.
475
Ministry of Information and Broadcasting
Introduction 7.22.1 Ministry of Information & Broadcasting is the apex body
for formulation and administration 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 Sanctioned Strength In Position
A 501 419
B 1575 1191
C 3803 3374
D 1997 1794
Total 7876 6778
Indian
Information
Service
7.22.3 Indian Information Service is organized Group A service
under the administrative 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 join 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 account of
restructuring of pay scales. Functionally, the posts are similar. It
is, therefore, recommended that these posts should be merged. A
Chapter 7.22
476
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 account 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.6500-
10500 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 account 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.
477
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 account of merger of the pay scales of Rs.5500-
9000 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 account 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.4000-
6000. 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.
478
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 account 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 Administrative
Tribunal that had directed the Government to consider the
recommendations of Fifth CPC for this category. Fifth CPC 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 ACPS 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 account of the restructuring of pay scales being proposed.
479
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 Terms 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.
480
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
Chapter 7.23
481
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 Sanctioned Strength In Position
A 951 678
B 1238 1081
C 3123 2420
D 1313 1150
Total 6625 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 CPC 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 account 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
482
includes a Graduate Degree and Diploma in the relevant field. It
has been contended that the Fifth CPC had recommended a higher
scale for posts carrying such minimum qualifications. The Fifth
CPC 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
483
for the posts of Senior Scientific Assistant and Junior Scientific
Officer which presently exist in respective pay scales of Rs.5500-
9000 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.7450-
11500. 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 ACPS 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 CPC had recommended such higher pay scale which
was initially extended by the Government but later withdrawn. It is
seen that the Fifth CPC had recommended the pay scale of Rs.5000-
8000 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.
484
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.8000-
13500 due to implementation of recommendations of Fifth CPC. 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 ACPS. 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.6500-1